Strategic and Performance Planning for the Office of the Chancellor for Education and Professional Development in the Department of Defense

Strategic and Performance Planning for the Office of the Chancellor for Education and Professional Development in the Department of Defense

Strategic and Performance Planning for the Office of the Chancellor for Education and Professional Development in the Department of Defense

Strategic and Performance Planning for the Office of the Chancellor for Education and Professional Development in the Department of Defense

Synopsis

Examines several approaches to establishing visions, strategic plans, and implementation plans for the Chancellor's office to develop a strategic and performance planning process.

Excerpt

A high-quality civilian workforce is an important element of a highquality defense infrastructure. In an era of streamlining, demographic change, low unemployment, and rapid technological change, education, training, and development (ET&D) playa key role in maintaining and improving the quality of the workforce. In this environment, it is important for the Department of Defense (DoD) to ensure that the civilian workforce receives appropriate, high-quality ET&D in a cost-effective manner.

In October 1998, the DoD Office of the Chancellor for Education and Professional Development was established with the mission of being the principal advocate for the academic quality and cost-effectiveness of all DoD institutions, programs, and courses of instruction that provide education or professional development for DoD civilians. To carry out this mission, the office needs to develop a strategic and performance planning process.

At the request of the Chancellor's office, RAND has undertaken a study to examine several approaches to establishing visions, strategic plans, and implementation plans in a variety of ET&D contexts and to identify the aspects of each approach that might be most relevant and useful to the Chancellor's office in its strategic planning effort. The purpose of this report is to inform the Chancellor's office of the results of our research and to provide information that might be immediately helpful in building a strategic and performance planning process for the Chancellor's office.

Because the role of the Chancellor's office continues to evolve, and because strategic plans cannot be transplanted in their entirety from . . .

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