Building Served Agency Capability: An Implementation Plan for the GCARC (W2MMD)

Building Served Agency Capability: An Implementation Plan for
the Gloucester County Amateur Radio Club (W2MMD)

Overview

This plan provides a structured path for GCARC to develop the
training, relationships, equipment, and operational capability to
participate meaningfully in emergency and public service activities
alongside served agencies. It is organized into four phases, each
building on the previous, with the expectation that Phases 1 and 2 can
run concurrently and that the full plan represents approximately 18–24
months of effort.

The plan is based on documented practices from groups that have
successfully built these capabilities, as compiled in the companion
compendium document. It is written to reflect GCARC’s current baseline:
a technically capable club with an active clubhouse, an existing Winlink
station, a communications trailer, existing served agency relationships
with the American Red Cross and Cooper Health System, a Sunday night
SKYWARN/ARES net on the club repeater, and a Gloucester County Emergency
Coordinator who has signaled interest in developing ARES training
programs.

A key design principle throughout this plan is that the activities it
describes should serve simultaneously as a served agency capability
development program and as an engagement pathway for GCARC’s many newer
members, including newly licensed Technicians. The club has recognized
the need to find new leaders among recent members and has observed that
members who don’t become engaged tend to drop out after a couple of
years. Emergency communications training provides a structured,
purpose-driven way for new members to build skills, form connections,
and find meaningful roles within the club — regardless of their current
experience level. Every phase of this plan includes entry points for
members who may be new to ham radio, unfamiliar with club activities, or
unsure how to get involved.

Current GCARC Assets and Gaps

Existing Assets

Clubhouse in Mullica Hill with meeting space,
available Saturdays (except Tech Saturday) and at other times for
training, planning, and coordination
Active Winlink station at the clubhouse with
members who are already familiar with Winlink technology and
operations
Communications trailer partially outfitted with
radio gear (transport logistics remain unresolved)
Existing agreement with the local American Red
Cross organization (primary club contact has departed that
position; agreement likely still in force but the working relationship
needs re-establishment with broader club engagement)
Established partnership with Cooper Health
System, whose emergency management team includes licensed
amateur radio operators with direct understanding of amateur radio
capabilities. This relationship is well-positioned to become the group’s
first operational served agency integration through joint scenario
development and exercises.
Sunday night SKYWARN net followed by ARES net on
the GCARC repeater (currently check-in only with minimal structured
activity)
Technically proficient membership with depth in
digital modes, antenna systems, SDR, and field operations
Regular Tech Saturday program demonstrating an
existing culture of hands-on technical education
A growing base of newer members, many of whom
are newly licensed Technicians looking for ways to get involved, build
skills, and connect with the club community

Gaps to Address

No systematic ICS/NIMS training among the general
membership
Red Cross relationship lost its primary contact point — needs to
be re-established with multiple points of contact rather than depending
on a single individual
Cooper Health System partnership has strong foundations but has
not yet been developed into scenario-based action plans, exercises, or
broader club member involvement
Winlink capability exists but has not been developed into ICS
forms processing (ICS-213, ICS-213RR, Hospital Data Reporting)
SKYWARN and ARES nets lack structured activity that would build
skills or generate Task Book sign-offs
No current relationship with Gloucester County Office of
Emergency Management (local EOCs have shown little interest in working
with ham groups — though this may change if the group can present
trained personnel with specific, demonstrable capabilities)
Communications trailer transport has been an ongoing issue,
limiting its usefulness for rapid deployment
No ARES Standardized Training Task Book tracking in use
No structured onboarding pathway that connects newer members to
club activities beyond initial licensing

Phase 1: Foundation — Training and Individual Credentialing
(Months 1–6)

The single most important factor in whether a served agency will work
with a ham group is whether that group’s members have completed the same
baseline training as the professional responders they’ll work alongside.
North Carolina’s experience is unambiguous on this point: groups without
ICS training are not activated during declared disasters. Colorado
codified the same principle in state law. Even at the ARRL national
level, the July 2025 ARES Plan now requires ICS courses for all
participation levels.

The documented experience of every successful AUXCOMM program is that
EOCs are not uninterested in amateur radio — they are uninterested in
untrained volunteers. A group that can present FEMA course completion
certificates, ARES Task Book progress, and a demonstrated ICS forms
processing capability will get a fundamentally different reception than
a group that walks in with handheld radios and good intentions.

1.1 Establish a Training Coordinator

Designate one person (or a small committee) to own the training
pipeline. This person tracks who has completed what, maintains records,
and schedules group training sessions. The ARES Standardized Training
Task Book (current version: July 2024, V3.0, actively in use by groups
including Lancaster County ARES in nearby PA) provides a ready-made
tracking framework. The Task Book is a three-level system that ECs can
customize for Gloucester County’s specific situation without departing
from the national framework.

This role is an excellent leadership opportunity for a newer member
with organizational skills. It does not require deep technical expertise
— it requires the ability to track progress, schedule sessions, and keep
people moving through the pipeline.

1.2 Saturday Training Sessions at the Clubhouse

The GCARC clubhouse is available Saturdays other than Tech Saturday
scheduled activity days. This is a significant advantage that most ARES
groups don’t have. Establish a recurring “EmComm Saturday” on
non-Tech-Saturday weekends — perhaps the second and/or fourth Saturday
of each month. Use these sessions for:

Group FEMA course work-throughs (see 1.3 below)
Winlink hands-on training (see Phase 2)
ICS forms processing practice
Go kit standardization and build sessions
Tabletop exercises
Guest speakers from served agencies

The clubhouse can also be made available at other times for public
service training, study, and coordination as interest develops.

New member engagement note: EmComm Saturdays should
be explicitly advertised to all club members, especially newer members
and recent Technician licensees. The FEMA course sessions in particular
require no prior ham radio experience — they are the same courses that
firefighters and EMTs take, and they are fully accessible to someone who
got their license last month. Frame the invitation as “come learn
something useful and meet other club members,” not as “join our
emergency communications team.” The sessions are open to everyone; the
team forms organically from the people who show up.

1.3 FEMA Independent Study Courses — Mandatory
Baseline

Every participating member should complete the following free online
courses (available at training.fema.gov). These are the same courses
required of fire, police, and EMS personnel nationwide.

Core Four (required by virtually every served agency and ARES
Level 1/Basic):

IS-100.c — Introduction to the Incident Command System
IS-200.c — ICS for Single Resources and Initial Action
Incidents
IS-700.b — An Introduction to the National Incident Management
System
IS-800.d — National Response Framework, An Introduction

Each member will need a FEMA Student Identification Number (SID),
obtained free at the FEMA EMI website. Certificates should be saved and
copies maintained centrally by the Training Coordinator.

Recommended approach: Schedule group sessions at the
clubhouse on EmComm Saturdays. Members work through the material
together, discuss it, and take the exams. This builds shared
understanding and is more effective than everyone doing it alone. Each
course takes roughly 2–4 hours. The entire Core Four can be completed in
a few dedicated sessions.

New member engagement note: The Core Four courses
are an ideal entry point for newly licensed Technicians. The material is
not technically demanding and does not require any amateur radio
operating experience. Completing them gives a new member a tangible
credential, a shared experience with other club members, and a reason to
come back for the next session. Consider scheduling the first Core Four
work-through specifically as a “new member welcome” event where
experienced members and newer members work through the material
together.

1.4 ARRL Emergency Communications Courses

EC-001 — Introduction to Emergency
Communications: Prerequisites are IS-100 and IS-700. This
course provides the amateur-radio-specific overlay on top of the
ICS/NIMS framework. Free for ARES members. Available online.
EC-016 — Public Service and Emergency Communications
Management: For members who may take on leadership roles.
Available online.

1.5 SKYWARN Spotter Training

NWS offers free basic spotter training, typically available online or
through the NWS Mount Holly office. GCARC already runs a Sunday night
SKYWARN net; formal spotter training for additional members strengthens
that existing activity and deepens the group’s relationship with NWS.
Every participating member should complete this.

1.6 Advanced Individual Training (for leadership
cadre)

A smaller group of 3–5 members should pursue deeper
credentialing:

FEMA Professional Development Series: IS-120,
IS-230, IS-235, IS-240, IS-241, IS-242, IS-244 (required for ARES
Advanced level)
IS-288 — The Role of Voluntary Organizations in Emergency
Management
ICS-300 and ICS-400 — When offered locally
(these are classroom courses, not available online). Check the NJ OEM
training calendar.
AUXCOMM course (TRG-AUXCOMM) — 20-hour classroom
course. Availability varies by state. Check NJ OEM, PEMA (PA), and FEMA
Region 2 offerings. This is the single highest-value credential for
served agency integration.

1.7 ARES Registration and Task Book

All participating members should register with the Gloucester
County ARES organization through the current Emergency Coordinator. The
EC’s recent CrossTalk column specifically mentioned upcoming ARES
training programs, indicating alignment with this plan’s goals.
Obtain and begin working through the ARES Standardized Training
Task Book (July 2024, V3.0). The Task Book provides a structured record
of completed training and demonstrated skills that is recognizable
across ARES organizations nationwide.
Use EmComm Saturday sessions and the Sunday night ARES net for
Task Book sign-off opportunities — structured exercises during nets can
generate documented training events.

1.8 Red Cross Volunteer Registration

GCARC has an existing agreement with the local American Red Cross
organization. The primary club contact for that agreement has departed
the position. This creates both a gap and an opportunity: the
relationship needs to be re-established, and it should be rebuilt with
multiple points of contact rather than depending on a single individual.
The SNJ Section’s ASEC-ARC Liaison is the natural bridge for
re-establishing continuity. The ARRL–Red Cross MOU (renewed 2021) and
the SNJ Section’s Red Cross cooperation agreement (signed August 2023)
remain in force at the organizational level.

Individual members who wish to support Red Cross operations should
register as Red Cross volunteers (background check required). The NJ Red
Cross hosts annual Disaster Training Institute events. Several SNJ ARES
members have already become Red Cross volunteers to gain access to
training, facilities, vehicles, and relationship-building
opportunities.

Action item: Identify 2–3 GCARC members willing to
serve as Red Cross liaison contacts, register as Red Cross volunteers,
and attend the next available Disaster Training Institute.

Phase 2: Digital Capability — Winlink and ICS Forms
Processing (Months 1–6, concurrent with Phase 1)

GCARC has a significant head start here. The clubhouse already has an
active Winlink station, and several members are familiar with Winlink
technology. The gap is between “we can send Winlink messages” and “we
can originate and deliver ICS forms to served agencies in the format
they already use.” That gap is relatively small and mostly involves
training on the specific forms templates and practicing the end-to-end
workflow.

2.1 Advance from Winlink Familiarity to ICS Forms
Proficiency

Since basic Winlink operation is already a known process at GCARC,
the training program should focus on the ICS messaging capability that
makes Winlink valuable to served agencies:

ICS-213 (General Message): The primary form for
formal message traffic between ICS positions. Practice filling it out
correctly, transmitting it, and confirming receipt.
ICS-213RR (Resource Request): Used to request
resources during an incident.
Hospital Data Reporting Form: Specifically
relevant given the Cooper Health System partnership. This form tracks
and shares bed capacity, resource needs, and patient status between
hospitals and emergency management.
Shelter Status Form: Relevant for Red Cross
operations.
Point-to-point (P2P) radio-only messaging:
Practice sending forms station-to-station without any internet path —
this is the capability that matters when infrastructure is
down.

Use EmComm Saturday sessions at the clubhouse for hands-on ICS forms
training. The existing Winlink station provides the base capability; the
training objective is to get every participating member comfortable with
the forms workflow.

New member engagement note: Winlink training is
particularly accessible for newer members. A newly licensed Technician
with a laptop and a VHF radio can participate fully. The Winlink
workflow — fill out a form, connect to a gateway, send the message,
confirm receipt — is a concrete, achievable skill that produces a
visible result in a single training session. It is also directly useful
outside of emergency communications (Winlink works for routine email
over radio) and gives new members a reason to use their radios beyond
ragchewing on repeaters.

2.2 Build or Verify Individual Winlink Go Kits

The clubhouse Winlink station provides a fixed-base capability, but
served agency deployment requires individual portable stations. Each
participating member should have a deployable Winlink go kit. A minimal
VHF Winlink go kit consists of:

Laptop with Winlink Express installed and configured
Audio interface (Digirig, Signalink, or equivalent)
VHF/UHF radio (mobile or HT with adequate power)
Appropriate cables and adapters
Written quick-reference card for setup and connection
procedures

For HF capability (longer-range, internet-independent):

HF transceiver (mobile rig such as IC-7300, FT-891, or
similar)
Sound card interface or PACTOR modem
Portable HF antenna (EFHW, linked dipole, Buddistick,
etc.)
DC power source (battery, solar, generator)

The group should standardize on a common equipment list and common
software configuration to simplify mutual support and troubleshooting.
Consider holding a “Go Kit Build Day” at the clubhouse where members
assemble and test their kits together — this is a natural Tech Saturday
or EmComm Saturday activity that produces a tangible result and gives
newer members a project to work on with experienced operators.

2.3 Transform the Sunday Night Nets into Training
Events

The existing Sunday night SKYWARN and ARES nets on the GCARC repeater
currently consist of little more than check-ins. This is a common
problem across ARES groups and also an opportunity. With minimal
additional structure, these nets can become documented training events
that count toward Task Book sign-offs:

Monthly Winlink exercise during ARES net:
“Tonight’s net will include passing an ICS-213 from Station A to Station
B via Winlink. All stations are asked to send a practice ICS-213 to
[clearinghouse callsign] by [time].”
SKYWARN net structured reports: Instead of just
checking in, practice structured weather observation reports in the NWS
format.
Scenario-based traffic: Net control presents a
simple scenario and asks stations to pass appropriate message
traffic.
After-action discussion: Brief debrief at the
end of each structured exercise — what worked, what didn’t.

This transforms dead air into documented training without requiring
any additional time commitment from members who are already
participating. Newer members should be specifically encouraged to check
into these nets — the structured exercises give them something to do
beyond saying their callsign, and listening to more experienced
operators handle traffic is itself a learning experience.

2.4 Establish Regular Winlink Practice

Monthly or biweekly Winlink exercises where members send ICS-213
messages to a designated clearinghouse station (the clubhouse station is
a natural choice)
Participate in EmComm Training Organization (ETO) national drills
(held semi-annually, open to all, documented at
emcomm-training.org)
Practice both gateway (RMS) and peer-to-peer modes
Document all exercises for inclusion in ARES reports and served
agency briefings

2.5 Identify and Document Local Winlink
Infrastructure

Map the VHF/UHF Winlink RMS gateways accessible from the GCARC
operating area (Gloucester County and surrounding counties), their
frequencies, and their capabilities. Identify HF gateways within
propagation range. Document this in a quick-reference sheet that can be
included in every go kit. This mapping project is a useful task for a
newer member learning the local RF landscape.

Phase 3: Relationship Building — Served Agency Engagement
(Months 4–12)

Training and equipment capability mean nothing without a relationship
with the agencies you intend to serve. GCARC is not starting from zero
here — it has existing connections with the Red Cross and Cooper Health
System. The objective is to activate and expand those relationships
while building new ones, and to ensure that no relationship depends on a
single individual.

3.1 Reactivate and Broaden the Red Cross
Relationship

The existing agreement with the local Red Cross organization is the
easiest relationship to rebuild because the organizational framework is
already in place. The primary contact’s departure means the relationship
needs new points of contact — plural, deliberately.

Actions:

Contact the SNJ Section ASEC-ARC Liaison to re-establish the
connection at the Section level
Identify 2–3 GCARC members to serve as Red Cross liaison
contacts
Those members should register as Red Cross volunteers (background
check required)
Attend the next available Red Cross Disaster Training
Institute
Propose a joint exercise: GCARC provides Winlink communications
at a simulated Red Cross shelter activation

3.2 Cooper Health System: Joint Scenario Development and
Exercises

GCARC has a well-established partnership with the emergency
management team at Cooper Health System. Cooper’s EM team includes
licensed amateur radio operators who understand amateur radio
capabilities directly — the question is not one of demonstrating what
amateur radio can do, but of developing specific, scenario-based action
plans that translate the existing partnership into operational
capability that can be exercised, assessed, and improved.

Hospital communications is one of the best-documented served agency
integration points nationally. San Diego ARES built their entire program
around hospital Winlink messaging. Winlink’s Hospital Data Reporting
Form was designed specifically for facilities to share bed capacity,
resource needs, and patient status during extended operations. GCARC
already has the Winlink infrastructure and membership knowledge to
support this, and the Cooper EM team already understands how it works.
What’s needed is a structured process that moves from mutual
understanding to jointly developed plans that can be tested.

The following milestone plan is a straw man — a starting
framework intended to be substantially revised through conversation with
the Cooper emergency management team. The specific scenarios,
exercise structures, and priorities should be jointly developed based on
Cooper’s actual operational needs and communications vulnerabilities.
The purpose of presenting these milestones here is to provide a concrete
starting point for that conversation, not to prescribe the final
plan.

Proposed Milestone 1 — Joint Scenario Identification Session
(target: Month 2) Convene a working session between GCARC
EmComm participants and Cooper EM staff to identify the specific
communications scenarios that matter most to Cooper’s emergency
operations. Examples might include: loss of PBX during a mass casualty
event, cellular network saturation, coordination with a second receiving
hospital when normal channels are degraded, or communication with county
emergency management when internet-based systems are down. The output of
this session is a prioritized list of 2–3 use cases that become the
basis for exercise development. Duration: 2 hours. Location: Cooper or
GCARC clubhouse by mutual preference.

Proposed Milestone 2 — Action Plan Development (target: Month
4) For each identified use case, develop a written action plan:
What communications capability is needed? Who provides it? What
equipment is deployed and where? What messages need to flow, in what
format, to whom? What are the success criteria? These action plans
become the scripts for tabletop and live exercises. They should be
jointly authored by GCARC and Cooper EM staff to ensure they reflect the
hospital’s actual operational procedures and information needs.

Proposed Milestone 3 — Tabletop Exercise (target: Month
6) Walk through the highest-priority use case as a tabletop
exercise with both GCARC and Cooper EM participants. No RF, no equipment
deployment — just people around a table working through the scenario
step by step, identifying decision points, information gaps, and
coordination issues. Deliverable: After-Action Report documenting what
worked in the plan, what didn’t, and what needs to change.

Proposed Milestone 4 — Live RF Exercise (target: Month
9) Deploy portable equipment at Cooper and conduct a live
over-the-air exercise based on the refined action plan. Send the actual
forms (Hospital Data Reporting, ICS-213) via radio to the GCARC
clubhouse station or another participating station acting as the
receiving end. Test P2P (radio-only, no internet) as well as gateway
modes. Involve multiple GCARC members in the deployment and operation,
including newer members in supporting roles. Deliverable: Documented
exercise results — timestamps, message logs, photos, and a revised
After-Action Report.

Proposed Milestone 5 — Assess and Expand (target: Month
12) Review the exercise results with Cooper EM. Refine the
action plans based on lessons learned. Discuss whether the model should
be extended to additional facilities, to additional scenarios at Cooper,
or integrated into Cooper’s existing emergency preparedness exercise
schedule. The Cooper experience and documentation also becomes the
proof-of-concept that supports outreach to other served agencies.

New member engagement note: The Cooper exercises
provide concrete, defined roles for members at all experience levels. A
newly licensed Technician can serve as a message logger, a runner, or an
assistant equipment operator during an exercise. They don’t need to be
an expert — they need to be present, willing, and given a specific job.
Participation in a real exercise with a real served agency is one of the
most effective ways to convert a new member into an engaged, long-term
participant.

3.3 Approach the County OEM — with Demonstrated
Capability

Local EOCs have shown little interest in working with ham groups. The
documented experience from North Carolina, Colorado, and other states
suggests that this reaction changes when the group can present:

FEMA ICS course completion certificates for its members (the same
courses the OEM’s own staff have taken)
A specific capability demonstration (Winlink ICS-213
delivery)
A written communications plan for likely local scenarios
A track record of exercises and after-action reports — including
documentation from the Cooper exercises
A professional presentation (the Field Day capability brief — see
Section 5)

Do not approach the county OEM until Phases 1 and 2 are
substantially complete and at least the early Cooper milestones have
been achieved. Going in before you have the credentials,
demonstrated capability, and a track record will confirm whatever
preconceptions led to their previous disinterest. Arrive with FEMA
certificates, an ICS forms capability, exercise after-action reports,
the Field Day capability brief, and a specific proposal (“We can provide
trained communicators for your next exercise”) and the reception will be
fundamentally different.

Potential targets:

Gloucester County Office of Emergency Management
Municipal OEMs in Mullica Hill, Williamstown, and surrounding
municipalities
Gloucester County Health Department (emergency preparedness
division)

3.4 Participate in Agency Exercises

County exercises: OEMs conduct periodic
exercises (tabletop, functional, full-scale). Request inclusion once the
relationship is established.
ARRL Simulated Emergency Test (SET): Held
annually in October. The SNJ Section ran a multi-county SET involving
digital messaging — GCARC should participate fully.
Red Cross drills: The Red Cross Emergency
Communication Training Group holds periodic drills.
Cooper Health System exercises: Per the
milestone plan in Section 3.2.

3.5 Public Service Events as Training Ground

Seek out local events that need communications support — parades,
walkathons, bike rides, community events. These events build operational
skills in a low-stress environment, demonstrate professionalism to
potential served agencies, provide Task Book sign-off opportunities, and
build team cohesion. They are also excellent entry points for newer
members — working a public service event is a way to get on the air with
a purpose, operate alongside experienced members, and feel useful from
day one.

Phase 4: Advanced Integration — Becoming a Communications
Resource (Months 12–24)

This phase moves GCARC from “ham radio operators who help out” to
“trained communications volunteers integrated into the emergency
management structure.”

4.1 Pursue AUXCOMM Credentialing

For members who have completed the prerequisites, actively pursue the
AUXCOMM classroom course when it becomes available in New Jersey or the
surrounding region. Check:

NJ OEM training calendar
PA Emergency Management Agency (PEMA) training calendar (may be
accessible to NJ residents)
FEMA Region 2 offerings
CISA ECD training announcements

The AUXCOMM credential is the clearest signal to served agencies that
a volunteer has been trained to their standard.

4.2 Develop ICS Communications Plan Capability

Train at least 2–3 members to develop an ICS-205 (Incident Radio
Communications Plan). This is a core COML/COMT skill that most amateur
radio operators don’t have but which is extremely valuable to incident
commanders. It involves:

Documenting all radio frequency assignments for an
incident
Identifying channel/talk group assignments by
division/group
Coordinating with the COML on communications
architecture
Understanding mutual aid frequencies and interoperability
channels

The AUXFOG (Auxiliary Communications Field Operations Guide) is the
reference document. Available as a free PDF download.

4.3 Build Deployable Capability — Trailer and Go Kit
Strategy

GCARC has a communications trailer partially outfitted with radio
gear. Transporting that trailer has been an ongoing issue. The
documented experience from successful AUXCOMM programs (Colorado, NC)
trends toward individual go kits and rapid-deploy field stations rather
than large shared assets, precisely because of logistics. The trailer
has clear value for large planned events (Field Day, SET, major public
service events) but should not be the group’s primary deployment model
for emergency response where time matters.

Recommended approach: two-tier deployment
strategy.

Tier 1 — Individual Go Kits (primary rapid
response):

Every trained member has a personal VHF Winlink go kit (see Phase
2)
Can be deployed in personal vehicles within minutes of
activation
No dependency on trailer logistics or tow vehicles
This is the capability that responds to “we need a communicator
at the shelter in 30 minutes”

Tier 2 — Trailer (base camp / planned events):

Communications trailer serves as a mobile base station for
planned deployments
Resolve the transport issue: establish a roster of members with
tow-capable vehicles, or investigate a dedicated tow vehicle
arrangement
Complete the radio outfitting of the trailer with a standardized
equipment suite
The trailer provides the heavy capability (HF, higher power,
multiple operating positions, extended power) for Field Day, SET, and
major planned events
This is the capability that responds to “we’re setting up a
communications post at the EOC for the duration of the storm”

If the transport problem cannot be resolved, the group should
honestly assess whether the trailer concept is viable for emergency
response and consider redirecting resources toward additional portable
field station kits that can be deployed by any member.

4.4 Develop a Communications Emergency Plan

The group’s EmComm coordinator, working with the EC, should develop a
written “Quick-Start” plan for the most likely local scenarios. For
southern New Jersey, these might include:

Severe weather (nor’easter, hurricane remnants, severe
thunderstorm/tornado)
Extended power outage
Flooding (Delaware River, tributaries)
Hazmat incident (industrial, transportation corridor along
I-295/NJ Turnpike)
Mass casualty event (Cooper Health System activation — informed
by the jointly developed action plans from Section 3.2)

Each scenario plan should identify: served agencies involved,
operating frequencies, Winlink gateway assignments, liaison positions
needed, equipment to deploy, and activation/deactivation procedures.

4.5 Pursue COMT or COML Training (Selected
Members)

For 1–2 members with strong technical backgrounds and leadership
interest, the COMT (Communications Technician) or COML (Communications
Unit Leader) courses represent the highest level of integration into the
ICS structure. These are multi-day classroom courses. COML is 5 days,
25+ hours. These courses are typically offered by state emergency
management agencies.

A COMT-credentialed amateur radio operator can provide direct
technical support to incident commanders — programming radios, assessing
coverage, deploying cache equipment, and developing communications
plans. This is the “knowledge worker” role that goes far beyond
operating a ham radio.

4.6 Cross-Train with Non-Amateur Services

The July 2025 ARES Plan encourages working with CERT, VOAD, and other
community radio groups. Practical steps:

Coordinate with Gloucester County CERT if it exists
Coordinate with MARS operators in the area (60-meter
interoperability channels)
Understand the SHARES program and how amateur radio interfaces
with it via Winlink
Maintain awareness of the NIFOG and AUXFOG as reference
documents

Section 5: Field Day 2026 — A Capability Demonstration
Opportunity

ARRL Field Day (June 28–29, 2026) is approaching and represents an
immediate opportunity to document GCARC’s ability to rapidly improvise
and operationalize ad-hoc communications capabilities. Field Day is
normally treated as a contest or social event; for this plan’s purposes,
it should simultaneously serve as a documented deployment exercise that
produces materials usable in served agency presentations.

5.1 What to Document

Most Field Day photos are useless for served agency presentations —
people sitting at radios smiling don’t demonstrate operational
capability. The documentation goal is to tell the story of rapid
deployment of ad-hoc communications infrastructure from nothing to
operational, which is precisely the capability that served
agencies cannot replicate with their own staff.

5.2 Timeline Photography

Assign one person as the dedicated Field Day documentarian. This
person’s primary job is photography and note-taking, not operating.

Take photos at regular intervals showing the progression from
empty site to operational stations
Caption every photo with a timestamp. This is
critical. “T+0: Arrival at site. T+15 minutes: First antenna erected.
T+30 minutes: First VHF station operational. T+45 minutes: Winlink
station online, first ICS-213 form transmitted. T+60 minutes: HF station
making contacts.” That timeline is the pitch to an emergency
manager.
Include wide shots showing the overall site development at each
milestone
Include detail shots of specific technical tasks being
performed

5.3 Process Documentation

Capture photos of specific technical skills being demonstrated:

Antenna raising and deployment (mast work, wire antennas in
trees, portable verticals)
Radio configuration and setup
Winlink station assembly — laptop, interface, radio,
antenna
Power system deployment (solar panels, battery banks,
generators)
Coax routing and grounding

5.4 Digital Messaging Demonstration

During Field Day, deliberately demonstrate the served agency
communications capability:

Send Winlink ICS-213 forms to a predetermined recipient (the EC,
or a cooperating station simulating an EOC)
Screenshot the sent messages and received confirmations
Time the process: “ICS-213 form filled out, transmitted via
Winlink over VHF, and confirmed received by [recipient] in [X]
minutes”
If possible, send a Hospital Data Reporting Form as a dry run for
the Cooper integration milestones
This proves the capability works in a field environment, not just
the clubhouse

5.5 Infrastructure Independence Documentation

Photograph every element that demonstrates independence from
commercial infrastructure:

Solar panels and battery systems
Generator installations
The antenna farm (nothing here existed an hour ago)
Field stations operating with no connection to the grid,
internet, or phone system
The communications trailer deployed and operational (if transport
is arranged)

5.6 The Human Element

Photos of team members working together on setup, operating stations,
solving problems in real time. An emergency manager needs to see a
team — organized, capable, working from a plan — not a
collection of individuals with personal hobbies. Include photos of newer
members participating — this demonstrates both team depth and a
sustainable pipeline of trained volunteers.

5.7 After-Action Capability Brief

Within one week of Field Day, compile the photos and timeline into a
one-page (front and back) or two-page capability brief. This is the
single most important output of the Field Day documentation effort.

Title it: “GCARC Field Communications Deployment
Capability” — not “Field Day 2026 Summary.” Frame it as a demonstration
of what the group can do for a served agency, not as a contest
recap.

Structure:

Page 1: Timeline with photos showing deployment progression. Key
metric: “From arrival to full operational capability in [X] minutes with
[Y] people.”
Page 1: List of capabilities demonstrated — voice on VHF/UHF,
voice on HF, digital messaging (Winlink ICS forms), power independence,
field antenna deployment
Page 2: Team qualifications summary (how many members with FEMA
Core Four, SKYWARN, ARES registration, etc.)
Page 2: Contact information and offer: “GCARC is available to
support [county/agency] communications needs.”

This brief is the document you bring to the first meeting with the
county OEM. It transforms the conversation from “we’re ham radio
operators and we’d like to help” to “here is a documented demonstration
of our deployment capability, and here are our training
credentials.”

New member engagement note: Field Day is one of the
best opportunities to involve newer members. Assign specific, defined
roles — antenna crew, logging assistant, equipment runner, Winlink
message operator, photographer/documentarian. A new Technician who helps
raise an antenna at Field Day and then watches the station make contacts
from it is far more likely to stay engaged than one who sits at a
meeting listening to a presentation. The documentarian role in
particular is an excellent job for a newer member who may not yet have
the operating confidence to sit at a station.

Engaging New Members: A Design Principle, Not an
Afterthought

GCARC has a growing base of newer members, many of whom are newly
licensed Technicians. The club’s Board of Directors has recognized the
need to find new leaders among these members and is actively looking for
them. At the same time, experience has shown that new members who don’t
become engaged in specific club activities tend to drop out after a
couple of years.

This plan addresses both issues by design. Emergency communications
training provides a structured, purpose-driven activity that:

Gives new members something to do immediately. A
newly licensed Technician can create a FEMA SID and start working
through IS-100.c the day they get their callsign. They don’t need to
know anyone, own expensive equipment, or understand club
politics.
Creates natural mentoring relationships. Working
through FEMA courses together, building go kits at the clubhouse, and
participating in exercises pairs newer members with experienced
operators in a structured context. This is more effective than telling
new members to “find an Elmer.”
Provides a visible progression. The ARES Task
Book levels (1, 2, 3) and FEMA course completions give new members
concrete milestones and a sense of accomplishment.
Identifies future leaders. Members who take
initiative in training sessions, volunteer to coordinate exercises, or
step into liaison roles are demonstrating leadership. The EmComm program
becomes a proving ground for the next generation of club officers and
coordinators.
Produces visible, purposeful activity. Members
who participate in public service events, served agency exercises, and
Field Day deployment operations can see the impact of their effort. This
is fundamentally more engaging than sitting in meetings.

The key principle is that EmComm activities should be open,
visible, and welcoming to all club members — not a separate,
insider group. Announcements should go to the full membership. Training
sessions should be open to anyone who shows up. Exercises should include
roles for every skill level. When someone new walks in, they should be
handed an ARES registration form and a FEMA SID signup sheet, not told
“we’ve got it covered.”

Governance and Sustainability

Standing Committee or Working Group

This capability should be owned by a standing committee or working
group within GCARC, not by a single individual. The repeated failure
mode documented in the research — and experienced by GCARC with the Red
Cross contact — is that when the relationship or capability lives in one
person, it dies when that person moves on.

Suggested structure:

EmComm/AUXCOMM Coordinator: Owns the plan,
coordinates with the EC and served agencies
Training Officer: Tracks individual training
progress, schedules EmComm Saturday sessions
Equipment Manager: Maintains group-owned
deployment equipment (trailer, field station kits), standardizes
configurations
Net Manager: Runs structured exercises during
the Sunday night SKYWARN/ARES nets
Served Agency Liaison(s): At least one per
active served agency relationship (Red Cross, Cooper Health, county OEM)
— never just one person for any agency

Several of these roles are well-suited for newer members developing
leadership experience. The Training Officer and Net Manager roles in
particular require organizational ability and follow-through more than
deep technical expertise.

Documentation

Maintain a records system for:

Individual training certificates (FEMA, ARRL, AUXCOMM,
SKYWARN)
Task Book progress for each member
Equipment inventory and maintenance logs
MOU copies and contact lists for served agencies
After-Action Reports from exercises and activations
Communications plans and quick-start guides

Annual Cycle

January–February: Review and update
communications plans and quick-start guides
March: Renew contact with served agencies;
attend Red Cross Disaster Training Institute (if offered)
April–May: Spring Winlink exercise; SET planning
begins
June: ARRL Field Day — execute as a documented
deployment exercise per Section 5
September: National Preparedness Month —
coordinate with county OEM on any public events
October: ARRL Simulated Emergency Test — full
participation with SNJ Section
November–December: After-action review; update
training records; plan next year’s training calendar

Metrics: How to Know This Is Working

The ultimate measure of success is whether served agencies call you.
Intermediate indicators:

Number of members with Core Four FEMA certifications
completed
Number of members with ARES Task Book Level 2 or higher
Number of members with AUXCOMM credential
Active MOU(s) with at least one served agency (target: Red Cross
renewed, Cooper Health formalized, county OEM initiated)
Cooper Health System milestones completed (target: jointly
developed plan in place within 6 months, first exercise completed within
9 months)
Regular participation in county OEM exercises
Successful Winlink ICS-213 throughput during exercises (messages
sent, received, and acknowledged)
Number of public service events supported per year
After-Action Reports completed and lessons incorporated
Number of structured exercises conducted during Sunday night nets
(target: at least monthly)
Number of GCARC members registered as Red Cross volunteers
(target: 3+)
Number of newer members (licensed within last 2 years) actively
participating in EmComm activities
Number of newer members serving in EmComm committee or liaison
roles

Quick-Start Summary: What to Do This Month

Designate an EmComm coordinator within the group
(consider newer members with organizational aptitude)
Contact the Gloucester County EC to coordinate
with the ARES structure and discuss training program
development
Every interested member: Create a FEMA SID at
training.fema.gov
Schedule the first EmComm Saturday to work
through IS-100.c together at the clubhouse — advertise it to all
members, especially newer Technicians
Contact the SNJ Section ASEC-ARC Liaison to
re-establish the Red Cross connection
Reach out to the Cooper EM team to schedule the
joint scenario identification session (Milestone 1) — frame it as: “We’d
like to sit down and identify 2–3 specific use cases we can build action
plans around”
Assign a Field Day documentarian and plan the
photography/documentation strategy for June 28–29
Next Sunday night ARES net: Add one structured
element — have each station send a practice ICS-213 via Winlink to the
clubhouse station during the week, and report results on the
net

These eight actions cost nothing, can all begin immediately, and set
the foundation for everything that follows.

This plan is based on documented practices from Colorado AUXCOMM,
North Carolina AUXCOMM, the ARRL July 2025 ARES Plan, CISA AUXCOMM
program documentation, and operational examples from groups across the
United States. It incorporates GCARC’s specific assets, relationships,
and local conditions as of May 2026. The Cooper Health System milestone
plan (Section 3.2) is a straw man intended to be substantially revised
through joint development with the Cooper emergency management
team.

Save as PDF