ACP 1 Core Ethos and Values
ACP 1
Ethos,Core Values and Standards
in the Air Cadet Organisation
THE ETHOS OF THE
AIR CADET ORGANISATION
?The Ethos of the Air Cadet Organisation (ACO) is the distinctive
character, spirit and attitude of the Corps which together inspire people
to pursue the spirit of adventure while providing a framework upon which
to build sound moral principles and develop the desire for achievement
and self-improvement and thereby provide example and leadership for
the young people of the country?
ethos and our standards.
THE CORE VALUES
OF THE AIR CADET ORGANISATION
The are four ACO Core Values:
Respect, Integrity, Service and Excellence.
Respect - Self and Mutual Respect
A person should never be judged, nor unfairly discriminated against,
on the basis of his or her attributes which place him or her in a particular
racial, ethnic, religious, economic, gender-based or disabled category.
Clearly this principle is the foundation of the ACO?s Equality and Diversity
Policy. We must all do our utmost to promote respect for the law, and for
the traditions and customs of our organisation. There are 2 forms of respect:
Self-Respect. To have a proper sense of one?s own dignity and integrity.
To have self-respect is to value oneself as a human being; as such the
concept underpins our attitudes to sexual behaviour, drugs and alcohol.
People with self-respect do not behave in ways that would bring discredit
upon themselves, the ACO or the RAF. They have high standards of social
conduct.
Mutual Respect. Respect for others travels up and down the chain of
command, as well as sideways among peers. Genuine respect involves
viewing another person as an individual of fundamental worth regardless of
their race, ethnic origin, religion, gender, sexual orientation or social
background and it extends to the equal treatment of all human beings in all
matters. The responsibility of all ACO personnel is to act properly under
the law and maintain the highest standards of decency, compassion, respect
for others and a sense of justice at all times and to all people, even under
the most arduous of conditions.
Integrity. Integrity is the conviction to do what is right even when no one is
looking. It is the basis for trust. Integrity is vital in establishing mutual trust
and confidence between individuals who may face hardship and challenge
and is based on several other moral principles.
Courage. Integrity requires moral courage; that is the courage to do what
an individual believes to be right, even though it may be unpopular and the
personal cost may be high. Courage to refuse to compromise personal
values in the face of opposition, and to sustain the highest standards of
decency and behaviour, will earn the respect of others and will build trust.
Courage, both physical and moral, forms the bedrock upon which success
depends.
Honesty. Honesty is inherent in the ACO and our word must be our bond.
All forms of deceit, dishonesty or breaches of trust or confidence constitute
a lack of integrity, and therefore call into question whether an individual can
be relied upon. Such activity covers a wide spectrum, and includes the
perpetration of any criminal offence or any behaviour which raises doubts
about an individual?s character. For example, if an individual is known to be
selfish or dishonest, trust between colleagues will be damaged and tensions
created within the team that will eventually reduce its effectiveness to deliver
the training programme.
Responsibility. Being accountable for one?s actions and decisions, a
truly responsible person acknowledges his or her duty and acts accordingly.
Equally, responsibility demands that those who are in positions of authority,
at whatever level, are fair and consistent at all times. Only then will they
earn the respect and loyalty that are essential to good leadership.
Justice. A person of integrity practises just behaviour and treatment. Those
who do similar things must get similar rewards or similar punishments.
Service - Service before Self. Service is an act of assistance. It is about
professional duties taking precedence over personal requirements and
interests and a willingness to serve other people before ourselves. It is a
move away from the self-centred attitude often prevalent in our consumer
society. Service incorporates the values of loyalty, commitment, pride and
teamwork.
Loyalty. From the moment we are commissioned or appointed we are
each committed to a loyalty to uphold and preserve the values of the Corps.
Those who are placed in positions of authority must be loyal to their
subordinates, representing their interests faithfully, dealing with complaints
thoroughly, and developing their abilities through progressive training.
Subordinates must be loyal to their leaders, their team and their duty. Such
loyalty is expected, but it must also be earned through commitment, selfsacrifice,
courage, excellence and integrity.
Commitment. Commitment works in two ways. For the individual it means
a wholehearted dedication to serve, when possible, wherever and whenever
they are required, and what ever the discomfort and to do their best at all
times. This commitment is reflected in the award of a commission or
appointment in the ACO and in which the individual agrees to subordinate
his or her own interests to those of the ACO. It imposes limitations on
individual freedom, and requires a degree of self sacrifice.
For those in authority, it requires them to discharge in full their
responsibilities and their duty of care of subordinates and, more importantly,
cadets.
This two-way obligation forms a covenant between the ACO and its
personnel. Both share a common bond of identity, loyalty and responsibility
for each other that is unwritten and unbreakable. Men and women
volunteering for service with the ACO accept that, by putting the needs of
the Corps before their own, they will forego some expectations of enjoying
their own free time. In return the ACO shows its commitment to those who
serve within the Corps by meeting, to the greatest extent possible, their
personal aspirations and caring for their welfare wherever possible.
Pride. Pride is a justifiable confidence in ourselves and our Corps based
on success, attitudes to life and individual team spirit. We must be able to
compare ourselves favourably with any other Youth Service confident in
our own expertise and excellence and in the knowledge that we are the
best in providing a worthwhile environment for the development of our
cadets. We must show a willing and selfless desire to serve the ACO,
knowing that the quality of Corps personnel will go far towards winning the
day.
Teamwork. Teamwork is essential to the achievement of the mission of
the Corps in sustaining a vibrant and effective ACO in an ever changing
society. It is about working together in harmony with each member of our
Corps and with the other Youth Services. Most importantly, teamwork is
about putting the needs of others before our own whenever called for.
Excellence - Striving for Excellence. By striving for excellence we ensure
a sustained desire for continuous improvement and innovation which will
ensure that the ACO remains second to none in providing a challenging
and demanding environment, one in which our cadets can mature and
develop into well rounded individuals protected by our Duty of Care. The
ACO fosters team spirit founded on good leadership, commitment and selfdiscipline.
We are all professionals in one way or another, but
professionalism is more than the skills we develop through training and
during our involvement with the Corps. It is about the way in which tasks
are undertaken, it is about excellence and it is about taking responsibility
and ensuring that a job is well done no matter how difficult the circumstances.
Key qualities include:
Self-Discipline and Self-Control. Professionals should not indulge
themselves in self-pity, discouragement, defeatism or uncontrolled emotion.
They have a fundamental moral obligation to the individuals they lead or
support to instil a tone of confidence and optimism.
Personal Excellence. Every member of the ACO must strive to achieve
and maintain the highest professional and personal standards, thereby
enhancing both the competence and cohesion of the Corps.
Excellence in the use of Resources. The resources available to the
ACO, both human and material, are limited. All volunteer personnel have
an obligation to ensure that all of our equipment and property is put to the
most efficient use.
Human resources excellence ensures we train, sustain and retain those
who can do the best job for the ACO.
LEADERSHIP
Though not a core value itself, of all the enduring characteristics of the
ACO, leadership is at the heart. What sets a good organisation apart from an
ineffective one is its ethos and in achieving this, as in all else, leadership is
the key. Good leadership inspires, underpins and enables all other qualities,
values and capabilities of the Corps. It can transcend limited resources and
overcome the greatest of difficulties. It is not solely the preserve of rank:
every member of the ACO has the capacity for leadership. It is an innate
quality, honed and developed by training, experience and hard work. The best
leadership is leadership by example:
Albert Einstein - ?Setting an example is not the main means of influencing
another, it is the only way?
The responsibility of leaders is to elicit, by example and direction, all the
values and qualities possessed by their subordinates, so as to achieve the
aims of the ACO. Leaders must develop the qualities of respect, integrity,
service and excellence in themselves by practice and study which ultimately
will lead to these becoming reinforced through experience. A leader must
instil in commanders a confidence in equipment and administrative procedures,
and foster mutual trust, respect and understanding. A leader must personally
sustain morale and motivation, must know his colleagues and cadets and in
turn they must know him or her. A leader must possess special qualities of
willpower, intelligence, imagination, humanity, and decisiveness and, above
all, the ability to inspire.
THE AIR CADET ORGANISATION
The success of a modern and progressive ACO must continue to be
founded on a binding ethos underpinned by the Core Values of Respect,
Integrity, Service and Excellence. The ethos of the Corps is sustained
by all personnel doing their duty with an implacable will to succeed. In
accepting their responsibilities all volunteers must be confident that in return
the ACO will endeavour to support them in achieving the aims of the Corps.
Teamwork, success and effective leadership flourish in an environment
of mutual trust and respect. In this context, we all have a responsibility to
our colleagues, be they subordinates or superiors, to do our best to uphold
our ethos and embrace the Core Values of Respect, Integrity, Service
and Excellence set out in this booklet. Behaviour or conduct which
undermines trust, creates division, or which draws into question the good
name of the ACO, damages our ability to meet our aims and objectives.
As ACO personnel, we take pride in the traditions of our Corps and we
should do all we can to sustain the values which characterise ACO life
which, in some respects, are more demanding than those found elsewhere.
This is a reflection of our unique role in helping to prepare the young people
of the country for taking and accepting their place in society and, in doing
so, portrays the training and development they have received whilst serving
in the ACO.
RAFC/Graphics 33.233
Produced & Printed by HQ Air Cadets and Visual Media Department at RAF Cranwell
Ethos,Core Values and Standards
in the Air Cadet Organisation
THE ETHOS OF THE
AIR CADET ORGANISATION
?The Ethos of the Air Cadet Organisation (ACO) is the distinctive
character, spirit and attitude of the Corps which together inspire people
to pursue the spirit of adventure while providing a framework upon which
to build sound moral principles and develop the desire for achievement
and self-improvement and thereby provide example and leadership for
the young people of the country?
ethos and our standards.
THE CORE VALUES
OF THE AIR CADET ORGANISATION
The are four ACO Core Values:
Respect, Integrity, Service and Excellence.
Respect - Self and Mutual Respect
A person should never be judged, nor unfairly discriminated against,
on the basis of his or her attributes which place him or her in a particular
racial, ethnic, religious, economic, gender-based or disabled category.
Clearly this principle is the foundation of the ACO?s Equality and Diversity
Policy. We must all do our utmost to promote respect for the law, and for
the traditions and customs of our organisation. There are 2 forms of respect:
Self-Respect. To have a proper sense of one?s own dignity and integrity.
To have self-respect is to value oneself as a human being; as such the
concept underpins our attitudes to sexual behaviour, drugs and alcohol.
People with self-respect do not behave in ways that would bring discredit
upon themselves, the ACO or the RAF. They have high standards of social
conduct.
Mutual Respect. Respect for others travels up and down the chain of
command, as well as sideways among peers. Genuine respect involves
viewing another person as an individual of fundamental worth regardless of
their race, ethnic origin, religion, gender, sexual orientation or social
background and it extends to the equal treatment of all human beings in all
matters. The responsibility of all ACO personnel is to act properly under
the law and maintain the highest standards of decency, compassion, respect
for others and a sense of justice at all times and to all people, even under
the most arduous of conditions.
Integrity. Integrity is the conviction to do what is right even when no one is
looking. It is the basis for trust. Integrity is vital in establishing mutual trust
and confidence between individuals who may face hardship and challenge
and is based on several other moral principles.
Courage. Integrity requires moral courage; that is the courage to do what
an individual believes to be right, even though it may be unpopular and the
personal cost may be high. Courage to refuse to compromise personal
values in the face of opposition, and to sustain the highest standards of
decency and behaviour, will earn the respect of others and will build trust.
Courage, both physical and moral, forms the bedrock upon which success
depends.
Honesty. Honesty is inherent in the ACO and our word must be our bond.
All forms of deceit, dishonesty or breaches of trust or confidence constitute
a lack of integrity, and therefore call into question whether an individual can
be relied upon. Such activity covers a wide spectrum, and includes the
perpetration of any criminal offence or any behaviour which raises doubts
about an individual?s character. For example, if an individual is known to be
selfish or dishonest, trust between colleagues will be damaged and tensions
created within the team that will eventually reduce its effectiveness to deliver
the training programme.
Responsibility. Being accountable for one?s actions and decisions, a
truly responsible person acknowledges his or her duty and acts accordingly.
Equally, responsibility demands that those who are in positions of authority,
at whatever level, are fair and consistent at all times. Only then will they
earn the respect and loyalty that are essential to good leadership.
Justice. A person of integrity practises just behaviour and treatment. Those
who do similar things must get similar rewards or similar punishments.
Service - Service before Self. Service is an act of assistance. It is about
professional duties taking precedence over personal requirements and
interests and a willingness to serve other people before ourselves. It is a
move away from the self-centred attitude often prevalent in our consumer
society. Service incorporates the values of loyalty, commitment, pride and
teamwork.
Loyalty. From the moment we are commissioned or appointed we are
each committed to a loyalty to uphold and preserve the values of the Corps.
Those who are placed in positions of authority must be loyal to their
subordinates, representing their interests faithfully, dealing with complaints
thoroughly, and developing their abilities through progressive training.
Subordinates must be loyal to their leaders, their team and their duty. Such
loyalty is expected, but it must also be earned through commitment, selfsacrifice,
courage, excellence and integrity.
Commitment. Commitment works in two ways. For the individual it means
a wholehearted dedication to serve, when possible, wherever and whenever
they are required, and what ever the discomfort and to do their best at all
times. This commitment is reflected in the award of a commission or
appointment in the ACO and in which the individual agrees to subordinate
his or her own interests to those of the ACO. It imposes limitations on
individual freedom, and requires a degree of self sacrifice.
For those in authority, it requires them to discharge in full their
responsibilities and their duty of care of subordinates and, more importantly,
cadets.
This two-way obligation forms a covenant between the ACO and its
personnel. Both share a common bond of identity, loyalty and responsibility
for each other that is unwritten and unbreakable. Men and women
volunteering for service with the ACO accept that, by putting the needs of
the Corps before their own, they will forego some expectations of enjoying
their own free time. In return the ACO shows its commitment to those who
serve within the Corps by meeting, to the greatest extent possible, their
personal aspirations and caring for their welfare wherever possible.
Pride. Pride is a justifiable confidence in ourselves and our Corps based
on success, attitudes to life and individual team spirit. We must be able to
compare ourselves favourably with any other Youth Service confident in
our own expertise and excellence and in the knowledge that we are the
best in providing a worthwhile environment for the development of our
cadets. We must show a willing and selfless desire to serve the ACO,
knowing that the quality of Corps personnel will go far towards winning the
day.
Teamwork. Teamwork is essential to the achievement of the mission of
the Corps in sustaining a vibrant and effective ACO in an ever changing
society. It is about working together in harmony with each member of our
Corps and with the other Youth Services. Most importantly, teamwork is
about putting the needs of others before our own whenever called for.
Excellence - Striving for Excellence. By striving for excellence we ensure
a sustained desire for continuous improvement and innovation which will
ensure that the ACO remains second to none in providing a challenging
and demanding environment, one in which our cadets can mature and
develop into well rounded individuals protected by our Duty of Care. The
ACO fosters team spirit founded on good leadership, commitment and selfdiscipline.
We are all professionals in one way or another, but
professionalism is more than the skills we develop through training and
during our involvement with the Corps. It is about the way in which tasks
are undertaken, it is about excellence and it is about taking responsibility
and ensuring that a job is well done no matter how difficult the circumstances.
Key qualities include:
Self-Discipline and Self-Control. Professionals should not indulge
themselves in self-pity, discouragement, defeatism or uncontrolled emotion.
They have a fundamental moral obligation to the individuals they lead or
support to instil a tone of confidence and optimism.
Personal Excellence. Every member of the ACO must strive to achieve
and maintain the highest professional and personal standards, thereby
enhancing both the competence and cohesion of the Corps.
Excellence in the use of Resources. The resources available to the
ACO, both human and material, are limited. All volunteer personnel have
an obligation to ensure that all of our equipment and property is put to the
most efficient use.
Human resources excellence ensures we train, sustain and retain those
who can do the best job for the ACO.
LEADERSHIP
Though not a core value itself, of all the enduring characteristics of the
ACO, leadership is at the heart. What sets a good organisation apart from an
ineffective one is its ethos and in achieving this, as in all else, leadership is
the key. Good leadership inspires, underpins and enables all other qualities,
values and capabilities of the Corps. It can transcend limited resources and
overcome the greatest of difficulties. It is not solely the preserve of rank:
every member of the ACO has the capacity for leadership. It is an innate
quality, honed and developed by training, experience and hard work. The best
leadership is leadership by example:
Albert Einstein - ?Setting an example is not the main means of influencing
another, it is the only way?
The responsibility of leaders is to elicit, by example and direction, all the
values and qualities possessed by their subordinates, so as to achieve the
aims of the ACO. Leaders must develop the qualities of respect, integrity,
service and excellence in themselves by practice and study which ultimately
will lead to these becoming reinforced through experience. A leader must
instil in commanders a confidence in equipment and administrative procedures,
and foster mutual trust, respect and understanding. A leader must personally
sustain morale and motivation, must know his colleagues and cadets and in
turn they must know him or her. A leader must possess special qualities of
willpower, intelligence, imagination, humanity, and decisiveness and, above
all, the ability to inspire.
THE AIR CADET ORGANISATION
The success of a modern and progressive ACO must continue to be
founded on a binding ethos underpinned by the Core Values of Respect,
Integrity, Service and Excellence. The ethos of the Corps is sustained
by all personnel doing their duty with an implacable will to succeed. In
accepting their responsibilities all volunteers must be confident that in return
the ACO will endeavour to support them in achieving the aims of the Corps.
Teamwork, success and effective leadership flourish in an environment
of mutual trust and respect. In this context, we all have a responsibility to
our colleagues, be they subordinates or superiors, to do our best to uphold
our ethos and embrace the Core Values of Respect, Integrity, Service
and Excellence set out in this booklet. Behaviour or conduct which
undermines trust, creates division, or which draws into question the good
name of the ACO, damages our ability to meet our aims and objectives.
As ACO personnel, we take pride in the traditions of our Corps and we
should do all we can to sustain the values which characterise ACO life
which, in some respects, are more demanding than those found elsewhere.
This is a reflection of our unique role in helping to prepare the young people
of the country for taking and accepting their place in society and, in doing
so, portrays the training and development they have received whilst serving
in the ACO.
RAFC/Graphics 33.233
Produced & Printed by HQ Air Cadets and Visual Media Department at RAF Cranwell
THE CORE VALUES
OF THE AIR CADET ORGANISATION
f Respect: Self and Mutual Respect
f Integrity: Integrity Always.
f Service: Service Before Self.
f Excellence: Striving for Excellence
OF THE AIR CADET ORGANISATION
f Respect: Self and Mutual Respect
f Integrity: Integrity Always.
f Service: Service Before Self.
f Excellence: Striving for Excellence
FOREWORD - by the Commandant Air Cadets
As Commandant, I have the honour and responsibility of leading the
ACO, which contributes to the provision of aviation and other challenging
activities enabling it to attract and retain membership of this country?s young
people. As the Uniformed Youth Service parented by the Royal Air Force
the aims of the ACO are laid down in its Charters. It seeks to provide an
environment in which young people are encouraged to take a practical
interest in aviation and the Royal Air Force. The ACO aims to provide
training which will be useful both in Service and civilian life and to foster the
spirit of adventure which is aimed at developing good qualities of citizenship
and leadership.
As one of the nation?s Uniformed Youth Services the ACO has a proud
tradition and a reputation for excellence, second to none. In turn, you, as a
member of the ACO, are asked to make a level of personal commitment to
the Corps that is not asked of those involved in other walks of life.
To have the will and confidence to serve the ACO you must have
complete trust in your colleagues and they must have total confidence in
you. You must respect and properly recognise the value of men, women
and cadets, at all ranks, who serve in, or who support the ACO. We must
all share confidence in the training effectiveness of the ACO and above all
sustain integrity as individuals and as a Uniformed Youth Service. This
booklet sets out the Core Values and Standards of the ACO which should
govern our involvement with the Corps and our approach to other members
of society. These values and standards have been developed to underpin
our ethos. They form the basis of a covenant between the ACO and its
personnel rather than a set of commandments.
While these values and standards are the foundation of mutual trust
and respect within the ACO they are also central to our ability to work together
with other Uniformed Youth Services, the Regular Services and with
everyone else who supports us in our endeavours.
Please read this booklet carefully. If in doubt, always remember that
your values and behaviour reflect not only your own personal approach to
life but also how our organisation is seen by others.
Air Commodore J P Chitty
As Commandant, I have the honour and responsibility of leading the
ACO, which contributes to the provision of aviation and other challenging
activities enabling it to attract and retain membership of this country?s young
people. As the Uniformed Youth Service parented by the Royal Air Force
the aims of the ACO are laid down in its Charters. It seeks to provide an
environment in which young people are encouraged to take a practical
interest in aviation and the Royal Air Force. The ACO aims to provide
training which will be useful both in Service and civilian life and to foster the
spirit of adventure which is aimed at developing good qualities of citizenship
and leadership.
As one of the nation?s Uniformed Youth Services the ACO has a proud
tradition and a reputation for excellence, second to none. In turn, you, as a
member of the ACO, are asked to make a level of personal commitment to
the Corps that is not asked of those involved in other walks of life.
To have the will and confidence to serve the ACO you must have
complete trust in your colleagues and they must have total confidence in
you. You must respect and properly recognise the value of men, women
and cadets, at all ranks, who serve in, or who support the ACO. We must
all share confidence in the training effectiveness of the ACO and above all
sustain integrity as individuals and as a Uniformed Youth Service. This
booklet sets out the Core Values and Standards of the ACO which should
govern our involvement with the Corps and our approach to other members
of society. These values and standards have been developed to underpin
our ethos. They form the basis of a covenant between the ACO and its
personnel rather than a set of commandments.
While these values and standards are the foundation of mutual trust
and respect within the ACO they are also central to our ability to work together
with other Uniformed Youth Services, the Regular Services and with
everyone else who supports us in our endeavours.
Please read this booklet carefully. If in doubt, always remember that
your values and behaviour reflect not only your own personal approach to
life but also how our organisation is seen by others.
Air Commodore J P Chitty
THE ETHOS, CORE VALUES AND
STANDARDS OF THE AIR TRAINING CORPS
Introduction
The ACO exists to carry out the aims of the Corps and it is these functions
which distinguish us from all other Youth Services. To meet the many
challenges that we face we have to work closely together and have
confidence and trust in each other. The ACO needs people who will respond
to a demanding challenge, who aspire to the required standards of
excellence, who share a sense of duty and commitment and who understand
our core values. We want men and women who are proud to serve the
youth of the country and whose personal qualities reflect the values required
by the ACO.
The success of the ACO in any endeavour is dependent upon the
willingness of its uniformed and civilian cadres to wholeheartedly support
the Corps and its aims. This moral component depends upon the character
of the men and women involved, effective leadership, a shared set of core
values and the commitment that arises from a strong and binding desire to
mould the ambitions and desires of the next generation.
Performance of Duty
The success and good name of the ACO depends very heavily upon
the conduct of each and every adult member of staff. There are 2 key
aspects: the correct professional performance of all duties and the personal
conduct of individuals both on and off duty. When fulfilling their duties, all
RAFVR(T) officers, Adult SNCOs/Adult Warrant Officers (AWO) and Civilian
Instructors (CI) should adhere to and set the highest professional standards.
They should meet their obligations as commissioned officers and
members of the adult staff and provide a sound example to cadets and
ensure that all ACO training and activities are efficiently and safely delivered.
Much of the training provided by the ACO is designed to challenge cadets
and to develop their natural instinct for adventure. However, ACO adult
staff must continually bear in mind that cadet safety in all its aspects is
always paramount. It is therefore vital that members of staff are alert to,
and exercise with vigilance, their legal Duty of Care responsibilities for cadets
in their charge. It is incumbent on all officers and members of the adult
staff to ensure that the highest standards of supervision are met and that
all laid down safety requirements and procedures are maintained without
fail. Officers, in particular, must continually monitor training activities to
confirm that risks are sensibly managed and, if there is ever any doubt,
they are to err on the side of caution. In discharging their legal Duty of
Care all adult staff must take reasonable steps to avoid acts of omission
which they could be expected to foresee and which might be likely to harm
those in their care or others involved.
A broad variety of personal conduct and behaviour may be regarded as
acceptable in differing parts of a wider society. However, commissioned
and adult service brings with it an obligation for all members of staff, both
on and off duty, to set and live by the highest standards of social and moral
conduct. Officers and Adult SNCOs/AWOs frequently wear uniform in
public and, as members of their local communities, even when not in uniform,
are usually known to be commissioned or hold Adult SNCO or AWO rank.
Their social and moral conduct is therefore judged by the public in the context
of their uniformed roles.
Furthermore, RAFVR(T) officers have the particular, additional,
responsibility of being leaders, teachers and protectors of the young people
in their charge.
Their standard of conduct and the example they set are therefore all
the more important. RAFVR(T) officers also have more frequent and
widespread contact with the public than do regular officers and they must
always be aware that they play a very significant role in determining how
society judges Royal Air Force officers as a whole. Thus RAFVR(T) officers
have the same special and demanding obligations as any regular officer
with regard to their standards of behaviour and personal conduct.
No-one is immune from the pressures and temptations which arise in
everyday human relationships but any misconduct, whether in sexual matters
or in general social behaviour, is a manifest failure to meet the standards
required of those who hold a Queen?s Commission. If such misconduct
suggests that an officer is unable to fulfil his or her obligations to their
commissioned status, or to the cadets in their charge, their commission
may be terminated even though no breach of military or civil law has been
committed. Any social misconduct, including inappropriate behaviour or
sexual relationships, on the part of a RAFVR(T) officer, or other member of
adult staff, is unacceptable, particularly so if occurring between adult staff
and cadets, and would be regarded as extremely serious.
Officers must also resist committing what they may regard as minor
misdemeanours where they are tempted to believe that the ends justify the
means.
All adult staff are required to conduct themselves with integrity and should
they find themselves in an actual or potential situation that could cause
embarrassment to others or to the ACO, they must report the fact
immediately to their superior officer.
Wing, Squadron and Unit Commanders have the added responsibility
of supervising their adult staff and making them aware of any failings that
need to be corrected. Where their advice is ignored or serious misconduct
or indiscipline has occurred, they must immediately give an appropriate
warning in accordance with ACO rules and regulations contained in ACP
20B and AP 1919 or, if necessary, order suspension from duty after
consultation with higher authority. Reporting action must then be carried
out without delay.
Discipline - Handling of Complaints
One of the most difficult decisions which can face a member of the
adult staff is the action to take when confronted with a serious complaint
from a cadet. There are 3 categories of complaint which cause most
problems. The first is a complaint by a cadet against an adult member of
staff. Complaints in this category can range from allegations of
discrimination, bullying and sexual harassment to serious sexual assault.
The second category concerns complaints by cadets against adults
unconnected with the Corps. The final type of complaint is that of one
cadet making allegations against another.
It is difficult to issue guidelines to cover every situation that may confront
adult staff at grass roots level. The ACO relies on the judgement and
common sense of the adult individual on the spot, who knows the people
involved, to act appropriately and in accordance with the law where relevant.
It is important that when a complaint is made it is dealt with as
expeditiously as possible, more especially when the complaint is made
against an adult member of staff.
In order to be aware of the complaints procedure all adult staff must read
and digest Air Cadet Publication (ACP) 20B, Air Cadet Administrative Instruction
(ACAI) No. 211 which gives comprehensive information and guidance on how
to handle the 3 most common types of complaint made by cadets in the ACO.
Caring for Young People and the Vulnerable
All organisations involved with caring for young people should, through
Principles of Good Practice, have Codes of Conduct to protect against sexual
activity occurring within relationships of trust. ACP 20B, ACAI No. 214
outlines the Principles of Good Practice and through its Code of Conduct
amplifies who is protected and how. It must be clearly understood that
every adult supervisor in the ACO has a personal responsibility for the safety
and welfare of cadets. This applies not only to cadets under their immediate
command, but generally. The safety and welfare of cadets overrides any
other consideration. Once again, the guidance notes are not exhaustive
but all adult staff are encouraged to study the aforementioned AI which will
assist in ascertaining the correct action to take in individual cases.
The need to maintain acceptable values and standards across the ACO
presents a greater challenge now than was the case in the past. The Corps
recruits from a society in which there is less deference to authority and a
greater awareness of individual rights than in the past. It is also a less cohesive
society than before, one in which traditional, shared values are now less
effectively transmitted, and concepts such as honour and loyalty are less well
understood. For many, the principle that rights and responsibilities are opposite
sides of the same coin simply does not exist.
The ACO cannot remain immune from such changes in society, for
they are inevitably reflected in the attitudes and behaviour of those who
enter into service with the Corps. Its start point should be to reflect the
values of the society it serves, varying from these only where it is necessary
to do so by virtue of its function and responsibility: namely, conducting
training on behalf of the Corps during which its uniformed members will
have the responsibility and lawful right to command and control any given
situation. It is therefore the moral requirement that leads the ACO to place
particular emphasis on the values and standards that are laid down in this
booklet. The ACO must be able to explain why those values and standards
are sometimes more demanding of the individual than the norm; and why
such demands are necessary. It is therefore essential that all new staff
and cadets and, indeed, those who are already serving, fully understand
and sustain the values and standards set out below. It is important also
that the other Youth Services, the Regular Services and also those other
non-Service personnel and agencies with whom we deal, are aware of our
STANDARDS OF THE AIR TRAINING CORPS
Introduction
The ACO exists to carry out the aims of the Corps and it is these functions
which distinguish us from all other Youth Services. To meet the many
challenges that we face we have to work closely together and have
confidence and trust in each other. The ACO needs people who will respond
to a demanding challenge, who aspire to the required standards of
excellence, who share a sense of duty and commitment and who understand
our core values. We want men and women who are proud to serve the
youth of the country and whose personal qualities reflect the values required
by the ACO.
The success of the ACO in any endeavour is dependent upon the
willingness of its uniformed and civilian cadres to wholeheartedly support
the Corps and its aims. This moral component depends upon the character
of the men and women involved, effective leadership, a shared set of core
values and the commitment that arises from a strong and binding desire to
mould the ambitions and desires of the next generation.
Performance of Duty
The success and good name of the ACO depends very heavily upon
the conduct of each and every adult member of staff. There are 2 key
aspects: the correct professional performance of all duties and the personal
conduct of individuals both on and off duty. When fulfilling their duties, all
RAFVR(T) officers, Adult SNCOs/Adult Warrant Officers (AWO) and Civilian
Instructors (CI) should adhere to and set the highest professional standards.
They should meet their obligations as commissioned officers and
members of the adult staff and provide a sound example to cadets and
ensure that all ACO training and activities are efficiently and safely delivered.
Much of the training provided by the ACO is designed to challenge cadets
and to develop their natural instinct for adventure. However, ACO adult
staff must continually bear in mind that cadet safety in all its aspects is
always paramount. It is therefore vital that members of staff are alert to,
and exercise with vigilance, their legal Duty of Care responsibilities for cadets
in their charge. It is incumbent on all officers and members of the adult
staff to ensure that the highest standards of supervision are met and that
all laid down safety requirements and procedures are maintained without
fail. Officers, in particular, must continually monitor training activities to
confirm that risks are sensibly managed and, if there is ever any doubt,
they are to err on the side of caution. In discharging their legal Duty of
Care all adult staff must take reasonable steps to avoid acts of omission
which they could be expected to foresee and which might be likely to harm
those in their care or others involved.
A broad variety of personal conduct and behaviour may be regarded as
acceptable in differing parts of a wider society. However, commissioned
and adult service brings with it an obligation for all members of staff, both
on and off duty, to set and live by the highest standards of social and moral
conduct. Officers and Adult SNCOs/AWOs frequently wear uniform in
public and, as members of their local communities, even when not in uniform,
are usually known to be commissioned or hold Adult SNCO or AWO rank.
Their social and moral conduct is therefore judged by the public in the context
of their uniformed roles.
Furthermore, RAFVR(T) officers have the particular, additional,
responsibility of being leaders, teachers and protectors of the young people
in their charge.
Their standard of conduct and the example they set are therefore all
the more important. RAFVR(T) officers also have more frequent and
widespread contact with the public than do regular officers and they must
always be aware that they play a very significant role in determining how
society judges Royal Air Force officers as a whole. Thus RAFVR(T) officers
have the same special and demanding obligations as any regular officer
with regard to their standards of behaviour and personal conduct.
No-one is immune from the pressures and temptations which arise in
everyday human relationships but any misconduct, whether in sexual matters
or in general social behaviour, is a manifest failure to meet the standards
required of those who hold a Queen?s Commission. If such misconduct
suggests that an officer is unable to fulfil his or her obligations to their
commissioned status, or to the cadets in their charge, their commission
may be terminated even though no breach of military or civil law has been
committed. Any social misconduct, including inappropriate behaviour or
sexual relationships, on the part of a RAFVR(T) officer, or other member of
adult staff, is unacceptable, particularly so if occurring between adult staff
and cadets, and would be regarded as extremely serious.
Officers must also resist committing what they may regard as minor
misdemeanours where they are tempted to believe that the ends justify the
means.
All adult staff are required to conduct themselves with integrity and should
they find themselves in an actual or potential situation that could cause
embarrassment to others or to the ACO, they must report the fact
immediately to their superior officer.
Wing, Squadron and Unit Commanders have the added responsibility
of supervising their adult staff and making them aware of any failings that
need to be corrected. Where their advice is ignored or serious misconduct
or indiscipline has occurred, they must immediately give an appropriate
warning in accordance with ACO rules and regulations contained in ACP
20B and AP 1919 or, if necessary, order suspension from duty after
consultation with higher authority. Reporting action must then be carried
out without delay.
Discipline - Handling of Complaints
One of the most difficult decisions which can face a member of the
adult staff is the action to take when confronted with a serious complaint
from a cadet. There are 3 categories of complaint which cause most
problems. The first is a complaint by a cadet against an adult member of
staff. Complaints in this category can range from allegations of
discrimination, bullying and sexual harassment to serious sexual assault.
The second category concerns complaints by cadets against adults
unconnected with the Corps. The final type of complaint is that of one
cadet making allegations against another.
It is difficult to issue guidelines to cover every situation that may confront
adult staff at grass roots level. The ACO relies on the judgement and
common sense of the adult individual on the spot, who knows the people
involved, to act appropriately and in accordance with the law where relevant.
It is important that when a complaint is made it is dealt with as
expeditiously as possible, more especially when the complaint is made
against an adult member of staff.
In order to be aware of the complaints procedure all adult staff must read
and digest Air Cadet Publication (ACP) 20B, Air Cadet Administrative Instruction
(ACAI) No. 211 which gives comprehensive information and guidance on how
to handle the 3 most common types of complaint made by cadets in the ACO.
Caring for Young People and the Vulnerable
All organisations involved with caring for young people should, through
Principles of Good Practice, have Codes of Conduct to protect against sexual
activity occurring within relationships of trust. ACP 20B, ACAI No. 214
outlines the Principles of Good Practice and through its Code of Conduct
amplifies who is protected and how. It must be clearly understood that
every adult supervisor in the ACO has a personal responsibility for the safety
and welfare of cadets. This applies not only to cadets under their immediate
command, but generally. The safety and welfare of cadets overrides any
other consideration. Once again, the guidance notes are not exhaustive
but all adult staff are encouraged to study the aforementioned AI which will
assist in ascertaining the correct action to take in individual cases.
The need to maintain acceptable values and standards across the ACO
presents a greater challenge now than was the case in the past. The Corps
recruits from a society in which there is less deference to authority and a
greater awareness of individual rights than in the past. It is also a less cohesive
society than before, one in which traditional, shared values are now less
effectively transmitted, and concepts such as honour and loyalty are less well
understood. For many, the principle that rights and responsibilities are opposite
sides of the same coin simply does not exist.
The ACO cannot remain immune from such changes in society, for
they are inevitably reflected in the attitudes and behaviour of those who
enter into service with the Corps. Its start point should be to reflect the
values of the society it serves, varying from these only where it is necessary
to do so by virtue of its function and responsibility: namely, conducting
training on behalf of the Corps during which its uniformed members will
have the responsibility and lawful right to command and control any given
situation. It is therefore the moral requirement that leads the ACO to place
particular emphasis on the values and standards that are laid down in this
booklet. The ACO must be able to explain why those values and standards
are sometimes more demanding of the individual than the norm; and why
such demands are necessary. It is therefore essential that all new staff
and cadets and, indeed, those who are already serving, fully understand
and sustain the values and standards set out below. It is important also
that the other Youth Services, the Regular Services and also those other
non-Service personnel and agencies with whom we deal, are aware of our