Op Concordis- Commandant's Directive

Including The FRAGO order of 1st February

Op Concordis- Commandant's Directive

1 September 2020

  • Cambridgeshire ACF

1 Aug 20

Op CONCORDIS1 20/21 - COMMANDANT’S DIRECTIVE (1 Aug 20-1 Sep 21)

References (for all Cadet officers in order to guide other adult volunteers):

A. JSP 814 Pt 1 Ver 2 dated May 19.

B. AC 14233 ACF Regulations Mar 20.

C. HQ RC ACF Directive 20/21 dated 20 Apr 20.

D. OpO 001 7 Inf Bde & HQ East Baseline OpO Amdt 1 dated 11 Oct 19.

This is Cambs ACF’s capstone document. It is not short. There is a lot of information here and a number of changes from previous practice. The ability for you to absorb the detail is central to our output. Please take the time to read and re-read it. Addressees are expected to cascade the document across their areas of responsibility. I will judge the quality of our approach by our understanding and adherence to this directive.


1. Aim. Op CONCORDIS 20 provides a handrail for Cambs ACF’s organisation, approach and operation; it is the ‘why’, ‘how’ and ‘what’ we deliver as a winning team that wants to deliver more. It recognises that the sum of our parts will always achieve more than standalone Companies and that the ‘One County, One Team’ approach will continue to enhance both the cadet experience and the quality of our Cadet Force Adult Volunteers (CFAV).

2. Background. The ACF is a national voluntary youth organisation sponsored by the Army which provides challenging military, adventurous and community activities. While not part of the Regular Army or the Army Reserve, and while its members are not liable for any form of military service as a result of their membership, the ACF is closely linked to the Army, is organised on military lines and mirrors the Army’s Values and Standards. This approach should be clear in everything we do.

3. With 34 Detachments across the County of Cambridgeshire (Including Cambridge and Peterborough Regional Colleges), consisting of some 730 cadets and 160 adult volunteers, Cambridgeshire ACF (critically supported by parents) provides local communities with:

a. The Cadet Experience; this experience includes the subjects of the Army Proficiency Certificate (APC) as well as a range of endorsed non-military themed activities such as team sport, competitive rifle shooting, first aid, Duke of Edinburgh (DoE) awards, adventurous training and the attainment of vocational qualifications e.g. Cadet Vocational Qualifications Office (CVQO).

b. Opportunities for young people to develop skills and experience that will benefit them throughout their lives.

c. The visual presence of an Army uniform and the related links to the transparent, positive benefits of the UK’s Armed Forces.


4. Cadet Forces Mission; To prepare Cadets for success in their chosen way of life, increasing their awareness and understanding of the Armed Forces and their role in society by delivering enjoyable, well-organised, military themed activities in a challenging and safely managed environment.

5. COVID-19. We are all very aware that the circumstances we find ourselves in, linked to the COVID-19 pandemic, are exceptional. From an ACF perspective, our activities have been much reduced over the last 5 months. However, we now have authority to prepare for the return to training under Project REGENERATE and I want to lean into this activity wholesale. While this return should not be rushed, now is the time to prepare. Proj REGENERATE is likely to fill the remainder of 2020. In terms of our approach, there are 3 themes that I would like you to understand:

a. We must be collegiate as a County ACF. While our Coys/Dets may return to training at different times, our understanding of our people, the cleanliness of our infrastructure/facilities, and the level of safety that we provide must be exactly the same across all locations.

b. Fun and interesting training remains the Main Effort. Despite the gradual nature of our return to training, the activities we conduct for both Cadets and CFAVs alike must be innovative and fun. This is our Recruiting (and Retention) Sergeant.

c. Our 'COVID-19 Secure’ status is everyone’s responsibility. The ability for us to get to a COVID-19 Secure state depends on all of us. Our establishment of safe systems, our flexibility to make changes in the pursuit of excellence, and our ability to police our activities for COVID-19 compliance is a wide remit; every individual (CFAVs and Cadets) has a part to play.


6. Friendly Forces

a. 2 Up - Regional Command (RC)6 Intent. To comprehensively equip and enable the Army’s Cadet Force Adult Volunteers (CFAV) to deliver a first-class Cadet Experience to the Army’s Cadets through professional and effective provision of the DIRECT, SUPPORT and ENABLE functions.

b. 2 Up - Regional Command (RC) Main Effort. The ME is the recruitment, training and retention of sufficient CFAVs in the ACF (and CCF(A)) to deliver the optimal Cadet Experience.

c. 1 Up - 7 Inf Bde & HQ East7 Mission. In support of Ref C:

a. Increase on ACF CFAV and cadet numbers by ≥ 3%.

b. Run CFCB preparation to improve volumes attending and numbers passing CFCB.

c. Run a Bde Safeguarding Board to review County and Contingent reporting.

d. Maintain liaison with EM and EA RFCAs.

e. Complete the roll out of broadband to ACF locations

f. Deliver MOUs with existing and future CCF schools.

g. Develop and operate Cadet Engagement Teams.

h. Sustain existing CEP schools in the development stage.

i. Support School Cadet Expansion Officers (SCEOs) and prioritise CEP 500 candidate schools without detriment to existing cadet force elements, in order to create societal support for Defence by developing young people within boundaries.

7. Local Organisations.

a. Regular/Reserve Units. Throughout Cambridgeshire, and in neighbouring areas, the Regular and Army Reserve support Cambs ACF. This is particularly so for 1 R ANGLIAN which is Cambs ACF’s main affiliated Regiment (albeit deployed overseas) and more widely 3 R ANGLIAN, 42 Engr Regt (Geo), 3 Military Intelligence Bn, 254 Field Ambulance and 158 Regt RLC. Where appropriate, Cambs ACF will provide reciprocal support to these units throughout the training year8.

b. East Anglia Reserve Forces & Cadets Association (EA RFCA). EA RFCA is the enduring custodian for the well-being of the Reserves and Cadets. They provide various support functions for Cambridgeshire ACF inc the maintenance of buildings, enduring relationships with employers and local authorities and management of our permanent staff (Crown Servants).

c. Other MOD Sponsored Cadet Forces and Uniformed Youth Organisations. Throughout Cambridgeshire, there are Sea Cadet Corps (incl Royal Marine Cadets), Air Training Corps and Combined Cadet Forces units. Equally, the national cadets expansion programme is extending into a number of schools across the County. In addition, there are three Police Cadet Units and various St John Ambulance Cadet units, as well as numerous Scouts, Guides and Boys & Girls Brigades and Girl Venture Corps across the county.

d. Cambs ACF Supporters League. Cambs ACF Supporters’ League is a group of ex-ACF adult volunteers, and other interested individuals, who provide Cambs ACF with much appreciated additional funds to support cadet activities in addition to providing welfare support and clay range safety staff throughout the year.

e. Royal British Legion (RBL) Branches. Across Cambridgeshire there are numerous RBL Branches, 16 of which currently have an affiliated ACF Det. This year, we aim to have all Cambs ACF detachments affiliated to a RBL branch. Additionally, some RBL Branches also have a youth branch.

f. Cambs 876 Remembered Project. A number of RBL motorcyclists have formed a Committee to remember the 876 Cambridgeshire Regiment soldiers who were killed in WW1. A graveside service is held to mark the 100th anniversary of each soldier. Cambs ACF attends all those in the County of Cambridgeshire. The final service for this group will be conducted in May 21 at Guyhirn for Pte Payne.


8. Cambridgeshire ACF, within boundaries, is to deliver a safe, fun, challenging and rewarding Cadet Experience, in order to develop young people and increase awareness and understanding of the Army and its role in society.


9. Intent. To deliver safe, exciting and meaningful training for Cambridgeshire ACF Cadets that has its foundation in the Values and Standards of the ACF, is supported by qualified and competent CFAVs and is in accordance with the ACF Charter.

10. Scheme of Manoeuvre. While the impact of COVID-19 has compromised 2020’s annual Summer Camp, Cambs ACF activities will continue to be based upon the academic year that culminates in Summer Camp 21.

Dets will have one parade night a week and three Company-led weekend camps per year (increasing to 4 post Covid restrictions). While there will be additional Coy training days, arrangements for Cambridge Regional College (CRC) and Peterborough Regional College (PRC) Dets will differ. In outline, Dets, Coys and County HQs will all have a part to play in delivering Basic APC and 1/2/3/4-Star training (inc the formal 3 and 4-Star APC syllabus) in addition to organising other events. This training will be driven by DCC Cadets11. For CFAVs, events will be driven by DCC Adults. All of our activities are to have a clear purpose and are to commit resources, including time, effectively and efficiently. It is recognized that time on cadet activities competes with other commitments in life. I expect us all to understand that:

a. The Army Cadet Safety Management System (AC SMS) ver 212 drives our approach to safety and how we conduct all activities. Despite this, we do not yet know enough about this new system due to the delays in implementation due to COVID. Our adoption of this system will form a critical part of our return to training over the coming months. All cadets and CFAVs have individually responsibility to keep themselves and their fellow team members safe during ACF-run activity.

b. CFAV priorities, in descending order, are Home, Work (inc any Army Reserve commitments) and the ACF.

c. We all have a part to play in the success of Cambs ACF. The County, Coy and Det HQs should seek to add value at every turn. We support each other to achieve the mission (in the most cost-effective way and cognisant of the priorities noted in para 10.b).

d. We will drive DoE training and increase the numbers of CVQO, APC and CFAV qualifications inc external qualifications while expanding the number of detachments where opportunity exists.

11. Main Effort. The progressive training and development of our CFAVs.


12. County HQ. The County HQ is to:

a. Provide direct support to the Commandant in his leadership of Cambs ACF.

b. Drive common policy and processes across the County and Coy HQs.

c. Provide policy and procedural guidance to Coy Comds with a view to reducing bureaucratic process and enabling all Coy-driven activity.

d. Provide assurance across all delivery strands of Cambs ACF.

e. Provide a visit programme which ensures all Dets see a County HQ rep at least every 3 months.

f. Use the Cadet Resource Calculator to allocate resources to County HQ, which will then be delegated to Coys.

g. Deliver Parts 1-4 of the Basic Induction Course (BIC).

h. Deliver Parts 2-4 of the Intermediate Induction Course (IIC).

i. Own and deliver Cadet 3-4-Star training.

13. Common to all Coys. Within a safe environment, each Coy is to delivery and manage challenging, rewarding activities. Specifically:

a. Deliver Safe Training and Safeguarding. Coys are to ensure that their personnel are in date with the required governance assessments including DBS clearance numbers. These are to be recorded on Westminster and monitored monthly at Coy and County level by DCC Adults. The Cadet Safeguarding Package is to be delivered to all cadets at least twice a year and all Senior Cadets and Staff Cadets on appointment. It is mandatory to deliver one of these sessions immediately before the annual camp.

b. Diversity and Inclusion (D&I).

I expect all Cadets and especially CFAVs to develop an inclusive culture within themselves and within their areas of responsibility, working to increase understanding and engagement through education and initiative. Only with an inclusive approach to personal development will we see our Cadets and CFAVs achieve their maximum potential. Throughout my military career and my time spent in Industry, I have always seen diverse teams perform better; they improve levels of communication and are recruitment and retention positive. More widely, inclusive Leadership enhances trust, cohesion and maximises team performance. I expect us all to promote D&I.

c. Detachment Growth. There is no time to be complacent if we are to ensure both our Cadet and CFAV numbers grow. 1, 2 and 3 Coys are to:

(1) Achieve the minimum number of Cadets on the strength of each detachment supported by a minimum of three qualified CFAVs one of whom should ideally be female.

(2) Identify potential options, both in geographic and infrastructure terms, where a new ACF Det would bring social benefit to the local community.

d. Training:

(1) Deliver the APC syllabus with direct management up to and including 2-Star.

(2) Track and support the County HQ’s ownership of 3-4-Star training as the individual cadets’ sponsor.

(3) Incorporate access and support to DoE Awards, all challenge pursuits, and the gaining of CVQO/BTEC qualifications.

(4) Identify CFAVs to fulfil the appropriate secondary appointments detailed in Ref B, page 1-41, para (page 1-41).

(5) Contribute towards the 2021 Annual Camp target.

(6) Maximise CIS training for both Cadets and CFAV’s following the introduction of the Mercury Radio System.

(7) Maximise shooting opportunities for all Cadets, with a foundation based on target shooting and a minimum of one shooting day a month.

(8) Support Op REFLECT at every opportunity.

(9) Deliver the Part 1 of the Intermediate Induction Course (IIC).

e. Community Engagement. Participate in Community Engagement events. Specifically:

(1) Support to the National ACF Community Week (date range yet to be confirmed).

(2) Support of a VIP day during annual camp 2021.

(3) No 1 Coy to plan to exercise the Freedom of the Town of March in conjunction with March Air Cadets.

(4) No 1 Coy to support Octavia Hill Day in early in Dec 20.

(5) No 3 Coy to plan to exercise the Freedom of the City of Ely.

(6) No 4 Coy to support the Cambs 876 parade at Guyhin on 21 May 21.

f. Finance

(1) Voluntary Allowance (VA). Individuals and Coy HQs to submit all CFAVs’ VA and travel claims using Westminster. Claims to be received at County HQ by the 5th day following the activity month. As a general rule, approx. 60% of CFAV time will not attract VA’s.

(2) Non-Public Funds. As requested, submit consolidated Coy and Det Non-Public funds for audit by the nominated CFAV of Major ACF rank to be reviewed by DCC Adults.

(3) Supporters League Donations. Identify potential areas where Supporters League donations could be used to benefit cadets.

(4) Actively identify and target sources of external funds for Detachment, Coy and County Use. DCC Adults is responsible for the oversight of this task.

g. Visits

(1) I would expect to see each Det being visited by a Coy HQ rep at least once a month.

(2) Visits to and from Regular and Army Reserve affiliated units are encouraged throughout the year. More deliberately, Coys are to provide their cadets with a quarterly opportunity to visit an Army Reserve unit.

h. Social. Social activities are as important to Cambs ACF’s integration and team spirit as military and adventurous training. To that end:

(1) All members of Cambs ACF are to join the CFAV Club at a personal cost of £10 per year which covers Personal accident insurance provided under the ACFA Insurance Scheme.

(2) Social functions at Coy and County level will be reenergised. These will include a number of dine-outs that were not possible due to COVID-linked constraints as well as a formal dinner with partners. The aspiration is that these will happen within TY20/21.

i. Exceptional to 4 Coy.

(1) The CRC Det is to continue to provide the Cadet Experience for CRC Students; most of whom are on the Uniformed Public Services BTEC.

(2) Corps of Drums cadets are to be encouraged to attend National Music Camps in tandem to continuing support to public events across Cambridgeshire.


14. Proj REGENERATE. Our approach to Proj REGENERATE has to be ‘conditions-based’. Cambs ACF will not take any risks when it comes to being Government Covid-19 H&S compliant. Dets will only open when I am assured that all Proj REGENERATE tasks have been completed and I am able to declare ‘COVID-19 Secure’. In order to begin our preparations to return to training, the following timings are in place:

a. 1 Sep 20. CFAV start to REGENERATE via Covid-19 approved F2F trg. This begins with a Comd Gp in CTC Waterbeach to receive Commandant's Directive and discuss Proj REGENERATE.

b. 2-14 Sep 20. As soon as possible within this period, Coy Comds to meet with all Coy CFAVs and disseminate current Direction and Guidance (D&G).

c. 1 Oct 20 - Cadets start to REGENERATE on Covid-19 approved F2F trg.

15. Temporary Senior Appointments.

In Q3 20, 7 Inf Bde took the decision, in conjunction with the Selection Panel, to delay the appointment of Cambs ACF’s senior appointments and temporarily fill the Comdt, DCC Adults and DCC Cadets roles. These temporary fills will run through until Sep 21 (i.e. after Summer Camp 21) when there will be a single selection panel to permanently appoint each of these three posts. Those temporarily appointed to the posts of DCC Adults and DCC Cadets will hold the post in the rank of ACF Maj. For the duration of the temporary appointment, both will have the powers of the appointment. In sum:

F2F if achievable within Govt guidelines, remote/virtual alternatively. DCC Adults, formerly known as DCC Admin & Sp, will be responsible for operationalising the County’s CFAV training strategy to enable the CTO’s training Delivery function. DCC Cadets, formerly known as DCC Trg. will be responsible for operationalising the County’s Cadet training strategy to enable the CTO’s training Delivery function.

a. Col Adam Fraser-Hitchen (D Comd (Reserves) 7 Bde). To take over from Col Knight as Comdt of Cambs ACF with effect 1 Aug 20 until 1 Sep 21. This role will be secondary to his role of D Comd (Reserves) 7 Bde until Nov 20. Subsequently, he will move to the 7 Bde Army Reserve Reinforcement Group (ARRG) in order to continue delivering the Comdt Cambs ACF function while providing project support for Director Reserves throughout the working week.

b. Lt John Seaman (Det Offr, Cambs ACF and Det Offr KEGS (Chelmsford) CCF). To take over as temporary DCC Adults in Nov 20 in the rank of ACF Maj having shadowed the role from 1 Oct 20. Subsequently, he will return to his current role(s).

c. Maj Lesley Deacon (OC 1 Coy, Cambs ACF). To take over as temporary DCC Cadets in Apr 21 and lead on the training delivery of Summer Camp 21. The current 2IC No 1 Coy Cambs ACF will step up and run No1 Coy over this period. Subsequently, she will return to her current role.

d. Maj Benn Morris (County Trg Officer). To continue in his role to provide critical continuity as the delivery agent of Cadet and CFAV training once F2F recommences and for Summer Camp 21. Between both DCCs, he will be the unifier for all training and, specifically, will provide the DCC Cadets with his fullest support throughout the period.

16. Individual Appraisals. It is appropriate that key command appointments in Cambs ACF receive individual appraisals as an opportunity for personal development. The following individuals will receive a mid-year appraisal and an annual appraisal with effective dates of 1 Feb and 1 Sep 21:

a. DCC Cadets and DCC Adults.

b. All Cadet Coy Comds.

c. Those Cadet Officers that wish to be considered for either the Commandant role or a DCC role at the 2021 Selection Panel. These individuals are to inform the undersigned of their intent by 1 Oct 20.

17. Pastoral Support. I see our Padres, led by our Senior Padre, as an important element of Cambs ACF Leadership function. As members of the Royal Army Chaplains’ Department (RAChD), our padres are under remit to provide spiritual support, pastoral care, and moral guidance to both Cadets and CFAVs, irrespective of religion or belief – as padres have done for soldiers and their families in times of war and peace for centuries. They offer a confidential ear outside of the Cambs ACF chain of command which is central to our wellbeing as an ACF. I expect our Padres’ inclusion in all that we do.

18. Cadet Officership. The diversity of background that we have in our Cadet Officer cohort remains its strength. I expect us to exploit each other’s differing experiences as career Cadets, Regular and Reserve soldiers, wider Armed Forces personnel and Industrialists. As officers, I expect us to be driven by the desire to develop our Cadets and CFAVs, guided by our values and standards and inclusive of all in our areas of responsibility.

19. Routine Synchronisation. The passage, and synchronisation, of accurate and timely information is central to our effectiveness as a team. The following meetings form a handrail for our internal communication:

a. County Comd Gp22. To meet weekly; normally Mon 1800-1900 hrs.

b. County Command Group(+)23. To meet monthly.

c. Full Command Group24. To every 2 months (to inc SHEF agenda).

d. Coy Meetings. To meet at Detachments (by rotation) where achievable. A representative of the County Comd Gp is to visit each Coy HQ on a quarterly basis on the night of a Coy meeting.

20. Security. The safety and security of all Cambs ACF personnel is paramount and is the responsibility of all CFAV’s regardless of rank and appointment. In addition to the activities linked to National Counter Terrorism Threat Levels is the possibility of theft of ACF equipment from ACF buildings and events. Specifically:

a. All gate codes are to be distributed in a secure manner and out of earshot of those external to the ACF. On conclusion of training, all buildings and external access points are to be secured and relevant staff notified.

b. If personnel are required to travel to and from training events in uniform, an alternative jacket or similar layer of clothing should be worn.

c. The RSMI is work with the CTO to incorporate the responsibilities and importance of a wider security-minded approach and the consequences of security breaches into collective adult training.


21. Dress. The authoritative publication on dress in the ACF is Army Dress Regulations (all ranks) – Part 8 – Dress regulations for the Combined cadet Force (Army Sections) and the Army Cadet Force. In addition:

a. Badges of Rank. CFAVs that either hold a Cadet Forces Commission or are enrolled as Adult Instructors (AI) are to ensure their badge of rank carries the ACF identifier.

b. Corps and Regimental Stable Belts, and ACF Tops. The policy for Senior Cadets and uniformed CFAVs to wear an ACF stable belt with MTP trousers is now being formalised. ACF stable belts are likely to be presented to CFAVs who have completed the Advanced Induction Cse (AIC). Further direction will follow. Where appropriate and at the discretion of the local Comd, ACF polo shirts, t-shirts and other similar tops which are ACF branded may be worn with MTP trousers and boots.

c. Field training. When field training, only green belts are to be worn. Cadets are to wear bush hats or other field head dress. At the discretion of the local Comd, CFAVs are to be uniform in their wearing of either regimental head dress or field head dress. Local Comds are to decide when MTP shirts should to be worn out to allow ventilation in periods of hot weather. All field dress is to be appropriate to the weather conditions in order to protect the wearer.

d. Ex-Regular and Reserve CFAV. Routinely, a uniformed CFAV will wear the cap badge and head-dress of their Detachment posting. Approval may be given to wear former regimental cap-badges and qualification badges/head-dress upon written application to the Commandant. Such approval will be the subject of a Part 2 Order entry on Regt/Corps agreement.

e. Name Badges. Each CFAV is to be issued with two pin-mounted name badges. These are designed to be worn on shirts/jackets on the left side on the breast pocket. These badges are not be worn when the CFAV is wearing webbing. These name badges ensure Cadets and CFAV’s know who they are speaking to and to add further clarity when safeguarding matters arise. Lost badges are to be replaced at a cost of £2 per badge.


22. Full Command. Cambs ACF is FULL COM to HQ Regional Command.

23. Operational Command (OPCOM). Cambs ACF is OPCOM to HQ 7 Infantry Brigade.

24. Administrative Control (ADCON).

a. 1 Coy. Provide admin/finance support to CoD and PRC Det.

b. 3 Coy. Provide appropriate admin support to CRC Det.

25. Senior Activity Holder (SAO). As the Commandant, I am the Senior Activity Holder responsible to Comd 7 Inf Bde and GOC RC.

26. HQ Location. CTC Waterbeach (TL 485660), what3words ref: mouths.deploying.ahead

27. Communications

a. Secure (up to Official) Emails sent/received by adult volunteers will generally only require up to a classification of OFFICIAL.

(1) Westminster. The application for the management of Cadet activity. All qualifications are to be recorded on Westminster as soon after the attainment date as possible.

(2) Armymail. Armymail is to be used for ACF business. Cadet Officers and AIs are expected to check their cadet mail at least weekly. Where possible, access to the Defence Gateway and Armymail should be enabled on mobile devices. County HQ will send emails relevant to the following week e.g. Part 1 Orders, by close of play the preceding Friday.

b. Insecure:

(1) Civil phone Networks. When using the civil phone network (incl mobile phone networks) Cadets should be safeguarded through veiled speech. Official content should not be discussed openly.

(2) Email. In exceptional circumstances, insecure email accounts (eg; Gmail, Hotmail) may be used. Content should be below the Official threshold.

(3) Social Media. The use of Social Media, including the maintenance of each Det’s ‘closed user group’ Facebook accounts, should be fully exploited with the understanding that:

(a) The Cadet values and standards are as valid in the virtual environment as they are in the physical environment.

(b) Publishing content that compromises the personal or organisational security of the ACF or the wider Armed Forces is forbidden and will dealt with through the ACF disciplinary process.

(c) Use of the Cambridgeshire ACF website28, with support from the PRO, should be maximised.

(4) Digitisation. All Cadets and CFAVs are to be encouraged to use digital means as the preferred means of communication. Cadets and CFAVs should make use of the County ICT Suite as well as attending available ICT courses. MS Teams, specifically, is an application that we should be keen to exploit given its potential for remote working, virtual meetings and shared workspaces.

Colonel Adam Fraser-Hitchen

Commandant, Cambridgeshire Army Cadet Force

Deputy Commander (Reserves) 7th Infantry Brigade & Headquarters East

1 Feb 21


References (for all Cadet officers in order to guide other adult volunteers):

A. JSP 814 Pt 1 Ver 2 dated May 19.

B. AC 14233 ACF Regulations Mar 20.

C. HQ RC ACF Directive 20/21 dated 20 Apr 20.

D. OpO 001 7 Inf Bde & HQ East Baseline OpO Amdt 1 dated 11 Oct 19.

This is a Fragmentary or ‘subsequent’ order to my existing directive which accommodates the change in Cambs ACF thus far and outlines subsequent direction to further optimise the way we do our business. While the FRAGO acknowledges the ongoing challenges of the global pandemic, it aims to direct a level of change that will refine our processes up, down and across the Cambs ACF chain of command (CofC). As with Op CONCORDIS, please take the time to read and re-read it.


  1. Aim. No change, Op CONCORDIS 20 remains extant.
  2. Background. No change.


  1. Cadet Forces Mission[2]. To prepare Cadets for success in their chosen way of life, increasing their awareness and understanding of the Armed Forces and their role in society by delivering enjoyable, well-organised, military-themed activities in a challenging and safely managed environment. More widely, we develop in all of our cadets a sense of leadership; a key life skill irrespective of their chosen route.

4. COVID-19. The velocity and dispersal of COVID-19 has increased in a way that few would have been able to predict 12 months ago. The current lockdown, the third in space of a calendar year, has no sense of novelty and has a significant effect on all of our lives. As an ACF we have those that have experienced personal loss, front-line support, employment uncertainty and educational disruption. COVID-19 has presented a challenge to the nation not seen since the last world war. Disappointingly, for all of the right reasons, we find ourselves back at Level 1 Training (within Project REGENERATE[3]). This is a significant leadership challenge for Cadets, CFAVs and the Cadet CofC. BUT, we have learned-experience from the first extended national lockdown and we have good people across our ACF. In terms of our approach, there are three approaches that I would like you all to drive:

a. Spirit. It is the enduring corporate knowledge of the supreme benefits that Cambs ACF offer our cadets, adults and the wider community that should re-energise our spirit. Never underestimate the power and influence of the human spirit. The potential for greatness is within all of us.

b. Imagination. Aligned to the existing Main Effort and central to great training. Now is the time to think hard about how we present training and how we retain the fun, sociability and benefit across our ranks.

c. Virtual. We need to re-energise the virtual environment. The two approaches above feed into this. Innovation will allow us to do more online while recognising that we are competing with other online activities such as the very real pressure of virtual school curriculums.

5. Training. Despite the constraints that COVID-19 has had and is having on our training, 2021 should still be an excellent year. We expect to receive a number of new air rifles into the County which will enable live firing every single week once we return to F2F training. In addition, the new training syllabus due to be released in Sep 21 will begin to run out even sooner than that. Both of these new additions are front and centre in our further development of the Cadet Experience.


6. Friendly Forces. No change.

7. Local Organisations. No change.


8. Cambridgeshire ACF, within boundaries, is to deliver a safe, fun, challenging and rewarding Cadet Experience,in order to develop young people and increase awareness and understanding of the Army and its role in society.


9. Intent. No change - to deliver safe, exciting and meaningful training for Cambridgeshire ACF Cadets that has its foundation in the Values and Standards of the ACF, is supported by qualified and competent CFAVs, and is in accordance with the ACF Charter[4].

  • 10. Scheme of Manoeuvre. We will develop and produce a training programme for 2021 that accommodates whatever COVID-19 constraints are placed upon us. This will range from a full virtual training programme through to a physically-delivered Summer Camp 2021. We are still keenly focused on this year’s Summer Camp and must take all necessary action in preparation. This year’s Summer Camp, programmed for the last week in July, will not feature the full APC programme. The focus will be on delivering a fun-filled cadet experience and will include fieldcraft, a blank-firing exercise, live-firing range work, Adv Trg, sport and team building activities.
  • 11. Main Effort. No change - the progressive training and development of our CFAVs.


12. County HQ. No change with the following additions:

a. Prepare and support the delivery of enduring organisational change.

b. Establish a County Tac Gp[5] to act as a think-tank and policy driver.

c. Prepare for and enable the establishment of a County Staff Officer.

d. Add value to the national discussion on the review of CTCs.

e. Work with the DCCs, CTO and Coys to identify the last safe moment for all cadets to be qualified to attend Summer Camp 21.

f. Formalise and capture all key Cambs ACF processes through the establishment of a set of Standard Operating Process (SOPs).

g. Enable the timely acceptance of potential cadets and CFAVs into Cambs ACF through training and effective management.

h. Maintain a running log of Cambs ACF leading practice.

13. Common to all Coys. Within a safe environment, each Coy is to delivery and manage challenging, rewarding activities. Specifically:

a. Deliver Safe Training and Safeguarding. No change.

b. Diversity and Inclusion (D&I). No change.

c. Staff Cadet Growth. The last 12 months, due to the pandemic, has seen some of our senior cadets age-out having not been afforded the opportunity to achieve their original goals. This COVID-19 effect on our senior cadets is likely to endure for the next 12 months. In mitigation, and to develop potential CFAVs of the future, all Coys are to better exploit the Staff Cadet Scheme in order to extend individuals’ cadet service where appropriate.

d. Detachment Growth. No change with the exception that all Coys are to instigate informal mentoring for all DCs to include guidance on ATTRACT and RETAIN functions.

e. Training. Op CONCORDIS remains extant. In addition, all Coys are to track the progress and readiness of those Cadets that plan to attend Summer Camp 21. The CTO is to drive the instigation of more online training resource.

f. New Cadets/CFAVs. Enable the timely acceptance of potential cadets and CFAVs into Cambs ACF through training and effective management.

g. Community Engagement. No change with the exception of increasing our level of activity on an increasing number of social media platforms and reaching out to areas of the community that we have not engaged with hitherto.

14. Exceptional to 4 Coy.

  1. a. Work with the County HQ to deliver the reformation of No.4 Coy into HQ Coy, Cambs ACF. This Coy is to retain its current groupings while subsuming the County HQ for purposes of administration and coordination. Individual posts within the Coy CofC will be assigned additional roles and responsibilities. Additional roles e.g. Coy 2IC, CSM, will be established as required. The Coy Comd, in subsequent rotations, will be dual-hatted with the County Staff Officer role.


15. Proj REGENERATE. No change - Our approach remains ‘conditions-based’.

16. Uniformed CFAVs Over-65 Policy. In line with national policy, there is now no longer an upper age limit for uniformed CFAV membership of Cambs ACF. Annual extensions beyond the age of 65 will agreed by the Commandant and based purely on the health and suitability of the individual.

17. County Appointment Boards (CAB). County HQ roles, both primary and secondary, are to be advertised and boarded in line with the newly written Standard Operating Procedure (SOP) on the subject. Prospective Company Commanders will also be selected via the CAB process. Appointments filled by the CAB will routinely select individuals for a 3-year tenure. Current incumbents may reapply without promise or prejudice. Current incumbents will also be re-baselined to ensure that 3-year tenures are evident across Cambs ACF and to give others the opportunity to fill these roles.

18. Junior Appointment Boards (JAB). Company HQ roles are to be advertised and boarded in line with the newly written Standard Operating Procedure (SOP) on the subject. Prospective Detachment Commanders will also be selected via the JAB process. Appointments filled by the JAB will routinely select individuals for a 3-year tenure. Current incumbents may reapply without promise or prejudice. Company secondary roles will be published but can be filled by Coy Comds with DCC (Adults) endorsement. Current incumbents will also be re-baselined to ensure that 3-year tenures are evident across Cambs ACF and to give others the opportunity to fill these roles.

19. Knowledge of Command. The Cambs ACF CofC is to develop leading practices that will better engender knowledge of our command; greater knowledge of our Cadets and CFAVs alike will allow us to support their development, help them realise their potential and improve the Cadet Experience overall. Individual mentorship, Detachment notebooks (within the guidelines of GDPR), and retention webinars should all be considered.

20. Pastoral Support. No change.

21. Cadet Officership. No change.

22. Security. No change.


23. Dress. No change. RSMI is to lead and report on adherence to Op CONCORDIS direction on:

a. Badges of Rank.

b. Corps and Regimental Stable Belts, and ACF Tops

c. Field training dress.

d. Ex-Regular and Reserve CFAV Dress.

e. Name Badges.

  • COMMAND AND SIGNAL. No change.
  • 24. Communications. No change with the exception of:
  • a. Part One Orders. My Part One Orders will be published on the first Monday[6] of each calendar month. These orders will be distributed to all Companies via electronic means and should be read by all Cadets and CFAVs alike. Part One orders will provide direction on forthcoming County-wide training activity, special events, formal recognition and routine administrative detail.
  • b. Informal Methods of Communication. We now have a plethora of mediums open to us to communicate socially. Among these are texts, Messenger and WhatsApp. Cadets and CFAVs alike are to recognise the utility of these tools but recognise the security implications of all – they remain UNCLASSIFIED. Any information of an OFFICIAL classification is not be passed on these means. For many though, receiving a WhatsApp message that points them towards ArmyMail to receive a message, remains invaluable and is endorsed.
  • 25. Routine Synchronisation. The passage and synchronisation of accurate and timely information is central to our effectiveness as a team and is visibly improving. The following battle rhythm supersedes Op CONCORDIS:
  • a. County Comd Gp[7]. To meet every two weeks; normally Mon 1900-2000 hrs.
  • b. Commander’s Awareness Brief (CAB). To meet alternate weeks to the County Comd Gp, on call; normally Thu 1900-1915 hrs.
  • c. SHEF. On call, triggered by the CEO.
  • d. Coy Meetings. No change.

26. Public Relation Officer (PRO) Network. We need to do more. The standard set by the current County PRO (PI Doug Stuart) is the new Cambs ACF standard. Coy PROs are to work with the County PRO to generate, deconflict and share online media content. Innovative routes and diversification of platforms will be encouraged and, subject to security review, exploited.

{Original Signed}

Colonel Adam Fraser-Hitchen

Commandant, Cambridgeshire Army Cadet Force

Colonel RFCA Estate Review, Army HQ

Distribution (e-copy with hard copy follow-up):

[1]CONCORDIS’ – ‘like-minded’ and united’. A specific operation over a specified period (1 Aug 20 – 1 Sep 21) during which Cambs ACF will focus itself to achieve the next level of excellence.

[2] Described at Ref A and common to all Single Service Cadet Forces.

[3] Project REGENERATE covers the rules and procedures regarding the initial Return to Training for face-to-face Army Cadet activity following the cessation of cadet activity during the COVID19 pandemic.

[4] Reference B, page (i).

[5] Comdt, DCC(Adults), DCC(Cadets), County SO, RSMI and CEO.

[6] Published before 1700 hrs to support subordinate meetings e.g. Company Orders Groups.

[7] Comdt, DCC(Cadets), DCC(Adults), Cadet Coy OCs, CTO, Snr Padre, CEO, CTO, CQM, RSMI. TSA on call.