Retention issues

[Walkman]

I did a poll a while about how people found out about CAP. I'm both squadron & group Recruiting & Retention Officer. Now that I've been studying the recruiting process for a while, I'd like to get some loose data to work on retention. I know this a perfect scientific study here, but I think that a lot of valuable insight can be gained.

Let's not guess at this. If you knew someone who decided to leave CAP, why did they do it?

[Eclipse]

The problem with this question is a lot of people leave for a combination of reasons, in other words, when they get busy they make time for things they enjoy, and drop things that don't have a good ROI.

The life change spurs the quit, but the lack of meaningful activities was the ultimate cause.

[Stonewall]

One question:  Seniors, cadets, or both?  I'll assume both.

In my 25 year experience, the main reason people leave is due to a lack of a few things combined.  Mainly, being engaged.

I'm one of those guys who has had the experience of rebuilding squadrons (cadet/composite) three times in my life.  Showing up where the numbers are close to 5 or 6, and within a year having 25 to 30 active members, mostly cadets.  How?  "Book them and they will come."  Basically, if you have a program, with a solid schedule, people will not only stick around, they will get the word and start coming to you.

In the past few months I've made an effort to show up to my squadron's meetings even though I am heavily burdened with personal commitments.  What I see is a lot of nothing (on the cadet side).  A lot of standing in formation, silly drill-offs, and yelling telling the cadets why [insert negative] is wrong or not working.  Cadets reporting, but have no idea what they're reporting.  No solid training, and no structure.  Every cadet, from A1C up seems to be on "staff".  More people standing outside of the formation than in.

A few weeks ago I got called at 1730 by the C/CC while I was still at work who asked if I could conduct some ES training that night (in 1 1/2 hours).  I couldn't even make it to the meeting that night, but it told me that NOTHING was planned.  I'm not even qualified in anything anymore.

Structure and a plan.  And when you have a plan/schedule, STICK TO IT!!!!  If you plan a Saturday exercise, if only 2 cadets show up, DO IT!  Run it the same way if 20 cadets showed up.

I'm sure the same goes for seniors.  This takes PLANNING and a little bit of time outside of the meeting. DO NOT USE UP MEETING TIME TO PLAN THE NEXT SIX MONTHS!!!! 

Schedule, plan, communicate, execute.  Seriously! Do that, and you'll keep people.  THE RIGHT PEOPLE!

[Eclipse]

Schedule, plan, communicate, execute.  Seriously! Do that, and you'll keep people.  THE RIGHT PEOPLE!

Another T-Shirt!

Amazing that the experienced members on this board all pretty much say the same thing regarding retention and program growth, yet
we can't seem to get people to listen in the real world.

[FW]

^What he said... :clap:

Retaining good members is not a difficult objective to attain however, finding "leaders" to take the time for this, is another aspect entirely. 

CAP has studied the "retention problem" for years.  The two (continued) most reported reasons for leaving; "lack of meaningful things to do" and, "poor leadership".  Go figure....

[Stonewall]

Amazing that the experienced members on this board all pretty much say the same thing regarding retention and program growth, yet we can't seem to get people to listen in the real world.

Bob, I can't tell you how many times I've been asked for help, then either explained what I was going to do, or actually start initiating my time tested process, only to have them stop me in my tracks, or have to help them lift their jaws from the floor.

"Surely you can't be serious."  Yes, I am serious.  And please, stop calling me Shirley.

[Stonewall]

I must have posted this at least 3 times since I joined CAP Talk in 2007, but here it goes again.  Originally written in 1999 and published in the CAP OFFICER, an online CAP leadership magazine, it was later updated in 2002 and used in the old CadetStuff under leadership.  It's interesting to read something from 14 years ago and realize that most, if not all, is still valid today.

Sorry, 8-Ball, not sure if this will help or worth posting.  Maybe someone will find it helpful.

Personal Views and Experiences in Creating a Successful Composite Squadron
By Major Stonewall

In January 1996 I transferred to a squadron that was struggling to say the least.  I wasn't happy in the squadron I was in so I didn't have anything to lose.  When I transferred it was with the understanding that I would assume duties as their Deputy Commander for Cadets (DCC) and attempt to salvage what was left of their dwindling cadet program, which consisted of about five active cadets. It is with this in mind that I will lay down for you what I did to make this squadron a successful, vibrant, and professional squadron.

First, I must say that the success of my new squadron did not come from my actions alone. The squadron commander at that time was the kind of commander that all squadrons need and want. He trusted me to run the cadet program and use my personal techniques for managing and leading that cadet corps into its new beginning. Basically, he advised when he deemed necessary and kept a watchful eye over the program as a whole, which is to be expected of a squadron commander. I might also add that this particular commander had what it takes to build an equally successful senior program that put seniors into uniforms, had them in formation, and every meeting they were doing something constructive, not just talking the talk, but walking the walk.  In addition to the commander, three cadets were given permission to transfer in from my previous squadron to help out.

The one thing I want you to keep in mind as you read through my chronicles of success is that this was my way, no one else's. My way may not work for everyone, or anyone for that matter. But it worked for my squadron commander, the cadets, and me. For some, this may be considered "tooting my own horn", but nevertheless I want to offer my assistance or maybe help another squadron who is struggling and can use that extra bit of help from someone who's "been there, done that".

My philosophy in CAP is not that simple. In fact, it changes constantly to adjust to different situations with different people involved.  I think if you follow along you can begin to understand the method to my madness. Listed below are the tenants that I believe make the difference between my squadron and those that strive to be equally successful. Like I said, you may disagree or simply think I'm a nut, so see for yourself:

1.   Be real! Don't be something you're not. What I mean by this is many people in CAP, cadet and senior alike, tend to want to portray themselves as soldiers, marines, airmen, pilots, rangers, etc. Although we attempt to follow many of the same rules as the "real military", we must first realize that we are our own entity. Instead of trying to be like them, be like us, the committed volunteers of Civil Air Patrol.  Realize the true importance of the standards set forth in writing for our organization.  Abide by these standards and teach these standards to everyone, cadets and seniors.  More importantly though, enforce our written doctrine.

2.    Looks count! Do everything within your power to make yourself look good; no different than if you were being paid to wear that uniform. Then, do everything you can to make your squadron members look good, just like you. DO NOT allow members of your squadron to get away with anything like wearing part of a uniform or a uniform without proper insignia. No matter how much that person wants to go on that mission or help out at a recruiting drive, they'll only make you look bad. I believe that CAP offers too many patches to choose from for our uniforms.  Use good judgment on this one.  There is no need to wear the ES (Pluto) patch if you wear a GTM badge.  My "looks count" tenant goes for vehicles, ES equipment, and airplanes as well. You are lucky to have a CAP corporate vehicle so take care of it and keep it simple. Don't go crazy with decals and unneeded antennas. As for ES gear and equipment, keep that simple too. Use what you need and don't wear that silly Rambo knife upside down on your web gear. Do your best to keep from looking too "Hollywood". Don't have all those annoying bells and whistles dangling from your gear. You'll just make yourself look sloppy and unprofessional – don't feed into the stereotype. About that CAP plane; it's not your plane, its CAP's, so leave it better than you found it.  Don't leave anything behind that wasn't there when you got it.  Perhaps the most annoying thing is getting into a corporate vehicle and finding it without fuel.  Don't let this happen!

3.   Uniformity goes along with professional image. We are the auxiliary of the US Air Force; the fourth leg that holds the Air Force high in the sky. Everyone looks the same or everyone looks bad. This means that either everyone wears their BDU sleeves down or no one wears them down. If your squadron has a squadron hat or T-shirt, then they all wear it or none at all. Enough said about that. And never, I mean never, wear just part of the uniform. If you're uncomfortable wearing the BDU top because you're hot, then take off the pants too, because you either wear all of it or none at all.  Naturally, if your unit is on a work detail in the dead of summer then take them off, everyone.  But when you're in the public's eye, think 39-1. If your squadron designs a unit shirt, be sure to make it black so that when you wear it with your BDUs it meets CAP regulations.  Grey looks cool, but you can't wear it with your BDUs.

4.   Build a unit schedule and live by that schedule. Pick a time frame, and make a schedule that fills in the blanks. I suggest designing a schedule that covers a six-month period. In this schedule you will cover both weekend activities and the weekly squadron meeting. However, you should have a generic schedule for weekly meetings that follows a certain theme (Wk 1 is ES, Wk 2 is Aerospace, Wk 3 is PT, Wk 4 is Leadership/ML, etc.). Include in your schedule topics for your squadron meeting as well as the person responsible for either coordinating someone to teach that topic or teaching it themselves. For the weekends, don't over-schedule your squadron. I recommend no more than one emergency services training exercise per month and maybe one other activity that's not ES related. The most important thing about a schedule is to STICK TO IT! Regardless if only 2 people show up to an activity, go through with it.  Don't forget to check your activities calendar against your group or wing calendar.  Nothing causes more trouble than a conflict on a training schedule.

5.   The only thing that should be last minute is a REDCAP. Always be aware of what activity is coming up. You built your schedule now use it. If you know that your annual air show is coming up May 15th, don't wait until May 1st to organize it. My thought on scheduling is that if it's not planned a month ahead of time it's not planned properly. You may need help from another unit; let them know ASAP, not the week before, and when you are heading up an activity plan every last detail, even the ones that aren't supposed to happen. If you are helping with traffic control then remember the orange vests and radios. It's really quite simple, but it's also easy to make it more difficult than it should be.

6.   Communicate and distribute all information. E-mail is the best way to communicate today. People forget about a phone call, and they forget about email too. But the next time they open up their e-mail account it will hopefully still be sitting there and remind them they were supposed to call their cadets. Always put out information multiple times. By multiple, I mean every chance you get. Don't tell your cadets about the air show in May back in April and have that be the last time you talk about it. Mention it in every e-mail you send and at every meeting. Even if you don't have all the information, simply remind them that their support will be needed and we'll get the information to them ASAP.

Weekly email – I started this the week I got my first computer. I got the address of everyone in the squadron that had e-mail and sent out an email every Monday to keep them on track for what was to come at the next meeting and up to a month in advance for weekend activities. I started with about nine addresses and got up to sixty, which included cadets and seniors. This e-mail is very important and shouldn't be done unless it's done right. Don't confuse people with a bunch of mumbo-jumbo, keep it simple and to the point. Talk about what's coming up at the next meeting to include the uniform of the day. Then talk about past actions where you can recognize people for doing a good job. Finally, list all activities for the next 4 or 5 weeks. When you do this just don't put "Orientation Flights", put down all the information about the orientation flights and include where, when, how long, the uniform, and when to be picked up.

7.   T-Flight. T-Flight, or Training Flight, is one of the best concepts to ever come about during my tenure as DCC. With the help of an experienced cadet whose maturity level exceeded his age, we developed an 8-week program for all new/potential cadet members. T-Flight could take up pages of this paper so I won't go into it in great detail. Basically, you take your new recruits, make them wear the same thing (black t-shirt and jeans), teach them everything in Chapter I of the leadership book, and have them graduate together wearing a complete uniform (usually BDUs). It is essential that you have one or two of your sharpest cadets running this program. It is very structured and their hands are basically held throughout the entire 8-weeks. I also make sure to keep a close eye on the program to make sure it's going according to the plan. It's not a scene out of "Full Metal Jacket", but it is a serious environment with serious results. These cadets should not interact with the other cadets or participate in any activity but the regular meeting. This gives them the feeling that it's an honor and privilege to serve in the other flights; a rite of passage, as it should be. Perhaps one of the most important facets of T-Flight is to only conduct it 4 times a year.  Some people disagree, but never let new cadets start in the middle of the class.  The quality just won't be there.  They may have to wait until the next class starts, but don't let them just hang around.  Trust me on this one, it works.

8.   Give your cadets responsibility. This is probably the newest thing I did at my squadron. It wasn't until 1999 that I got the idea to start having some of the older, higher-ranking cadets teach emergency services classes. It's not as easy as just telling them to teach some random task, I had to first give classes to them on giving classes – "train the trainer". I taught them everything I know about standing in front of a group of people and giving a professional presentation that is informative, interactive, and practical. This idea proved to be successful at that year's Middle East Region Search and Rescue College where a handful of my cadets helped instruct over 60 ground team trainees from 7 different wings. They practiced giving a class to an audience a month before and were expected to have their class ready one-week before SAR College. They performed as professionals and so they were treated as such.

9.   Identify with your cadets. Remember, they are at a difficult age where they may be making decisions that affect the rest of their lives. Some of them are striving for an academy or maybe trying to make that "A" so they qualify for a college scholarship. Bear with them, and help them out when you can. Realize that not all cadets want or need to strive for such high goals. I wasn't ready for college right out of high school, and I know I am a better person today for enlisting in the army for 4 years and waiting to start college. Whatever they do, support them. Know that some may be weaker than others, so don't ignore the weak ones.  Build their confidence and make them aware that they are part of the team. You may not have been a cadet before, but that doesn't make a big difference in how they view you. Carry yourself in a manner that will make them respect you, as a person and as an officer in CAP. Never assume they aren't looking because as soon as you do you'll make a fool of yourself and you can quickly lose that edge of respect. They aren't adults yet, but with your help they will turn out to be well-rounded productive adults that you can be proud of. Lead by example or don't lead at all.

10.   Emergency Services.  I believe ES is where we make our money.  Cadets leave the scouts because they can come to CAP and have a real-world mission where they can make a difference.  Never underestimate your cadets' desire to do ES related activities.  Granted, not everyone wants to be on a ground team, but working communications or helping out on the flight line can be equally gratifying.  Don't simply take them on a walk in the woods just to please their hunger for quality training.  Operate and train as if your unit were preparing to save someone's life.  We should be a mirror image of how the Air Force trains for war with the only difference being in our mission statement.  Don't give your cadets false hope.  The fact is that your unit may never be called on a real mission, but they need to know the importance of training as if a mission is imminent.  Cadets on a ground team can make a difference so make sure they know this.

So, you've read my unofficial tenants that I follow to keep my squadron functioning the way it does. Do I have these 10 paragraphs memorized?  Not a chance. The point I'm trying to make is that these things I have listed helped me put together the best squadron CAP has to offer. All too often I talk to cadets from squadrons just a few miles from mine and they ask me how we have such a charismatic squadron that's so active. I begin by telling them it hasn't always been like this. Our squadron has been around for over 30 years and has seen good times and bad. I came on board when things weren't so great, and one-day the squadron may be struggling again with only 5 active cadets, just like we were back in January 1996. As the DCC however, I would never let that happen.
There is no reason why any squadron has to suffer. If a squadron is suffering, it's because the leadership doesn't fully understand how to lead and manage a squadron of young cadets; it's different than leading adults in the corporate world. I knew of one squadron commander who only wanted her squadron to do drill team activities. Well, that squadron soon went downhill, and as far as I know has yet to revive itself.  Cadets lose interest when you concentrate on one thing. If your cadets lose interest, they won't recruit their friends, they'll have a bad impression of CAP, and once again the squadron suffers.

During my four year enlistment in the army, I often came across soldiers who had been cadets in CAP, maybe about 10 in all. Most of them told me that it was a waste of time and wouldn't recommend it. They usually described it as a bunch of "wannabes" who ran an unstructured group of kids that acted like they were in the military – "a bunch of GI Joe's". To an extent, I know that some of what they were saying was true, because I've seen what they're talking about. A few soldiers thought CAP was a great program and helped them get accelerated promotions, but all said they wouldn't join as a senior because they were a bunch of over-weight slackers who couldn't show up to a meeting with a decent haircut or half-shined boots. Think about it, is this the impression you're giving your cadets? I hope not.

I was a cadet myself, from 1987 to 1992. I can recall two senior members that really made a difference in my life and were probably the only reason I stayed in CAP as a cadet and then as a senior. I also remember the 10+ seniors who showed up in a wide variety of uniforms or civilian clothes that just talked about flying, or about the days when they used to fly. I also remember a ton of miscommunication and not being told about ES training activities, orientation flights, encampments, and many other activities that could have made my cadet experiences a lot better. But then again we didn't have email back then. Perhaps this is the reason why I am so adamant about having my cadets communicate with each other.

Looking back at my 15 years of service to CAP, I try to think of what I would consider the best thing that CAP ever did for me, and without a doubt it was having to do review boards that were required for each promotion and also, when I was made to give classes to my peers. As a college student, veteran, and just as an adult, I have used those skills more than any other I learned in CAP. Maybe you experienced something else that you think is more important, but for me it was the review boards and teaching classes. Think about it, a review board is nothing more than an interview, just like when you apply for a job. And teaching classes prepared me for teaching classes in the military and then for getting up in front of a class of 40 students and giving a report. CAP definitely made a difference in my life and it should be the goal of every squadron commander, deputy commander, and Cadet Programs senior to make a difference in your cadets' lives.

I can't really think of any other advice to offer right now, but I'm sure as soon as I finish up I'll think of something else because I am always looking for ways to enhance the program. Think about it though, it's because I genuinely care about the program and the cadets – that is why I'm writing this. It's not just for my cadets, my cadets are just fine, it's for your cadets, or the ones you'll recruit next month. Who knows, maybe this will somehow help you in making your squadron more productive. I absolutely hope so.

As I mentioned from the beginning, you may not agree with me and that is perfectly understandable.  I just hope your program works for you, and more importantly for your cadets. Right now this is the best way for me to express my thoughts and feelings on what I think can help rebuild a struggling squadron. If you have a better idea, let me hear it. But trust me that this stuff works, I only speak from experience.

Note: This was revised in 2002 from its original writing in 1999.  Major Stonewall is no long the DCC of this squadron.

[Walkman]

Stonewall, that was great! Thanks for posting.

I originally posted this poll hoping for some "numbers" I could put into a report for group, the last poll I did gave me something for people to chew on. That being said, I think its pretty obvious why most people leave if they leave for a negative reason.

[Private Investigator]

A few weeks ago I got called at 1730 by the C/CC while I was still at work who asked if I could conduct some ES training that night (in 1 1/2 hours).  I couldn't even make it to the meeting that night, but it told me that NOTHING was planned. 

I am not sure how many times I have been to a Squadron as a guest and then ask to do a presentation or gone to a Squadron Banquet and got asked, "can you be the guest speaker?"

[Storm Chaser]

One of the great things about CAP is the diversity of its programs and activities (e.g. flying, search and rescue, communications, leadership, cadet programs, aerospace education, etc.). But that can also be one of its drawbacks, especially when considering how much can sometimes be expected from its members.

I've seen people leave because they felt overwhelmed with all the training requirements, regulations, assignments and activities. I've seen others leave because of lack of mentorship and guidance (e.g. they were unable to crack the code on how to maximize their CAP experience). Some leave because they feel standards are too stringent for a volunteer organization; while others leave because they feel that standards are not enforced at all.

The truth is that you get from CAP what you put into it. Unfortunately, I've also seen individuals leave because they were burned out. These are the ones that were doing a million things in CAP, including lots of duty assignments, until CAP was no longer fun. It basically became work for them. In fact, I just lost a member recently who said he was leaving because "CAP had become too much like the military".

At times, it can be hard to achieve the right balance between CAP and other things in life, especially when some people do so much, while others do so little. But without that balance, CAP can stop being enjoyable for some. After all, CAP is a volunteer organization.

[Eclipse]

The truth is that you get from CAP what you put into it. Unfortunately, I've also seen individuals leave because they were burned out. These are the ones that were doing a million things in CAP, including lots of duty assignments, until CAP was no longer fun. It basically became work for them. In fact, I just lost a member recently who said he was leaving because "CAP had become too much like the military".

I see this as a management failure.  Just as making opportunities for members is the responsibility of the Commander, so is slowing their roll to insure they don't take on too much.

I'm personally a staunch advocate of members being fully-involved in all, or most of the 3-tiers of mission, if for no other reason then
CAP is cyclical, and being involved in only ES or cadets can leave members with chunks of the calendar with little to do, but with that said,
one of the ways we "reward" people who are successful is by giving them even more to do, many times pressing until they break, at which
time we lose them permanently, and are left with not only one less member, but also a huge hole in the organization.  This is why I'm
very much against members being billeted at multiple levels, especially in what should be full time CAP jobs.

[Storm Chaser]

I see this as a management failure.  Just as making opportunities for members is the responsibility of the Commander, so is slowing their roll to insure they don't take on too much.

I would tend to agree, except that sometimes there's just no enough people willing or able to step up and assume duty positions within the squadron. And unfortunately, things fall through the cracks when someone is not actively assuming the corresponding responsibilities. Even commanders can't do everything in the squadron. So what do you do then?

[Eclipse]

So what do you do then?

Get more people.

That is the only real fix for CAP's ongoing issues.

[Storm Chaser]

Get more people.

That's easier said than done. We have ~40 senior members and, of those, a core of individuals run most of the squadron functions. While getting more people may help, it's not always an effective solution.

[Eclipse]

Sorry, it's the only solution.

If you have 40 members and can't staff the average squadron, you've don't have 40 members.  You've got probably 10 or 20 and
another 20 empty shirts. That's why I am such a staunch proponent of normalizing the ranks by getting rid of the empty shirts.
We had a unit in my wing that was "driving to 100", because for some reason "100 members" had a special value for the commander.
When you looked at their rosters, they had only about 1/3 active members, and then had farmed in a lot of the empty shirts and
"holiday flyers"  just to pad the member list. What's the point of that?  Those empty shirts and artificial numbers give some CC's the comfort to rest on their laurels instead of realizing how deep the hole really is.

Regardless of the number, if you have "x" and can't get things done, you need either a different "x", or a "y". Just keep the same "x" and
wondering why we never change is the current method.

Which brings us back to the OP's question, because people don't quit, and will support, things they enjoy or which brings them satisfaction,
and will move away from things that are a burden or no fun.

[Walkman]

Get more people.

That is the only real fix for CAP's ongoing issues.

I agree, with a smal caveat. I think some units get caught in a Catch-22. They need more active (key word) members to build a more successful program, but without those extra numbers, it can be hard to build a successful program to attract more active members to build a more successful program.

Unfortunately, my hunch is the R/RO and PAO assignments are some of the most underutilized jobs in many units.

[jimmydeanno]

Get more people.

That is the only real fix for CAP's ongoing issues.

I agree, with a smal caveat. I think some units get caught in a Catch-22. They need more active (key word) members to build a more successful program, but without those extra numbers, it can be hard to build a successful program to attract more active members to build a more successful program.

Unfortunately, my hunch is the R/RO and PAO assignments are some of the most underutilized jobs in many units.

Another caveat is to have a more active mission.

Without the mission work for people to do, anyone that joins leaves for a lack of contribution.  Units that don't do anything are going to have a hard time keeping a PAO who has nothing to report on, or advertise to the local community.  It just becomes another recruiting effort where you talk about the cool things that other units do.

[Eclipse]

It's a two-step process.

1) Immediately shed excuses and start executing at the highest level you can with the people you have, including participating
with other units / activities, and asking for help in areas you are weak. Two people with a compass in their hand is better then zero
people, and going to another unit to learn about rockets is better then sitting at home wishing you had a rocketry program.

2) As things start to happen, recruit based on what you are "doing", not what you "can do".  The recruiting booth I helped put together
stressed local activities and things we were actually doing / had done.  It's easy to be enthusiastic and appear knowledgeable when you're
talking about stuff you were involved in, and can point to people in the room who are in the photos.

As Stonewall and others constantly harp, step zero is a flexible, evolving plan. People today are slammed busy, but will prepare and execute when they have enough notice and understand the expectations.  If you leave a CAP meeting and have no idea what you're expected to do during the time between, and at the next meeting, you're sunk before you get to your car.

Now there's a pamphlet we should have "13 Weeks To Success".

[Private Investigator]

We have ~40 senior members and, of those, a core of individuals run most of the squadron functions. While getting more people may help, it's not always an effective solution.

We have 40 too but the leadership has an inner circle of 4, an outer circle of 4 and the other 32 is just warm bodies to pay dues, chaperone Cadets and do the stuff the "GOBs" do not want to do. So we really are getting to a point of being a 'flying club'.   

P.S. We get more people and after 6 months you never see them again.

[FW]

We have ~40 senior members and, of those, a core of individuals run most of the squadron functions. While getting more people may help, it's not always an effective solution.

We have 40 too but the leadership has an inner circle of 4, an outer circle of 4 and the other 32 is just warm bodies to pay dues, chaperone Cadets and do the stuff the "GOBs" do not want to do. So we really are getting to a point of being a 'flying club'.   

P.S. We get more people and after 6 months you never see them again.

Gee, that seems to be the norm.  However, it does not need to be.  I am associated with a squadron that is over 55 years old.  At one time we had over 200 members but, that was back in the Jurassic age.  Today, there is around 30 members; only because the "staff" consists of re-re-retreads to rebuild.  The new commander (a former wing commander) has taken the time to mentor a new staff and, get the cadets started on a positive track.  With another former wing commander, a new meeting place was found, local fundraising was identified for "stuff" and, a new GOB network is being formed to expand everyone's reason to be active.  The squadron members are all welcoming.  Meaningful activities are being developed with member input.  Lines of communications are strong and good.  The next six months will tell.... :angel:

[The CyBorg is destroyed]

The politics are the reason why I've left this organisation twice.

Everything from being part of an IG investigation against a member who happened to be part of the GOBN and getting kicked in the teeth for it, not to mention incurring the wrath of a good set of Wing personnel who liked the guy (and getting chewed out for it), to seeing some get promotions and bling for "knowing" the "right" people, to the Bravo Sierra that happened at higher levels (the Generalissimo).

There's enough of that in "real life" without enduring an undue amount of it in an organisation where one is expected to give time, talent and treasure.

[TDHenderson]

I'll echo CyBorg's comments, the reason I left the second time was due to the political B.S. from "She who's name I will never utter again" destroying the Iowa Wing experiment.  We had a [darn] good thing going, in my humble opinion. 

My first stint was eight years as a Cadet.  I did not continue due to real-life, school, etc. 

Crazy as it is, I am contemplating a third "tour" with the CAP.  I've been in the Coast Guard Auxiliary now for five years after leaving CAP, and it's just not "floating my boat" anymore, no pun intended.  The best part of my time in the Aux has been augmenting the CG, working side-by-side with the "Gold Side".  That is something I wish there was more of in the CAP. 

[Eclipse]

The IAWG "experiment" was never universally accepted even within IAWG itself, essentially creating two wings.  It espoused a model that is not functional within CAP's paradigm, and was dependent on the benevolence of a few key people, it ultimately collapsed under its own weight and politics.

That doesn't mean it wasn't "fun" or even "beneficial" for some people in IAWG, or that they didn't get some missions done, but people often confuse "best for me" with "best for all".

[RogueLeader]

The IAWG "experiment" was never universally accepted even within IAWG itself, essentially creating two wings.  It espoused a model that is not functional within CAP's paradigm, and was dependent on the benevolence of a few key people, it ultimately collapsed under its own weight and politics.

That doesn't mean it wasn't "fun" or even "beneficial" for some people in IAWG, or that they didn't get some missions done, but people often confuse "best for me" with "best for all".

Having been there during that time, the Iowa Experiment seemed to be: "Lets out-Army the Army." And no, it was not good for all of us.  Having to go to Des Moines for ES training was pure BS.

[TDHenderson]

I certainly did not want to hijack the thread with a discussion about the IAWG.  Sorry for that, was just stating my reasoning for leaving.  That subject is best left to another discussion.

Aaron, good to see you are still involved.  Hope all is going well for you.

[The CyBorg is destroyed]

Speaking for myself (and for a lot of people in CAP I have discussed this with), it certainly does not help retention to have the "teacher's pet" mentality going on.

What I mean is that those who suck up to brown-nose make themselves known to the "right" people get "rewarded" with plum assignments, early/advanced promotion (wink, wink) and chest candy.

I have talked in the past about seeing SMWOG's with Commander's Commendations (sometimes multiple) and Wing staff positions before they ever get their butter-bars.

For those like me who are no good at, and have no desire to suck up to brown-nose get acquainted with these "influential" personnel ("kissing up for a stripe"), that is rather discouraging.

CAP should be a meritocracy, but too often it is cronyist/patronage (and, yes, I know this is not exclusive to CAP).

[Simplex]

My time in CAP, just shy of 15 years, with a break in service, is similar to experiences mentioned here. However, this time around things seem to be getting worse. Especially in the area of promotions. A couple of brief comments in the remarks sections would do for most promotions, including field grade with a bit more in depth comments. Now pages are required then returned without comment. More Bravo Sierra.  Most aggrivating now in MHO are expenses! It cost alot to stay active in CAP.
Sure we might get re-imbursed for some activities but you've got to have the money up front. Retired with a small pension and social security things are really tight just in normal life. Add the expense of 3 day training missions 1/3 of the way across the state it adds up quickly. But, we do what we can, when we can and try to make the best of it. Thanks for the moment to vent!