Volunteer Code of Conduct FAQ's
Why is it for volunteers? Will Career Officers have a Code of Conduct?

Back to Volunteer Code of Conduct Introduction Page

Volunteer Code of Conduct (7/06/01)

1. Why do we need a Code? Why is this being implemented? Can’t see what function a Code will serve. Can’t see why a Code is needed. 

A Volunteer Code of Conduct helps members understand what is expected. It facilitates brigades to manage themselves. It clarifies our values, guides our conduct, supports our discipline code, helps us to make decisions. It is a vision that we can strive for. There are ultimate benefits to brigades and volunteers: it helps promote consistency across CFA. This was a very clear message from volunteer members of the steering committee.

This is good. It says CFA members have a wonderful spirit and shared philosophy. However, it is preferred that we have our values written down so that people (particularly newcomers) will know in advance what is expected and also to help us make decisions. A Code is part of natural justice about which we are all entitled to be informed. Some brigades already have a code in their constitution which is good. We’d like to unify all CFA through shared values.

It can be. The eight principles of the Fire Star are fine values. We are seeking to supplement these with those that are important to CFA Members. That’s why there’s a consultation process.

The steering committee agrees.

The steering committee are allowing 10 weeks for feedback commencing July and ending 14 September.

Standing Orders are separate from the Code. The Code places responsibility on us all to ensure we collectively behave in a certain way, particularly towards each other. Enforcement is therefore by us collectively not accepting certain behaviours and managing or regulating ourselves rather than being controlled externally by others. The code can also help us with making decisions about conduct. For example, what does the code say? What did we do? Was that fair and reasonable? The code isn’t a set of orders or rules by which we will be bound. Rather they are principles which we will agree to uphold and use to make decisions about our behaviours. The Code of Conduct does not replace the standing orders or the regulations in relation to discipline. It supports them.

The Code of Conduct doesn’t need to be enforced in itself. It goes hand in hand with the Volunteer Discipline Code which has been developed but is awaiting the completion of the Code of Conduct before being implemented. The discipline code provides procedures for dealing with breaches of discipline, including breaches of the code of conduct, especially significant breaches. The Code of Conduct provides the guidelines which will help people at the local level decide if a behaviour is a disciplinary matter or not.

This is more appropriately dealt with in the Volunteer Discipline Code. Although it is difficult to understand something that hasn’t been seen, the discipline code provides processes for dealing with minor issues and major issues. It includes the principles of counselling, warnings and natural justice.

The Volunteer Charter is an agreement between Volunteers, CFA Management and the Victorian Government about rights and responsibilities, particularly about consultation. The Volunteer Code of Conduct is a set of values or behavioural principles and standards by which we will seek to regulate ourselves.The Volunteer Discipline Code is a set of procedures for use by brigade management teams to deal with people whose behaviour falls outside the code.

The steering committee agree. This is why we are taking the trouble to ask volunteers for initial input and to provide an opportunity for volunteers to give their feedback.

The steering committee had hoped that this would help volunteers guide themselves rather than force changes on them. We’re looking for across organisation consistency. We’re ultimately focused on One CFA.

If you read the answer to #6 above, you’ll see that the Code is about self regulation.

The steering committee have already asked a cross section of volunteers for their input on what should go into the code. The consultation process will also seek general input from volunteers.

Some people may take this view. Our experience is that a majority of volunteers support this process.

This is a general view expressed in relation to the use of volunteers’ time especially following the wonderful effort made by volunteers to demonstrate minimum skills. CFA is conscious of time demands on volunteers. In particular, requests for responses to this Code will be optional in recognition of the demands placed on volunteers.

Some volunteers in the Volunteer Code of Conduct data collection meetings expressed views that were important to them, but outside the task of collecting information about what volunteers value in a Code of Conduct. The views have been listened to and personal contact made with many of the people who expressed concerns about matters other than the Code.

This is not true. CFA Management supports the Code by creating and funding this project. CFA Management also has a code of conduct that is based on Victorian Public Service requirements. Our objective is to align these codes so that we achieve One CFA. Finalisation of the Volunteer Code is an important step in this process.

Ultimately, we can always make decisions on where the time and money could be better spent. The reality is that CFA has decided to do this and it has Association support.

The steering committee certainly hope so. This is the reason for preliminary consultation with a cross section of volunteers and the seeking broad feedback from the CFA community. The process was clearly focused on asking volunteers for their input.

This is an important question which has a complex answer. · It is CFA’s and the steering committee’s wish that we ultimately have a single code of conduct for One CFA. · To involve career fire fighters and non-operations staff would necessarily involve consultation with the unions that represent those staff. This is a very sensitive issue at the present time. Volunteers have already felt bruised and battered as a consequence of industrial activity. To suggest that the Volunteer Associations involve their union counterparts in a discussion of volunteer issues is not palatable to many volunteers at the present time.· One union, the UFU, has indicated through the Enterprise Bargaining Agreement (EBA) with CFA that it wishes to discuss a Code of Conduct. Closer reading of the EBA indicates that this is about discipline and counselling procedures for career staff. Whilst there is room for improvement with the discipline procedures currently used with career staff, volunteers are already well advanced with the development of a draft volunteer discipline code. Volunteers are seeking a code of conduct that will describe the behavioural principles and standards that are valued by the CFA community.· To involve the UFU in a discussion of a code of conduct could pre-empt that organisation’s wish to have a dialogue with CFA about matters which affect their members.  This is an EBA issue that volunteers are not involved in. · In the longer term, it is hoped that the EBA Code of Conduct and the VCOC can be aligned through some overarching or linking statements. Timing and consideration of others are the important issues.

There is also an opportunity for volunteers to continue to show strong leadership by developing their own Code of Conduct. There is strength in saying what you want and stepping forward as you mean to continue. (Refer also to #20 above.)

The Volunteer Charter is specifically aimed at mitigating this issue. By strong representation from the Associations on matters that are important to volunteers and through endorsement by CFA Management and the Victorian Government about the necessity for consultation with volunteer representatives, we are on the road to putting volunteers back in the CFA drivers’ seat.

There are some who would agree with this. The difficulty is that an EBA is now is in existence. The Associations, with the assistance of the Volunteer Charter, are seeking to exert appropriate control over matter that affect volunteers. (Refer also to #20 above.)

The steering committee and the Associations are aware of these concerns and the sensitivities felt by volunteers. Refer to #20 above.

To unify CFA members by providing a set of shared values that will facilitate and encourage self regulation.

We have involved volunteers in its development. But we need arms and legs to do the work to consult with volunteers. We also need persons with the appropriate expertise to collect the data and help us draft the Code . Using consultants also provides some independence: volunteers may say to consultants something they may not wish to say to CFA. There are many times this can best be done by someone from outside the organisation who comes in with a fresh view.

CFA is a large and complex organisation and there will always be other issues that require attention. If we wait until all the other issues are finalised, we’ll make very slow progress. Progressive improvement is preferred to postponed perfection.

This is explained above. The committee has a majority of volunteer members and consists of 7 volunteers, 6 CFA staff and two consultants.  We have also kept the People Strategies Committee of the Board informed about the drafting of the code.

The wider CFA community will have the opportunity to see the work that has been done, to understand the thinking process and to provide feedback during the appropriate window of opportunity.

This could be a concern about the existing volunteer brigades that will become integrated brigades. Concerns can be raised through your Association.

The steering committee agrees. That is the ultimate aim.