Sustaining spontaneous volunteer groups following their response to a disaster

Purpose

This research explores the drivers that determine the ability of spontaneous volunteer groups (SVGs) to sustain their operations. That sustainability aims to support those affected in the community beyond the response phases of a disaster and into the recovery and mitigation phases to build resilience to the next disaster.

Design/methodology/approach

To investigate the sustainability of spontaneous volunteering that takes place in the aftermath of a disaster, we conducted qualitative interviews in three English locations where groups of spontaneous volunteers emerged following major floods. We analysed our qualitative data using thematic analysis.

Findings

Our findings theorise the drivers of SVG sustainability and present these in four themes: (1) assessment of ongoing needs; (2) organisation of resources to address that need; (3) leadership and followership creating a weight of operational capability and (4) influence of political will. Through exploring these drivers, we uncover key factors to developing a sustainable SVG system including trusted leadership and social capital.

Research limitations/implications

We show how the four drivers interact to support the continuity of SVGs and sustain their operations. This has implications for how leaders of SVGs create a volunteering environment that encourages ongoing involvement and has implications for officials to view SVGs as a support rather than a risk.

Originality/value

The novelty of our paper is in rejecting the argument of the temporal limit of SVGs to the response phase by theorising the drivers that make their operations sustainable for recovery and resilience building to mitigate the next disaster. This includes our examination of the interplay between those drivers.