Whilst I agree with you mostly there I’m not sure it’s the lack of wings affecting retention, it’s more the lack of any form of flying and our slow morphing into the scouts (despite being aimed largely at an older age group)
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Fix* Ultilearn
* which may mean bin it and start again
(oh, you said small change…)
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In hand already.
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bin regions.
there’s a good argument for having senior officers pushing particular activity streams or problems/solutions - RC(N) for example - but there’s no real argument for two lots of geographic command structures.
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Personally I’d have 3 South, Central, North & NI
First thing id do is appoint a comms manager that ALL comma have to go through
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Others share your view!
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^^ This.
Edit: * all internal, high-level comms. Please not every Sqn social media post.
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I’ve heard there is an internal comms job being advertised, can’t remember the details but I think it has been recognised there is a need.
Oooh. Also. Engage with ACC (and … that … facebook group) in a constructive and helpful manner.
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I worry with a structure like that you risk sidelining the more peripheral places.
If South Wales is lumped in with the South West and South East of England I can tell you were 90% of the interest and attention will be concentrated.
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Depends where you put the HQ
Wonder how that conversation would go:
‘Right lads, options for the new ‘South Region HQ’?’
‘Northolt, Devizes, Port Talbot.’
I think I know which they’d pick…
(W&W’s HQ is at Cosford so didn’t think it would be geographically appropriate.)
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As I understand, already in hand (to be handed to a volunteer)
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Who told you that?
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Good Thread!
I reckon he should backup the HQ sharepoint docs that are current, and of use, and then mass wipe everything else. It would make finding the correct information so much easier!
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Online DBS checks for new staff and 18+ cadets
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It would be good to have a well-defined process for updating the syllabus and ultlilearn contents.
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and perhaps a daily reminder to all permanent staff that CFAVs waste a lot of time trawling through directory structures which are not intuitive for people who do not do it all day every day…
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A good proportion of that is probably the fault if other CFAV! 
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do we?
I can’t say I recall Dawn making any similar move, what I do recall however was a Wing Training Day which Dawn visited a little over 100 days into the role.
Much like President Obama who was in office at the time, she used this milestone as a reflection “the 100 days in the life of CAC” and offered what she’d learnt, what needed addressing and what was not only working but had impressed her.
I very much doubt Tony is coming into this role blind, we already know he’s got three months run up publicly as the successor, i would guess a month more officially but not made public - he may even have been aiming for this role (a bit like Moulds) for a decade or more.
however I would be surprised if we see any many changes, developments or significant policy this side of Christmas.
As optimistic as it would be to see that he’s got a three month run up to the role and get up to speed, he’s got a handover of his own to shake off and would be a bold move to change something so quickly unless it was simply to reverse a previous decision, or shake up items which have been in the pipeline and dragged (easy examples that come to mind at ACTO035 and the use of BGA sites*)
all that aside, i like the premise of the topic and if it were me i’d consider its members first
1/ Although perhaps not in the engaging manner suggested by @Squirrel, i would be tempted to get a feel of what is said in the “forum” environment - be that ACC and on Social Media (namely Facebook groups).
the anonomous nature of a forum is an ideal chance to read what people might wouldn’t necessarily say in public, even less so via official channels. With the rise of SM it would be foolish to ignore what is being shared, what content the members are discussing, what is being promoted (or critically what elements of the RAFAC are not seen via SM and why)
2/ What is the feeling of the members? Specifically of elements the CAC office is responsible for. What gripes do they have and understand if they are justified or simply volunteers and Cadets not understanding an MOD system.
I would also seriously consider understanding what it is like at the coal face, the easy solution for that is become a “Service Instructor” for a month or two, but as the CAC it would be a treated as an appointment as a VIP.
As such instead try and consider the admins tasks which are expected of those volunteers we put in charge of Cadets.
Look at what is required in the recruitment process in becoming an appointed CFAV, the application of a day walk, or weekend camp or training course - actually use SMS and Sharepoint in “anger” - not just be shown it by the competent IT team familiar with the system but appreciate its idiosyncrasies
What expectations are put on the CFAVs regarding (mandatory) training is it reasonable in quantity and depth for a volunteer to consider? (ie is this mandatory stuff in line with what might be expected of a hobby or more akin to employment)
what are the training materials like - what is provided, it is fit for purpose?
What additional responsibilities are placed upon key individuals - namely Sqn OCs, it this reasonable asking for this to be done when we have full time paid staff at WHQs (and up the CoC) available particularly in a growing EWOW organisation
3/critically i would then challenge anything and everything to understand its place and justification and propose alternatives to ensure that the best methods of getting things done is used.
In short i would look at the organisation to ensure that the CFAVs are equipped to do the right things, and to do those things right
i accept that that isn’t a quick or first day “success” to tick off, but that is how i would approach the job on day one and met with my new team.
*i do appreciate that in the example offered, the decision is not simply a yes or no on the shoulders of the CAC and likely to be on advisement of a series of people/Committee of senior officers in agreement rather than the decision on a sole individual
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