What are the desirable traits for a Volunteer?

   A management workshop, based on Harvard business school techniques, divided 110 people into eleven groups of ten people each. The groups were asked to list all of the attributes that came to mind. After a period of time they were told to stop writing lists and vote on their top eight. Then all eleven groups combined their results into the following top eight attributes:

1. Reliability.


2. Participation.


3. Being a team player.


4. Dedication and commitment.


5. Ability to cooperate.


6. Acceptance of responsibility.


7. Support; speaks well of his/her organization before others.


8. A success in his/her vocation.

   Those are the top eight that beat out all others. What others might you add? This can be a good discussion at any organizational meeting.

Why Don't They Call?

EMC053 - ACCEPTANCE TAKES TIME

Originally published, 11 Nov, 1996

It takes time to accomplish the approaches described in our bulletins and papers. Much of it is, of necessity, confined to those unpaid professionals who work in government agencies. I am not addressing volunteers who serve non-governmental agencies on an infrequent basis. The ARES mission of health and welfare traffic, for instance, does take a lot of people who serve VERY infrequently. They are separate and distinct from the type of unpaid employee who works in government, especially in an on-going capacity, albeit unpaid. Note that I studiously avoid the word “volunteer” because the majority of urban governments simply don’t like volunteers. That’s because they may never have had the pleasure of working with the type I am talking about.

Appearance is invariably the first step. I know it sounds trite (and even inflammatory to some) but it is a fact of life; most officials are too tactful to say it —- so I will:

If you don’t look like us, if you don’t talk like us, if you you don’t act like us, and if you don’t perform like us —- you are not one of us. Thou shalt not pass.”

To this a potential volunteer may reply, “Fine. You want me to be or do that? Pay me!” Our reply is, in essence, “I understand your feeling. However, our people don’t do that because they HAVE to — but because they WANT to.” This puts the shoe back on their foot to back out gracefully.

Some may call this a hard line approach. We call it a real world, practical approach. Once you let your employees (paid and volunteer) know what is the mission and standards of performance, service, appearance, behavior, etc., they know exactly where they stand and what is expected. This should be carefully crafted and stated right up front before anyone is hired or signed on. It saves a lot of grief down the line. I have seen all too often government managers report that their volunteer program(s) failed. In analyzing the reasons, the most common is their reluctance to state up front and in writing what are the expectations of the government (or business, etc.).

Convergent Volunteers

EMC035 – Convergent Volunteers

Originally published: July 8, 1996

Convergent volunteers are unsolicited volunteers who spontaneously offer help following an incident, emergency or disaster. They ask to be used when the need exists and expect to return home when their work is done. They may never show up again, or alternately, may come back in response to the next disaster. They do not expect to be paid.

How agencies utilize convergent volunteers will vary. Many turn them away enmass as they are not setup to handle them. Others may use then out of sheer necessity. Some may have a program set up.

To the volunteer it is difficult for them to understand why they may be turned away when they think that their skills can be of immediate use. For example, after an earthquake people with a backhoe or a crane may show up offering their services without charge to move fallen structures. When turned away they often get very upset as they seldom are told why.

There are several valid reasons.

1. 
   

   No program in place to handle them in the proper manner to protect both the volunteer and the agency.

   
   


2. 
   

   Legal constraints unique to an agency or jurisdiction such as states where there are specific response agencies stated in the law.

   
   


3. 
   

   Inability to handle the situation at the time.

   
   


4. 
   

   Lack of training in agency needs, protocol and such factors.

   
   

In communications, Amateur Radio operators who show up at an agency without having been requested (or authorized under an existing plan, such as ACS or RACES) are convergent volunteers. It is not infrequent that these “self dispatched” Amateurs have caused significant problems and caused agencies to discontinue the use of any volunteers. A better way is to become part of an pre-trained emergency communications unit, which provides for recognition and familiarity with agency protocol and its need.

EMC002 - An Incident or Disaster?

EMC002 - An Incident or Disaster? Posted Spring 1996.

An incident is defined as an occurance or event (either human or natural caused) requiring action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.

Incident characteristics include:

• usually of a short duration (hours or days)


• primary command decisions made at the incident scene


• strategy, tactics and resource assignments determined on scene


• usually a local emergency will not be declared and a local EOC may not be activated


• a single event (however, there can be more than a single incident; i.e., multiple incidents)


• with a defined geographical area


• will use local resources; but mutual aid may be involved


• may be only one or a few agencies involved (i.e., fire)


• ordinary threat to life and property - limited population and geographic area

A disaster is defined as a sudden calamitous emergency event bringing great damage, loss or destruction. Disasters may occur with little or no advance warning, e.g., an earthquake, or a flash flood, or they may develop from one or more incidents; e.g., a major brush fire.

Distinguishing characteristics include:

• generally affects a widespread population and geographic area


• will last over a substantial time period (days to weeks)


• local goverment will proclaim an emergency (as may other levels, such as state/federal)


• Emergency Operations Centers are activated to provide central overall coordination of jurisdiction assets, department and incident support functions and initial recovery coordination


• single or multiple event (can have many separate incidents associated with it)


• resource demand is beyond local capabilities and extensive outside aid/support is needed


• many agencies and jurisdications involved, including multiple layers of government


• extra-ordinary threat to life and property

EMC001 - Emergency Means What?

In the early 1950s, the California State Office of Emergency Services began issuing bulletins to assist agencies and radio operators to become more familiar with RACES. They were issued periodically until 1985, at which time they began to be issued weekly over voice and digital radio systems of Amateur Radio and in print. Originally intended for California, increased demand, and a 1988 request by the ARRL for national distribution, led to their eventual worldwide distribution. With the development of the Internet, demand for these materials soared, leading to their being put online on several FTP sites and a couple of websites, including mine.

I am re-posting some of these articles/bulletins because the information they contain is still timely and, I believe, necessary if Amateur Radio is going to remain a viable communications source for served agencies and entities. I will post them here, with links on my Twitter and Facebook feeds.

Below is EMC001, originally published in the spring of 1996.  More information on the bulletins is available here.

EMC001 - Emergency Means What?

These bulletins are for Emergency Communications units whatever their nature, makeup, affiliation or sponsor. We share a common goal “to assist when there is a need.”

There is a sign around that reads “Your emergency is not necessarily my emergency!”

That applies to us as people AND to governments. The definition of an emergency varies from place to place either by law, custom or some other reason.

While those involved in emergency communications probably know what an emergency is, that’s not the point; rather, let’s be specific so we are talking a standard meaning.

Some areas define emergency as “a situation of disaster or of extreme peril to the safety of persons and property”.

The term “emergency” is also used to identify a conditional state, such as a proclamation by a government. Typically, there are three such conditions: State of War Emergency, State of Emergency, and Local Emergency. (Various areas may define these differently, as by the type of declaration: i.e., Federal, State, County, Local.)

Webster defines it as “a sudden or unexpected occurrence or combination of occurrences demanding prompt action.” That definition seems to fit well in communications. Perhaps we can adopt that as a standard meaning.

While all this may seem obvious to experienced responders we cannot afford to assume that we currently share a common language across state and national boundaries. Effective communication systems begin with good understanding of words and meanings. If you think you know what “communication” means, take a look at Roget’s International Thesaurus. You may find it enlightening to discover the many uses for the term.

The next bulletin, will review “incident” and “disaster”.

Volunteers: What "They" expect from "You."

This information is pulled from ACS Bulletin EMC061 “Command Bill of Rights,” originally released 16 Jan, 1997.

While the presentation is old, the information is just as pertinent today as it was back in 1997.  As a volunteer, you need to keep the following information in mind.

As a Communications Volunteer, you especially need to keep Item #4 Top-of-Mind during all events.  You represent the event you are working, be it ARES, RACES, a March of Dimes walk, etc.  

The Number One Rule you need to keep in mind: Don’t embarrass the organization you represent!

By Dave Larton, N6JQJ, State ACS Training Officer and Webmaster; 911 Dispatcher with City of Gilroy

Much has been said in these bulletins, and elsewhere, of the “Volunteer’s Bill of Rights,” or, how volunteers expect to be treated. When volunteering, remember that the people you work for have a similar list of items that they expect from you. The following is condensed from a Basic Hostage Negotiations class taught recently in the Bay Area by Ray Birge, a former SWAT Commander with the Oakland, CA Police Department. They apply very well as basics that every volunteer should keep in mind, especially when working for a higher authority:

Command Bill of Rights:

1. Give me options. The more options I have as a commander, the more of an informed decision I will be able to make.


2. Don’t destroy my career. Give me options that follow the rules, policies or procedures of my department.


3. Promote dynamic tension. Play the devil’s advocate when giving me options. What will happen if I follow this idea? What might occur if I don’t follow the idea?


4. Look Intelligent. Bring the proper equipment. Be prepared. Act the role you are supposed to be playing. Remember, people are watching all of us at all times.


5. Be prepared to train the boss. Many times, the commander is the least informed of the entire team, yet he has to make some of the most crucial decisions. Give the boss the background as generally as you can. Be neutral.


6. Keep me informed at all times. Don’t hold any information back, no matter how trivial; it could prove to be extremely important later on.


7. DON’T BREAK THE RULES! Should you elect to take a course of action that may potentially break the rules, let me know about it BEFORE you do it and get my OK! Remember Rules #2 and #3 above.

All volunteers benefit from adhering to these seven rules as your supervisor is counting on you to follow them.