CERT Concepts That Make a DifferenceRowlett Citizen Corps Council . PO Box 1662 . Rowlett, Texas...

Rowlett Citizen Corps Council PO Box 1662

Rowlett, Texas 75030-1662 RowlettCitizenCorps.org

CERT Concepts That Make a Difference Keys to a successful CERT program

By Whitney P. Laning, CVA RCCC President

February 2014

CERT Concepts That Make a Difference: Keys to a successful CERT program February 2014

Table of Contents INTRODUCTION ................................................................................................................................................... 3

10 CONCEPTS IN CERT PROGRAM MANAGEMENT ....................................................................................... 3

RELATIONSHIPS ........................................................................................................................................................... 3 MEMBERS ROCK! ........................................................................................................................................................ 4 FUNDING AND FUNDRAISING ...................................................................................................................................... 5 MANAGEMENT, POLICY AND ADMINISTRATION .......................................................................................................... 6 THE ACTIVE ROLE ....................................................................................................................................................... 7 KEEP IN TOUCH ........................................................................................................................................................... 7 TRAINING, TRAINING AND MORE TRAINING ................................................................................................................. 8 EQUIPMENT ................................................................................................................................................................. 9 PLANNING FOR CHANGE.......................................................................................................................................... 10 METRICS, MEASUREMENTS AND STATS ....................................................................................................................... 10

HINTS FOR A SUCCESSFUL CERT PROGRAM ................................................................................................. 11

THE CERT CONCEPT VEHICLE .......................................................................................................................... 12

THE CERT PROGRAM CONTINUUM: A STRATEGIC PLANNING MODEL FOR CERT PROGRAMS ....................... 13

THE CONCEPT ................................................................................................................................................... 13

INTRODUCTION TO THE CERT PROGRAM CONTINUUM .............................................................................. 14

KEY PERFORMANCE INDICATORS .................................................................................................................. 15

GOVERNANCE ......................................................................................................................................................... 16 STANDARD OPERATING PROCEDURES ....................................................................................................................... 17 TRAINING & EXERCISES ............................................................................................................................................. 17 CAPACITY FOR ACTION ........................................................................................................................................... 18 SUSTAINABILITY AND FINANCIAL STABILITY ................................................................................................................ 18 RECRUITMENT AND RETENTION .................................................................................................................................. 19

QUALIFYING STATEMENTS AND CERT LEVELS ............................................................................................... 20

ORGANIZATIONAL CHARACTERISTICS ......................................................................................................... 20

THE CERT CONTINUUM CHART ....................................................................................................................... 22

ACKNOWLEDGEMENTS .................................................................................................................................... 23

ABOUT THE AUTHOR: ............................................................................................................................................ 23 CONTRIBUTING EDITORS: ....................................................................................................................................... 23 ABOUT THE ORGANIZATION: .................................................................................................................................. 23 PERSONAL THOUGHTS ABOUT SUCCESS: .................................................................................................................. 24

CERT PROMPT BANDANA AND LAMINATED CARD ..................................................................................... 26

February 2014


Introduction The Community Emergency Response Team (CERT) concept works for community preparedness and response to disasters and emergencies, but it takes a measure of work to be successful. This paper suggests CERT program management concepts that are essential elements of a successful program. The ideas presented here may or may not apply to all CERT programs because of the diversity of program management styles. However, most will find some holistic concepts that transcend styles and differences of opinion.

10 Concepts in CERT Program Management

Relationships “Relationships are the grease that makes the wheel stop squeaking.” Relationships are, in fact, extremely important to the growth, maturity and ability of a CERT program to operate effectively in a community. There are different types of relationships that drive recruitment, still others that are operationally important, and those that are necessary for funding and community service. Relationships are a way to connect with the community at large for awareness and advocacy of CERT. The most significant of these relationships to a CERT program is the one that exists with the program’s sponsor. This relationship is one that over time should develop into a partnership with shared mission, vision and planning elements. As the program matures, joint initiatives or plans may often rise out of trust-based partnerships that have strong bonds. You may have the best-trained CERT team in the state, but if the sponsor does not trust your program, they will not call you for help. Relationships with entities in the community based on influence, funding, sources of recruitment or collaboration opportunities are vital to the program. Elected officials, staff, the local Chamber of Commerce, business owners, nonprofits, fraternal groups, healthcare institutions, etc., fall into this category. While they may be a sponsor of sorts, the primary relationships with these organizations is based on fulfilling a need for your program. It is wise to know who the players are, and to have your elevator speech ready, before you get to the table. Do the homework and have your facts at hand. This is especially true for fundraising opportunities from entities in this category. Social relationships develop within the program between members, leaders and others. These are important to create the culture of the program that defines recognition, conduct, and privacy practices. The internal climate of a group can be a driving force or a curse depending on how it is managed or cultivated.

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Finally, a relationship sometimes overlooked is one between other Citizen Corps programs or Councils. These relationships are unique whereby volunteers may be members of more than a single program within the same organizational structure. Many volunteers are members of multiple groups or organizations. This is especially true of Citizen Corps and CERT. Integration and cross training of program volunteers builds surge capacity and allows for greater use of existing resources which benefits all concerned. Best Practice Tip: Recruit influential members for your program. Train the City Council, other elected officials, local small business owners, etc., because you may need to call on them later on for their support.

Members Rock! “A Community without Volunteers is a Community without Passion and Spirit.” Commitment, dedication, passion – these are the words we use to describe everyday citizens who serve their community through a local CERT program. It is these volunteers that embody the premise, “Neighbors helping Neighbors” always at the ready to lend a hand when required. They are at the heart of every CERT program and central to its success. A CERT program is only as good as its volunteer members. Be sure to set expectations and boundaries early for all new members. The chart below illustrates time requirements for a CERT volunteer whereas 60% to 70% of their volunteer time spent on attending meetings and training. Setting clear expectations prevents strife and conflict further down their volunteer

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service path. Volunteers need to know where they fit into the big picture of the program. Volunteers need recognition as part of a mature CERT program. Many programs host annual awards banquets, others recognize achievements at City Council meetings. Recognition can be easy as saying, “Thank you for your service” to more elaborate awards ceremonies or public forums. Whatever the method, a well-planned awards and recognition program must be part of a healthy environment in order for volunteers to thrive. An outstanding way to honor your volunteers is to become a certifying organization for the President’s Volunteer Service Award (PVSA).1 The PVSA is an initiative of the Corporation for National and Community Service and administered by the Points of Light Institute. The award has three annual levels and a lifetime achievement award for community service of all types. Volunteers can access the site, set up their own account, link it to your organization and track their own service hours online. Best Practice Tip: Consider forming a youth preparedness program such as an Explorer Post or a Teen CERT program. Use these groups as feeder groups for your regular CERT program.

Funding and Fundraising “Funding is like fuel for a big engine. The faster you go the more you need.” Does operating an active CERT program really cost that much? How much does the program cost per member? What expenses are necessary or required versus ones that are nice to have or wants? These are some hard hitting questions that CERT Program Managers ought to be able to answer regardless of the source of funding. Sustaining an active CERT program requires an annual budget with fundraising of some type to meet those needs. Funding the program may involve any combination of Federal, State or local grants, foundation grants, tax funds, corporate or private donations (depending on your IRS status) and how much work you intend on putting into the fundraising initiative. The type of grant funding you apply for will determine whether you need additional training or outside assistance in planning, writing and submitting an application. Grant writing seminars and courses are readily available at most community colleges and other venues. A partial list of things you may need are: Financial budgets and statements, collaborative partners, project timeline, narrative description, key staff, organizational information, demographics of area served, outcome measurements, milestones, and return on investment calculations to name a few. Be sure to do your research before submitting a grant application.

1 The President’s Volunteer Service Award program has recognized community volunteers with over 2 million awards and counting. http://www.presidentialserviceawards.gov/

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The modern dilemma for CERT Program Managers is how to achieve expected outcomes with limited or reduced funding while maintaining equipment, membership and activity levels. The answer is not an easy one, but it starts by knowing how to keep costs to a minimum, where to ask for funding, and identifying free or low cost resources. Financial planning is the key to being successful in this area. While the 501(c)(3) organization structure is not for every CERT program, those who are able to manage it well find the advantages of deductible donations and access to grants and other donations worthwhile. Be sure to identify nontraditional funding streams to supplement revenue shortages. Contemplate options that would normally not be considered, and seek partnerships and networking opportunities with other local groups that have complimentary missions. Best Practice Tip: Always ask, especially when fundraising. Do not be shy about promoting your program, asking for needed items or a donation. Best Practice Tip: Be the king of free. Be creative and find low or no cost solutions. Always get more than one quote.

Management, Policy and Administration “A train is never freer than when it is on the tracks.” How do you keep your program on the tracks? What style of management do you have? What policies do you have to safeguard your members’ private information? These are important questions for the Program Manager to answer. A core group of leaders who have a vision communicated by the CERT Program Manager easily manages CERT. This not only ensures division of the workload, but also a default succession plan for key leadership. Policies are an important ingredient in keeping the CERT train on the tracks. Policies set expectations and boundaries for the program and its participants. Common policies might include operations plans, privacy and grievance, code of conduct, uniform, finance, and membership. For nonprofits, Bylaws and Articles of Incorporation are the basis for all other policies. Job Descriptions for key roles are also very helpful when recruiting volunteers for that role. Best Practice Tip: Be sure to review policies and procedures at least once every 2 – 3 years or sooner if needed.

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The Active Role “The right volunteer in the right role at the right time gets the job done every time.” Activity requirements for CERT programs are as diverse as the program itself. What constitutes an Active Member in your program? A 2012 survey of CERT programs by CERT Los Angeles found that 79.41% of respondents train and maintain volunteers as part of their programs.2 What does that statement mean to your program? The roles of an active CERT volunteer are as numerous as the sands on the beach. They run the gamut from Search and Rescue for missing persons, to barricade duty, to public education for preparedness, fire prevention or rehab, etc. In most cases, CERT is a versatile group of trained lay people who are a force multiplier and extension of the best your community has to offer. Your imagination, budget and training resources along with jurisdictional policy are the only limits for the uses of CERT in your community. There is nothing worse than training a group of volunteers and then letting them sit in waiting for a future disaster. Be sure that if you are going to create a CERT program you also have a plan for how to use them in non-emergency/disaster roles (remember the importance of relationship building). This does require patience, resolve and trust, but the payoff is well worth the effort. Cross training CERT volunteers with other Citizen Corps programs builds better collaboration, encourages more service hours, sustains training levels, and enhances multi-agency operational capabilities. This is also a great way to recruit new volunteers to CERT. All business and no fun make CERT’s dull and unattractive for volunteers. Encourage a responsible approach to social activities for your CERT program. Have picnics, potluck lunches, CERT bowling teams, CERT night at the Ball Park, etc. Social activities are commonly overlooked but they add incredible value to a maturing CERT program. Not only does it get members talking to members, but they also begin to build camaraderie and respect for each other. That interaction is central to developing a climate where trust and mutual respect is the basis for behavior. In addition, and most importantly, it is just plain fun!

Keep in Touch “Oh yea, I changed my email address 6 months ago. Sorry about that.” Social Media – it is here and if you are not plugged in you are about to be left behind. This is especially true for groups that incorporate young adults at any level in their program. Proper management of a social media site is not taken lightly. Be sure to think

2 June 20, 2012 survey conducted by CERT Los Angeles of 1,838 CERT programs. http://www.cert-la.com/keep-cert-engaged.htm [email protected]

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mailto:[email protected]


Initial Basic CERT Class

(G317

Required Training Classes

Ongoing Continuing Education

Annual Drills or Exercises

Skills Challenge

about jurisdictional policies, safeguards and access to the administrator login before opening it up to your program’s membership. Keeping in touch with your members is vitally important to the well-being of the program. Members should validate their contact information on a regular basis and correct any inaccuracies immediately. CERT programs must also have regular touch points with members. A touch point can be any interaction, either electronic or physical, that conveys a specific message to them related to the CERT program. This ensures that members feel informed and knowledgeable about the program, events, meetings and other important information. Communicating is not just for members, it is also the public face of your program. It is important to have a consistent messaging about your program so that you can build brand awareness of your group. Be sure to develop a marketing plan that includes building awareness, recruiting and preparedness education in your community. Best Practice Tip: Consider social media for your group, especially for recruiting and maintain young adult members. Maintain and update your web page, Facebook page, and learn to Tweet. However, implementation will depend on your jurisdictional policies and time commitments. Best Practice Tip: Communicate with your members often at regular intervals. Keep them up-to-date in some way that is effective and easy to do.

Training, Training and more Training “An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” Jack Welch That quote holds true for CERT as well as business. Any program can offer top-notch CERT training and classes, but if your membership does not comprehend and practice it then a program is nothing more than a public education initiative. There is a common saying in public safety, “You perform as you practice.” CERT is not exempt from that saying. CERT programs who have active members engage their volunteers in ongoing training at regular intervals. How does your program define an active member? What are your jurisdictional policies? Ongoing training programs challenge members, build confidence and produce the best outcomes in an emergency activation. Training does not have to bust your budget. Use your volunteers – ask them if there are topic experts in the group. Mentor them into leaders and instructors. Consider creating your own Instructor Development program. Take advantage of free training courses offered online by the Emergency Training Institute (EMI), American Red Cross, National Weather Service, and

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Texas Engineering Extension Service just to name a few. Encourage your members to take courses that add value and depth to your capabilities. Use appropriate handouts to encourage retention and understanding of core material. Most of all do not be an island. Collaborate with others in your area and participate in, or plan, regional training events. Collectively we are better! Best Practice Tip: Add a bit of training to every meeting. It does not have to be long, but make sure you incorporate some type of training as often as you can. Best Practice Tip: Use a library of CERT Student Manuals instead of printing them for students. Give students a CD or thumb drive with the manual, slides and any other content you want at the end of class. If they really want a printed copy, most office supply stores will gladly print it for a fee. Best Practice Tip: Separate the program new member orientation from the basic CERT class. Not everyone who takes the course wants to be an active member and, at the very least, saves the cost of a CERT kit.

Equipment “University President: Why is it that you physicists always require so much expensive equipment? Now the Department of Mathematics requires nothing but money for paper, pencils, and erasers...and the Department of Philosophy is better still. It doesn't even ask for erasers.” Does the program have an equipment replacement plan? Does insurance cover theft or loss? Is the storage area adequate and secure? What about those CERT kits? Do you track inventory? These are great questions for CERT Program Managers. If your CERT program hands out CERT kits to active members, how does leadership decide what goes into the bag or backpack? Who owns the kit? Do you ask for it back when/if they leave the program? These are all considerations when thinking about CERT kits. The only right answer is the one that fits your funding, jurisdictional policy and the needs of your community.

There can be more to CERT than just CERT kits or bags. Many programs add training caches, trailers, pre-stationed equipment and more to their list of equipment resources. Each of these pieces has unique issues that must be considered as well. Best Practice Tip: When planning an equipment purchase, buy more than your requirement to fulfill the immediate need. You may be able to lessen the ill effects of reduced funding, wear and tear, breakage and loss by using this methodology.

Best Practice Tip: Create a list of suggested equipment for CERT kits to augment anything you give them. Tell them it is a self-equipping program up front. There may be additional costs to upgrade or purchase more equipment and supplies to make the kit their own.

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Planning for Change “Don't manage - lead change before you have to.” Jack Welch Change is something you can count on happening in your CERT program. Whether it is a change in curriculum, status, leadership, funding sources or something else, change will happen. A key to a successful CERT program is being able to embrace change through flexibility and adaptation. Just as a gymnast learns to be flexible, a CERT program learns to be flexible by exercising their decision-making abilities and not being fearful of failure. Strategic planning is essential for program strengthening, sustainability and competency development of CERT members. There are many models for strategic planning including the CERT Program Continuum discussed later in this paper. A quick search of the internet reveals hundreds of illustrated models, visioning diagrams, planning tools and books for reference. Whichever model or tool you choose to guide you for planning, the key is to actually do it and review the plan at regular intervals. Avoid the temptation to delay taking a deep, constructive look at the program and developing a plan to plug the inevitable holes you will discover. This is a vital management exercise for maturing CERT programs. Succession Planning, although a potential challenge, must be considered. Have you thought through who will be your replacement? Is there a backup plan for your lead instructor if they suddenly cannot teach a scheduled class? Will your program fall apart if [name that person] moves out of the area for a new job? If you have not thought about succession planning for key volunteers, put it on your list of things to do. Formal or informal, the format is not as important as the thought process and plans itself. Best Practice Tip: Be sure to develop Plan B before relying on Plan A.

Metrics, Measurements and Stats "If your experiment needs statistics, you ought to have done a better experiment." Lord Ernest Rutherford CERT programs are not an experiment, but without statistics, it might as well be one. Important metrics may include; how many active members are in the CERT program, how much the average cost is per member, how many total service hours the program contributes annually, how many cumulative students taught the basic G317 CERT curriculum, and much, much more. It is well worth the time and effort of collecting statistics to use when you need to use them.

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Metrics, measurements and statistics on your CERT program are essential for funding, grants, justifications, awards, outcomes, and reports just to name a few uses. Once you have a system set up, it takes little effort to maintain the data. In fact, this is a great job for one of the CERT volunteers! In some states, periodic reports are required that show the number of service hours contributed, number of active members, number of activations, number of…well, you get the message. Numbers are important and you need to have them. Best Practice Tip: As anyone who has gone through the basic CERT class knows, “If you didn’t write it down, it didn’t happen.” Document anything that you think you might need in the future, even if you do not need it now. Best Practice Tip: Designate a photographer or carry a camera with you to take pictures of meetings, training and events. Best Practice Tip: Create an Annual Report for your program. It can be as simple as a notebook, or as complex as a printed booklet. Add pictures, quotes, details, etc. to make it fun. The point is to summarize your program annually including metrics so that it gives you a snapshot to reference later.

Hints for a Successful CERT Program A big 10 list of things to consider for a successful CERT program. 1. Communicate a clear, focused mission statement that inspires passion. 2. Establish a strong core leadership group. 3. Make relationships count; build bridges and tear down barriers. 4. Plan for sustainability by mentoring the next generation. 5. Do not be afraid to say, “No”. 6. Be an agent of change. 7. Introduce an environment of accountability. 8. Pick your battles with mission critical thinking. 9. Stay out of the weeds and focus on the big picture (delegate the details). 10. Be at the table and be visible.

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The CERT Concept Vehicle Here is a fun way to visualize a growing CERT program by using an illustration. The Hummer H1 vehicle is a robust beast much like the CERT program. By creating analogies between CERT elements and vehicle parts, you might better understand how a maturing program is constructed and operates as one unit.

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The CERT Program Continuum: A Strategic Planning Model for CERT Programs

The Concept Program Managers often struggle with questions that center around program measurements and ratings. For example, some common questions might include how well a program operates as compared to others; how focused members are on a mission, or what direction to take for the next step forward. These questions fall within a strategic realm that relies on a mix of quantitative and qualitative metrics to assign value and perspective to a program. Community Emergency Response Team (CERT) programs are unique to the communities whom they serve. While the curriculum for the basic CERT course is standardized, management of programs and teams run the gamut from simple to more complex systems and formal organizational structures. The CERT Program Continuum is based on a maturity model commonly used in industry to illustrate the growth of a system. When applied to the CERT program, the maturity model seems to be a natural fit for program management functions that are essential to a well-run program. This section seeks to find fundamental commonalities among core program management practices, and tie them together in a fashion that adds value and direction for future development. Because of the diverse nature of CERT programs, there will be pieces that may not apply to a program. However, at the core level most programs should find one or more key performance indicators (KPI) that define a specific facet of their operations. The best CERT programs grow, mature and build on shared experiences in the greater CERT community. The intent of the CERT Program Continuum is to suggest a path for program development and progression when applied in combination with strategic planning tools, metrics, and quality improvement processes that guide a program to the next level of maturity. The Continuum is offered for your consideration to inspire a roadmap. The roadmap develops a high degree of leadership, planning, organization and collaboration in key areas with demonstrated commitment and investment in the sustainability of a CERT program.

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Introduction to the CERT Program Continuum

The CERT Program Continuum represents the progression path of an active, growing program. It defines program maturity from initial development through intermediate and advanced levels. The overarching goal of the Continuum roadmap is to attain a highly functional program with exceptional leadership, planning, organization and collaboration skills.

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The chart consists of three sections that define attributes for a program’s level of maturity: Key Performance Indicators (KPI), Qualifying Statements and Organizational Characteristics. Qualifying Statements and Organization Characteristics help define what a program might look like in each of the five levels. When used in conjunction with KPI statements, a clear program picture is realized for each level. KPIs are described in detail later in this paper along with the other components of the chart.

The Continuum chart is assembled using a building block approach from left to right. Each KPI statement represents successful completion of blocks to the left in a single swim lane. The Continuum can be used as a tool to identify where a program stands for each KPI when considered as a snapshot of an active CERT program. It can also be used to build a roadmap for future advancement, goals and improvements across all program management functions. When used in conjunction with other strategic planning tools, the Continuum can be a strong directional tool for future growth and benchmarking. We recommend a holistic approach to reviewing results or ratings that includes the entirety of the program so that high-level strategies and goals can be implemented. Additionally, each program determines a period for reviewing associated metrics and data that supports the Continuum. Strategies and goals need evaluation at consistent intervals in which milestones are measured and validated against metrics.

Key Performance Indicators

A Key Performance Indicator (KPI) is a well-known industry term for measuring performance against a set of standards or benchmarks. KPIs are an essential part of any evaluation or measurement system. Please note that KPI’s are not static but can change and evolve depending on what is measured or what overall goals may be.

In the Continuum model, six areas of program management define specific KPI behaviors. Each KPI has an individual swim lane with wording that defines the range from initial to advanced development of a program.

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Governance

The Governance KPI as it relates to the CERT organization is rooted in the leadership structure, depth and complexity of the oversight body and associated relationships. For example, a newly formed program may have very loose leadership with few if any relationships with a governmental sponsor and no real formal plans. While a more advanced program may have a core leadership group who create written strategic goals and action plans while cultivating steadfast relationships with governmental sponsors and other Citizen Corps partners. Another way to express the Governance KPI might be to express it in a matrix that compares the complexity of the leadership with the importance of relationships, such as the one shown to the right. As a CERT program grows and matures, the responsibility of governance transitions to a core group that divides tasks and assignments for the program. Through span of control and other management tools, a well-formed leadership team can be highly functional and greatly enhance program effectiveness and outcomes. Relationships with governmental sponsors, nonprofits and community groups, Citizen Corps Councils, elected officials, etc., are cultivated over time. Key relationships may transition to partnerships that share in the vision of your program and work together to achieve joint goals.

COMP L EX I T Y

IMPORTANCE

Formal Leadership Team

Informal

Relationships

Loosely Formed Leadership Team

Meaningful

Relationships

Highly Functional Leadership Group

Deep, Formal Relationships

Individual, Independent Coordinator

Few Relationships

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Standard Operating Procedures

SOPs, SOGs, Policies or Procedures - known by many different names, all of them have something in common: standardization. As a CERT program grows and matures, there is a need for more standardization in program management functions such as administration, operations, training, membership, etc. While newly formed CERT programs may start with a simple operations plan, as a program grows the need for other policies may become apparent such as a code of conduct, uniform code, building access, equipment, driving and privacy policies. Another important aspect of policy development is that of integration. For CERT, this means integration with policies of the sponsor, adoption of standards such as NIMS compliance, and inclusion in Emergency Operations Plans. These aspects are important to consider as a CERT team matures and moves toward more advanced levels of operations.

Training & Exercises

Training and exercises are at the center of every active CERT program. Without an organized, ongoing training program, CERT members become disengaged, forget what they learned and may be ill prepared when you need them the most. A well-structured training program that includes both internal and external courses and participation in local and regional training opportunities is highly desirable for advanced level CERT programs. It is also true that most experienced CERT programs have training requirements for active members. In a 2012 study conducted by CERT Los Angeles, 75% of CERT programs across the nation require some form of additional training besides the basic CERT Course (G317) to be an active member.3 CERT programs can become self-sustaining by ensuring that a cadre of qualified instructors and topic experts are part of the core membership team. This is an excellent way to engage members and provide an advancement path for their CERT interests.

3 June 20, 2012 survey conducted by CERT Los Angeles of 1,838 CERT programs. http://www.cert-la.com/keep-cert-engaged.htm [email protected]

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Capacity for Action

This KPI (Capacity for Action) speaks to the ability of a CERT program to build capacity for responses, and collaborate with mutual aid and regional partners. As programs grow and mature, their capacity to act may expand and become regional in nature based on training, credentials and capabilities. Some programs piggyback on existing mutual aid or MOU agreements with existing public safety sponsors and respond regionally to requests for aid.

Sustainability and Financial Stability

Sustainability and Financial Stability has several facets that define portions of a sustainable program. With the looming threat of budget cuts, decreased Federal grants and the difficulty of finding alternative funding sources, sustainability and financial stability for CERT programs will be a hot topic for some time to come. Funding a program first requires a budget and knowledge of normal operating expenses. It also requires some fundraising based on jurisdictional policies to the degree that the budget requires supporting revenue. As programs become more established, the role of fiscal management grows more important coupled with sourcing of revenue and accountability. Leadership succession planning is not often thought about until the need is apparent. What is the plan when your program coordinator or manager retires or leaves the program? What happens if the senior trainer leaves? Has the program developed a cadre of leaders, or is it dependent on a single individual? These questions pose a serious threat if not addressed by CERT programs before they need to replace a key leader. For advanced level CERT programs, a well thought out succession plan is in place whether informal or in writing.

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Recruitment and Retention

Volunteer recruitment and retention is one of the more important KPI categories in this paper. CERT programs with little interest in the Three R’s of Volunteer Management4 are at a significant disadvantage in understanding and tapping into the passion CERT volunteers bring to a program. This understanding is critical to understanding how to use the right volunteer with the right skill set at the right time. Active CERT programs must recruit new members to stay ahead of attrition and capacity building goals. Marketing strategies should include a recruitment component as a method of reaching more potential members for the team. There are many published recruitment strategies; the key is finding a combination of them that work for your program in your community. Recognition is a strong retention method but not the only one. Others such as sponsoring social events, community service and even providing food at meetings can be very effective in boosting morale and keeping interest in the program. However, recognizing volunteer CERT members is by far the best way to keep them involved in the program. A well thought out, organized awards and recognition program will go a long way to retaining good volunteers and raising confidence in the program. There are many ways to recognize your volunteers – from awards banquets to gift cards to a simple birthday card – each influences a different set of volunteers with unique passion and drive. It is important to ensure that all levels of CERT members are recognized whether it is tenure or being the “unsung hero” doing behind the scenes administrative duties. Volunteers are your best asset, treat them like gold.

4 Three R’s of Volunteer Management is a well-published theory and practice involving recruiting, retaining and recognizing volunteers.

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Qualifying Statements and CERT Levels

Qualifying Statements help define and clarify the levels expressed in the last two sections of the Continuum chart. For purposes of identifying where a program stands, level numbers are assigned to designate where a program best fits with an overall perspective.

Organizational Characteristics

Similar to Qualifying Statements, Organizational Characteristics help to define and clarify the CERT levels. This section illustrates specific behavioral characteristics that would normally be evident in each level of the chart.

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In the above example, the CERT program illustrated on the Continuum chart has an overall rating of Level 2 with some areas both above and below par in the KPI section. While the program excels at governance, training and exercises, there is work to do in the areas of sustainability, funding, recruitment and retention. Qualifying statements and organizational characteristics further flush out an average level based on behaviors. Followed up with goals and an action plan, the Continuum chart becomes a roadmap for future initiatives and projects to advance the program. Coupled with other organizational planning tools, the Continuum chart becomes a powerful tool to help guide a CERT program to other levels of maturity.

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The CERT Continuum Chart

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Acknowledgements

ABOUT THE AUTHOR:

Whitney P. Laning, CVA

Whitney Laning is the President and co-founder of the Rowlett Citizen Corps Council in North Central Texas. He has nearly 25 years’ experience working with nonprofits, and is a Certified Volunteer Administrator. Whitney was recognized as a 2004 Five Young Outstanding Texan by the Texas Jaycees in addition to numerous other awards and honors. He is a former EMS Sergeant and Volunteer Fire Department President, and currently a CERT Instructor, Explorer Associate Advisor and the First Vice Chair of the Regional Citizen Corps Council of North Central Texas.

CONTRIBUTING EDITORS: I thank and acknowledge the following individuals who helped edit and provide feedback as this paper developed: • Melanie Devine, MPA - Senior Emergency Preparedness Specialist, North Central Texas

Council of Governments, Master CERT Instructor • Erik B. Ernst - Rowlett CERT Program Director, Rowlett Explorer Post 1, CERT Instructor • Brenda Gormley - Denton County CERT Coordinator, Denton, TX, Co-Chair, Regional Citizen

Corps Council of North Central Texas Master CERT Instructor • Scott Hart – Rowlett Explorer Post 1 Director, Rowlett CERT Training Coordinator, CERT

Instructor • Kit Marshall - Community Liaison for Emergency Preparedness, Parker County TX & Mayor,

Aledo, TX, Co-Chair, Regional Citizen Corps Council of North Central Texas, Master CERT Instructor

ABOUT THE ORGANIZATION:

The Rowlett Citizen Corps Council (RCCC) incorporated as a 501(c)(3) nonprofit corporation in March 2003. The RCCC sponsors six Citizen Corps Affiliated Programs in North Central Texas who contribute over 12,000 service hours annually. In addition to a CERT Best Practice Award from FEMA Region VI in 2004, the RCCC was recognized with the 2007 Governor’s Volunteer Award for Community Capacity Building with a Private/Public partnership and an Honorable Mention in the 2009 National Citizen Corps Achievement Awards for Volunteer Integration.

The RCCC publishes an Annual Report that details each Affiliated

Program, and includes membership positions, management and financial information, as well as annual highlights and statistics. For more information about the RCCC or our Affiliated Programs, please visit our website at http://www.RowlettCitizenCorps.org or email [email protected]

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http://www.rowlettcitizencorps.org/



PERSONAL THOUGHTS ABOUT SUCCESS: We are sometimes asked what makes Rowlett CERT so successful. There are five points that we attribute to the success of the program:

1) Strong leadership with vision and passion. For CERT, several years ago we established the CERT Leadership Team (CLT) to manage the program. It was positively the best decision we made for CERT so far. The group consists of the Program Director, Training Coordinator, Special Training Coordinator, Student Administrator, Member Services and a few others to round out the team. They meet monthly and have full charge over program direction, content, equipment, requirements, and social engagement.

2) Flexibility and ability to adapt to change.

There is not a year that goes by without some sort of change that affects our programs including CERT. In fact, we fine tune the CERT program every 2 years on average and have a 3-year strategic planning cycle. Being able to adapt and anticipate change is not a luxury for us, it is required.

3) Strong partnership with municipal sponsor. The partnership we have with our municipal sponsor is outstanding. It is a partnership because they embrace the CERT program from beginning to end. They understand the value of trained volunteers and use them at every opportunity where it is safe and effective to do so. One point of interest is that four of seven City Councilmembers are CERT trained and active in our program. That includes the Mayor! We have members who serve on virtually every City Board and Commission. Moreover, in seven of the past nine years, the City recognized a Rowlett Citizen Corps Council member as the City of Rowlett Volunteer of the Year. That is quite an impressive accomplishment.

4) Strategic use of internal resources.

CERT volunteers are exceptional. We teach the G317 Basic CERT class with all volunteer instructors. We have a large group of CERT Instructors who have been through the G427 class. We use volunteers with specific expertise as topic experts in class. We have volunteers who are communications experts in addition to licensed radio amateurs, doctors, attorneys, accountants, electrician, etc. Virtually every time we have a need, a volunteer is there to help us out. How is that possible? We confidently ask them. They might say no, but that does not stop us from asking. The other half of this is that we aggressively promote the integration of volunteers in other Citizen Corps programs as part of CERT. We believe that cross training only makes our programs stronger and better suited to our mission. We also encourage members to take as much training as possible and provide them with classroom content, website links, online learning classes, and more to cultivate personal growth.

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5) Communication We have quality communication with our membership at least once every two weeks. That may mean an email, meeting, training class, event or a social activity. Having proactive communication means that they feel empowered and knowledgeable about the program, goals, direction and leadership. That builds a climate of trust and confidence. There is a story we like to tell that sums up this paper and our reason folks call us successful. Not long ago Rowlett CERT responded to a mutual aid call for assistance during the aftermath of a tornado strike in a neighboring county. The team assembled and off they went. During a dinner break one of the local CERT team leaders came up to one of Rowlett’s leaders and thanked them for answering the call for help. To which he replied, “We’re family, it’s what we do.”

Later, when the story was repeated, we realized the reason that we are successful. When your leadership tells others, “We’re family” then you know what you are doing matters and it is bigger than just CERT. It is that sentiment that stirs a deep commitment and passion in our members to help our neighbors when they need assistance. While we all volunteer for various reasons, the fact that we all have the same passion and drive keeps us focused on our mission. In Rowlett, we are family.

We hope you can say the same about your program.

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CERT Prompt Bandana and Laminated Card

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Date post:	29-May-2020
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CERT Concepts That Make a DifferenceRowlett Citizen Corps Council . PO Box 1662 . Rowlett, Texas...

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