Challenge: The Ammunition Technical Officer (ATO) Course is a specialist long course for Royal Logistic Corps (RLC) junior officers. The ATO is the British Army’s ammunition and explosives expert responsible for the management, maintenance and disposal of ammunition. The ATO course is designed to train all students how to design and inspect ammunition storage sites and how to dispose of unexploded ordnance and improvised explosive devices. Waves have been commissioned to provide support to the Royal School of Military Engineering (RSME) and the Defence EOD, Munitions and Search (DEMS) Training Regiment in order to redesign the ATO course with an initial requirement for the new course to be ready for delivery from 1 Apr 17.
Challenge: : Funded by the UK Ministry of Defence, Waves has been contracted to carry out an exciting research project in collaboration with BAE Systems, Bright HF Ltd and Leo Learning. The challenge is to investigate advances in instructional approach and learning technologies, identify current and emerging best practice techniques for the design and delivery of training, and to identify the Knowledge Skills Attitudes (KSA) and behaviours required by both Training Designers and Trainers to ensure a holistic continuum of training design and delivery. The 1 year project will be delivered in conjunction with BAE Systems as part of the Defence Human Capability Science and Technology Centre (www.dhcstc.com).
Challenge: Joint Fires coordination training is one of the most resource intensive capabilities to train and maintain competency and currency globally. Good simulation can assist both delivery and skills maintenance at a fraction of the cost and significantly reduce risk. UK in-Service Joint Fires simulators and low level crew trainers are increasingly obsolete, and will be out of service before the JOINT FIRES SYNTHETIC TRAINER (JFST) is delivered. A Training Needs Analysis was required to determine how Joint Fires training could be optimally taught and maintained (individually and collectively), whilst identifying where good simulation could assist by delivering increased, easy access to training opportunities both prior to, and instead of, conducting live practice.
Challenge: Capturing a decade of campaigning lessons, and to prepare officers for the challenges of a contingent era, the Army revised the content of its key officer career courses. As a direct result, the Royal Logistics Corps (RLC) tasked Waves to conduct a detailed Role Analysis of RLC lieutenants, captains and majors to identify the changes in their Role requirements, and to better understand the challenges faced by RLC officers.
Challenge: Despite significant capability, operational and structural changes within the Royal Artillery (RA), the Gunnery Staff (GS) training requirement has not been reviewed holistically for 2 decades. The GS are essential to the capability development, training, and assurance of RA operational outputs. Having successfully engaged Waves in 2014 to review the qualified gunnery instructor role, Waves has again been contracted by the RA to conduct a job analysis to identify the generic knowledge, skills and attitudes required of warrant officers and officers employed in the four other GS roles and subsequently design the formal training statement for this intervention. The project has to be progressive from warrant officer to lieutenant colonel, as well as being coherent with other policies and strategic level projects within the MOD.
Challenge: The British Army conducts Collective Training at Sub – unit and Battlegroup level in Canada, Kenya and the UK. Though the training progression is well established, the effectiveness of this training is decided, largely, by subjective assessment. Targets have basic utility and there is little knowledge of the likely effect of integrated mounted and dismounted fire on the target.
Challenge: As a consequence of the Army 2020 (A2020) and Future Reserve 20 (FR20) studies, Capability Combat (The Royal Armoured Corps (RAC) and Infantry) has had to reorganise and develop new core capabilities to meet the emerging threats posed by the Future Operating Environment (FOE). Capability Combat A2020 orders of battle (Orbats) have also incorporated those Urgent Operational Requirement (UOR) equipments procured for Operation HERRICK (Afghanistan) where they retain utility for core use. As these new core capabilities have been formed on existing structures they were potentially not optimised for training delivery. In order to optimise the potential benefits of the A2020 and FR20 reorganisation it was necessary to review core capability training course requirements and content to ensure they met the requirements of the FOE
Challenge: Building on the previous work of supporting the translation and development of lesson plans for Phase 1 training delivered by UK armed forces to the Libyan Armed Forces in Bassingbourn, Waves, on the cessation of the training, were tasked by Director of Training Army to conduct an audit. The aim was to find out what was actually delivered against the requirement and to identify gaps in the training documentation
Challenge: To regenerate Reserve Assault Pioneer capability, where no training / job specifications currently existed. This required analysis of new job roles without any defined policy and consideration of resources constraints (time [14 days max], real estate, manpower). The Army policy also stated that Regulars and Reserves should (where feasibly possible) integrate and undergo the same training for each role
Challenge: The training requirement for Regular and Reserve Majors and Lieutenant Colonels (Career Stage 2) in the British Army had not been reviewed for several years despite significant changes within the organisation (revised junior officer training and organisational restructuring). Waves was contracted to conduct a job analysis to identify the generic knowledge, skills and attitudes required of officers at Career Stage 2 employed at staff and command and subsequently design the training and assessment requirements for this intervention. The project had to be progressive from Career Stage 1 (junior officers) and lead into Career Stage 3 and the Senior Leadership Study, as well as being coherent with other policies and strategic level projects within the MOD
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Phone: 01980 621461
Office: Waves Training Solutions Ltd. Scotland Lodge Farm, Winterbourne Stoke, Salisbury, Wiltshire SP3 4TF