Training and Development Strategy

2011 - 2015
Contents

1. Strategic Context ................................................................................................ 3

2. Strategic Objectives ........................................................................................... 3

3. Operational Concept .......................................................................................... 4

5. Collaboration ...................................................................................................... 5

6. Training Needs and Prioritisation ....................................................................... 5

7. Competencies .................................................................................................... 6

8. Quality Assurance .............................................................................................. 6

9. Responsibilities .................................................................................................. 6

10. Review and Evaluation of Training Strategy ....................................................... 8

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1. Strategic Context

As an organisation, LandSAR does two things: search and rescue operations, and preparing for
operations. Training volunteers is a core function of our organisation.

For the past several years, LandSAR has allowed training and development evolve in an ad-hoc
way, often being led training providers with the best of intentions, but without a strategic
framework for organisational improvement. This document seeks to address those shortcomings.

We must ensure that LandSAR develops its capacity to identify our training needs, design an
appropriate variety of training tools and course, and deliver training to our volunteers using an
appropriate range of in-house and external training providers.

The time available to our volunteers for training and development is a significant issue for our
organisation. Our challenge is to ensure training is relevant, effective and provides transferable
skills our volunteers are able to use in their day to day lives, while improving our ability to provide
services to the lost, missing and injured.

2. Strategic Objectives
The training strategy is delivered through the annual training plan. The plan addresses national and local
objectives and will encompass:

· National strategic priorities

· Development opportunities for specialists

· Competency assessment opportunities

· Support for district exercises

· Common induction training

· Support for regional incident support groups

· Local modular training support

Our strategic aims (as set out in LandSAR strategic plan) are:

· To provide effective and efficient land search and rescue service, expertise and resource when
required to the Police, Rescue Coordination Centre of New Zealand and in turn all New
Zealanders and international visitors.

· To meet or exceed recognised standards of best practice and performance in land search and
rescue.

· To develop relationships with Central Government and our key SAR and emergency sector
partners.

· To encourage, support and provide opportunities for the development of search and rescue
techniques and knowledge.

· To provide leadership and support to our volunteers, the SAR sector and emergency service
partners
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3. Operational Concept
All LandSAR groups will maintain an initial response capability of two teams. Team members will have
appropriate competencies, complete continuation training at an interval appropriate for their role, and be
lead by suitably qualified and experienced team leaders.

Groups will maintain an appropriate level of initial response incident management capability, ensuring
that record keeping during operations is of an appropriate standard, specialists are used where
appropriate and operations are escalated when necessary.

Regional incident support groups will support groups to manage complex or multi-period search
operations. Members of the incident support groups will commit maintain appropriate role-based
competencies, attend training activities regularly and to share their knowledge with the groups they are
drawn from.

4. Strategic Training Objectives

Our objective is to bring training closer to operational search and rescue activities in order to improve
the professionalism of our volunteers and enhance our ability to resolve search and rescue operations
quickly, efficiently and safely. . Our four year training strategy is designed to ensure we:

§ Align training investment to operational priorities

§ Deliver quality training using available resources effectively

§ Ensure training reflects best practice in the emergency services sector

§ Re-position responsibility for training and development as a shared activity between individual
volunteers, LandSAR groups and the national organisation

§ Make best use of the widest range of learning opportunities, in particular engaging sector
partners

§ Develop nationally recognised qualifications in conjunction with our Industry Training

Organisation

Our Vision for training development is:

§ To develop and maintain core groups of relevant, skilled volunteers with recognised capabilities

§ To enable volunteers to take responsibility for their own development

§ To develop a culture of continuous improvement in training and operations

It is our intention over the next four years to:

§ Complete After Action Review and Debrief templates and processes (Year 1)

§ Introduce core skills training modules for field volunteers (Year 1)

§ Introduce a training record management system (Year 1)

§ Grow our in-house training capability (Years 1-4)

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 § Diversify our external training providers (Years 1-4)

§ Implement an operational analysis and training needs analysis tool for groups (Year 2)

§ Introduce a 360-degree training feedback system (Year 2)

§ Introduce an individual training needs assessment tool (Year 2)

§ Introduce role guides for all incident management team positions (Year 2)

§ Introduce modular training for incident management team positions (Year 2)

§ Implement external evaluation of all significant exercises (Year 3)

§ Develop role pathways for all incident management team positions (Year 3)

§ Work with our Industry Training Organisation to develop a formal qualification framework for
volunteers (Years 2 - 4)

5. Collaboration
LandSAR will collaborate with SAR sector partners and other organisation when there is an opportunity for
mutually beneficial training to improve the services we provide

LandSAR will collaborate with a range of organisation to design and deliver quality training at district and
national level. Increasing the range of training design and delivery partners will improve quality across the
sector and ensure that we maximise the return on our limited training dollars.

LandSAR will examine new opportunities to provide training to our volunteers. In exploring these
opportunities, we will embark on collaboration with a clear purpose and where it can be demonstrated that
either a significant cost saving can be achieved, a recognisable improvement in quality and relevance is
possible, or both.

Organisations LandSAR collaborates with will evolve dynamically, but can be categorised in general terms
as

§ Other SAR sector organisations - i.e. Coastguard, Surf Live Saving, Police, Rescue
Coordination Centre
§ Emergency services sector partners - i.e. Ministry of Civil Defence and Emergency
Management, National Rural Fire Authority, NZDF, Ambulance Board
§ Overseas organisations – search and rescue organisations and agencies overseas
§ Training providers – tutors, organisations and PTEs

6. Training Needs and Prioritisation

Training needs are identified on three levels - that of the organisation as a whole, group training needs and
the individual.

Organisational needs are established annually during a review of the year’s activity by subject matter
experts and in consultation with the coordinating agencies. Field Support Officers ensure groups have input
into the organisational needs analysis.

Organisational needs are based upon:

· National priorities and objectives

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 · Lessons learned processes

· Review and investigation findings

· Emerging trends

Group requirements are identified by the operational and training needs analysis tool, facilitated by Field
Support Officers and developed in conjunction coordinating agencies representatives and group
representatives.

Individual training needs are identified by LandSAR volunteers, using the self and peer assessment system
and the individual training needs assessment tool.

During the training planning process, group training coordinators will prioritise training activity for the
following year based on identified organisational, group and individual training needs.

7. Competencies
LandSAR has an obligation to have a fully operational competency framework by 2015.

Competencies are designed to ensure that LandSAR members have the necessary skills, knowledge and
aptitude for their search and rescue roles. Competencies ensure that quality standards are consistent
nationally, and members can be measured against accepted performance levels within the search and
rescue community.

Competency assessment for team members and team leaders are performed within groups without
external moderation and are used for general field team positions.

External assessment of competencies will be for incident management positions, or where groups do not
have the requisite skills to assess the competency.

8. Quality Assurance
Where training is contracted from an external supplier individuals and groups will have the opportunity to
provide feedback to the National Office on the quality and relevance of the content and conduct of the
training.

9. Responsibilities
Training and Development is a core function of LandSAR. Many parts of the function are carried out at
each level of the organisation. The responsibility for each part of the function is outlined below.

LandSAR Board

The LandSAR board is responsible for:

· Approving the Training and Development Strategy

· Approving strategic training policy statement

· Approving training priorities and objectives annually

Chief Executive

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The Chief Executive is responsible for:

§ Approving the Annual Training Plan at a national level

§ Ensuring alignment with the LandSAR Strategic Plan

§ Setting the national training budget

National Training Coordinator

The National Training Coordinator is responsible for:

· Preparation of the overall Training And Development Strategy

· Establishing national training priorities and objectives to support the Training and Development
Strategy

· Incorporating lessons learned, review and investigation findings into training activity

· Identifying emerging trends and incorporating them into training activity

· Learning and development collaboration with emergency services sector partners

· Development of the annual training plan

· Implementation of national-level training activities

Field Support Officers

Field Support Officers are ultimately responsible for effective planning and administration within groups.
In the training context, Field Support Officers are specifically responsible for:

· Ensuring post-operational debrief notes are circulated

· Promoting modular training packages to groups

· Facilitating inter-group cooperation for training events

· Facilitating and moderating the operational analysis and training needs analysis tools by groups

· Assisting groups prepare annual training plans

Group Training Coordinators

Group training coordinators have responsibility for the identification of training needs in groups, and
the preparation of group training plans. Specifically

§ Liaison with neighbouring groups to cooperate on training activities

§ Taking part in the operational analysis tool session with their group

§ Leading the training needs analysis tool session for their group

§ Preparing the group training plan

LandSAR Volunteers
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 Individual LandSAR volunteers have responsibility for their own learning and development, for
setting their personal learning goals, maintaining competency, and participating in training
opportunities appropriate for their role(s).

10. Review and Evaluation of Training Strategy

This strategy is a significant change in direction for LandSAR training. It is the first time a
coordinated, orchestrated approach to developing our volunteer organisation has been initiated.

Any training and development strategy must add value to LandSAR volunteers and the communities
we serve. This strategy is intended to be flexible, forward looking and encompassing a range of new
initiates.

This strategy will be reviewed annually by the National Training Coordinator and overseen by the
Chief Executive to ensure it remains for purpose and relevant.

11. Key Supporting Documents

This strategy should be read in conjunction with the following key LandSAR documents:

· 2009-14 LandSAR Strategic Plan

· LandSAR business plans
· LandSAR budget
· LandSAR National Training Calendar

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