Beyond 2020 – Learning Systems Strategic Plan
2020 – 2025

Vision:

NATHQ Learning Systems will reconfigure the Learning Management Programs of the AAFC to be a modern and constantly improving blended learning ecosystem with the learner being at the centre of all we do.

Mission:

To develop and prepare the youth of Australia to make sound decisions for their future informed by exposure to contemporary and advanced learning systems in a military and aviation context.

Aims:

• To see measurable improvements in the learning experience of both the Adults and Cadets.
  
• To ensure learning is a multi-faceted interaction between teacher and learner.
• To identify excellence in learning and teaching and leverage that experience to enhance the ecosystem nationally.
• To make learning, teaching and mentoring part of the whole organisational commitment to enhance the cadet experience.
• To constantly strive to enhance the quality of the learning experience.
  

Partnerships:

Our aims can only be achieved through partnerships with:

• Our Members
• Other ADF Cadet Organisations.
  
• Air Force Training Group.
  
• Australian Defence College
  
• Defence Learning Branch
  
• Learning Service Providers

3 Strategic Pillars:

As we make decisions and take action, we will rely on our strategic pillars to help guide our decisions.

Create a collaborative learning culture.  Ensure that the learners’ voice is heard and incorporated into the learning evaluations.  Provide learning-centred infrastructure.  Optimise the learning experience for retention and success.

1.     Learning for the future

Create a collaborative learning culture.  Ensure that the learners’ voice is heard and incorporated into the learning evaluations.  Provide learning-centred infrastructure.  Optimise the learning experience for retention and success.

2.     Technological Excellence

Reconceptualise teaching and mentoring as a collaborative process that includes peer learning underpinned by evidence and facts.  Develop and support teachers and mentors to use innovative practices.  Enhance teaching and mentoring through integration of research and professional development.

3.     Governance and Structure

Deliver a renewed curriculum.  Enable innovative learning methods.  Enact quality assurance through disciplined use of the SADL.  Engage with external stakeholders to enhance learning outcomes.

Key Priorities:

1.    Review and release Learning OIP.

2.    Develop next generation adult induction and learning techniques to better prepare adults for their role in youth
development in the 21st century.

3.    Develop next generation learning methodologies to enhance the cadet experience, prepare cadets for their future and retain their interest in the AAFC and aerospace.

4.    Recalibrate both adult and cadet learning as a continuum building on prior knowledge and experience.

Immediate Actions:

• Complete and release the Manual of Learning Management.
• Review, renew and release the IMT | UMT | OMT programs.
• Review, renew and release the Cadet Learning Curriculum interlinked with revised Leadership/Promotion strategy and courses.
  
• Review, renew and release the role-based learning programs and Adult Promotion Pathways.
  
• Research and raise a business case to underpin funding/budget requirement through DGCADETS-AF.

3 Years (to 2023):
Implement the immediate actions.

5 Years (to 2025):
Analyse and adjust.

…and beyond:
Consolidate / Review / Redevelop the strategic plan.