1. Revolution in Training
The following flag officers have been invited to attend the briefing on 19 May
Lt Gen Hopper, AETC Vice Commander Lt Gen Lamontagne, Air University Commander  (VTC) Maj Gen O'Riordan, Air Force Personnel Center Commander Maj Gen Regni, 2 AF Commander (VTC) - Technical Training Maj Gen Sandstrom, 19 AF Commander - Flying Training Brig Gen Rice, Recruiting Service Commander Brig Gen Sargeant, Director of Plans and Programs (Attended I/ITSEC) Brig Gen Fraser, Director of Operations
Major Gen Metcalf from Randolph AFB was the 2nd general who attended I/ITSEC who generated interest in the Navy ILE/Enterprise strategy.
Naval Education & Training Command
Director, Learning Strategies
Saundra Drummer
17 Jul 2003

2. NETC RESPONSIBILITIES
Accession Training
Recruit Training
Officer Candidate School
Reserve Officers Training Corps
Specialized Skill Training
Enlisted Skill Progression
Officer Warfare/Specialty
Flight Training
Undergraduate Pilot and
Naval Flight Officer
Professional Development
Personal Development

3. “Simply Put, We Are Good at Training, but We Can Do Better.”
Why Change…Why Now?
Experience Is Eroding
Increased Mission, Technology and Ops Complexity
Reduced Manning on Many Platforms
Navy Training Can Not Keep up With Today’s System Development & Acquisition Process
Commercial & Academic Sectors Provide Extraordinary Learning Opportunities
Sailors Expect to Learn & Grow… Continuously
Covenant Leadership Demands
The Navy, like our sister services, must keep abreast of new technologies and strategies to allow for a rapid response to an ever-changing world – and take the lead to engage industry and academia to provide the best possible training & education environment for our Sailors, Soldiers and Airmen.
“Simply Put, We Are Good at Training, but We Can Do Better.”
CNO June 2001

4. Executive Review of Navy Training
(September 2000 to July 2001)
Navy training suffers substantial duplication & redundancy, fragmented policy & priorities…is not efficient or effective
Sailors want and expect more than we are currently prepared to give them (opportunities for personal & professional development)
Navy does not determine competencies needed to perform well in jobs, or provide the best possible tools to succeed.
Common Themes--9 Navy Studies--(1971 to July 2001)
1. Navy training not organized to deliver training efficiently &
effectively, to either the fleet or the individual
2. There are no clear lines of accountability or responsibility
-- Training authority is vested in many organizations
3. Training management fragmented & lacks central control
The Exec Review of Navy Training had several findings…….
-- inefficient, uneffective – duplicative and redundant policies
-- Our Sailors today expect more and the military must mirror those advances found in industry/academia
-- Better tools and competencies are needed in all areas of all jobs
The Review identified common themes that all echoed the same sentiment….a revolution not simply a revision, was needed across the enterprise.

5. Standards & Requirements Implement & Test Intervention;
Why the Revolution?
III. Develop Components
I. Define Requirements
Standards & Requirements
Performance
Establish
& IntegrateTools
Develop, Build,
Design Human
Solutions
Implement & Test Intervention;
“Product of Plan”
Evaluate
IV. Execute & Measure
II. Define Solutions
Career Management
Lifelong Learning
Human Performance
Systems Model
Naval
Education & Training Command
NETC will provide career management lifelong learning for all Sailors – in Personal Development, Professional Development, Education and more to keep our Sailors ready for all challenges.
It will tie together a Human Performance Mgmt Model
It will for the first time, bring all resources/funding for training & education together under one hat – N00T – as a single training authority.
It will also tie training and education platforms to major acquisition program from the first stage, rather than as an afterthought at the end.
Link Training & Acquisition
$2,551M
N78
$676M
N79
$470M
N76
$678M N4
$368M
N77
$340M
N09B
$114M N1
$70M N6
$44M N2
$62M
N091
$37M
N75
$2,386
CNET
$827M
NAVAIR
$667M
PACFLT
$609M
LANTFLT
$480M
VCNO
$200M
NAVSEA
BUPERS
$77M
$32M
CNR
SPAWAR
$24M
USMC
$19M
NAVSEC
$5M
NAVRES
$48M
Streamline Funding Process
Single Training Authority

6. Making a Difference… Results: Building 21st Century Sailor
Human Performance System Model and Science of Learning
Training and Education is “Readiness”
Results:
Improved Sailor Performance and Fleet Readiness
Increased Agility and Responsiveness Throughout Organization
Improved Process Efficiencies and End-to-End Integration
Exciting Learning and Delivery Breakthroughs
Significant Savings Possible
The Navy is building 21st Century capable Sailors capable of operating at maximum potential in a network-centric warfare environment…….Using HPSM to deliver appropriate solutions to maximize performance and learning when and where needed to maintain readiness and insure mission accomplishment
Implementing Innovative Business Practices
Contracting Strategies – Provides flexibility to acquire services in most efficient and effective manner (i.e. Omnibus Instructor Contract vice Activity Instructor Contracts)
Business Case Analysis – Required within NPDC to justify expenditures, provides expenditure plan and identification of ROI
PC Simulation – Provides alternative to expensive and limited technical training equipment
Divestment of Non-Core Functions
Where Possible Utilize Commercial Sources to Train Functions That Are Not Unique to Navy
Mess Specialist Advanced Courses
Welding
Air Conditioning and Refrigeration
Fiber Optics
Use of commercial courseware (CISCO)
Swimming
Fork lift
Pump Maintenance
Diesel Engine Inspections
Reduces Infrastructure and Resources Required to Train These Function
Improving Product, Reducing Overhead, Streamlining Processes, Leveraging Technology and Creating Incentives for Change…

7. Organizational Alignment
Individual T&E - Before
Multiple Resource Sponsors and Claimants
Functions and Responsibilities Dispersed and Fragmented
Standards, Policies & Practices Varied by Community and Platform
Individual T&E - After
Single OPNAV Sponsor / Major Claimant
DUAL- HAT role/responsibility
Common Standards, Policies & Processes
Improved Partnership With Fleet – Improved Comm with ALL Navy
Clear Lines of Authority, Responsibility & Accountability
Efficiencies
The CNO wanted ONE focal point for education and training…or a single training authority reporting directly to him - with centralized policy, strategies and enterprise wide capabilities and decentralized operations and execution
Fully integrated w/ our Systems’ Commands and the Fleet to streamline standards, policies and processes and to achieve efficiencies across the entire Navy.
Centralized Policy and Strategy…
Decentralized Management, Operations and Execution...

8. Office Of The Chief Of Naval Operations
VICE CHIEF OF NAVAL OPERATIONS
N09
(SPECIAL
ASSISTANTS)
N09C
SPECIAL ASSISTANT FOR PUBLIC AFFAIRS
SUPPORT
N09F
SPECIAL ASSISTANT FOR SAFETY MATTERS
DIRECTOR OF
DIRECTOR
N09G
SPECIAL ASSISTANT FOR INSPECTION SUPPORT
NAVAL
OF NAVAL
N09J
SPECIAL ASSISTANT FOR LEGAL SERVICES
DIRECTOR, NAVY STAFF
NUCLEAR
EDUCATION
N09L
SPECIAL ASSISTANT FOR LEGISLATIVE SUPPORT
(DNS)
PROPULSION
AND
N09N
SPECIAL ASSISTANT FOR NAVAL INVESTIGATIVE
PROGRAM
TRAINING
MATTERS AND SECURITY
N09P
SPECIAL ASSISTANT FOR MATERIAL INSPECTIONS
N00N
N00T
AND SURVEYS
DCNO
DIRECTOR
DCNO
DCNO
DIRECTOR
DCNO
DCNO
(MANPOWER
OF NAVAL
(PLANS,
(FLEET
OF SPACE,
(WARFARE
(RESOURCES,
AND
INTELLIGENCE
POLICY
READINESS
INFORMATION
REQUIREMENTS
REQUIREMENTS
Within this new organizational structure VADM Harms is dual hatted both as the Head of the NETC…….echelon II in Pensacola, FL
And the chief advisor/chief learning officer to the CNO, as Echelon I command in the Pentagon.
PERSONNEL)
AND
AND
WARFARE,
AND
AND
OPERATIONS)
LOGISTICS)
COMMAND
PROGRAMS)
ASSESSMENTS)
AND CONTROL N1 N2
N3/N5 N4 N6 N7 N8
DIRECTOR OF
SURGEON
DIRECTOR OF
OCEANOGRAPHER
CHIEF OF
TEST AND
GENERAL
NAVAL
OF THE NAVY
CHAPLAINS
EVALUATION
OF THE
RESERVE
OF THE NAVY/
AND
NAVY
DIRECTOR OF
TECHNOLOGY
RELIGIOUS
REQUIREMENTS
MINISTRIES
N091
N093
N095
N096
N097

9. New Organization N00T Naval Education & Training Command
Enlisted
Officer
ROTC
OCS
BOOST
PREP
OIS
Naval War College
Human Performance Center
Naval
Service
Training
Command
Naval Personnel Development Command
Center
Det
Det
Hub
TSC
CNATRA
The new organizational structure integrates and institutionalizes Human Performance as a critical component of our overall organization and brings the educational institutions (except the naval Academy) under this new structure.
It allows the former CNET, now NETC, to assume Policy and Guidelines and Budget Programming and moves day-to-day pgm mgt and execution to the appropriate Echelon II commands.
Center
Det
Naval Postgraduate School
TSC
Center
Det
TSC
Center
Det

10. Why This Structure Will Work Better
Clear Accountability: Major CDRs, Center COs, HPC
Single training authority; clear chain of command
Developing “Balanced Scorecard” metrics to assess performance
“Supporting/Supported” relationship with the Fleet
Better understanding of HP requirements & solutions
Centers structured to execute the HPSM process
Emphasis on defining HP requirements
Supports Fleet in determining solutions
Owns tools/delivers products to impart KSAs
Resourced to exploit the marketplace
Seek the most effective & efficient products and delivery means

11. Learning & Training Support Centers
Center for Submarine Learning
Training Support Center
Great Lakes
Center for Surface
Combat Systems
Center for Seabees & Facilities Engineering
Center for Personal Development
Training Support Center
San Diego
Center for Naval Intelligence
Human
Performance
Center
Training Support Center
Hampton Roads
Center for Information Technology
Naval Personnel Development Command
Center for Surface Operations
Center for Naval Engineering
We have moved from individual schoolhouses focused on a specific rating pipeline to Centers managing a family of related ratings across their entire career continuum.
For example, all administrative Navy ratings/schoolhouses – YN, PN, SK, AK, RP – will have the Administrative Center in Athens to manage all content development, training and more – rather than turning the Echelon II for all of their needs.
The Centers report to our Echelon II Command NPDC -- in Norfolk and will have the responsibility to develop training materials, content and more for all the schoolhouses and Fleet communities.
Naval Education and Training Command
Center for Naval Leadership
Legend
Center for Cryptology
F & J Approved; OPNAV Note Signed
Center for Naval Aviation Technical Training
Center for Service Support
Pending
Training Support Center
Pensacola
Center for EOD/Diving

12. Transformation Today Tomorrow
“Brick & Mortar” Classrooms
OCC Standards
Rote Memorization
Configuration Mismatches
Navy Way (or “the Highway”)
NECs (Classification Codes)
Excessive Training TDY
“Time-to-Train” Metrics
Tomorrow
Personal Portable Web-Pages
Skill/Job-Based Learning
METL/Science of Learning
Mentors, Tailored Job-Aids
Blended Training Solutions
Industry Certifications
Training Delivered to Sailors
Performance Metrics
We are transforming how and where we learn from an instructor/schoolhouse focus to a Sailor Centric just in time focus….The Navy, like many other agencies, used to conduct Curriculum Analysis of a single course, for a stand alone system all tied to one resident location, with an onsite instructor. Little leveraging of content or equipment was shared from rating to another
Working to integrate the various enterprise components – the Navy has developed an Integrated Learning Environment to bring together all the formerly disparate programs. This will enable the Navy to provide Individual Lifelong Career Continuums for Sailors and Officers.
The future enterprise will be an integrated system – where a variety of delivery methods, catalog offerings and training events will be available – online, VTT, classroom resident, etc. Blended solutions for different career paths.
It will also afford Sailors the opportunity to become Industry Certified while meeting Navy requirements. This will enhance their career for as long as they’re in the Navy – and help their transition to civilian jobs in the future.
Continuous Personal & Professional Development

13. Human Performance Systems Model
I. Define Requirements
II. Define Solutions
Establish
Performance
Standards & Requirements
Design Human
Performance
Solutions
The Navy will be adopting the Human Performance Systems Model – which takes a holistic approach to the enterprise challenges. It’s an analytical process, which includes the full spectrum of People, equipment, environment and culture – all components which are reviewed to determine actual problem – prescribing a “recommended” solution/approach – which may or may not be instructional in nature.
HP Analysis will be employed at the beginning stages, from acquisition to final deployment/distribution across the enterprise.
Implement & Test Intervention;
Evaluate
“Product of Plan”
Develop, Build, & Integrate
Tools
IV. Execute & Measure
III. Develop Components

14. Professional Military Education & Leadership
5 VECTOR MODEL
Professional
Development
Personal
Development
Recruit
Apprentice
Journeyman
Master
Sailor
Continuum -
Life-Long
Learning
Professional Military
Education & Leadership
Certifications
& Qualifications
This is an example of the Sailor’s Career Continuum – or 5 Vector Model – which will show them at any given time, their progress along each vector – from Apprentice to Journeyman to Master and identify those skill objects, courses, learning events, etc., that will help them move forward for as long as their Navy career lasts.
We have a 5VM brief which shows each vector and area in more detail that we can provide to your staffs.
Performance

15. Vector Development Philosophy
Mission
Accomplishment
Sailor’s
Credentials
Learning/
Development
Continuum
Industry
Standards/
Certifications
Commercial
Training
The 5VM philosophy is to tie mission and/or fleet requirements to training & education for each individual Sailor in the Navy. Provide access to commercial training that may map to requirements, industry certifications, new technologies, and provide access to a continuous learning experience.
It will also assist a Sailor when it comes time to transition to civilian line, by providing the means and the training to transition from a Navy job to a civilian occupation, if he or she decides to engage in that pursuit.
New training
technology
Continuous
learning
Science
of learning

16. Foundation of the Revolution INTEGRATED LEARNING ENVIRONMENT

17. Integrated Learning Environment Foundation for the Revolution
Integrated Learning Environment brings together the program management, functional and technical integration of processes, products, and people involved in capturing, organizing, designing, validating, and deploying knowledge or content objects to the user in the right format, place and time of need
DELIVERS
PROVIDES
ASSURES
Job Performance Aids
Performance Support
E Learning Courses
Tech Publications
Training Materials
Reference Materials
Education Courses
Reach Back via Chat/
Knowledge Mgmt
Learner Mgmt
Content Mgmt
Rapid Content
Development
Intelligent Delivery
Content tied to
Readiness & the 5 Vector Career Model
Accessibility
Content which is Relevant,
Current, Accurate, and Engaging
Business Efficiency
The foundation for implementing this vision will be an Integrated Learning Environment (ILE) t, with an Integrated Product Team (IPT) that brings together all program managers, functional and technical processes, products and people to deploy this knowledge in an enterprise environment.
It will deliver job performance aids, content, courses, tech pubs, training materials, etc., w/ reach back capability via , threaded chat and discussion across the claimancy.
It will provide tools for knowledge mgmt, learner mgmt, rapid content development and intelligent delivery of same…while assuring content is tied to readiness, the 5V Model w/ accessibility abroad or at home. Content will be relevant, accurate and engaging and all tied to good business rules for efficiency and best practices.

18. INTEGRATED LEARNING ENVIRONMENT
CBT
VTT
Distributed Learning
Simulation
Live
Learning Management System
Digital Asset Management System
Knowledge Online
LEARNING
Technical Data Repository
DIGITAL
IMAGES
This slide simply depicts the broad enterprise which will include….
Computer based training, Video Teletraining, PC Mod & Sim, Online Distributed Learning – using an assemblage of applications – NKO, NEL, LMS and LCMS, Data Repositories and Databases which will make up the ILE.
TECHNICAL
DATA
LMS
KNOWLEDGE
DAMS
TDR
Learning Content Management System
NKO
Navy Training Management & Planning System
CONTENT
ETJ
LCMS
NTMPS

19. NKO the ILE Portal Single Access Point Single Sign-on
This shows you the homepage of the Navy Knowledge On Line – poised to be the Single Access Point, with a Signle Sign-On for various applications – for the Sailor to enter the Training and Education Portal.

20. ILE Provides Seamless Access to:
NKO the ILE Portal
ILE Provides Seamless Access to:
NKO
Navy E-Learning
Learning Centers
Communities of
Practice
Learner Mgmt Tools
Learning Plans
Content Mgmt Tools
Courses
The enterprise portal houses Navy E-Learning, Learning Center pages or sections, Communities of Practice – soon to house e-learning community of practice for example…..learner management tools, plans and content mgmt tools.

21. Integrated Learning Environment
Sailor View
My Course
Pre-Assessment
My Learning Plan & Transcript
Job
Performance
Aid
NKO
Learning Management
System
Learning Content
Management System
Tech Data Repository
Navy Training
Management &
Planning System
Navy Training
JMETL
NMETL
Group Task
Unit Task
Rating
Job Task
This shows an overall architecture picture of some of the applications, databases and systems that form the enterprise ILE.
A sailor will enter the NKO website, peruse his 5VM career continuum, find skills he/she needs to obtain for advancement in rate, professional or personal growth, education, etc.. They will then enter the Learning Mgmt System’s Learning Plan where they will enroll in a learning event or course or take a series of objects – RLO’s – that might be housed in the Learning Content Mgmt System – LCMS. Their progress will be bookmarked, tracked and completion data will feed into the Navy’s ETJ.
Content developers as well will use portions of this system to develop, stage and load their content into the enterprise system.
Other Communities
Core Learning
Command
Division
Work Center
Skill Object
Tasks
Center Training Plan
Knowledge
SYSCOM
Skill
Object
SIMs &
RLOs
Skills / Abilities
Standards
Tools
Learning Centers

22. Individualized Learning
Content Management
Tech Data
Collect
& JPAs
Feedback
Relevant, Adequate,
& Up-to-Date
Content
Reusable
Available,
Learning
Immediate, &
Content
Searchable
Resources
Informal Learning
Communication
Collaboration
"My Course"
Contributions
Reduce Redundant Training
Leadership, Mentors, Peers
Fleet Metrics

23. Individual Training Connection to Fleet Readiness
Goal: Content Related to Readiness
NMETLs
JTAs
KSAs
A strong piece of the overall CNO’s Vision is Individual Training tied to Fleet Readiness. And, goal is to develop content that is directly related to that readiness…..deliverable via the ILE NKO portal.
It requires reuse of shareable content objects or reusable content objects to allow us to build once, but use multiple times, in multiple ways across Navy jobs and ratings.
Requires: Shareable Content Reference Model (SCORM)

24. Business Plan FYDP Business Plan FY03 Focus (Current Execution)
FY04 - FY05 Plan (Initial Training)
FY06 – FY09 Plan (Specialized Training)
Delivering Knowledge at Sea
The ILE Business Plan is predicated on our BAM, or OP-05 which outlines the fiscal strategy across the FYDP.
These next slides give a very quick overview of the ILE Plans across that FYDP.

25. Dynamic Learning Environment
Instructor-led
-facilitated
-guided
POLICY DIRECTION
All courseware:
Developed “once”
Used number of ways/shared
Re-engineered not converted
Driven by best approach for
instructional delivery –
not instructions or directives
No Boundaries
In the past, we had very Instructor Lead, facilitated, guided single focus content…….
The future we’re now building will be developed “once” – and again, shared and reused….all learner-centered, tailored and generated.
We don’t want to simply convert content one-for-one, but totally reengineer the way in which it is offered – all driven by sound instructional delivery….
Open architecture – highly engaging and creative.
Learner-centered
-tailored
-generated

26. Delivering Knowledge to Sea
Learner/Usage Data
Distance Support Server
(Replication)
ILE “Lite” For Command Users
LCMS
Learning Content Management System
CONTENT
Rapid Curricula Development, Tracking and Dissemination
NKO
Afloat
Mobile Distance Support Server
Small/Tailored Footprint
On Demand Updates
Learner/Usage Data
Curricula Tracking and Dissemination
Or Pier T-1
Connection
This is the notional architecture for taking ILE “light” to our shipboard community. Working w/ our SYSCOM, NAVSEA, to deploy content and a shipboard server/environment w/ a minimal footprint.
This is being tested now, on two upcoming pilots this summer, two ships.

27. Demonstration INTEGRATED LEARNING ENVIRONMENT
Navy Knowledge Online:
Communities of Practice
5-Vector Model
Navy E-Learning:
Web-Based Courses
Learning Plans

28. Impact/Benefits Of RIT
Major Paradigm Shift in the Way We
Educate and Train Sailors…
Major Impacts
Fleet Validates Requirements and Approves HP Solutions (HPSM)
Unprecedented Realignment of E&T Organization, Resources and Processes
Promotes Life Long Learning
Major Benefits
Improves Sailor Performance and Increases Fleet Readiness
Improves Measures of Performance and Evaluates Outcomes
Clearer Lines of Accountability and Responsibility for E&T
Minimizes Redundancy & Maximize Efficiency of Organization and Processes
Empowers Sailors to Make Informed Career and Personal Decisions

29. Conclusions NETC will: Revolution in Training is Making a Difference!
Improve Sailor Performance & Development
Revolutionize Learning Opportunities
Accelerate Development of Innovative Capabilities
Achieve Significant Efficiencies
Conclusions – Questions / Discussion?
I’d now like to show you via the Internet the NKO Portal and give you a short tour of Navy’s training and education portal that will be providing our Sailors the tools, the knowledge, the content, and more to revolutionize the way we train and learn.
Agile and Responsive Organization to Meet Mission With Leading Edge Capabilities, Keep Pace With Rapid Change, Achieve Significant Business Efficiencies and Help Attract/Retain the Best Sailors