VOLUNTEERING BOP RESEARCH PROJECT - WSOMM399-21A Davies, Cara
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VOLUNTEERING BOP
RESEARCH PROJECT
WSOMM399-21A
Supervisor: Dr Jonathan Scott
Davies, Cara
Student ID: 1051487
Disclaimer of Liability and Statement of Restriction
This investigation is not the work of a practising professional. Consequently, consultation with
appropriate professionals should be sought before taking any action arising from this
investigation. The undersigned disclaims liability for any loss or damages that may result from
using the results of this investigation. Nor does the University of Waikato take any
responsibility or accountability for this investigation's content or any actions arising, and it
disclaims any liability. This report is confidential and may only be shared with others with the
written permission of the undersigned.
Signed: Date: 24/06/2021
i
Executive Summary
Volunteering Bay of Plenty (Volbop) is a not-for-profit organisation focused on providing
volunteering resources, consulting services and information to individuals and organisations.
Volbop actively engage volunteers through the creation of volunteering opportunities and
quality experiences, alongside helping organisations to recruit and retain volunteers. To ensure
value is being delivered to their stakeholders and the districts within the Bay of Plenty, Volbop
have requested an in-depth investigation into the social needs and issues prevalent within the
Bay’s seven districts. This information will also be useful in gaining funding for volunteering
initiatives and creating strategies to encourage volunteering throughout the Bay of Plenty.
The methods used within the investigation involved a desk study focused on relevant literature
and information collected using thematic methods and qualitative analysis. Primary data was
retrieved via interviews with open ended interview questions intended to spark discussions,
alongside email correspondence, and online Zoom calls.
Academic literature focusing on defining volunteering, identifying who the volunteers are, and
how they are motivated was analysed to provide foundational information and direction for the
report, alongside literature regarding businesses practices in not-for-profit organisations to
better reach and retain volunteers.
The main findings indicated that all seven districts experience similar social issues but at
varying levels. Issues found rampant throughout the Bay of Plenty include drug and alcohol
abuse, higher than national levels of social deprivation, high cost of living, mental health,
violence and abuse, gangs, environmental destruction caused by littering, and a general fear of
resuming life as normal due to Covid-19. Akin to the social issues uncovered throughout the
districts, common themes were identified regarding societal needs required by each district.
The main needs include a stronger focus on youth development programmes, support, and
activities, as well as an increase in community and family-oriented events that promote each
districts culture and encourage community spirit.
From these findings’ recommendations were created that focused on four key areas and
included suggested strategies to assist Volbop in providing added value for their stakeholders
and the Bay of Plenty’s districts. The four key areas highlighted within recommendations
included: Youth Focus, Community and Family Events, Training and Cultural Packages, and
Marketing Campaigns.
ii
Table of Contents
Disclaimer of Liability and Statement of Restriction ............................................................ i
Executive Summary .................................................................................................................ii
List of Figures ........................................................................................................................... v
List of Tables ............................................................................................................................ v
Chapter 1. Introduction........................................................................................................... 1
1.1 Company Background ................................................................................................. 1
1.2 Background to the Investigation ................................................................................. 2
1.3 Purposes and Objectives.............................................................................................. 2
1.4 Scope of the Study....................................................................................................... 3
1.5 Research Method ......................................................................................................... 3
1.6 Overview of the Report ............................................................................................... 3
Chapter 2. Literature Review ................................................................................................. 5
Chapter 3. Research Method .................................................................................................. 8
Primary Data Collection ......................................................................................................... 8
Secondary Data Collection ..................................................................................................... 9
Chapter 4. Findings ............................................................................................................... 11
Tauranga ............................................................................................................................... 11
Western Bay of Plenty.......................................................................................................... 11
Whakatane ............................................................................................................................ 12
Rotorua ................................................................................................................................. 13
Opotiki .................................................................................................................................. 14
Taupo .................................................................................................................................... 15
Kawerau ............................................................................................................................... 15
Chapter 5. Discussion of Results........................................................................................... 17
Chapter 6. Conclusions and Recommendations.................................................................. 24
Recommendations ................................................................................................................ 24
References ............................................................................................................................... 28
Appendix A ............................................................................................................................. 36
Appendix B ............................................................................................................................. 37
Appendix C ............................................................................................................................. 38
Appendix D ............................................................................................................................. 39
Appendix E ............................................................................................................................. 40
Appendix F ............................................................................................................................. 42
iiiAppendix G ............................................................................................................................. 43
Appendix H ............................................................................................................................. 45
Appendix I .............................................................................................................................. 46
Appendix J .............................................................................................................................. 48
Appendix K ............................................................................................................................. 50
Appendix L ............................................................................................................................. 51
Appendix M ............................................................................................................................ 53
Appendix N ............................................................................................................................. 54
Appendix O ............................................................................................................................. 56
ivList of Figures
Figure Page
Figure 1.1 Volbop Strategic Framework………………………………………………………1
Figure 2.1 Quantitative and qualitative methods……………………………………………….3
Figure 3 Bay of Plenty Regional Map...………………………………………………………36
Figure 4 Territorial Authorities within the Bay of Plenty Region……………………………37
List of Tables
Table Page
Table 1.1 Research questions………………………………………………………………….2
Table 3.1 Research Methods…………………………………………………………………..7
Table 3.2 Sample questions……………………………………………………………………8
Table 4.1 Tauranga key demographics………………………………………………………..10
Table 4.2 Tauranga’s key issues and needs…………………………………………………..10
Table 4.3 Western Bay of Plenty Demographics Summary…………………………………..11
Table 4.4 Western Bay of Plenty Issues and Needs…………………………………………..11
Table 4.5 Whakatane Summary Demographics……………………………………………...11
Table 4.6 Whakatane Issues and Needs……………………………………………………...12
Table 4.7 Rotorua Demographics Summary…………………………………………………12
Table 4.8 Rotorua Issues and Needs……………………………………………………….…12
Table 4.9 Opotiki Demographics Summary………………………………………………….13
Table 4.10 Opotiki Issues and Needs…………………………………………………….…...13
Table 4.11 Taupo Demographics Summary…………………………………………………..14
Table 4.12 Taupo Issues and Needs……………………………………………………..……14
Table 4.13 Kawerau Demographics Summary………………………………………………..15
Table 4.14 Kawerau Issues and Needs………………………………………………………..15
vTable 6.1 Youth Focused Strategies………………………………………………………….23
Table 6.2 Community & Family Event Strategies……………………………………………24
Table 6.3 Training & Cultural Packages……………………………………………………...24
Table 6.4 Marketing Campaign………………………………………………………………25
Table 7 BOP Population Demographics……………………………………………………...37
Table 8 BOP Districts Ethnicity Comparison Table…………………………………………..38
Table 9 BOP Districts Languages Spoken……………………………………………………39
Table 10 BOP Districts Work & Labour Force……………………………………………….41
Table 11 BOP Districts Education……………………………………………………………42
Table 12 BOP Districts Access to Amenities…………………………………………………44
Table 13 Tauranga Social Issues and Needs………………………………………………….45
Table 14 Western Bay Social Issues and Needs………………………………………………47
Table 15 Whakatane Social Issues and Needs………………………………………………..49
Table 16 Rotorua Social Issues and Needs……………………………………………………50
Table 17 Opotiki Social Issues and Needs…………………………………………………….52
Table 18 Taupo Social Issues and Needs……………………………………………………..53
Table 19 Kawerau Social Issues and Needs…………………………………………………..55
viChapter 1. Introduction
1.1 Company Background
Volunteering Bay of Plenty (Volbop) is a registered charity established in 2001. One of
eighteen volunteer centres found across New Zealand and a member of Volunteering New
Zealand, Volbop is headquartered in Bethlehem, Tauranga and serves the Bay of Plenty (BOP)
region. Volbop strives to nurture and elevate volunteering throughout the BOP through
extensive collaborations with individuals, not-for-profit organisations, and businesses to create
connected communities and encourage active engagement within the volunteering sector
(Volunteering Bay of Plenty, n.d.). Volbop’s purpose is to empower organisations to create
quality and engaging volunteering experiences through collaboration, advocacy, and events,
along with providing organisations with consulting and training services (Volunteering Bay of
Plenty, n.d.).
Their strategic framework as displayed in
Figure 1.1 is founded on the principals of
Connect, Advocate, Protect, and Educate;
or CAPE because “Every volunteer is a
superhero. Every superhero needs a
CAPE” (Volunteering Bay of Plenty, n.d.,
para 5). These principals guide Volbop
and ensure that their current and future
strategies align with their values, and
purpose.
Figure 1.1 Volbop Strategic Framework (Volunteering BOP, n.d.).
Volbop’s values are:
Authenticity: Honesty and mutual respect underpin everything we do.
Inclusivity: Everyone, regardless of background, status or ability can make a
valuable contribution.
Understanding first: We listen as we seek to understand how each situation is
different.
Collaboration: We work closely with our clients and partners to build strong
communities together.
Growth Mindset: We constantly seek ways to improve and extend our reach and
impact (Volunteering Bay of Plenty, n.d.).
11.2 Background to the Investigation
The BOP’s seven highly diverse districts each have their own culture, demographics, and
specific social needs and issues. However, volunteering packages considered as a ‘one size fits
all’ approach may not meet the needs of all the districts. Therefore, Volbop have requested an
in-depth investigation into each district to understand the volunteering activities required and
shape Volbop’s strategies effectively to reach each district and pinpoint areas needing more
focus. Falling volunteer numbers and a distinct lack of involvement from youth have created
further concerns for Volbop partly due to the Covid 19 pandemic as many, especially older
volunteers are still afraid to venture too far from home. Youth can be harder to motivate in the
volunteering sector than other age groups. A thorough investigation of academic literature,
volunteering studies and reports will provide recommendations to combat these issues, and
once combined with the findings from each district shall help shape strategies that assist
Volbop in providing value to each BOP district.
1.3 Purposes and Objectives
The report aims to investigate and identify BOP’s individual districts social issues and
volunteering needs to ensure that Volunteering BOP’s current strategies are in alignment with
them. The goal for this report is to investigate and suggest future strategies that will increase
active volunteering within these districts and ensure their individual needs are being met to (1)
assist Volunteering BOP in funding applications and (2) provide the best value and service they
can for the BOP.
The following research questions have been formulated based on the above needs (Table 1.1).
TABLE 1.1 Research questions
1. How is volunteering defined?
2. Who are the volunteers and what motivates them?
3. What is the current state of the volunteering sector and how has Covid 19 impacted it?
4. Volunteering in organisations, what do social business models look like?
5. What are the demographics for each district?
6. What social and voluntary needs are particular to each district?
7. What social issues and needs are particular to each district?
21.4 Scope of the Study
This study is essential for Volbop to understand each district and explore alternative strategies
to recruiting and retaining volunteers and for the above purposes. The formulation of the
research objectives for this report are quite broad which will limit the amount of information
able to be collected within the timeframe. Further limitations to this research project include a
lack of previous studies within the BOP’s volunteering sector, and a lack of up-to-date studies
regarding the social welfare of each district. The large scope of the investigation regarding the
seven districts is also a severe limitation as each district is highly diverse and complex, future
recommendations would be to tackle each district individually for a more detailed overview of
what each districts social needs and issues entail.
1.5 Research Method
The investigation involves a desk study using qualitative analysis (See figure 1), focusing on
academic literature that is current, relevant to the investigation, and retrieved from various
sources alongside primary data from BOP’s districts using a thematic method, including the
information gathered from regional councils, government, and official websites.
Each regional district was contacted via
email for interview requests. One interview
was carried out in phone conversation
whereas all other contacts opted to respond
through email. Discussions with Volbop’s
CEO were held through Zoom and email
correspondence.
Figure 2.1 Quantitative and qualitative methods (O’Leary, 2017).
1.6 Overview of the Report
Chapter 1
Introduces the company, the background to the investigation, its objectives, and a description
of the research method.
Chapter 2
Provides a review of the academic literature pertinent to this investigation alongside a
discussion of how the literature contributes to it.
Chapter 3
Provides further detail on the reports research method including all its advantages,
disadvantages, and limitations.
3Chapter 4
Analyses all findings regarding BOP’s seven districts alongside summary demographic tables
with links to more substantial demographic tables found within the appendices and regarding
youth participation within the sector.
Chapter 5
Detailed summary discussions of the overall findings and alternative courses of action based
on these findings.
Chapter 6
Concludes the report and provides recommendations for Volbop’s consideration.
4Chapter 2. Literature Review
There is no set definition for volunteers within academic literature due mainly to the fact that
there is no standard practice within volunteering, and those who do volunteer are active in an
array of volunteering contexts making it difficult to properly define (Bussell & Forbes, 2020).
Volunteering is a form of civic engagement and participation (Kaun & Uldam, 2018) where
citizens participate in civic life through practical activities that contribute to the infrastructure
of social life within their society (Dahlgren, 2009). This form of civic participation differs from
political participation in that it does not refer to voting or political campaign activities, however
the two do often intersect and it has been argued that those who volunteer are more positively
engaged with politics than those who feel negatively towards politics and governmental
institutions (Putman, 2000). A simple definition from Smith (1994) describes volunteer work
as contributions of citizen’s time that has been given without coercion or remuneration, this
however has been argued to be too simplistic as volunteer roles are too diverse for this
definition to truly encompass its meaning. Cnaan et al. (1996) have improved on this definition
by stating that remuneration can range from none to a low pay, they feel that to define what a
volunteer is one must first assess the benefits and costs to that volunteer, “The greater the net
costs to the volunteer, the purer the volunteering activity and hence the more the person is a
real volunteer” (Cnaan et al., 1996, p. 373). Smith et al., (2016) has expanded upon this, stating
that volunteering can be defined as any activity carried out by an individual or group performed
without coercion that directly or indirectly attempts to improve the quality of life for others not
within their family or household and with little to no remuneration.
Many different motives have been attributed to those who volunteer, Okun and Eisenburg
(1992) found there to be a social-adjustive motive, that people will mainly volunteer because
they have been asked to do so by someone they respect and value. It was also found that
volunteers were more likely to enlist if they had a family member or a friend already within
the organisation (Bussell & Forbes, 2020). Smith et al. (2016) grouped volunteers into distinct
groups to analyse volunteer’s motivations and hesitations when entering this sector, the two of
relevance to this report regard youth or adolescents aged between 12 and 22, and elderly
individuals aged 50 and up.
Motivations for youths to enter volunteer work have been found to be linked to parents, friends,
religion (Sundeen & Raskoff, 2000), and through school programs that attempt to instil lifelong
habits of volunteering in students and actively encourage them to contribute to their
communities. The motivations behind youth volunteers have been found to be linked to
5relationship concerns (Omoto et al., 2000) including peer pressure and the aspect of socialising.
Further motivations for youth include preparing for the future, whether it be for work
experience or providing value to their resume’s (Haski-Leventhal et al., 2008) and to promote
feelings of wellbeing within themselves. Although there is a wealth of literature regarding the
motivations behind youths entering volunteer roles, there is a lack of research regarding the
barriers and hesitations youths face when debating volunteer work. One study found that social
anxiety was a large barrier for youths (Haski-Leventhal et al., 2008), alongside misperceptions
of what volunteering entails, and the worry about how they will be perceived by their peers for
volunteering. A large barrier may also be down to the problem that organisations do not directly
target the youth for volunteer work in ways in which they would find engaging, however as the
literature on this topic is rather scarce a more comprehensive study is needed to further define
youth’s hesitations in entering the volunteering sector.
The second group of volunteers as discussed by Smith et al. (2016) involves seniors, who were
found to be motivated to volunteer to help them find new meaning in life as their work and
personal commitments lesson and their free time is increased. There is a mixed opinion within
the literature regarding whether there are more elderly volunteers than others due to them
having an increase of free time (Herzog & Morgan, 1992), or whether elderly volunteer levels
are falling compared to other age groups who are entering the sector (Independent Sector,
2001). However, one thing that has been determined is that senior volunteers invest more hours
than other groups, and that religious volunteering has been found to be the most popular and a
driving motivation behind seniors entering the volunteering sector (Van Willigen, 2000).
Further motivations attributed to this group of volunteers includes a social motive (Low et al.,
2007) whereby older volunteers seek out the society of others through volunteering activities
which also provides them a sense of usefulness and fulfilment as these activities fill their lives
with productivity. The barriers to volunteering for this group involve issues particular to aging
citizens such as illnesses or disabilities, some were even reported to just feel too old to be able
to volunteer at all (Low et al., 2007) and further studies have found that a lack of social contacts
within this seniors can prevent them from learning about volunteering activities (Ethers et al.,
2011) and can hinder their confidence or belief that they may be physically able to partake in
such activities.
Comparisons between different groups and age groups of volunteers indicates that, “as people
move through the life course, they attach different meanings to the volunteer role, and that
these meanings are directly related to the agendas they pursue through volunteerism” (Omoto
6et al., 2000, p. 182). This is extremely important to understand to successfully recruit and retain
volunteers as each age group has specific motivations and barriers to volunteering, such as the
youth who are motivated by the work experience aspect of volunteering in comparison to the
social aspect that motivates senior volunteers, and the fact that younger volunteers suffer more
from social anxiety than older volunteers.
Although a wealth of literature has been produced regarding the many aspects of volunteering
and the volunteers individually; voluntary and non-profit associations themselves have been
largely ignored within academic literature (Smith et al., 2016). However, there are theorists
who have focused on adopting human resource management tools developed within the private
sector to be used within non-profit organisations to manage volunteers (Saksida et al., 2017).
One of the greatest challenges within non-profit voluntary organisations is that volunteers are
unpaid which makes it easier for volunteers to leave the organisation compared to employees
in a paid role (Pearce, 1993). Non-profit organisations do not possess the ability to motivate
their volunteers through extrinsic rewards, but rather must rely on individual volunteers’
satisfaction and the intrinsic motivations they each derive from volunteering. To combat these
challenges studies have found that implementing human resource management practices such
as specific role training and facilitating regular interactions between paid employees and
volunteers can ensure an increase in volunteers’ confidence both in their role and within the
organisation leading to a higher retention of volunteers (Delery & Shaw, 2001; Lepak et al.,
2006). Overall, these theorists and literature calls for human resources managers to take a more
active role in the management of volunteers to ensure that volunteers feel valued by the
organisation and to foster their commitment and retention.
This wealth of literature has assisted in forming the foundation of the study and provided
detailed mechanics of a not-for-profit business model. These social model strategies have
provided further basis for strategic recommendations to increase the value offered by Volbop
towards their different segments and identify industry best practices. Additionally, this
literature has highlighted the main types of volunteers and their motivations, creating an in-
depth understanding of this sector and how best to reach and retain future volunteers.
7Chapter 3. Research Method
Primary Data Collection
The chosen method for the collection of primary data was through interviews as this was the
most effective and efficient manner to collect this information within the time allocated. Table
3.1 outlines the advantages and disadvantages to this method and compares it to two other
research methods: surveying and observation studies.
TABLE 3.1 Research Methods
Interviewing Surveying Observation Studies
(Chosen Method)
Advantages Promote Discussions. Able to reach many Allows for the
Ability to provide in- respondents. collection of in-depth
depth qualitative data. Represent large qualitative data, and
This method creates populations. quantifiable data.
rapport with Able to generate Provides a more
interviewees. quantifiable and holistic and realistic
Flexible as able to be qualitative data. view of the field being
carried out through a Confidential. researched.
range of mediums such
as face-to-face, email,
and phone calls.
Inexpensive.
Provide the ability to
explore tangents and
gather more detail.
Disadvantages Can lead to Time consuming. Requires prolonged
misunderstandings and High costs involved engagement.
misinterpretations. with travel expenses. High travel expenses.
Respondents may Difficult to create a Inherent biases can
unintentionally provide survey that generates provide false readings
false data. credible data. of the data and
Respondents may not Does not always observations.
wish to be interviewed capture the data The data collected is
or forget to respond. required for the project. highly subjected to the
Data gathered is often researchers’ opinions
not in-depth. and beliefs.
The respondents targeted for the interview process were members of each district council
within the BOP as they are the best situated to understand their districts social needs and issues.
Any biases that may result from this choice of respondent’s stem from the respondents own
pride connected with their district and the possibility that due to this they will be unwilling to
discuss any shortcomings. The questions generated were open-ended to encourage detailed
responses and spark conversations without influencing the respondent’s answers. The
8questions focused on the district’s social needs, issues, and volunteering demands as Table 3.2
indicates.
TABLE 3.2 Sample questions
Each district within the Bay of Plenty has different social and voluntary needs. What social and
1. voluntary needs are particular to your district/region? Please explain in as much detail as
possible.
Are these needs being served by current voluntary systems and companies? If not please
2.
explain in detail and provide examples if possible.
How could voluntary services best serve your region or improve on their services to suit your
3.
needs?
4. What are the basic demographics of your region?
Secondary Data Collection
The company sources accessed for this report included Volbop’s annual report 2019-2020,
Volbop’s business strategy 2021-2023, and their business planning thought process documents.
These documents provided detail on the organisation’s current business strategies and goals
which will ensure that the recommendations within this report are novel and compliment
strategies already in existence, avoiding repetition of strategies Volbop already underway.
Documents sourced regarding the volunteering sector included the State of Volunteering
Report New Zealand (Volunteering New Zealand, 2020), Social Sector Orientation package
(Social Link, n.d.), NZ Volunteer Coordination in Civil Defence Emergency Management
(Ministry of Civil Defence & Emergency Management, 2013). These reports and analysis
documents have provided a foundational understanding to the volunteering sector in New
Zealand and the current state this sector is in.
Finally, an array of social impact reports created by district councils, charity organisations and
research agencies were collected alongside annual reports from each district council, vital signs
reports and each district councils long-term strategic plan and community strategies. The
council and social impact reports have provided foundational information regarding the
districts and have assisted the formulation of the district’s summaries within this report.
The overall limitations of the chosen research methods for this report include a lack of response
from district councils, either due to them not responding, or responding after the due date for
the report. Not all the responses to the interviews were helpful or provided detailed information
regarding the social welfare and happiness of their district. Some councils (such as Whakatane)
had detailed information within their reports that clearly outline and define any social issues or
9needs that they are aware of. Others do not have as much information making it hard to clearly
assess their social issues and volunteering needs. Finally, the scope of the investigation itself
was very broad. The seven districts within the BOP are highly diverse and complex, future
recommendations would be to tackle each district individually for a more comprehensive view.
10Chapter 4. Findings
The BOP consists of seven districts: Tauranga, Western Bay, Whakatane, Rotorua, Opotiki,
Taupo, and Kawerau as displayed in Appendix A. Five of the districts are entirely contained
within the BOP region, whereas Taupo and Rotorua are only partially within this region as
indicated within the map in Appendix B.
Tauranga
Tauranga, a metropolitan hub, is the largest and fastest growing city in the BOP. Home to one
of the world’s best shipping ports and New Zealand’s biggest, Tauranga has seen enormous
growth over the years with no signs of slowing down (Tauranga NZ, n.d.). With beautiful
beaches and costal vista’s Tauranga attracts many tourists, particularly in Mount Maunganui
and Papamoa beach.
Table 4.1 highlights Tauranga’s demographics, for more detail see Appendix C – H.
TABLE 4.1 Tauranga key demographics
Population Median Age Males Females Number of Maori
Count Maori Median Age
136,713 40.4 years 65,868 70,845 24,912 24.9 years
Table 4.2 summaries Tauranga’s needs and issues, see Appendix I for more detail.
TABLE 4.2 Tauranga’s key issues and needs
Issues Needs
Homelessness Litter & stream clean-up’s, environmental effort
High cost of living Housing, and alternative options
Transport & roading networks Mental health
Gang’s & violence Family friendly, affordable community events
Drug & alcohol abuse Autism friendly spaces/events (sensory shelters)
Western Bay of Plenty
The Western Bay is one of New Zealand’s fastest growing districts covering 212,000 hectares
of coastal, rural, and urban land (Western Bay of Plenty District Council, n.d.) that surrounds
Tauranga City. Locations within the Western Bay include Katikati, Maketu, Matakana Island,
Omokora, Oropi, Paengaroa, Pongakawa, Pukehina, Te Puke, Te Puna, Upper Pyes Pa, and
Waihi Beach. The Western Bay has become an increasingly popular place for people from
11other regions to move to for retirement, family, and business purposes adding to this district’s
rapid growth.
Table 4.3 highlights Western Bay’s demographics, for more detail see Appendix C – H.
TABLE 4.3 Western Bay of Plenty Demographics Summary
Population Median Age Males Females Number of Maori
Count Maori Median Age
51,321 45.2 years 25,647 25,677 9,876 28 years
Table 4.4 summaries Western Bay’s needs and issues, see Appendix J for more detail.
TABLE 4.4 Western Bay of Plenty Issues and Needs
Issues Needs
Family harm Mental health support & youth mentors
Drug & alcohol abuse Employment opportunities
Gangs & violence Creation of youth hubs
Underage & irresponsible drinking Rural community support & neighbour watch
Mental Illness Community & family events & connections
Poverty Environments safe from feeling of fear produced
by Covid-19
Whakatane
Crowned the Niwa Sunshine Capital of 2020 making Whakatane the sunniest place in New
Zealand they are also the Kiwi Capital of the World thanks to the large number of wild kiwis
found close to urban centres (Whakatane District, n.d.). The Whakatane district encompassing
Ohope famous for its stunning coastal vistas has long since been a huge attraction for tourists
and kiwi’s looking for a fun day in the sun.
Table 4.5 highlights Whakatane’s demographics, for more detail see Appendix C – H.
TABLE 4.5 Whakatane Summary Demographics
Population Median Age Males Females Number of Maori
Count Maori Median Age
35,700 39.8 years 17,442 18,258 16,722 27.3 years
Table 4.6 summaries Whakatane’s needs and issues, see Appendix K for more detail.
12TABLE 4.6 Whakatane Issues and Needs
Issues Needs
Aging population Training and work opportunities
Ethnic disparities Youth development programmes and facilities
High proportion of population on low income Community support
Gang related issues Create community spirit and celebrate success
Drug & alcohol abuse Open spaces creation & maintenance
Family violence Litter collection & coastal clean-up’s
Destruction of property Affordable family & community events
General poor health of district Youth mentoring
Rotorua
Rotorua is an international tourism icon and renown as the heartland of Maori culture, a place
where people can gain a true experience of the unique Maori culture from both the past and the
present, Rotorua captures the spirit of manaakitanga (hospitality) (100% Pure New Zealand,
n.d.). Alongside Rotorua’s rich culture their geothermic parks and hot pools have long been a
strong tourist attraction for both international and local visitors with Rotorua boasting 10,000
daily visitors and over 3 million visitors per annum (Rotorua Lakes Council, n.d.).
Table 4.7 highlights Rotorua’s demographics, for more detail see Appendix C – H.
TABLE 4.7 Rotorua Demographics Summary
Population Median Age Males Females Number of Maori
Count Maori Median Age
71,877 36.4 years 35,148 36,729 28,839 26.3 years
Table 4.8 summaries Rotorua’s needs and issues, see Appendix L for more detail.
TABLE 4.8 Rotorua Issues and Needs
Issues Needs
Obesity rates Volunteer wellbeing support
Unemployment & crime among youth Safe volunteer activities for the elderly
Homeless solo parents Higher access to mental health services
Drug & alcohol abuse More community events
High living costs Multicultural support
High unemployment, homelessness, Sports coaches & mentors
overcrowding, & poverty
13Low job availability Healthy living campaigns
Mental health & access to services Volunteer training packages
Gambling Volunteers to sit on committee boards
Opotiki
The Opotiki district encompasses 50 percent of the BOP’s coastline and contains 11,200
hectares of native bush attracting many visitors in the summer months. The districts main
economy driver is agriculture with farms accounting for over 75,660 hectares of land. With
just over half of the population living outside Opotiki town in smaller outlying communities
the Opotiki District boasts several strong rural communities with 20 Marae in the district posing
as the focal point for local communities (Opotiki District Council, n.d.).
Table 4.9 highlights Opotiki’s demographics, for more detail see Appendix C – H.
TABLE 4.9 Opotiki Demographics Summary
Population Median Age Males Females Number of Maori
Count Maori Median Age
9,276 40.6 years 4,563 4,713 5,910 30 years
Table 4.10 summaries Opotiki’s needs and issues, see Appendix M for more detail.
TABLE 4.10 Opotiki Issues and Needs
Issues Needs
Cemetery maintenance Community development initiatives that
embody Opotiki’s history and community spirit.
Violence & domestic violence Community support activities
Desensitization of children towards killing Animal Welfare
through the encouragement of hunting
Gangs Providing access to facilities and services to
smaller remote communities within the district
Unemployment Youth support
Crime Events that encourage community spirit
Reputation for homicides
14Taupo
The Taupo District is located at the very centre of the North Island and is home to the largest
fresh-water lake in Australasia. This district also boasts a dual World Heritage national park
that plays host to the Tongariro Alpine Crossing and the mighty Huka Falls, one of the most
visited natural attractions (Taupo District Council, n.d.). Taupo is a well-known tourist
destination for both winter and summer outdoor activities from geothermal attractions to
adrenaline pumping activities such as white river rafting.
Table 4.11 highlights Taupo’s demographics, for more detail see Appendix C – H.
TABLE 4.11 Taupo Demographics Summary
Population Median Age Males Females Number of Maori
Count Maori Median Age
37,203 41.3 years 18,522 18,681 11,118 27.4 years
Table 4.12 summaries Taupo’s needs and issues, see Appendix N for more detail.
TABLE 4.12 Taupo Issues and Needs
Issues Needs
Job availability ‘Get to know your neighbour’ programmes
Cost of living Youth support programmes and activities
Drug & alcohol abuse Increased opportunities to get involved in
community activities
Violence and domestic abuse Turangi area lacking in facilities.
Supporting young adults Improved access to affordable, quality childcare
Lack of community engagement or activities in Trade’s training centres
Turangi area
Environment care Age friendly events and activities
Kawerau
Kawerau is a small community and one of the youngest towns in New Zealand founded in
1953. They are a well-established wood processing centre with access to energy from
geothermal fields found within the district contributing towards the success of the wood
processing industry in Kawerau (Kawerau NZ, n.d.). They also pride themselves on being the
site for sustainable industrial development with the ability to deliver effective and efficient
solutions to companies wishing to become more environmentally friendly.
15Table 4.13 highlights Kawerau’s demographics, for more detail see Appendix C – H.
TABLE 4.13 Kawerau Demographics Summary
Population Median Age Males Females Number of Maori
Count Maori Median Age
7,146 38.2 years 3,540 3,606 4,407 26.3 years
Table 4.14 summaries Kawerau’s needs and issues, see Appendix O for more detail.
TABLE 4.14 Kawerau Issues and Needs
Issues Needs
High Cost of living Rehabilitation centres
Unemployment Mental health services & better access
Few job opportunities Social and mental health workers in schools
Drug and alcohol abuse Youth development and activities
Gangs Strong volunteering marketing campaign
Physical abuse & violence Skilled volunteers for emergency response roles
Overcrowding Youth hub
Housing & emergency housing shortages Community activities & events
16Chapter 5. Discussion of Results
Tauranga
Tauranga suffers greatly from a lack of affordable housing and a high cost of living. The largest
and fastest growing city in the BOP, Tauranga has grown so quickly the infrastructure can
barely support its current citizens let alone the flood of people moving to the city. This high
influx of people alongside low employment opportunities (Vital Update, 2020) has increased
the number of people living on the street, within vehicles, and living in overcrowded spaces
(Tauranga City Council, n.d.) putting a huge strain on foodbanks and social services as the rise
in homelessness continues. A huge cry for alternative housing has been uncovered (Vital Signs,
2020) as individuals and families struggle to afford rents including suggestions for designated
parking areas for those living out of their cars, or short-term freedom camping areas within city
limits. Unfortunately, these types of solutions also add to other problems Tauranga is facing
such as the rise in littering. Of course, littering is not caused purely by those living rough but
by bad habits that have been ingrained in people often from a young age, unfortunately
Tauranga appears to be particularly bad when it comes to this habit and there is a definite need
for more environmental clean-up activities (Tauranga City Council, n.d.) and general education
around the destruction caused by littering. Other solutions regard the placement of more
rubbish bins in carparks and scenic pull-over areas to prevent people from throwing their
rubbish into the bush if there are bins around.
Family violence and abuse is another huge concern in Tauranga having received the highest
number of family violence notifications in 2017 that New Zealand has seen, which was a 26%
rise in notifications from 2013 (Socialink, 2019) indicating that this issue is not only rampant
in Tauranga but that previous work to combat or reduce family violence has been unsuccessful.
The rise in gangs and gang violence poses a great threat to the social wellbeing of Tauranga
(Crawford, 2020), and the influx of Australian gangs into Tauranga are escalating the situation
(Newshub, 2018). Although there is a call for more police and government intervention (Sun
Live, 2021) other social solutions targeting youth and adolescents may help prevent future
adults from joining gangs and reduce the power gangs hold over the community. Services such
as youth mentoring, higher availability to mental health services, even creating safe spaces and
events for youth may help build more of a sense of community and provide them with a sense
of belonging (Stuart et al., 2020), potentially mitigating their need to join a gang to fulfil their
sense of purpose.
17Western Bay of Plenty
The Western Bay is one of the fastest growing provincial districts in New Zealand which is
putting enormous pressure on resources and services within the social sector as the district
struggles to keep up with the increase in population (Socialink, 2019). Although this is a
concern for the entire district, not all communities within the Western Bay are equally
disadvantaged, in fact the social deprivation index of the entire Western Bay indicates they
experience less social deprivation than compared to the entire country (EHINZ, 2018). The two
highest levels of deprivation are found within Te Puke and Maketu, with the lowest level of
deprivation in Omokoroa. Although the Western Bay has lower levels of social deprivation
than other areas in the BOP, it is still subject to a range of social issues such as family violence,
drug and alcohol addiction, violence and abuse, poverty, mental illness, and underaged
drinking (SociaLink, 2019; Crawford, 2020; Western Bay of Plenty, n.d.). Community reports
(Community Matters, 2021; SociaLink, 2019; Western Bay Bristrict Council, 2021) have found
that more effort is needed towards supporting young adults and creating healthy environments
for them to foster a sense of belonging (Grey & Stevenson, 2019) and guide them towards
healthy life choices that discourage underage drinking and drug abuse. Connections to mentors
or guidance councillors to support mental health would add further feelings of wellbeing among
youth and young adults, and combat isolation and loneliness concerns that have heightened due
to the global pandemic.
The Western Bay is divided into three wards: the Kaimai Community, Katikati/Wahi Beach
community, and Te Puke/ Maketu community, with each reporting different community’s
needs (Western Bay District Council, 2021). The Kaimai ward reported the need for an increase
in rural community support including the establishment and operation of local voluntary
neighbourhood watch groups to support and connect locals while simultaneously providing a
sense of security to the community. Lastly, it was found that citizens were concerned that more
work is needed alongside walking and cycleway safety groups as the roading within the
Western Bay can be very dangerous due to the high-speed zones and narrowness of rural roads.
Calls have been made for more signs and awareness campaigns to help educate citizens on the
dangers and protocols of walking or cycling near roads.
The Katikati/ Waihi Beach ward reported the need for more support for youth and young adults
(Western Bay District Council, 2021), particularly in the form of a youth hub, a space for youth
and locals to partake in community events. An area where youth can gather safely and engage
in sports, dance, or even art activities, fostering healthy relationships and connecting young
18adults to members of the community that will create pathways to employment and promote a
sense of pride in their local community. Creating networks and schemes for adolescents and
young adults to connect to local businesses was also found to be of high importance to these
communities.
The Te Puke/ Maketu ward reported similar needs regarding a youth hub. It is strongly felt that
young people need support and encouragement to make healthy choices in life and that one
way in which to do this is to create spaces and activities purely for youth to connect with each
other and the community. These strategies will also enable mentors to better find and connect
with youths in need of guidance and promote feelings of wellbeing as it proves to the youth
that they have not been forgotten and are important enough to deserve a space just for
themselves. Lastly, this ward reported the need for support and facilities for community-led
food security initiatives.
Whakatane
The Whakatane district was found to have a higher-than-average social deprivation score in
comparison to the rest of the country putting added stress on their citizens (.id, n.d.). This
coupled with relatively low levels of growth, general poor health of the district, and lower-
than-average levels of income (Whakatane District Council, n.d.) have created huge ethnic
disparities and a general lack of community spirit (Whakatane District Council, 2011). Further
social issues this district faces includes a high level of criminal offenders, alcohol and drug
abuse, family violence, destruction of property, and littering along coastal areas and around the
salt marsh (Whakatane District Council, 2021). Studies undergone by the district council have
indicated a distinct lack of programmes or facilities for at risk youth and young adults with the
youth reporting they wanted more wellbeing support, larger range of activities outside of
schools, and development programs to assist them with future employment pathways
(Whakatane District Council, 2011). Adolescents and young adults are looking for
opportunities they can be involved in that make them feel they are contributing towards
something important and inspire a sense of belonging, which volunteering can accomplish as
discussed by Stuart et al. (2020). Whakatane, according to their 2009-2019 district council
strategy (2019) do not have much going on in their community halls which could be an
opportunity to host some volunteer led activities, events, youth mentoring initiatives, and
community enhancing projects. Especially as most reports indicate the need to create
community spirit and actively encourage connections between all ethnic and age groups within
the district. Last, it has been discovered that there is a need for the transformation of outdoor,
19shared spaces, and the creation of edible food growing spaces to help support those in need and
bringing a stronger sense of community.
Rotorua
The Rotorua district was hit hard by the Covid-19 pandemic due to their dependence on the
tourism industry, which in 2019 accounted for 23% of the districts employment (Infometrics,
2020) adding additional strain to Rotorua’s already high unemployment rates (Rotorua Daily
Post, 2018). Further social issues Rotorua struggles with include obesity, drug and alcohol
abuse, mental health, access to mental health services, youth development, and gambling
(Arthur-Worsop, 2017; Rotorua Daily Post, 2018; Salvation Army, 2020). Although this
district suffers from an array of social problems Rotorua appears more concerned with the way
in which volunteers are managed than needing volunteer roles filled. The district receives
strong support from local Iwi’s within the volunteering sector and reports no shortages of
volunteers for events and community activities other than a lack of willing sports coaches
which they struggle to find. However, Rotorua reports that more effort needs to be put into
enhancing the wellbeing of the volunteers themselves rather than the volunteering
opportunities, and that extensive training packages are provided. Feedback from the district
insists that while a one-size-fits all volunteering approach to all districts within BOP may be
effective in capturing value for each of them regarding their social needs, the same may not be
necessary regarding training. Individualized training packages dedicated towards different
types of volunteers alongside hands on management would ensure that the volunteers are
confident in their roles and feel appreciated by the organisation they are working with (Saksida
et al.). This will encourage repeat volunteers and retain them for longer periods of time, while
simultaneously providing security and feelings of safety to older generations of volunteers who
are still nervous about Covid-19. Rotorua has a unique culture which, if incorporated into
volunteering and training packages will provide added value for the district by proving that
their needs are understood and that their values have been captured and provided for within the
volunteering packages.
Opotiki
The Opotiki district consists of a small township surrounded by remote rural communities
which can be difficult to reach, creating challenges in providing these communities with access
to basic services and facilities (Opotiki District Council, 2020). This district also has the
disadvantageous reputation of being the homicide capital of New Zealand, with reports of 1.25
homicides for every 1,000 people between 2004 and 2019, the highest homicide rates in the
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