Home' Defence Magazine : Issue 7 2010 Contents 11
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CHIEF OF THE DEFENCE FOrCE’S COluMN
In Defence, a great deal of effort and resources are invested into the
development of our people.
Though I am cognisant that the term ‘development’
can be applied very widely, this month I thought it
was important to highlight the new and innovative
improvements the three Services have made to train
and educate their people, so that collectively, we can
ensure the Australian Defence Force is prepared to
meet our many and varied tasks.
One of the primary goals of Chief of Navy’s New
Generation Navy (NGN) program has been a
training-led recovery of the Navy workforce. I am very
pleased that this heightened emphasis on training
has resulted in many refinements and innovations in
Navy’s approach to training.
Significantly, Navy has established a new Training
Force within Fleet Command. Training Force is
responsible for all Navy’s individual and collective
training, and this change has emphasised the
importance of training in all ships, and consolidated
Fleet Command’s intersecting roles as both the trainer
and the end user of our trained people.
One of the first NGN training improvement activities
was Plan TRAIN. This improved access to ship-based
training for people in Navy’s critical categories. In
particular, dedicating two ANZAC Class frigates to
intensive in-harbour and at-sea training roles produced
excellent results, particularly in restoring marine
technician operator qualifications to required levels.
The success of Plan TRAIN enabled the expansion
in July 2010 to Plan TEAM, which has extended this
approach across the fleet.
Additionally, Navy’s new Fleet Operating Concept
aims to assign platforms to level-of-readiness
categories to increase training participation. The
Concept also renewed focus on batched workups, the
time ships spend operating in company and increased
fleet concentration periods.
For example, the South East Asian deployment that
sailed from Darwin in September 2010 has nearly 180
trainees at sea in HMA Ships Toowoomba, Arunta,
Tobruk and Success to progress competency logs and
gain vital sea experience.
The four-ship task group has deployed for seven
weeks, during which trainees will have access to all
ship systems to fast track training progression.
In terms of the Army, Chief of Army’s Adaptive Army
initiative has been underway for two years, and placed
the formerly separate Training and Land Commands
together under Commander Forces Command.
As well, the establishment of the Land Combat
Readiness Centre under Headquarters First Division
has brought about a big improvement in preparing
our people for operations and conducting post-
These organisational changes have led to the
development of the Army Training Continuum, further
diluting the old distinctions between the ‘school
house’ and the unit.
Training will become a genuinely seamless progression
from the time a soldier starts recruit training, through
trade and specialist training in training establishments,
and team and collective training in their unit, to the
time he or she is ready to deploy on operations as part
of a combat-ready force element.
Additionally, this training will focus increasingly
on adaptive campaigning, including an in-depth
understanding of the human dimension of
warfighting, flowing from reviews into areas such
as complex decision-making, change management,
morals, ethics and cultural understanding.
Further, the Army has realised that continuous
deployments in specific operational theatres have
taken the training focus away from the generic, joint
land combat skills that provide the foundation of
success regardless of the operational environment.
Forces Command is therefore developing a set of
Foundation Warfighting Skills which will permeate
the Army Training Continuum and culminate in
Exercise Hamel, the biggest test of individual and
collective capability since the 1990s.
Through the use of carefully chosen scenarios and
a common training context, Army’s people will be
progressively developed and assessed in their ability
to provide the right land forces to meet requirements.
The Air Force also has an extremely well developed
and resourced specialist training program that has
undergone recent development. In 2008, the Air
Power Development Centre published An Air Force
This document highlighted the importance for
Air Force to embark on a program of cultural
change through education and leadership to equip
its members and future leaders with the skills,
knowledge and attitudes necessary to deliver an air
force of influence.
To achieve this, the Air Force Training and Education
Reform project was established to develop a new
Professional Military Education and Training (PMET)
continuum, culminating in a Warrant Officer or
Squadron Leader who understands the application of
air power within a national strategic framework.
This education then forms the basis for further
non-specialisation professional courses, such as the
joint Australian Command and Staff College course.
The new PMET incorporates modules in air power,
leadership, values and ethics, communication and
military management, and are delivered through
distance learning and residential courses.
Through PMET, RAAF members are constantly
improving their knowledge, skills and effectiveness.
Collectively, I am very pleased with the recent
efforts of the three services to innovatively
progress and improve their individual approaches
to education and training. Nothing is more critical
to ongoing ADF capability than the continual
development of our people.
“Collectively, I am very
pleased with the recent
efforts of the three services
to innovatively progress
and improve their individual
approaches to education
and training. Nothing is
more critical to ongoing ADF
capability than the continual
development of our people.”
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