Volunteer Life Cycle Research

Individual-level factors

• Most volunteers knew about Fire and Emergency volunteering because they had seen other volunteers in action, or they were directly approached by volunteers. Therefore, word of mouth, recruitment through volunteer networks and greater exposure of volunteers to their community are all important methods for getting more people engaged.
• The ability to serve the community and opportunities for personal development (both in terms of developing new skills and developing new friendships) were identified as the key underpinning factors contributing to volunteers’ engagement with Fire and Emergency. These were also key factors for continuing engagement.
• The provision of sufficient information about what was expected from volunteers and how their life might be impacted was important for engagement. In general, Fire and Emergency did well in this regard as volunteers reported they were given sufficient information. One aspect where more information was needed was the amount of training time required.
• In terms of enhancing their engagement, volunteers expressed the importance of being acknowledged and recognised for their contribution, as well as the contribution made by their families/whānau, and/or their employers.

Brigade-level factors

• The attitude of brigade leaders (and the level of communication from them) during the recruitment process was crucial. This either facilitated or impeded volunteers’ engagement. Volunteers described the communication techniques adopted by their leaders as either encouraging of their engagement or pushing them away.
• A welcoming and supportive brigade climate and good teamwork and camaraderie among brigade members had a positive impact on volunteers’ engagement. On the other hand, a negative brigade climate (e.g., either seeing or experiencing discrimination, bullying, or nepotism) had a negative impact on volunteers’ engagement.
• Good brigade training experiences contributed to volunteers staying more engaged. Volunteers’ views on the quality of brigade training were mixed. The three main aspects were: the skill and ability of the brigade trainer, the variety of the brigade training content, and participation of fellow members. Unfavourable experiences resulted in volunteers questioning the value of their engagement.
• Timely supply of uniform and gear at the recruitment stage, good brigade facilities, and receiving adequate and up-to-date equipment and appliances were identified as key factors impacting the experiences of volunteers and contributing to their successful engagement.

Organisation-level factors

• The ‘prestige’ and strong reputation of Fire and Emergency was an important factor in volunteers’ ongoing engagement. Volunteers appreciated Fire and Emergency’s commitment to addressing their needs, looking for ways to make improvements, and trying to build an integrated fire service.
• The quality of Fire and Emergency’s structured training courses was praised by volunteers. Criticisms included not enough courses, they were held too far away, or the waiting times were too long. These issues were viewed as catalysts for disengagement. Rural volunteers suggested courses be planned to avoid their busiest time and more cross-over with urban brigades. Operational Support volunteers felt there was a lack of courses for them.
• Issues with Fire and Emergency’s communication were identified – there was either too much or insufficient information, which caused frustration. Finding a balance presents a challenge for Fire and Emergency because a one-size-fits-all approach is not possible as volunteers differ widely in their communication preferences. Also, communication cannot be completely digital as some stations (and volunteers’ homes) lack adequate internet connectivity or equipment (e.g., computer, smart phone).
• During the recruitment process volunteers felt welcomed, supported, and informed. However, three areas where Fire and Emergency could have done better to improve their experience were: (1) better communication, (2) faster recruitment process, and (3) more timely supply of uniforms and equipment. The perceived slowness in communication or provision of necessary equipment were perceived as a lack of engagement or interest by Fire and Emergency.

Individual-level factors

• Volunteers who experienced negative impacts on their work life due to their volunteering reported lower mental wellbeing and less satisfaction with volunteering. Employers who had received recognition and appreciation from brigades and/or Fire and Emergency were more likely to allow volunteers to respond to incidents during work hours. Building supportive relationships with workplaces and providing good employer recognition programmes was important for Fire and Emergency.
• Volunteers reported their level of satisfaction in their volunteer role, feeling of giving back to the community, and excitement about being part of the action exceeded their expectations. This was a significant predictor for volunteers’ wellbeing, especially in terms of a greater sense of community-connectedness.
• Being part of the action and attending call-outs was important. Volunteers expressed frustration with low call-out rates and insufficient experience with fires. This dissatisfaction with low call-out rates was particularly evident among volunteers in Composite Brigades. Call-outs that impacted most adversely on volunteers’ psychological and mental wellbeing were those involving children, young people, and fatalities.

Brigade-level factors

• Satisfaction with training received was a significant predictor of better mental wellbeing and greater satisfaction with the volunteering experience. Aspects of brigade training that caused dissatisfaction included: the brigade trainer’s lack of skills, lack of practical elements in training sessions, and lack of participation by other brigade members.
• A toxic and negative brigade culture characterised by bullying, discrimination, nepotism, or favouritism had extremely adverse impacts on volunteers’ wellbeing. Female volunteers reported discrimination such as inappropriate comments and/or unequal progression opportunities. Volunteers from Operational Support and Composite Brigades described an unspoken hierarchy within their brigade (and the organisation), which made them feel insignificant and unimportant.
• Satisfaction with the level of support received from brigades (from brigade leaders and/or other members) was important for volunteers’ wellbeing. Volunteers spoke highly of the level of support they received from their brigade leaders. Volunteers who reported a lack of support from their brigade leaders described this as disheartening and disappointing.
• Volunteers mentioned the negative impact on their wellbeing caused by the absence of an effective brigade rostering system. This was discussed in terms of unfairness and/or unjustness, a lack of equal opportunities, and frustration for volunteers and their families/whānau due to the inability to plan and manage time.

Organisation-level factors

• Volunteers who perceived Fire and Emergency as adhering to the Volunteerism Principles reported greater satisfaction with physical health, better personal relationships, greater sense of community-connectedness, and greater satisfaction with life as a whole. Statistically, this was the most important predictor of volunteers’ sense of wellbeing.
• The volunteer support initiatives and support services provided by Fire and Emergency were perceived positively by volunteers and viewed as enhancing their wellbeing. However, awareness of and access to the support initiatives and services varied, suggesting a need for more and better promotion and improved access to them.
• Opportunities for development and progression was an important factor and affected volunteers’ sense of wellbeing. Volunteers expressed dissatisfaction when progression was slow or if development opportunities were limited (or cancelled). Specifically, Operational Support volunteers urged for a better national strategy for training and progression pathways.

Individual-level factors

• Volunteers who left Fire and Emergency cited relocation or changes in their work/study commitments as the main reasons. Volunteers expressed a willingness to volunteer again once/if their personal circumstances permitted, or they could more effectively balance, manage, and plan their time and commitments.
• Greater time spent in weekly incident responses was a significant predictor of volunteers’ intention to stay (for more than 5 years). An issue related to call-outs raised by volunteers was the uncertainty and anxiety experienced by family/whānau members. The degree to which this tension was accepted varied, however it was generally recognised as ‘what they signed up for’. Volunteers mentioned how social events and the Availability and Messaging System (AMS) had benefits for their family/whānau and partners.
• Opportunities to build skills and ongoing progression were identified as key factors for retention. The lack of these opportunities had a negative impact on volunteers’ intention to stay. Specifically, Operational Support volunteers felt more consultation was needed for their progression pathways and structured training. Along with opportunities to build new skills, volunteers felt more recognition and better utilisation of their prior skills was required.

Brigade-level factors

• Volunteers who had seen or experienced bullying/discrimination in the brigade reported a negative impact on their length of service (or intention to stay). Volunteers expressed a willingness to volunteer again, but only after positive changes were made to the brigade environment. Volunteers suggested a clear process for conflict resolution, and more social interactions and events.
• Poor brigade leadership was viewed as a driver for people leaving. One issue identified was brigade leadership positions were not always held by the most appropriate people. The impact of this was described as a reluctance to embrace and promote change. Another concern identified was family dominance of leadership positions, or the old school mentality held by some brigade leaders.
• Positive training experiences was important to keep volunteers interested and committed. Many suggestions and ideas to improve the quality of brigade training (content, design, and delivery) were offered. Training with career staff, other brigades, or other agencies was seen as potentially beneficial. Cross-over training between urban and rural brigades and more visits from regional trainers were also suggested.
• Provision of up-to-date equipment and replacement of worn-out gear was important. Continued improvement in these areas was regarded by both rural and urban volunteers as a meaningful way to enhance the volunteer experience and prolong their stay. Improving and maintaining group identification was also seen as important. This was discussed mainly in relation to visually identifiable practices such as uniform consistency and an identification card.

Organisation-level factors

• Volunteers who perceived Fire and Emergency as adhering to the Volunteerism Principles were more likely to stay for more than 5 years. Volunteers felt Fire and Emergency is a good organisation and although there is still work to be done and room for improvement, it is moving in the right direction. More visibility, a greater presence, and more face-to-face interaction with Fire and Emergency were also suggested by volunteers as well as an enthusiastic Volunteer Support Officer.
• Personalised and sincere recognition and acknowledgement from Fire and Emergency was important for volunteers’ continued commitment. Exiters who had been traumatised by an incident would appreciate aftercare by Fire and Emergency as a way to acknowledge and recognise their contribution.
• Fire and Emergency’s slow pace of change had a negative impact on volunteers’ perception of (and faith in) the organisation. This affected their intention to stay and their length of service. Speeding up the integration of rural and urban brigades and addressing the ‘us and them’ divide (between career staff and volunteers, urban and rural, and Operational Support and firefighters) were considered important.