Hull 2017’s flagship volunteering programme
Impact & Learning
Key learnings
For Spirit of 2012 funding the volunteer programme was, in part, inspired by the Gamesmakers who made such a contribution to the London 2012 Olympic and Paralympic Games, however, we felt that the promise of the Gamesmakers was never quite realised post Games into a sustainable volunteer cohort. There were many reasons for this, not least that some mega event volunteers are often motivated by volunteering at large events not necessarily in their communities. However, we wanted to test whether, with ongoing investment, increased numbers of the volunteers and a strengthen volunteer infrastructure could be a significant legacy of place-based events.
The volunteer identity was particularly strong in Hull, with vibrant “scandalous blue” uniforms and a highly visible presence in the city and the media around the event. Volunteers have consistently reported a high degree of belonging and pride in their connection to the city and City of Culture Year, that has strengthened the impact of the volunteering programme. There is a high degree of reliance from volunteers on the organisational and personal structures and bonds that the programme has created, which the delivery organisation will need to continue to nurture.
In the City of Culture Year, Absolutely Cultured and VHEY! high quality volunteer management, as well as the technical infrastructure, has been critical to the success of the programme, understanding and responding to the individual needs of the volunteers and creating that sense of belonging and pride.
There were significant transition points for the programme that impacted whether it would be sustainable. The first was the transition out of the year of culture with its multiple and diverse volunteering opportunities into more mainstream, and less frequent scheduling. This transition required a high degree of involvement and intervention from the volunteer managers to manage both the flow of volunteering opportunities and the engagement of volunteers who were keen to do more and more. Working with local partnerships and diversifying the offer to include masterclasses was critical to keeping the volunteers engaged.
The second transition point was transitioning out of the City of Culture legacy body and into the local authority. This was essential in creating a volunteer force for the city for the long term that did not “belong” to any one organisation.