@article {bnh-8316, title = {Elephant Hill: Secw{\'e}pemc leadership and lessons learned from the collective story of wildfire recovery}, year = {2021}, month = {11/2021}, pages = {241}, institution = { Secwepemcúl ̓ ecw Restoration and Stewardship Society}, abstract = {

Worldwide, catastrophic wildfires and the ongoing climate crisis are catalyzing Indigenous peoples to re-assert jurisdiction to lands and waters by leading the recovery and restoration of their/our territories.

{\textquoteleft}Mega-fires{\textquoteright} are increasingly burning landscapes that have been degraded by over a century of colonial state-driven forest (mis)management and a paradigm {\textendash} and paradox {\textendash} of fire suppression. Simultaneously, many settler-colonial governments are stating their commitments to {\textquoteleft}reconciliation{\textquoteright} and implementation of the United Nations Declaration on the Rights of Indigenous Peoples. Together, these two trends point to the critical need to uphold Indigenous rights and stewardship systems through Indigenous-led transformation of forest and (wild)fire management.

These ecological and socio-political shifts provided the context for the 2017 {\textquoteleft}Elephant Hill{\textquoteright} wildfire in British Columbia (BC), Canada, which burned close to 200,000 hectares throughout Secwepemcúl ̓ ecw {\textendash} the traditional and unceded territory of the Secw{\'e}pemc Nation. In the immediate wake of this fire, and the significant and interconnected social, cultural, economic and ecological impacts that are still ongoing, affected Secw{\'e}pemc First Nations advocated for Secw{\'e}pemc leadership in the recovery and regeneration of their territories in the months, years and decades to come.

Supported by a newly-elected provincial government with a mandate to advance reconciliation, and a provincial review that recommended {\textquotedblleft}establish[ing] Indigenous Peoples as true partners and leaders in emergency management{\textquotedblright}, Secw{\'e}pemc communities partnered with the provincial government to forge a new collaborative approach to land-based wildfire recovery. The Elephant Hill wildfire, and the joint recovery process that followed, is the focus of this report. We draw on in-depth interviews with Secw{\'e}pemc elected leadership and staff from communities and the provincial government, as well as ongoing work and action research with the Secwepemcúlecw\ Restoration and Stewardship Society, to provide a detailed account of this example of contemporary Indigenous leadership in wildfire management and land-based recovery.

This study was framed by a number of broad questions:

To highlight these lessons and demonstrate the need for transformative change, the story of the Elephant Hill wildfire and the joint leadership approach to wildfire recovery is told in four Parts:

PART 1: THE ELEPHANT HILL WILDFIRE (CHAPTERS 1{\textendash}4)

An overview of the record-breaking 2017 wildfire season in British Columbia; the experiences and responses of Secw{\'e}pemc First Nations and government agencies; and the impacts of these wildfires on Secw{\'e}pemc territories and communities.

PART 2: THE PROCESS FOR JOINT WILDFIRE RECOVERY (CHAPTERS 5{\textendash}7)

Understanding the drivers for collaboration; the process of negotiating the scope and governance of joint wildfire recovery; and a summary of land-based recovery activities and outcomes on Elephant Hill.

PART 3: REFLECTIONS ON {\textquoteleft}SUCCESS{\textquoteright} AND LESSONS LEARNED (CHAPTERS 8{\textendash}10)

Diverse views of {\textquoteleft}success{\textquoteright} and identification of key strengths, challenges and unresolved tensions to inform future collaborations.

PART 4: BEYOND ELEPHANT HILL (CHAPTERS 11{\textendash}13)

Persistent barriers; Secw{\'e}pemc priorities for advancing equal partnerships and First Nations leadership in (wild)fire management; and Secw{\'e}pemc visions for recovery, restoration and stewardship throughout Secwepemcúlecw.

}, keywords = {collaboration, Indigenous knowledge, Indigenous rights, leadership, reconciliation, stewardship, Wildfire, wildfire recovery}, isbn = {ISBN 978-1-7780135-1-5}, url = {https://www.srssociety.com/lessonslearned.htm}, author = {Sarah Dickson-Hoyle and Char John} } @mastersthesis {bnh-8094, title = {Reducing turnover in volunteer organisations: A leadership intervention based on self-determination theory}, volume = {Doctor of Philosophy}, year = {2019}, month = {08/2019}, pages = {230}, school = {University of Wollongong}, address = {Wollongong}, abstract = {

Background:\ Increasingly high turnover rates in volunteer organisations have reached critical levels. Australian volunteer emergency service organisations are struggling to maintain adequate volunteer numbers to continue to deliver vital services to the community. The experience volunteers have with their leader is one of the strongest predictors of future volunteering. Despite industry, government and academics calling for increased focus on the training and development of volunteer leaders, there is currently limited theoretical and/or empirical guidance to support this endeavour. Little is known about what leadership approaches are effective or suitable with volunteers. Furthermore, it is unknown how volunteers{\textquoteright} experiences with their leader comes to influence their decision to stay with or leave the organisation. This thesis seeks to address these issues and formulates an evidence-based approach for improving leadership to help retain volunteer workers in Australian emergency service organisations.

Aim:\ The aim of this thesis is to examine the application of managerial autonomy support, an interpersonal style proposed by Self Determination Theory (SDT), as an approach to volunteer leadership, focusing on its potential to retain volunteers. In order to achieve this, the thesis addresses three objectives. First, the hypothesized conceptual model that delineates the relations between perceived managerial autonomy support, followers{\textquoteright} basic psychological need satisfaction, job satisfaction and turnover intention is tested in the volunteer organisations. The second objective is to determine whether, through an SDT-based leadership development intervention, leaders can change and/or develop their managerial orientation towards autonomy support. The final objective is to ascertain whether followers of these leaders perceive changes in their socio-contextual climate during the intervention period.

Method:\ A total sample of 363 participants was obtained for this study, comprising 167 leaders and 196 followers across four volunteer emergency service organisations in Australia. A quasi-experimental design tested the impact of an SDT-based leadership intervention on leaders (n=65) and their followers, compared to a control group of leaders (n=102) who received no training. Leaders{\textquoteright} self-reported managerial orientation was assessed at pre-test, post-test and one year after the intervention. Followers{\textquoteright} perceived managerial autonomy support from the leader, basic psychological needs satisfaction, job satisfaction and turnover intention were measured before and after their leader completed the intervention.

Results:\ A test of the hypothesised model via structural equation modelling indicate that emergency service workers{\textquoteright} perceptions of leaders{\textquoteright} managerial orientation influenced their job satisfaction and subsequent turnover intention through basic psychological needs satisfaction. Testing the impact of the SDT leadership development intervention, leaders in the experimental condition changed their interpersonal orientation towards autonomy support after completing the intervention and these reflected enduring changes that remained evident one year later. The intervention was most effective for leaders with relatively little prior experience leading volunteers, who showed greater propensity for developing their managerial orientation. Followers did not report any significant changes in the provision of autonomy support from their leader, basic psychological need satisfaction, job satisfaction or turnover intention over the nine weeks their leader was participating in the SDT-based leadership development intervention.

Contribution/Implications:\ This thesis provides one of the most in-depth empirical explorations to date, of the malleability of managerial autonomy support amongst organisational leaders. A contribution is made to the scholarly study of volunteer leadership more broadly, by offering a validated theoretical model of leadership and its influence on followers in the volunteer context. This research provides support for Self-Determination Theory in the volunteer organisations.

}, keywords = {Autonomy, autonomy support, basic psychological needs, competence, dyads, Emergency management, emergency services, field experiment, interpersonal skills, intervention, job satisfaction, leaders, leadership, leadership development, leadership intervention, leadership training, management, manager, managerial autonomy support, motivation, motivation theory, organisational development, organisations, relatedness, self-determination theory, structural equation modelling, supervisors, turnover intention, volunteer, volunteer leadership, volunteer retention, volunteer satisfaction, volunteer turnover, workplace}, url = {https://ro.uow.edu.au/theses1/692/}, author = {Vivien Forner} } @article {bnh-4446, title = {Conditions for effective coproduction in community-led disaster risk management}, journal = {Voluntas}, volume = {28}, year = {2018}, pages = {16}, abstract = {

This paper reports on a case study of collective coproduction in an Australian community-based disaster risk management (CBDRM) project called {\textquoteleft}Be Ready Warrandyte{\textquoteright}. The first goal of the case study was to understand what interactions and power-sharing between citizens and government {\textquoteleft}looked and felt like{\textquoteright} in a significant example of community-led CBDRM in an Australian context. Its second, broader goal was to test the extent to which foundational coproduction theory, specifically four conditions proposed by Elinor Ostrom for enabling coproduction that is more effective than either government or citizen production alone, can explain the citizen-government interactions, roles and contributions that enable successful community-led CBDRM. The study confirms that each of the four conditions {\textendash} complementarity, authority, incentives and credible commitment {\textendash} also apply to community-led as well as government-led initiatives. It reinforces the central importance of complementarity for avoiding off-loading of risk, responsibility and cost to citizens from government, while also suggesting that specific sources of internal and external authority, incentives, and credible commitment are especially important when coproduction is community-led. It identifies leadership and its impacts on government-citizen relationships and power-sharing in coproduction as an important area that needs further research.

}, keywords = {accountability, community initiatives, community-based disaster risk management (CBDRM), Coproduction, interactive governance., leadership}, doi = {10.1007/s11266-018-9957-2}, url = {https://link.springer.com/article/10.1007/s11266-018-9957-2} }