The Program Sustainment Model

        A model is an attempt to describe, depict, or display how something works by creating a representation. A model 
must account for all important pieces.  A model airplane tries to replicate the look of the real thing, but it wouldn't do a 
very good job of it if the wings were missing. Scientists try to model the functionality of the human brain by comparing it to 
computer logic and networks. The Program Sustainment Model shows how the three most important components of
CAP work together, or interrelate, to keep a unit successful.

        The three components are recruiting, training, and activities. A simpler way to pitch this is to say 
SUCCESS = RECRUITING + TRAINING + ACTIVITIES. However, that formula is so simple that it misses a key
factor that a model captures better -- the three components are not additive, they are interrelated. They relate to each
other in a specific way -- a cycle. This means that one leads to another and that leads to the next, and that leads back 
to the first in a full circle. The pattern continues and repeats itself in a life cycle. Here's the full explanation:

        Imagine that a squadron conducted a successful Cadet recruiting drive.
What happens next? In a healthy, organized squadron, the new members 
would be absorbed into the unit through a quality training program. Regardless
of the focus of the squadron, new members would receive training so that they
can be useful, productive, and active. 

         Members can't progress through the ranks unless the unit provides
opportunities for training. Cadets enthusiastic in Emergency Services at the time
of joining can't participate at SARs and SAREXs unless they get qualified.
The same is true of Senior Member Training, maybe more importantly than 
in the Cadet Program. Senior Members need Level I, CPPT, ROA, Basic ES
training, mission skills training, and we hope, training in a squadron function such
as finance, admin, safety, personnel, Cadet Programs, etc.

        What happens to a unit that lacks a training system? New members start with enthusiasm, but over time, after being
ignored at meetings or told "We'll get to that at the next meeting" over and over, the members lose interest and patience
and stop coming. Only a few hard core "keepers" can survive that kind of treatment. Unfortunately this is often the norm
in CAP units. When such a unit conducts a recruiting drive without changing its training trouble, people lose interest
and fade away in large numbers. Recruiting without training is like trying to fill a bucket with a hole in the bottom. 

        Let's say that a unit has a solid, or at least adequate, training program. What happens if the unit is a "couch potato"
squadron? What if no one takes the initiative to organize a bivouac, plan a field trip to the airport control tower, set up
the drill team, schedule a crew for the SAREX, or stage a rocket launch? Aside from the fact that many of these activities
are at the heart of the missions of CAP, activities are the "pay-back" for all the investment in training.  Activities are the 
fun in CAP. Training is essential and rewarding, but without related follow-on activities, training is dry. Every "team" 
soldiers through practices, drills, and scrimmages so they can suit up in uniform and play in the big game. Activities
are important to CAP, whether they are social, educational, or mission related. Train hard, work hard, play hard.

        How do we complete the circle back to recruiting? Activities are some of the best recruiting tools available. Being
visible in the 4th of July parade creates awareness in the community. Working the airshow puts us in contact with
like-minded aviation enthusiasts and potential pilot members. However, the most potent form of recruiting is one-on-one.
Nothing sells CAP better than an enthusiastic, content, energized member fresh off the best activity yet, bending his or her
best friend's ear at school -- or neighbor, or co-worker, or brother, or cousin, or parent. People like to share the good
stuff with others.

        So, let's put it all together. Recruiting provides the people to place in training. Training prepares and qualifies people
to participate in activities. Activities are a natural and powerful recruiting tool. Whether you recruit then train people one
or two at a time, or conduct a drive and recruit and train ten to twenty, the cycle works the same. Without training, people
can't participate and lose interest. Without activities, things get stale, and recruiting must start from scratch.  It's like a
well oiled machine when it's working right -- slack off on any one of the three, and the machine starts to slow, then stall.
All three are essential, and all three enable and enhance the next.

        This model can be used to evaluate and diagnose an ailing squadron. Simply look at each piece to see which one,
or ones, are neglected. This simple, but powerful tool can help you craft a plan to get your squadron back on its feet.
One word of caution: Recruiting drives and basic activities are easier and quicker to plan and execute than nursing a
weak or non-existent training program back to health. Make sure your training program is ready for business before
drumming up too many new customers all at once.

    Comments, questions, and critiques are welcome.