Manchester Event Volunteers: A Legacy and a Role Model
Manchester
Event Volunteers:
A Legacy
and a Role Model
Geoff Nichols:
University of Sheffield Management School
Rita Ralston:
Manchester Metropolitan University
October 2011
1
Manchester Event Volunteers: A Legacy and a Role Model
2
Manchester Event Volunteers: A Legacy and a Role Model
Manchester Event Volunteers: A Legacy and a Role Model
Summary
This independent report is directed towards policy makers in local and national
government, volunteer development projects, event managers, academics, Manchester
Event Volunteers’ management, and MEV volunteers. MEV is a broker organisation
between volunteers and events, with a further role of developing volunteering and good
practice in volunteer management. It was established following the 2002 Commonwealth
Games in Manchester and is probably the longest running mega-event volunteer legacy
programme in the world. As such it offers insights for future events aiming to establish a
volunteer legacy and implications for the way in which similar volunteer broker
organisations could contribute to developing volunteering.
Research informing this report included: focus groups, a questionnaire survey and indepth interviews with volunteers; interviews with event managers, MEV staff, and
individuals involved in MEV’s development; and MEV records. Results have been
incorporated into a report structure which’focuses on the different contributions of MEV.
Since 2002 MEV has directed volunteers towards over 1,000 events, including 76 major
events hosted in the Northwest over the period 2004 — 2009, with their associated
contribution to tourism and the region’s economy. In 2008 UK Sport designated Manchester
‘the World’s Best Sports City 2008’ for its successful hosting of six major international
sports events during the year, all of which were supported by MEV. MEV supports the full
range of size of event. Volunteers commit to an average of 5.7 events per year, but with
a wide variation. The ability to choose which events they volunteer for and how many
allows MEV to meet the needs of volunteers in a wide set of circumstances, and particularly
the growing numbers who seek episodic volunteering opportunities.
MEV makes it far easier for event managers to recruit a trained and reliable workforce,
and has contributed to the attraction of Manchester for such events. A balance has to be
struck between MEVs objectives of developing volunteers through volunteering, and event
managers’ objectives, especially in the larger events, of filling key roles effectively to
allow the event to take place. For event managers new to using volunteers MEV provides
valued advice.
While a large proportion of MEV volunteers are over 60 and retired, MEV is able to meet
the needs of a wide range of volunteers. The most practical service is to put them in
touch with events and thus enabling them to volunteer. Volunteers are assured that the
events have been approved by MEV as using good volunteer management practices.
3
Manchester Event Volunteers: A Legacy and a Role Model
For volunteers seeking work MEV offers valued experience. This extends to assistance
with providing information on job opportunities, advice on CV writing and interviews, and
providing a sense of purpose, encouragement and confidence through periods of
unemployment. However, MEV provides social inclusion in a much broader sense than
this by allowing all volunteers to feel they are making a valuable contribution to society
and to Manchester in particular, providing social rewards of volunteering, and a valued
sense of identity for volunteers. For volunteers who have remained in contact since the
2002 Commonwealth Games it provides a connection to the camaraderie and euphoria
which characterised volunteering at this event.
For similar volunteer broker organisations MEV has provided models of good practice
through its well developed procedures, which have been emulated by others. For mega
sports events aspiring to generate a volunteer legacy; such as the 2012 Olympics and
2014 Commonwealth Games; MEV offers several insights. These include the need to
consider use of the Games database to support a legacy, the timing of grant applications,
and the critical role of an organisation which will be in place both before and after the
event; in this case, Manchester City Council.
MEV offers a well developed role model for an organisation delivering a volunteer legacy
after a mega sports event but also more generally for the way volunteer development
organisations could contribute to engendering civic activism within the aims of promoting
a Big Society.
At the time of producing this report Manchester Event Volunteers was based within
Manchester City Council’s Economic Development Unit and received funding from the
Employment and Skills Partnership. Due to funding cuts and Manchester City Council’s
redesign process MEV is now based within the Third Sector Team and has been reduced
from three team members to only one.
The Third Sector Team provides support to all third sector organisations in Manchester
and is in the process of commissioning a new central infrastructure support service,
which will encompass the following strands or themes into a one stop shop for:
• Capacity building support to develop our thriving third sector
• Support for groups that are commissioning ready or moving in this direction
• A volunteer centre that meets the Volunteering England standard
• A community engagement function
MEV will continue to provide the core functions of the service and work in partnership
with other volunteer involving organisations and the new Volunteer Centre to share good
practice and volunteering/training opportunities.
Recommendations for the development of MEV need to be placed in the context of this
recent reorganisation. The development of more precise performance indicators; including
4
Manchester Event Volunteers: A Legacy and a Role Model
collecting information on the number of volunteers used by events, could act as a
benchmark and provide a model for other similar schemes. The report considers an
extension of volunteer’s roles, moving to a more welcoming and visible base, and further
collaboration with other organisations. It considers what would be lost if MEV were to be
replaced by a web based service. However MEV develops, its experience from 2002
provides an instructive legacy.
Acknowledgements
The main research project was funded by grants from the University of Sheffield and
Manchester Metropolitan University. Further funding was provided by MEV to support 16
in-depth interviews with volunteers. We would like to thank those who have contributed
to the research as interviewees or questionnaire respondents; in particular MEV volunteers
and event managers who have used MEV.
Geoff Nichols
Management School, University of Sheffield
9 Mappin Street
Sheffield S1 4DT
England
g.nichols@sheffield.ac.uk; 0114-222-2184
Rita Ralston
Department of Food and Tourism Management
Manchester Metropolitan University
Hollings Faculty
Old Hall Lane
Manchester, M14 6HR
England
r.ralston@mmu.ac.uk; 0161-247-2734
or rita.ralston@ntlworld.com; 07813 626 907
September 2011
5
Manchester Event Volunteers: A Legacy and a Role Model
6
Manchester Event Volunteers: A Legacy and a Role Model
Contents
1.
Introduction — context and objectives ............................................................. 9
2.
Brief history of MEV ....................................................................................... 10
3.
Research Methods ......................................................................................... 12
4.
MEV’s contribution to developing events
in the North West of England ......................................................................... 13
5.
MEV’s contribution to the volunteers ............................................................. 17
6.
MEV’s Contribution to good practice in volunteer management
and development ........................................................................................... 21
7.
Lessons for volunteering legacies of mega sports events ............................. 22
8.
MEV’s strengths ............................................................................................. 23
9.
MEV’s challenges .......................................................................................... 24
10.
Considerations for development .................................................................... 26
References ................................................................................................................. 28
Related academic output ........................................................................................... 29
Appendices
A
Questionnaire ................................................................................................. 31
B
Questionnaire analysis .................................................................................. 39
C
Event managers’ interview schedule ............................................................. 48
D
Case studies of volunteers’ experiences
to illustrate rewards from volunteering ........................................................... 49
The University of Sheffield Management School ....................................................... 51
Manchester Metropolitan University .......................................................................... 52
7
Manchester Event Volunteers: A Legacy and a Role Model
8
Manchester Event Volunteers: A Legacy and a Role Model
1
Introduction — Context and Objectives
This independent report is directed towards policy makers in local and national
government, volunteer development projects, event managers, academics, Manchester
Event Volunteers management, and MEV volunteers.
Manchester Event Volunteers (MEV) was established as part of the legacy of the 2002
Commonwealth Games in Manchester, UK. Manchester is in the NW of England, the
Greater Manchester area having a population of over 2.2m, and being comprised of ten
boroughs; including the City of Manchester, with a population of 464,000. MEV acts as a
broker between volunteers and event organisers by maintaining a database of volunteers,
advertising events to them, and once they have expressed interest, passing their contact
details on to the event organisers. It supports over 150 events per year and in 2009 had
a database of 1,500 active volunteers, 490 of whom had volunteered in the previous two
years.
This research reports on MEV’s contribution to developing events in the region, the benefits
to volunteers and the contribution to good practice in volunteer management and
development. These contributions illustrate the potential of similar volunteer development
organisations and specifically those established to generate a volunteering legacy after
major sporting events. The report notes practical lessons from the experience of MEV,
future challenges and suggestions for development.
As probably the longest running mega-event volunteer legacy programme in the world
Manchester Event Volunteers (MEV) offers unique insights for future events. This is
particularly pertinent to the volunteering legacy aspirations of the 2012 Olympics1 and
2014 Commonwealth Games; and to the coalition government’s aspirations of developing
a ‘Big Society’ characterised by higher levels of volunteering as an expression of civic
activism2.
The broad aim of the research was to evaluate the long term volunteering legacy of the
Manchester 2002 Commonwealth Games and the relationship between volunteers, MEV
and event managers. In order to achieve this aim the research objectives sought to
answer the following questions:
How important was MEV in allowing Commonwealth Games volunteers to continue
volunteering after the Games and in encouraging others to volunteer?
What do the volunteers want from their involvement with MEV?
• What do MEV want from the volunteers?
• What do volunteers want from events?
• What do event managers want from volunteers and from MEV?
• How is managing volunteers different to managing paid employees?
9
Manchester Event Volunteers: A Legacy and a Role Model
These objectives structure the main part of the report and lead to a discussion of MEV’s
role in providing a legacy from the Commonwealth Games and how this has developed.
While it was not an objective of the research to consider future options for MEV some
possibilities are discussed.
A second phase of research met the objective of exploring the contribution of volunteering
to social inclusion.
Methods were designed to meet these objectives. This report incorporates the results,
but is structured to meet the interests of groups of stakeholders.
2.
A Brief History of MEV
Independent of the 2002 Commonwealth Games, Manchester City Council’s Economic
Initiatives Group held a Single Regeneration Budget (SRB) grant, allocated to be spent
between 1999 and 2004, the bulk of which was spent before 2002. Matched funding
generated a total of £17.7m to run seven social inclusion programmes, including a network
of Pre-volunteer Programmes (PVPs). The PVPs were targeted at the most socially and
economically disadvantaged areas of the North West, and used the Games as a catalyst
to attract the long-term unemployed into training and development which would qualify
them for an interview to become a Games volunteer, but might also help them obtain
paid employment elsewhere. The aims of the SRB projects were focused on improving
skills, educational attainment and personal development within disadvantaged areas3.
This reflected a dominant view of social inclusion as linked to paid employment, although
this is contentious; social inclusion being an ambiguous concept4.
The Economic Initiatives Group had discussed a volunteering legacy in 1998/9, but without
making detailed plans and commitment to a budget. A catalyst to planning a volunteering
legacy was provided by the visit to Manchester in December 2001 of the Minister for
Sport. He was impressed by the enthusiasm of long-term volunteers in the Games’ offices,
who were working in this role for up to two years before the Games, but he noted their
anxieties with regard to further opportunities to volunteer after the Games5. Immediately
after the Games the Legacy Manager was charged with writing a plan for a Post-Games
Volunteer Project. The funds available were approximately £100,000, only about 1.6% of
the original SRB grant.
The Post-Games Volunteer Project (PGVP), was established in January 2003 for a one
year trial period with £400,000 funding from the European Social Fund, the Regional
Legacy Programme, the Greater Manchester Learning and Skills Council and Manchester
City Council. It aimed to continue a social inclusion agenda. The five staff was recruited
from the PVP which meant they could capitalise on personal contacts made prior to the
Games — both with volunteers and organisations in the NW region. They were also able
to influence the direction of the PGVP through their interpretation of, and commitment to,
10
Manchester Event Volunteers: A Legacy and a Role Model
social inclusion. It has been argued that the Games’ legacy was event themed, rather
than event led6, but in this case there was a direct connection between the pre-games
and post-games organisations.
Within four weeks of the Games ending the PGVP contacted 10,500 Games volunteers
and 1,000 people who had gone through the PVP but had not volunteered at the Games
to ask if they were interested in other volunteering opportunities. 2,000 replied positively
and were included on a new PGVP data-base. The first event supported by these
volunteers was in November 2002, requiring 200 volunteers. As other events made contact
it became apparent that the PGVP was providing a previously unmet demand for a broker
between events and volunteers and its work developed in this direction.
Once the funding associated with the establishment of the PGVP ran out further funding
was provided by Manchester City Council. This was only able to support new volunteers
from this local authority area — although the database retained the contacts of previous
volunteers from throughout the North West Region and events outside of Manchester
City are still supported. In August 2005 the Post-Games Volunteer Project was rebranded
as Manchester Event Volunteers, to reflect this restricted focus7.
MEV Procedures
A prospective volunteer will contact MEV by telephone or sign up on the MEV website.
Once or twice a month applicants are invited to a one-hour evening induction session. At
this session MEV staff explain how MEV works, the opportunities available, and what is
expected of volunteers. Applicants are provided with a volunteer handbook and a code
of practice, including their policies and procedures. They are able to ask questions and
then complete an application form, if they are still interested. It is made clear that there is
no obligation to apply if they decide it is not for them.
As soon as they complete the application form their full details are entered onto a database.
They are allocated a unique registration number and they then start to receive MEV
newsletters; either by e mail or by hard copy.
At At the induction meeting volunteers are given the option of taking part in a two day
training course, which is an ‘introduction to team work’. This is an Open College Network
accredited qualification through Manchester Adult Education and is taken by 80–85% of
volunteers.
Prospective volunteers may be recruited directly through MEV leaflets distributed in
libraries, community centres and doctors’ surgeries or through partner organisations,
such as Manchester Youth Volunteering Project, or Greater Manchester Youth Network.
They may also be referred from Job Centre Plus, Stepping Stones or the Incapacity
Benefit Programme.
Events approach MEV to ask for help recruiting volunteers. Events have to complete a
code of practice and health and safety questionnaire to ensure certain volunteer
11
Manchester Event Volunteers: A Legacy and a Role Model
management practices are in place. If MEV are not sure of this or if the event is new to
MEV, staff will contact the event manager to clarify this. MEV staff may spend 3–4 hours
with managers new to using volunteers to advise them on good practice. This advice is
not charged for. MEV requires events that use it to make a contribution to the running
costs of the newsletter. This is selectively waived for community groups.
The newsletter sent to volunteers every month contains details of volunteering and training
opportunities and selected job vacancies. Volunteers select the events they wish to
volunteer for and the contact details of interested volunteers are sent directly to event
managers. Event managers then contact the volunteers directly to send further details of
the event. Prior to 2004 volunteers would respond to MEV, who would then coordinate
them and provide supervision at the event. Thus the event would receive a group of
volunteers, with their own manager from MEV. Since 2004 staff reductions have meant it
is no longer possible for MEV to provide supervisory staff (although they may visit events).
MEV may recommend some volunteers as ‘team leaders’ to take a supervisory role at
events. The team leaders will normally know many of the volunteers, so be able to match
tasks to their capabilities.
In addition to the newsletter MEV sends a weekly e-mail update to more than 1500
organisations involved with volunteers (not volunteers themselves). This provides a
networking role, promotion for events, personal interest articles, job adverts, and
information on funding and training. Thus MEVs role extends to developing volunteering
in general — and it is regarded as a valuable source of advice.
3.
Research Methods
Interviews with MEV staff:
An initial interview was conducted with the MEV
manager to gain a basic understanding of MEVs operations, and this was followed by
more extensive discussions between 2009 and 2011 to explore specific issues.
Focus groups of MEV volunteers: Two groups were conducted in 2009 — the first
with some of the most experienced volunteers and the second with a broader sample —
using a semi-structured approach around broad themes of expectations and experience.
Questionnaire survey of volunteers:
The focus groups and initial interviews with
MEV informed the design of the questionnaire. A questionnaire was posted to all the
active volunteers on the MEV database (1,500 at May 2009). These elicited 271 usable
responses: 10 were returned too late for inclusion in the analysis and 78 returned with an
indication that the addressee was no longer living at that address. This sample represented
52% of the volunteers on the MEV database who had volunteered within the last year
and over-represented those who had volunteered at the Commonwealth Games.
Questions, including open and closed responses, covered: the number of events
volunteered for; the expected rewards from volunteering at events and how volunteers
expected to be managed; volunteers’ views of the service provided by MEV; their views
about volunteering in general and how important MEV had been in allowing Games
12
Manchester Event Volunteers: A Legacy and a Role Model
volunteers to continue volunteering, plus demographic details (see Appendix A,
Questionnaire; and Appendix B, Questionnaire Results).
Interviews with event managers:
Semi-structured interviews were conducted
between September and December 2009 with eight event managers representing a range
of different types and sizes of events. Topics included: the value of the broker service
offered by MEV and the contribution of volunteers to events, thus giving an indication of
economic benefits of volunteering. (see Appendix C, Interview schedule).
Interview with Manchester 2002 Legacy officer:
A further in-depth interview was
conducted with the former Manchester City Council officer who had had major responsibility
for developing and managing the legacy of the Manchester 2002 Commonwealth Games
Analysis of MEV’s database:
Data were provided by MEV to enable the
researchers to identify patterns of membership and patterns of volunteering amongst
their members.
Interviews with MEV volunteers: In 2010 a further 16 in-depth interviews were conducted with MEV volunteers to explore the rewards of volunteering, in particular its relation
to social inclusion and the rewards of employment. (see Appendix D, Case Studies)
All aspects of this research have been undertaken in accordance with the relevant
provisions of the Data Protection Act and the Research Ethics Frameworks from both
universities.
4.
MEV’s Contribution to Developing Events in the North West of
England
An experienced and reliable volunteer labour force
Since 2002, MEV has directed volunteers towards over 1,000 events, including 76 major
events hosted in the Northwest over the last five years (2004— 2009). It is estimated that
these have attracted around four million additional leisure and business visitors and
contributed £150 million to the region’s economy. In the 12 months prior to June 2009, 25
major events brought 1.75 million visitors to the region and generated £45 million event
visitor spend, not including tourism revenue.
UK Sport designated Manchester ‘the World’s Best Sports City 2008’ for its successful
hosting of six international sports events during the year8, four of which were supported
by UK Sport’s World Class Events Programme. These included: the UCI Track Cycling
World Championships, the 9th FINA World Swimming Championships (25m), the Hi-Tec
World Squash Championships, the Paralympic World Cup, the BUPA Great Manchester
Run and the UEFA Cup Final. MEV offered volunteering opportunities at all of these
events.
13
Manchester Event Volunteers: A Legacy and a Role Model
However MEV supports events of all sizes and not restricted to sport. Some events are
run by paid staff but require volunteers: for example exhibitions in museums or events
led by Manchester City Council. Other events are led by volunteers themselves; for
example, charity walks run by hospital friends groups, or events run by friends groups of
local parks. Thus MEV supports the whole breadth of voluntary activity which might be
included in the ‘Big Society’.
Events require between 10 and 200 volunteers. They may last for one day, or for a few
weeks (for example, a specialist exhibition at an arts centre). From the MEV database
the 490 persons who had volunteered in the two years prior to the survey had done so for
a cumulative total of 2,840 volunteering opportunities: on average 5.73 events each, with
a range of 1 to 88 events. This variation in volunteer commitment reflects the ability of
MEV to meet the needs of ‘episodic’ volunteers: those who wish to volunteer at separate,
irregular intervals9. While MEV has a record of the number of volunteer contacts it passes
to event organisers it does not always know the number of volunteers an event uses or
for how long as organisers sometimes do not supply this information after the event;
although MEV request it as a condition of support. So it is not possible to quantify the
volunteers’ contribution and estimate the equivalent value in terms of paid wages.
For event managers a major advantage of working with MEV is the ease of contacting a
large number of volunteers, some of whom had extensive experience of working at events
and could be relied upon. Without the broker service offered by MEV event managers
would have to recruit volunteers individually, although since 2002 other volunteer broker
organisations have been established. Some event managers said that they would either
not be able to operate without the volunteers or at a much reduced scale — suggesting
that MEV has contributed to the expansion in the number and scale of events run in the
region.
Event managers valued volunteers’ experience and training in event work:
MEV volunteers can hit the ground running. When you try to explain in the
briefing that there will be 40,000 people at the events they understand what
that means. They don’t panic … . (Festival organiser)
What I found particularly useful was the expertise of the Manchester Event
Volunteers in that they knew how things worked in terms of people. It was
they immediately who said we will need a dress code … . (Festival organiser)
Some event organisers favourably contrasted the enthusiasm and reliability of MEV
volunteers — important attributes for a successful event — with employees and students:
…the volunteers were there because they wanted to be there and that
immediately reflects in their attitude to the public because they are enthusiastic,
they’re helpful, they’re welcoming to the public. (Festival organiser)
14
Manchester Event Volunteers: A Legacy and a Role Model
… people of the student age, there’s a bit more, ‘this festival’s mine and I can
have a chat’. … it means that sometimes you have to actually go up to people
and say, can you just go over there and do such a thing. While with the retired
people you don’t really get that at all… certainly the MEV volunteers, the
festival is one part of a great big sequence of events that they regularly get
involved with, so they would be exactly the same at the Paralympics as they
would be at the festivals… (Festival organiser)
Reliability was attributed to a MEV collective culture:
The other bonus I think you get from having an organisation like MEV is you
get that “crew culture” thing, they know one another they’re committed to
doing a good job. Not just somebody who’s just walked through the door and
doesn’t care about anyone else who’s there. One of the people I had missed
a bus and was mortified! They weren’t mortified that they’d missed the bus
and so they didn’t get to the event to be’a volunteer, they were mortified that
they’d let down their other volunteers who were with them. (Volunteer
manager).
It has been possible for MEV to arrange for up to 50 volunteers at less than a day’s notice
for event managers who have been let down by other groups of volunteers. This would
only be done where the event manager was known to be well organised by MEV and was
only possible when MEV had the staff capacity to make these arrangements.
Event managers can contact MEV if there are difficulties with particular volunteers. These
may be sensitive issues, such as behaviour or personal hygiene. MEV will then address
these with the volunteer.
Limitations perceived by event managers
For event managers one limitation of using MEV was that they had no information about
the volunteers before they came to the event. Consistent with a commitment to social
inclusion MEV did not wish to provide personal details of volunteers which might allow
event managers to pick and chose according to perceived ability. This might be a more
significant difficulty for managers of large events who require a more ‘programme
management’ approach — defining the roles required and slotting the volunteers into
them10. In contrast, event managers with an emphasis on ‘membership management’, in
which volunteers were allocated to roles to match their aspirations, found this less difficult.
While the experience of some volunteers was highly valued, some might automatically
assume a role of ‘team leader’, implying they should have managerial responsibility. This
might pose difficulties if the event manager found them unsuitable for this role.
15
Manchester Event Volunteers: A Legacy and a Role Model
Reflections on the nature of volunteer management
A general difficulty for volunteer managers is adapting their management style to take
account of the expectations of volunteers for whom volunteering is leisure, as opposed
to paid work. Thus some volunteers might expect greater autonomy, and put greater
value on the personal relationships between themselves and managers, in what has
been understood as a ‘relational’ psychological contract. A psychological contract is a set
of mutual expectations — many of which are unwritten. This concept has been used
extensively to understand the relationship between paid employees and managers, but,
while assuming managers ‘right to manage’, has ignored any power relationships between
the parties. This concept proved useful in previous research, understanding the relationship
between volunteers and event managers in Newham Volunteers11, an organisation which
had modelled itself on MEV (discussed further below).
In a study of Newham volunteers some event managers expressed frustrations that they
could not tell volunteers what to do, in the same way that they could employees, because
volunteers could just ‘walk away’. However, others, with more experience of volunteer
management, appreciated that managing volunteers required much greater sensitivity.
The same views were apparent in event managers using MEV:
You’ve got to tread a lot more carefully with volunteers and especially if it’s a
stressful day. I know we’ve had a couple of problems … last year, one of the
girls spoke quite sharply to one of the volunteers, … We know very well some
members of staff don’t like dealing with volunteers, some members even in
our small team they will avoid like the plague dealing with volunteers because
they don’t know how to deal with them. (event manager)
…if it’s a paid person, you can be more forceful, “right can you just go and do
that?” whereas if it’s a volunteer you have to take into account their feelings,
the fact that they are there off their own back, if they want they can just walk
out and you’re so reliant on them you have to take into consideration their
feelings or emotions. (event manager)
There are two aspects to ‘management’ to consider: management as a reflection of a
relationship of power and authority defined by people’s position in an organisational
structure; and management as a coordinator role, required for effective use of resources.
Some MEV volunteers were unwilling to accept ‘management’ in the first sense, reflecting
their expectations of greater autonomy in leisure. However, some were also unwilling to
accept ‘management’ in the second sense, especially when the event manager was
perceived to be younger and far less experienced than they were. The MEV volunteers
were generally older, 36% of the questionnaire respondents being 60+, so were frequently
older than event managers, several of whom appeared to them to be new graduates
from university courses in event management. Some MEV members had volunteered for
over 20 events a year and a large proportion had volunteered since the Games in 2002.
16
Manchester Event Volunteers: A Legacy and a Role Model
Some volunteers felt they had a right to assume a supervisory role because of their
experience, while some accepted that whatever their role, they may well have more
experience than the event managers and be in a better position to make management
decisions.
Some volunteers’ expectations of their own managerial responsibility were compounded
by their strong sense of identity as ‘an experienced MEV volunteer’. For them volunteering
with MEV had become what has been understood as ‘serious leisure’ — an activity with
a career structure, requiring training and effort, a distinctive sub-culture, and conferring a
sense of identity12.
Thus a challenge to event managers’ expectations to manage comes from the volunteers’
expectations of a different relationship in what to them is a leisure activity engaged in by
free choice, from the considerable experience of some of the volunteers, and from the
sense of identity that for some volunteers is embodied in their volunteer roles.
As volunteers are not tied to an organisation by the need to earn a wage or maintain a
position in a hierarchy related to this, they need to be tied by a shared set of values —
thus volunteers only volunteer for organisations they are interested in — for whatever
reason. Further — personal relationships are a much more important component of the
psychological contract. This was clearly apparent in volunteers’ comments about their
relationship with MEV in which they strongly valued the respect they were shown as
individuals and the way they were spoken to.
All of these considerations contribute to the complexity of volunteer management.
Managers who are aware of them will be more successful.
5.
MEV’s Contribution to the Volunteers
MEV’s contribution to volunteers will vary depending on the volunteer’s circumstance.
Within the questionnaire sample 26% were over the age of 65 and a further 10% between
60 and’65; 41% were retired and 6% were semi-retired. Only 35% were employed or
self-employed and 10% unemployed. Seventeen percent had a long-term illness or
disability.
A reliable broker
In response to the prompted questionnaire statements the five most important things
MEV provided for volunteers, in rank order, were: making them aware of new volunteering
opportunities; allowing them to pick the events they wanted to work on; keeping them
informed of events in Manchester; allowing them to volunteer as much or as little as they
wanted; and allowing them to volunteer when they wanted to and for the events they
chose.
17
Manchester Event Volunteers: A Legacy and a Role Model
This accommodates the needs of episodic volunteers; volunteers prepared to commit for
a discrete period of time, rather than for a sustained length; and allows a large degree of
autonomy — consistent with volunteering as leisure.
This is important because there appears to be a trend towards episodic volunteering —
reflecting real and perceived time pressures in people’s lives: time pressures being the
most common reasons given for not volunteering. This will be a trend the Big Society
agenda will need to accommodate.
For volunteers an advantage of volunteering through MEV was that volunteers knew the
events had been vetted for good practice in volunteer management. Further, if there
were any difficulties volunteers knew they could contact MEV immediately; interviewees
gave examples of this.
Of the volunteers who had been involved in the Commonwealth Games 81% either
‘strongly agreed’ or ‘agreed’ (on a five point scale) that through MEV they had been able
to volunteer more frequently after the Games — thus it is very likely that MEV has facilitated
increased volunteering by this group.
Developing employability
MEV offered training, and for those seeking employment it offered: information on job
opportunities (through its regular newsletter), help with CV preparation, advice on
interviews and a long-term mentor relationship — if the volunteers wanted this. Clearly
this is most relevant for the 10% of volunteers who were unemployed, and less for the
47% who were retired / semi-retired. However, the interview sample included volunteers
who had been helped into employment through their experience of MEV. Through the
Open College Network volunteers can take the first nationally recognised basic level
qualifications in event volunteering, sports volunteering and events team leadership. This
enabled MEV volunteers to take a more active supervisory role in events and for some to
gain employment in the events industry. The newsletter includes employment opportunities
as well as ones for volunteering.
I got a place on a basic skills teaching course more because of my ‘Games’
experience than my ‘academic’ background. I got a free training weekend
and got a GMOCN certificate which could help with future employment.
I became a volunteer during long term unemployment to give me something
to look forward to. When I gained employment it [having worked as a volunteer]
was one of the main reasons why I got the job.
Volunteering could provide confidence as well as skills:
If I hadn’t volunteered for the Commonwealth Games … I’d be really, probably
down, really depressed, wouldn’t have the confidence or the skills to get out
18
Manchester Event Volunteers: A Legacy and a Role Model
there and do anything, probably unemployed, long term …. I’d probably not
be in the position I’m in now. … I must admit when I came to the end of the
Games I kept thinking what am I going to do now, and it was then that, I found
out about MEV, I thought aah, that’s just what I need, an organisation, that I
can represent, be part of a team, and go to events, when the employer’s said
‘well what have you been doing’ and I said ‘ok, I haven’t been just sitting at
home I’ve been volunteering for various organisations, I’ve been using the
skills and the knowledge that I’ve got, to help them’
However the experience of volunteering could also make volunteers aware of the value
of an alternative work / life balance, and helped them chose a more satisfying life style by
reducing paid work, or changing it. For example, a volunteer described taking early
retirement so he could do more volunteering:
I honestly left me job because … I liked to do volunteering … When you’re
involved in an event you know’… it’s a real buzz then, which you don’t quite
get at work.
This could be regarded as counter to a social inclusion agenda, defined by increasing
employability (discussed below). On the other hand, it is consistent with the development
of volunteers as people, empowering them to make their own choices.
It is impossible to quantify the number of people who have been helped into employment
by MEV because one could not require all MEV members to report a move into
employment, and then to attribute it directly to MEV. However, the experience of individual
volunteers who had done this would be a valuable focus for further research.
Other rewards from volunteering
Volunteers expressed several other rewards from volunteering. These included: being
able to make a contribution to society and to Manchester in particular; having a sense of
purpose; being part of a team as MEV, and for the ex-Commonwealth Games volunteers,
a legacy of feeling associated with the Commonwealth Games and the other volunteers
in it:
I want to continue volunteering because of the great sense of pride and
experience at the 2002 Commonwealth Games. A coming together of people
from around the world with one common aim, and they came to ‘Manchester’.
I was extremely proud & felt privileged to be involved in the Commonwealth
Games. MEV have helped me continue feeling proud and privileged in
volunteering at events. They are a great team and good friends.
19
Manchester Event Volunteers: A Legacy and a Role Model
Volunteering and a broader contribution to social inclusion
MEV was developed from the PGVP, and in turn from the PVP. Both of these programmes
were justified with reference to the dominant political view of social inclusion as derived
from employment, and thus the focus of the programmes, especially in funding bids, was
on increasing employability. However, the PVP staff recruited to MEV had a far broader
view of inclusion. This has been reflected in MEV’s work — and in the experience of
volunteers.
For the large proportion of volunteers who are retired, and for those over 65, gaining paid
employment is irrelevant. However, the in-depth interviews with 16 volunteers revealed
the very significant rewards from volunteering of feeling part of society and feeling able
to contribute. A retired volunteer, who had been very active in the Commonwealth Games
described becoming involved:
Well I started volunteering because of a most unusual thing...I fell down the
stairs the day after my wife’s funeral and broke all my ribs, got up and sat in a
chair, and I couldn’t move and the chap across the road … said how he’d
been a volunteer...so I thought I’ll have a go at that — I’ll get out of this chair.
… Then my daughter mentioned the Manchester Events Volunteers…
He continued as a stalwart of MEV until his death in 2010. Another reported:
I am retired. I would not have met so many people, the MEV volunteers are
like a second family to me. When we meet at events we greet one another.
Another volunteer reported how volunteering with first the Commonwealth Games and
then with MEV had given her the confidence to rebuild her life and establish her own
sense of identity and worth following the death of her husband. Another described how
MEV had provided a focus and purpose in life through a long period of unemployment.
Brief examples of volunteers’ experiences are provided in Appendix D to illustrate the
rich rewards from volunteering.
Volunteering though MEV has enabled volunteers to experience social inclusion in a
much broader sense than just gaining paid employment, but in a way that is impossible
to quantify. With respect to the ‘Big Society’ MEV has provided the infrastructure to facilitate
volunteering. While it is notoriously hard to identify volunteer motivations, which change
with their experience 9, some of these are clearly to be able to contribute to society and
play an active part. MEV facilitates this.
The main suggestion that volunteers had for improvement of MEV was that they would
like to be informed when events did not require them so they could clear their diaries for
something else. MEV have no control over this as since 2004 liaison with volunteers has
been left to event managers once they have been passed volunteer contacts.
20
Manchester Event Volunteers: A Legacy and a Role Model
Some volunteers would also like a MEV uniform, or something that distinguishes them
as a MEV volunteer at events. This appears to be precluded by some event’s dress
code.
MEV’s relationship with volunteers
As noted when discussing volunteer management in the context of event managers, the
relationship with volunteers is a very important component of the ‘psychological contract’.
This was even more important in the ongoing relationship with MEV. Volunteers
commented on MEV:
Listens to its volunteers and treats them with courtesy, dignity and respect.
Total empathy, professionalism and friendliness in all their dealings, whether
with volunteers or other organisations
I have experienced the MEV staff treat all their volunteers with the greatest
respect and treat them all the same. They also have other nationalities which
they are very welcomed and they are treated no differently
Myself & my daughter … have always been treated v. well and we appreciate
all the help and support we’ve received over the years. MEV are ‘special’
friends. Bless them.
A common theme was the respect with which volunteers felt they were treated. This
again reflects the developmental role with volunteers MEV staff expect to take, developing
volunteers through volunteering and respecting their individuality.
6.
MEV’s Contribution to Good Practice in Volunteer Management and
Development
Event management
MEV staff offered support to event organisers on standards for volunteering and how to
deal with and manage volunteers. For some organisers new to using volunteers this was
extremely valuable.
[The MEV manager] was fantastic and he came out for a meeting to discuss
setting up a volunteer policy looking at role descriptions, application forms
and also how to structure the volunteer interviews. He sent us lots of really
valuable information that enabled us to work on our documents and really
understand what the difference was between volunteers … [and] paid members
of staff, … (Event organiser using volunteers for the first time)
21
Manchester Event Volunteers: A Legacy and a Role Model
This manager explained how MEV staff had made her aware of aspects of volunteer
management she would never have considered:
…they gave examples of their handbook that they give to volunteers which
was like a phenomenal thing! That had the most ridiculous thing in it and
you’d think “oh my god do people really do that?” but obviously they have!
You know like “please do not bring your dog to work!”
MEV insists on a code of practice and minimum standards, including; food, rest breaks,
uniform, reimbursement of expenses, insurance cover, health and safety procedures,
etc. before they agree to work with an event. Event organisers reported that MEV had
‘raised the bar’ and ‘set the gold standard for volunteering at‘events’.
However, MEV have no control over the volunteers once they are at the event. For example
some experienced volunteers might automatically assume a team leader role, but not be
the most sensitive of managers. The requirement for event managers to manage
volunteers in a sensitive way extended to volunteers managing other volunteers.
As a role model organisation
MEV has offered a role model for others, such as in Liverpool following its year as City of
Culture, in Newham, East London13 and has been asked to advise a potential new
programme in Dorset, on the south coast, based around the 2012 Olympic sailing facility.
Policies and procedures used by Newham Volunteers, established in 2004, were adopted
directly from MEV. The most valuable legacy of MEV could be to act as a role model
organisation for volunteer broker organisations meeting the needs of the increasing
numbers of episodic volunteers, and more specifically for legacy organisations following
major sporting events.
7.
Lessons for Volunteering Legacies of Mega Sports Events
MEV provides several practical lessons for promoting a volunteer legacy after a major
sporting event, such as the 2012 Olympics or 2014 Commonwealth Games.
Timing of specific commitments to a legacy programme
It is extremely difficult to discuss a legacy seriously, and especially to allocate a budget
for it, less than 2 years before a major event in the face of the imperative of successfully
running a mega sporting event. As an interviewee put it: from about two years before the
event, “the momentum just becomes so huge that the steam roller sort of tramples you,
unless you’ve got a way of working with it”. The over-riding priority is to run the event
successfully. Much more political capital rests on this than on a legacy.
22
Manchester Event Volunteers: A Legacy and a Role Model
Use of the Games database by a legacy organisation
Only immediately after the Games was it realised that the licence for the Games database,
holding the contact details of the volunteers, expired 4 weeks after the Games. It was
fortuitous that this could be used in time to contact the volunteers and ask if they would
like to continue volunteering. Better planning would ensure a Games data base was
available to a post-Games organisation. Further, Games volunteers should be asked if
they agree to be contacted pos-games when they initially volunteer.
Importance of independent funding
It has been argued that there should have been greater integration of the legacy planning
and the management of the Commonwealth Games6. This may have allowed an event
development strategy to have been combined with one for developing volunteers to support
them — which was not the case. However, it was important that the programme’s initial
SRB funds were entirely independent of the budget for running the Games. As the manager
at the time put it — ‘there was no possibility that the budget could have been redirected
for painting the white lines’. So there was no possibility of funds being diverted from
delivering a legacy to delivering the Games.
Capitalising on the event euphoria
Post-games there was a window of opportunity, estimated at about 5 weeks, during which
a bid for further funding for a volunteer legacy could capitalise on the ‘feel good’ factor
generated by the event. Thus it was essential that staff were in place to do this.
The balance of legacy spending pre and post event
When applications were made for further grants to fund the PGVP only 1.6% of the
original SRB funding for a legacy was left to match them. Some have argued that it would
be prudent to retain a larger proportion of the legacy funding to spend after the event.
The key role played by local government in legacy creation
The Games delivery organisation started to disband immediately after the Games. The
key organisation existing both before and after the Games was local government —
Manchester City Council. Therefore the best organisation to take responsibility for the
volunteering legacy is one that transcends the period of the games.
8.
MEV’s Strengths
In all its activities MEV epitomises, delivers and reinforces Manchester City Council’s
corporate vales of People; Pride; Place. It makes a major difference to the lives of those
Manchester residents who belong to MEV and other people who enjoy the fruits of the
service that MEV provides.
23
Manchester Event Volunteers: A Legacy and a Role Model
The major strengths of MEV include:
• Reputation for the ability to provide reliable and experienced event volunteers,
sometimes at very short notice.
• Significant core of very dedicated and experienced volunteers.
• Ability to offer the type of flexible volunteering experience to meet a wide variety of
volunteer needs, including those of the increasing number of episodic volunteers.
• Quality of relationships with volunteers and with event managers.
• Recognized expertise in volunteer management and volunteer training at local, regional
and national level.
• Raising and maintaining the standards of volunteer management practice in events
and other settings.
• Providing a role model for other volunteer programmes.
• Involvement with a wide range of other mainstream volunteering agencies in the NW
and across the UK., for example, Volunteering Community Network (VCN).
• Involvement in the development and piloting of a number of local and national
volunteering schemes and new volunteering initiatives.
• Success in increasing the number of people from specific target groups and excluded
communities in volunteering at events and other volunteering situations.
• Improving the quality of the volunteer labour force through providing a range of credited
and non-credited training opportunities.
• Regular communication with a substantial number of active and potentially active
volunteers.
• Advertising a range of general as well as event volunteering and employment
opportunities.
• Providing individual support, guidance and training opportunities for skills development
and increased employability through volunteering.
• Making a very significant but intangible contribution to social inclusion, active citizenship,
employability, physical and mental health — interpreted in the broadest sense.
In all these respects MEV has been able to develop its expertise since 2002 and this has
been aided by the continuity of staff. Staff continuity is especially important in maintaining
the good relationships with volunteers which are an important contribution to their loyalty
to the organisation. These strengths put MEV in an excellent position to contribute to
central government’s ‘Big Society’ agenda. The promotion of volunteering is greatly
facilitated by organisations such as MEV which provide a structure and framework of
opportunities.
24
Manchester Event Volunteers: A Legacy and a Role Model
9.
MEV’s Challenges
Despite its success and strengths MEV faces a number of challenges:
• There is no formal link with the Council’s event unit, and has not been since the
establishment of MEV. A link in 2002 would have enabled a strategic link between
developing events and developing volunteers to staff them, as part of a Games legacy.
• Although there are informal links with the events team in Marketing Manchester the
availability of an experienced event volunteer labour force does not feature very
prominently as a unique selling point of Manchester as an events destination.
• MEV’s office ‘hidden’ in the Town Hall is not easy to find or welcoming for potential
volunteer enquiries, new volunteers and other agencies. Consequently, MEV is
perceived as having a low profile amongst the general Manchester population. (Its
office, post-relocation in 2011 to the Third Sector Team, is in a new building, but still
very difficult for new volunteers to find.)
• Perception and confusion in the identity and central purpose and role of MEV. Its role
is broader than just event volunteering. Similarly, it supports events and other
volunteering opportunities further afield than Manchester
• Since 2002 a number of alternative volunteer broker organisations have become
established in Manchester, especially to deal with the demand from students for
experience related to their courses and sports volunteering. MEV has to find its own
distinctive role amongst these.
• Limited staffing resources which reduces the opportunity for MEV management to be
present during events to liaise with volunteers and monitor volunteer management
practices. (This has been further reduced post-2001.)
• Inability to recruit from outside of the City of Manchester boundary.
• Unreliable funding base. Although MEV had secured a comparatively small core budget
in recent years, the disproportionate amount of time needed to constantly chase other
sources of funding has distracted MEV staff and reduced the time available for their
main duties and purpose.
• The specific criteria and requirements of funding applications has led to MEV
occasionally having to modify its role and procedures to accommodate these criteria.
While being a part of Manchester City Council has many advantages, MEVs local
authority status makes it difficult to raise funds and generate income.
• Managing volunteers is inevitably complicated by their own strengths and weaknesses
which they bring to events. Some might have personal issues which may be perceived
by event managers as a hindrance to an effective volunteer role rather than as potential
for development through the experience of volunteering.
• The most significant challenge to MEV is response and adaptation to the major funding
cuts imposed on Manchester City Council by central government. This report is not a
response to these, but comes at a moment when a major review is inevitable.
25
Manchester Event Volunteers: A Legacy and a Role Model
10.
Considerations For Development
MEV is now establishing its new role in the Third Sector Team.
It is recommended that MEV collect data to measure performance in relation to economy,
efficiency, effectiveness and equity. These could be used to set targets and measure
performance in ways that could not have been anticipated in 2002, but which could offer
further examples of good practice to similar organisations developing now. In doing so
the outputs could be related to the costs of running the programme to show, for example,
how much it costs to support 490 active volunteers over two years, or 25 major events
over 12 months. Information on performance presented in this form would be valuable to
support funding applications. The quantitative monitoring information presently compiled
by MEV includes new volunteers engaged per month — (broken down to show those
disabled and from black and ethnic minority groups) and the number of events offered
per month.
Information presently lacking includes how many volunteers events actually use and for
how many hours. Providing this information could be emphasised as an expectation of
event managers. It would allow a further estimation of MEV’s economic contribution.
Recognising that there is a danger in relying only on quantitative data these figures need
to be supplemented by accounts of good practice and brief case studies of volunteers.
The analysis of the contribution of volunteering to social inclusion, above, demonstrates
the value of qualitative data.
As noted above — a visible presence in the city centre would greatly improve MEV’s
profile, and also work with other council departments or other event broker organisations.
It is beyond the scope of this report to make specific suggestions, but the Central Library
could offer a more visible and accessible space.
It would be possible to provide a volunteer broker service merely through a web site, as
is provided by the Greater London Authority14. However, for volunteers, this would not
provide: the development of volunteers through mentoring, support in employment,
training, etc; a personal relationship to bind volunteers to the organisation; assurance for
volunteers that events had been vetted for good practice; a contact for volunteers if there
were problems at events; a hard copy of the events newsletter for volunteers without
access to the internet (especially relevant for the elderly and those on low incomes); and
the social rewards from volunteering as part of a group with a strong sense of identity.
For event managers it would not provide advice on good practice in volunteer
management. It would not be able to provide advice and a role model to other volunteer
development organisations. Thus a purely web site based service would be considerably
inferior.
26
Manchester Event Volunteers: A Legacy and a Role Model
It might be possible to involve MEV members more actively in managing MEV. However,
this is a complex and sensitive role requiring considerable skills. Appointment of volunteers
to this type of position would require the same thorough recruitment and selection
procedures as to formal paid employment, possibly with an honorarium as a recognition
and incentive to make a long term commitment. Appointing the wrong person to this role
could have disastrous consequences.
In conclusion, this research has identified MEV’s economic contribution to developing
events in the region, the benefits to volunteers and the contribution to good practice in
volunteer management. These considerable achievements illustrate the potential of similar
volunteer development organisations and specifically those established to generate a
volunteering legacy after major sporting events. As probably the longest-running mega
event volunteer legacy programme in the world, MEV provides a unique role model for
other volunteer organisations. In all its activities MEV epitomises, delivers and reinforces
Manchester City Council’s corporate values of People; Pride; Place.
Geoff Nichols
Management School
University of Sheffield
9 Mappin Street
Sheffield S1 4DT, England;
g.nichols@sheffield.ac.uk; 0114-222-2184
Rita Ralston
Department of Food and Tourism Management
Manchester Metropolitan University,
Hollings Faculty, Old Hall Lane,
Manchester, M14 6HR, England
r.ralston@mmu.ac.uk 0161-247-2734
or rita.ralston@ntlworld.com 07813 626 907
September 2011
27
Manchester Event Volunteers: A Legacy and a Role Model
References
1.
DCMS (2008) Before, During and After: Making the Most of the London 2012
Games.
2.
Alcock, P. (2010) Building the Big society: a new policy environment for the third
sector in England. Voluntary Sector Review 1(3) 379-390.
3.
ECOTEC Research and Consulting (n.d.) An Evaluation of the Commonwealth
Games Legacy Programme. http://www.mev.org.uk/community/documents/
An_Evaluaion_of_the_Commonwealth_Games_Legacy_Programme.pdf
[accessed 22/2/10]
4.
Levitas, R. (2005) The Inclusive Society? Social Exclusion and New Labour, 2nd
edn, Basingstoke: Palgrave.
5.
Games Final Report (n.d.). The XVII Commonwealth Games 2002 Manchester,
Executive Summary, E2. http://www.gameslegacy.co.uk/cgi-bin/index.cgi/
96?split=1&p=4 [accessed 28/3/2010].
6.
Smith, A. and Fox, T. (2007) From ‘Event-led’ to ‘Event-themed’ Regeneration:
the 2002 Commonwealth Games Legacy Programme, Urban Studies, 44(5/6),
pp. 1125-1143.
7.
Manchester Event Volunteers — Welcome.—http://www.mev.org.uk/ [accessed
19/2/11].
8.
UK Sport (2008) Manchester Named World’s Best City for Sport. http://
www.uksport.gov.uk/news/manchester_named_world_best_city_for_sport/
[accessed 11/1/2010].
9.
Rochester, C., Paine, A. and Howlett, S., with Zimmeck, M. (2010) Volunteering
and Society in the 21st Century. Basingstoke: Palgrave.
10.
Cuskelly, G., Hoye, R. and Auld, C. (2006) Working with volunteers in sport: theory
and practice London: Routledge.
11.
Nichols, G. and Ojala, E. (2009) Understanding the Management of Sports Events
Volunteers through Psychological Contract Theory, Voluntas, 20 (4), pp. 369 387.
12.
Stebbins, R. (2004). Introduction. In R. Stebbins, & M. Graham (Eds.) Volunteering
as leisure / leisure as volunteering: an international assessment. (pp. 1!–5).
Wallington: CABI Publishing.
13.
Newham Volunteers (2010) Newham Volunteers. http://www.newham.gov.uk/
YourCommunity/Volunteering/Newhamvolunteers.htm [accessed 6/1/10].
14.
Greater London Authority (2007) Volunteer London. http://www.london.gov.uk/
volunteer [accessed 5/1/2010].
28
Manchester Event Volunteers: A Legacy and a Role Model
Related academic output
Nichols, G. & Ralston R. (forthcoming) Social inclusion through volunteering — a potential
legacy of the 2012 Olympic Games. Sociology.
Nichols, G. & Ralston R. (2011) Lessons from the Volunteering Legacy of the 2002
Commonwealth Games. Urban Studies.
Published online before print March 31, 2011, doi: 10.1177/0042098010397400
Nichols, G. & Ralston, R. (2010) Lessons from the Volunteering Legacy of the 2002
Commonwealth Games, Paper presented at the conference of the British Academy
of Management, September 2010.
Nichols, G. & Ralston, R. (2010) Generating a volunteer legacy from a major sporting
event: Manchester Event Volunteers — lessons of a legacy of volunteering from
the 2002 Commonwealth Games. Paper presented at the conference of the
Australian and New Zealand Leisure Studies Association. February 2010, Brisbane,
Australia
Nichols, G. & Ralston, R. (2010) Social inclusion through volunteering — a legacy of a
mega-sports event. Paper presented to the conference of the Leisure Studies
Association, Leeds, July 2010.
29
Manchester Event Volunteers: A Legacy and a Role Model
30
Appendix A
Volunteer Expectations — Questionnaire
Section A:
A1.
MEMBERSHIP OF MEV
When did you join Manchester Event Volunteers (MEV)?
Month _____________ Year ______________
A2.
Approximately how many events have you volunteered for, through MEV, in the last
12 months?
_____________________ Events
31
Section B:
B1.
EXPECTATIONS FROM VOLUNTEERING AT EVENTS
To what extent do you agree with the following statements regarding what you expect
from volunteering at events?
The numbers 1 to 5 can be thought of a scale, with 1= strongly agree, 2= agree, 3=
neutral, neither agree nor disagree, 4= disagree, 5= strongly disagree with the
statement.
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Please circle ONE number for EACH statement
a.
Do a job which will challenge me
1
2
3
4
5
b.
Be able to make a difference to the local community
1
2
3
4
5
c.
Meet celebrities
1
2
3
4
5
d.
Make other people happy
1
2
3
4
5
e.
Be able to access areas of events not normally open
to the public
1
2
3
4
5
f.
Feel that I am representing MEV
1
2
3
4
5
g.
Make a contribution to the image of Manchester
1
2
3
4
5
h.
Gain skills and experience to add to my CV
1
2
3
4
5
i.
Learn something new
1
2
3
4
5
j.
Be given rewards and souvenirs from specific events
1
2
3
4
5
k.
Be given an opportunity to take responsibility
1
2
3
4
5
l.
Feel part of a team
1
2
3
4
5
m.
Use my knowledge and experience
1
2
3
4
5
n.
Make a contribution to the local economy through
supporting events
1
2
3
4
5
o.
Be able to help others
1
2
3
4
5
p.
Have a reason to get me out of the house
1
2
3
4
5
q.
Meet different types of people
1
2
3
4
5
r.
Learn and develop new skills
1
2
3
4
5
s.
Keep in touch with friends who are MEV volunteers
1
2
3
4
5
t.
Make new friends
1
2
3
4
5
u.
See part of the event
1
2
3
4
5
When I volunteer at an event I expect to:
B2.
Is there anything else you expect from volunteering at events?
Please specify:
_______________________________________________
_______________________________________________
32
Section C:
C1.
BEING MANAGED AT EVENTS
How important to you are each of the following aspects of the way you are managed
at events?
The numbers 1 to 5 can be thought of a scale, with
1 = Extremely important, 2 = Important, 3 = Neutral, neither important nor
unimportant, 4 = Not important, 5 = Not important at all
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.
n.
o.
p.
q.
r.
s.
t.
u.
v.
w.
x.
y.
z.
aa.
bb.
cc.
dd.
C2.
Not Important at
all
Not Important
Neutral
Important
When I volunteer at an event it is important that Event
Managers:
Treat me in the same way as paid staff
Rotate my role
Let me know before the event exactly what I will be doing
Recognise that as a volunteer I have other commitments
Treat me with courtesy
Give me the role I volunteered for
Take account of transport availability when allocating my
shifts
Take account of my skills and capabilities when
allocating my role
Organise the work of the volunteers effectively
Give clear instructions for technical tasks
Allow me to be free to do as I please
Treat me in the same way as other volunteers
Provide training to help me do the work well
Intervene if other volunteers are not doing their job
properly
Allow me to show the public that I am an MEV volunteer
Meet health and safety standards
Give me the right tools and equipment to do the job
Allow me to say if I don’t want to do something
Welcome me when I arrive
Do not patronise me
Give me a thorough brief at the event on what I need to
do
Tell me who to ask for help if I need it
Provide food and drink
Thank me for my contribution
Give everyone an opportunity to be a team leader
Reimburse my transport costs
Listen to volunteers’ concerns
Make paid staff aware that they will be working with
volunteers
Share out volunteer roles fairly
Have MEV staff on-site to manage the MEV volunteers
Very Important
Please circle ONE number for EACH statement
1
1
1
1
1
1
2
2
2
2
2
2
3
3
3
3
3
3
4
4
4
4
4
4
5
5
5
5
5
5
1
2
3
4
5
1
2
3
4
5
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
1
2
3
4
5
1
1
1
1
1
1
2
2
2
2
2
2
3
3
3
3
3
3
4
4
4
4
4
4
5
5
5
5
5
5
1
2
3
4
5
1
1
1
1
1
1
2
2
2
2
2
2
3
3
3
3
3
3
4
4
4
4
4
4
5
5
5
5
5
5
1
2
3
4
5
1
1
2
2
3
3
4
4
5
5
Is anything else important about the way you are managed at events? Please specify:
______________________________________________
33
Section D.
D1.
VOLUNTEERING WITH MEV AS AN ORGANISATION
How important to you are the following things that MEV does?
The numbers 1 to 5 can be thought of a scale, with
1 = Extremely important, 2 = Important, 3 = Neutral, neither important nor
unimportant, 4 = Not important, 5 = Not important at all
a.
b.
c.
d.
e.
f.
g.
h.
i
j.
k.
l.
m.
n.
o.
D2.
Makes me aware of new volunteering
opportunities
Reassures me events are insured
Checks events have met H&S standards
Provides training and skill development
Allows me to meet other MEV volunteers at events
Provides a contact for me to check on event
details
Allows me to volunteer when I want to
Is available to give advice on events when I need it
Allows me to volunteer as much or as little as I
want
Allows me to volunteer at a wide range of events
Allows me to pick the events I want to work on
Keeps me informed of events in Manchester
Is there to support me if I need it
Mediates between volunteers
Provides a CRB check
Not
Important
Not
Important at
all
Neutral
MEV:
Important
Very
Important
Please circle ONE number for EACH statement
1
2
3
4
5
1
1
1
1
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
1
2
3
4
5
1
1
2
2
3
3
4
4
5
5
1
2
3
4
5
1
1
1
1
1
1
2
2
2
2
2
2
3
3
3
3
3
3
4
4
4
4
4
4
5
5
5
5
5
5
Is there anything else MEV does that is important to you? Please specify:
__________________________________________________________________________
______________________________________________________
D3.
What is the ONE best thing that MEV does as an organisation?
Please specify:
________________________________________________________________
D4.
If you were to make any suggestions for improving MEV what would
they be?
Please specify:
__________________________________________________________________________
______________________________________________________
34
Section E:
E1.
MEV AND THE COMMONWEALTH GAMES
Were you a volunteer at the Manchester 2002 Commonwealth Games?
Please tick one box only
E2.
If yes, please answer questions E2. and E3. then go on to Section F.
Yes
No
If no, please go on to question E4.
If you were a volunteer at the Manchester 2002 Commonwealth Games, to what
extent do you agree with the following statements about how MEV influenced your
volunteering after the Games?
The numbers 1 to 5 can be thought of a scale, with
1 = Extremely important, 2 = Important, 3 = Neutral, neither important nor
unimportant, 4 = Not important, 5 = Not important at all
e.
f.
g.
h.
I would have continued to volunteer whether MEV
existed or not
Without MEV I would have stopped volunteering
altogether
Without MEV I would have had to look for other
organisations to volunteer with
Strongly
Disagree
d.
Disagree
c.
Neutral
b.
Through MEV I have been able to volunteer more
frequently after the Games
Through MEV I have been able to volunteer for a wider
range of organisations after the Games
Without MEV I would not have kept in touch with other
Games volunteers
Without MEV I would not have continued to use the
skills I developed at the Games
MEV has developed my team leadership skills
Agree
a.
Strongly
Agree
Please circle ONE number for EACH statement
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
E3.
Are there any other ways in which MEV has made a difference to your
Please specify:
after the Manchester 2002 Commonwealth Games?
volunteering
__________________________________________________________________________
______________________________________________________
35
If you were NOT a Manchester 2002 Commonwealth Games Volunteer, to what
extent do you agree with the following statements about the effect of MEV on your
volunteering?
The numbers 1 to 5 can be thought of a scale, with
1 = Extremely important, 2 = Important, 3 = Neutral, neither important nor
unimportant, 4 = Not important, 5 = Not important at all
1
2
3
4
5
d.
MEV has developed my team leadership skills
e.
Without MEV I would not be volunteering at
present
Without MEV I would have had to look for other
organisations to volunteer with
MEV has encouraged me to take up
volunteering
b.
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
f.
1
2
3
4
5
g.
1
2
3
4
5
36
Disagree
Disagree
c.
MEV has enabled me to volunteer more
frequently
MEV has enabled me to volunteer for a wider
range of organisations
MEV has enabled me to develop my skills
Strongly
Neutral
a.
Agree
Agree
Please circle ONE number for EACH statement
Strongly
E4.
Section F.
To what extent do you agree with the following statements regarding how you feel
about volunteering in general?
The numbers 1 to 5 can be thought of a scale, with
1 = Extremely important, 2 = Important, 3 = Neutral, neither important nor
unimportant, 4 = Not important, 5 = Not important at all
Agree
Neutral
Disagree
Strongly
Disagree
Please circle ONE number for EACH statement
Strongly
Agree
F1.
VOLUNTEERING IN GENERAL
a
Is essentially unpaid work
1
2
3
4
5
b
Does not make me feel part of a bigger group
1
2
3
4
5
c
Is a gift of time
1
2
3
4
5
d
1
2
3
4
5
1
2
3
4
5
f
Can sometimes feel like hard work for the
rewards
Provides an additional resource for an
organisation
Has no effect on how good I feel about myself
1
2
3
4
5
g
Allows me to express my personal values
1
2
3
4
5
h
Means my skills and experience are valued
1
2
3
4
5
i
Is an important part of being a good citizen
1
2
3
4
5
j
Can require a lot of effort but is worth it
1
2
3
4
5
k
Does nothing to promote good causes
1
2
3
4
5
l
Does not save the organisation money
1
2
3
4
5
m
Allows me to make a contribution to society
1
2
3
4
5
n
Does not help make society a better place
1
2
3
4
5
o
Does not make any contribution to the economic
development of the region
1
2
3
4
5
I feel that volunteering:
e
37
Section G.
WHO VOLUNTEERS WITH MEV?
Please note: any information you provide here will not be shared with any third parties
G1.
What gender are you? Please tick one box only
Male
G2.
G3.
Female
What is your age group? Please tick one box only
16-24
25-34
35-44
45-54
55-64
65-74
75+
Prefer not to answer
What is your ethnic origin? Please tick one box only
Ethnic origin refers to members of an ethnic group who share the same cultural
identity. This does not mean the country of birth or nationality.
White
Black
Mixed Race
Asian
Prefer not to answer
Other (please specify) ___________________________________
G4.
Do you have any long-term illness, health problem or disability which limits your daily
activities or the work you can do? Please tick one box only
Yes
G5.
No
Prefer not to answer
What is your current status? Please tick all boxes that apply to you
Self employed
Student/ studying
Employed
Carer
Unemployed
Other voluntary work
Retired
Semi-retired
Not working (e.g. at home parent) Prefer not to answer
Other (please specify) ___________________________________
Thank you very much for taking the time to complete this questionnaire.
Your response will help in the design and improvement of other volunteer programmes.
Please put the completed questionnaire into the attached pre-paid envelope and return it to
Rita Ralston, Manchester Metropolitan University, Old Hall Lane, Manchester, M14 6HR.
It would be very helpful if all questionnaires were returned by 5th August.
38
Appendix B — Questionnaire Results
Patterns of Membership and Volunteering
Although the majority of volunteers joined in 2002 at the time of the Commonwealth Games,
Table 1, below, shows a steady increase in new membership in recent years. This pattern is
replicated in the MEV database. (23 respondents, 8.5% did not answer this question).
Table 1:
When volunteers joined MEV
Year
1997
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
Total
n
1
3
18
137
14
6
4
11
16
17
21
248
%
0.4
1.1
6.6
50.6
5.2
2.2
1.5
4.1
5.9
6.3
7.7
91.5
Patterns of volunteering were varied, as shown in Table 2 below. A third or respondents had
not volunteered within the previous year yet others had volunteered for between 5-10 events
and 2% of respondents had volunteered for up to 30 events. On average respondents
volunteered for 2.73 events.
Table 2:
Number of events volunteered for, through MEV, in the last 12
months.
Number of Events
0
1-2
3-4
5-10
11-30
% of Respondents
33.0
29.0
17.0
19.0
2.0
39
Expectations from volunteering at events and being managed at events
Respondents were asked to rate on a Likert scale how strongly they agreed or disagreed with
a series of statements regarding what they expected from volunteering at events. The scale
comprised 1= strongly agree, 2= agree, 3= neutral, neither agree nor disagree, 4= disagree,
5= strongly disagree. Table 3 below shows the ranked mean for each statement. The lowest
mean represents the most popular expectation.
Table 3:
What volunteers expect from volunteering at an event
When I volunteer at an event I expect to:
Be able to help others
Feel part of a team
Make a contribution to the image of Manchester
Use my knowledge and experience
Meet different types of people
Make other people happy
Feel that I am representing MEV
Be able to make a difference to the local community
Learn something new
Make a contribution to the local economy through supporting events
Learn and develop new skills
Make new friends
Be given an opportunity to take responsibility
See part of the event
Do a job which will challenge me
Gain skills and experience to add to my CV
Keep in touch with friends who are MEV volunteers
Be able to access areas of events not normally open to the public
Have a reason to get me out of the house
Be given rewards and souvenirs from specific events
Meet celebrities
Mean
1.49
1.51
1.57
1.63
1.69
1.72
1.73
1.74
1.89
1.93
2.00
2.00
2.08
2.16
2.19
2.42
2.47
2.65
2.91
3.16
3.42
Scale:
1= Strongly agree to 5 = Strongly disagree.
Lowest mean = highest factor
Similarly, respondents were asked to rate a series of statements on a Likert scale regarding
the importance of how they were managed at events. . The scale comprised 1 = Very
important, 2 = Important, 3 = Neutral, neither important nor unimportant, 4 = Not important, 5
= Not important at all.
Table 4 below shows the ranked mean for each statement. The lowest mean represents the
most important factor when being managed at events.
40
Table 4:
Importance of the way volunteers are managed at events
When I volunteer at an event it is important that Event Managers:
Give me the right tools and equipment to do the job
Give clear instructions for technical tasks
Meet health and safety standards
Give me a thorough brief at the event on what I need to do
Treat me with courtesy
Tell me who to ask for help if I need it
Organise the work of the volunteers effectively
Treat me in the same way as other volunteers
Let me know before the event exactly what I will be doing
Do not patronise me
Treat me in the same way as paid staff
Listen to volunteers’ concerns
Share out volunteer roles fairly
Provide training to help me do the work well
Make paid staff aware that they will be working with volunteers
Take account of my skills and capabilities when allocating my role
Thank me for my contribution
Intervene if other volunteers are not doing their job properly
Take account of transport availability when allocating my shifts
Recognise that as a volunteer I have other commitments
Welcome me when I arrive
Allow me to say if I don’t want to do something
Give me the right tools and equipment to do the job
Give clear instructions for technical tasks
Meet health and safety standards
Give me a thorough brief at the event on what I need to do
Treat me with courtesy
Tell me who to ask for help if I need it
Organise the work of the volunteers effectively
Treat me in the same way as other volunteers
Let me know before the event exactly what I will be doing
Do not patronise me
Treat me in the same way as paid staff
Listen to volunteers’ concerns
Share out volunteer roles fairly
Provide training to help me do the work well
Make paid staff aware that they will be working with volunteers
Take account of my skills and capabilities when allocating my role
Thank me for my contribution
Intervene if other volunteers are not doing their job properly
Take account of transport availability when allocating my shifts
Recognise that as a volunteer I have other commitments
Welcome me when I arrive
Allow me to say if I don’t want to do something
Provide food and drink
Give me the role I volunteered for
Rotate my role
Allow me to show the public that I am an MEV volunteer
Reimburse my transport costs
Have MEV staff on-site to manage the MEV volunteers
Give everyone an opportunity to be a team leader
Allow me to be free to do as I please
41
Mean
1.28
1.30
1.33
1.33
1.39
1.39
1.42
1.54
1.59
1.62
1.65
1.65
1.65
1.72
1.75
1.76
1.85
1.86
1.90
1.91
1.91
1.97
1.28
1.30
1.33
1.33
1.39
1.39
1.42
1.54
1.59
1.62
1.65
1.65
1.65
1.72
1.75
1.76
1.85
1.86
1.90
1.91
1.91
1.97
2.05
2.14
2.20
2.24
2.29
2.49
2.73
3.78
Volunteering with MEV
Respondents were asked a series of Likert scale questions regarding volunteering with MEV.
First, all respondents identified the importance of things that MEV does as an organisation
(Table 5); then respondents who had volunteered at the 2002 Commonwealth Games
(70.6%) were asked how MEV had influenced their volunteering after the Games (Table 6);
and respondents who were not a 2002 Commonwealth Games volunteer were asked what
effect MEV had on their volunteering (Table 7).
The ranked mean results are presented in tables 5, 6, 7 and 8 below.
Table 5:
Importance of what MEV does
MEV:
Mean
Makes me aware of new volunteering opportunities
1.40
Allows me to pick the events I want to work on
1.44
Keeps me informed of events in Manchester
1.44
Allows me to volunteer as much or as little as I want
1.53
Allows me to volunteer when I want to
1.55
Allows me to volunteer at a wide range of events
1.56
Provides a contact for me to check on event details
1.64
Checks events have met H&S standards
1.69
Is there to support me if I need it
1.69
Is available to give advice on events when I need it
1.74
Reassures me events are insured
1.94
Provides training and skill development
1.96
Provides a CRB check
1.99
Allows me to meet other MEV volunteers at events
2.11
Mediates between volunteers
2.20
Scale:
1= Strongly agree to 5 = Strongly disagree.
Lowest mean = highest factor
42
Table 6:
MEV’s influence on the Commonwealth Games volunteers’
volunteering after the Games.
Mean
Through MEV I have been able to volunteer for a wider range of organisations after
the Games
1.70
Through MEV I have been able to volunteer more frequently after the Games
1.74
Without MEV I would not have kept in touch with other Games volunteers
2.33
Without MEV I would not have continued to use the skills I developed at the Games
2.35
Without MEV I would have stopped volunteering altogether
2.35
Without MEV I would have had to look for other organisations to volunteer with
2.44
I would have continued to volunteer whether MEV existed or not
2.55
MEV has developed my team leadership skills
2.83
Scale:
1= Strongly agree to 5 = Strongly disagree.
Lowest mean = highest factor
Table 7:
MEV’s effect on Non- Games volunteers’ volunteering
Mean
MEV has encouraged me to take up volunteering
2.00
MEV has enabled me to volunteer for a wider range of organisations
2.05
MEV has enabled me to volunteer more frequently
2.08
Without MEV I would have had to look for other organisations to volunteer with
2.22
MEV has enabled me to develop my skills
2.51
Without MEV I would not be volunteering at present
2.66
MEV has developed my team leadership skills
2.82
Scale:
1= Strongly agree to 5 = Strongly disagree.
Lowest mean = highest factor
43
Finally, all respondents were asked how they felt about volunteering with MEV, Table 8.
Table 8:
Feelings about volunteering with MEV
I feel that volunteering with MEV: (Note * indicates reverse scoring)
Mean
Does nothing to promote good causes * ( strongly promotes good causes, etc)
1.25
Does not help make society a better place *
1.42
Does not save the events money *
1.46
Does not make any contribution to the economic development of the region *
1.46
Is something I don’t feel very committed too *
1.55
Does not involve being accountable to a line manager *
1.56
Requires me to be reliable in my role
1.63
Is something I will look back on as an important part of my life
1.67
Allows me to make a contribution to society
1.71
Does not make me feel part of a bigger group *
1.79
Draws people together in a common cause
1.80
Provides an additional resource for event managers
1.86
Does not allow me to express things I believe in *
1.87
Is a gift of my time
1.90
Requires me to respond to what customers or the public want
1.94
Helps meet community needs
1.95
Has no effect on how good I feel about myself *
1.96
Means I have to adopt professional standards
1.97
Is an important part of being a good citizen
1.98
Is not a force for social change *
1.98
Means my skills and experience are valued
1.99
Would be an easy experience for me to give up *
2.08
Does not involve me being managed as if I was a paid employee*
2.13
Can be difficult sometimes but the rewards are worth it
2.16
Gives me something to talk about at other social events
2.16
Requires very little effort *
2.28
Allows me to keep mementos or souvenirs of my volunteering experiences
2.31
Allows me to express my personal values
2.50
Is essentially unpaid work
2.52
Helps me influence the way society works
2.54
Scale:
1= Strongly agree to 5 = Strongly disagree.
Lowest mean = highest factor
44
Profile
Table 9:
Profile of questionnaire respondents
%
Gender
Age Range
Ethnic Origin
Disability
Current status
Female
54.6
Male
45.4
17-19 years
1.6
21-26,
8.7
26-59,
43.9
60-65,
9.7
66+
26.1
White
86.0
Black
5.7
Asian
3.8
Other
3.0
Mixed Race
1.5
No
83.2
Yes
16.8
Retired
41.3
Employed
29.7
Other voluntary work
10.8
Unemployed
10.3
Student/ studying
8.9
Semi-retired
6.3
Self employed
4.5
Not working (at home parent)
1.1
Carer
0.7
45
Appendix C — Event managers interview schedule
Introduction
The purpose of our research is to give an independent view of the value of the Manchester
Event Volunteers programme to events, such as the ones you run; and its role in developing a
volunteering legacy from the 2002 Commonwealth Games.
We would like to be able to quote things you say so let us know if anything is confidential or
you would prefer us not to use it. With your permission I’d like to tape record the interview. We
will send you back a transcript and you can indicate any sections you do not want us to use or
you would like us to make anonymous. If you prefer I can just take notes.
Use of MEV
1.
Can I check the events where you have used volunteers from the MEV Programme.
1.1
Please can you tell me details of the events:
— when they ran?
— what the event was?
— how many volunteers you used?
— did all the volunteers come from MEV — or were some from elsewhere?
— what paid staff are involved — apart from yourself?
— what did the volunteers do?
— did any have responsibility for managing other volunteers?
2.
Did you contact the MEV programme to ask for volunteers or did the programme
contact you?
Why MEV?
3.
Why did you decide to work with MEV?
What are the advantages for you (the expectations of using MEV)?
Expectations of volunteers — and volunteers’ expectations of you?
4.
What do you expect the volunteers to bring to your event?
What do you expect them to contribute?
What are the most valuable things they contribute for your event?
5.
What do you expect to provide for the volunteers?
What are the most important things the volunteers expect?
46
Managing volunteers v managing paid employees
6.
Is there any difference in managing volunteers and paid employees?
If so — how do you take account of this?
Are there any particular difficulties in managing volunteers, or any advantages?
Working with MEV
7.
How easy was it to make the arrangements with MEV?
What do you value about what MEV provide?
Is there anything you might improve about this?
8.
Overall do you have any reservations about using MEV again, or is there anything
you might improve about the relationship?
Games legacy
9.
Has MEV made any difference to volunteering after the 2002 Commonwealth
Games?
What and how?
Thanks very much for your time
47
Appendix D — Case studies of volunteers
Examples of volunteers’ experiences to illustrate rewards from volunteering. (Individuals’
names have been changed to protect their identity).
Doug
When Doug volunteered at the Commonwealth Games it ‘filled in some of the time he had to
himself’ after the recent break-up of his marriage. Since then he has volunteered regularly for
MEV, fitting it around his shift work until he retired in 2010, aged 57. His volunteering had
gradually increased until retirement since when volunteering has ‘taken over’. Doug enjoys
the ‘exciting atmosphere’, knowing that he was ‘helping out and enjoying it at the same time’,
meeting some ‘amazing people’, getting recognition, and learning new skills. When probed
about his paid job he reported it was ‘demanding, in a good way’ but conveyed none of the
enthusiasm he had for volunteering. There was no overlap between skills at paid work and
volunteering. He decided to retire early to do more volunteering.
For Doug, volunteering after retirement had become, ’just another job that you don‘t get paid
for‘. He was in a position where he could afford to retire completely and throw himself into
volunteering. Volunteering provided some of the same obligations to paid work, such as a
feeling of commitment; but also a ‘buzz’ from working on events that he had not got otherwise.
Gloria
Gloria volunteered full-time for two years before the Games. Her husband had died shortly
before. Volunteering for the games allowed her to mix with a lot of younger people and avoid
being labelled as an elderly widow. She still meets regularly with a group of the Games
volunteers. Her role before and during the Games involved using skills she had carried over
from her paid work; administration, answering phone calls, typing; in a very busy office with
everybody committed to the Games.
She has continued to volunteer regularly through MEV to promote Manchester because she
felt it was important to keep the momentum provided by the Games to events in Manchester.
Gloria described how volunteering had helped her reinvent her own sense of identity after her
husband died. He had had a high status job in local government and she had previously
accompanied him to social functions, in particular, at Manchester Town Hall where MEV were
based. However, through MEV she gained the opportunity to attend similar functions in the
Town Hall, but on the basis of she had done herself. This was immensely satisfying.
Volunteering had given her the confidence to join a choir, having never sung in public before;
and through this she had performed in major international venues.
48
Simon
Simon was actively seeking work, having been unemployed for several years, apart from a
short period in 2009. He was receiving benefits and had a pension and could ‘get by’ although
finance was a concern. He had volunteered with MEV about once a month since 2002. MEV
had helped him prepare CVs and application letters, made him aware of job opportunities
through its newsletter, and MEV staff had made direct contact with prospective employers he
had applied to on this behalf. He had taken several training courses with MEV. Simon’s
interest in running was reflected in the events he chose to volunteer for, Asked about rewards
from volunteering he responded that he loved it. He loved the busyness of events, meeting
new people, and satisfaction from the work. He identified strongly with MEV — his
volunteering was a very important part of his life.
He felt rewarded by seeing event participants getting enjoyment. MEV had played a major
part in helping him cope with long-term unemployment. He felt it gave him something extra in
his life.
Tim
Tim was in a financial position that allowed him to choose a different work / volunteering
balance after taking voluntary redundancy in 2004, at age 45. Tim took three weeks off work
to be a Commonwealth Games volunteer. After the Games he kept in touch with MEV and
then began volunteering regularly in 2004. He was fully involved in the Commonwealth
Games while it was on and after it finished it left a void, although unemployment affected him
more. Volunteering, both before and after redundancy had shown him an alternative set of
rewards from life. He had worked as an accountant since he was 18 and when he was made
redundant the experience of volunteering with MEV opened his eyes to new opportunities and
allowed him to reappraise what he wanted to do. He was financially secure, so could afford to
try something completely different.
At events he usually took a supervisor role as he was one of the younger volunteers. Through
contacts made at events he was offered short term jobs working at other events around the
country. He wanted to remain in Manchester as he had part-time work at Manchester United
and because of his affinity with the city.
The experience of supervising people at events made him realise he had these skills and he
took a seasonal job which involved daily contact with the public. Without the experience of
MEV he did not think he would have had the confidence to do this.
Tim made a direct link between the skills developed through MEV and his present
employment, but also the experience of volunteering had shown him an alternative set of
satisfactions to those from paid work and provided a catalyst for a reappraisal of the balance
between paid work and volunteering.
49
Sandy
Sandy retired from teaching in 2004. This led to a greater loss of income than anticipated and
a loss of social contacts. After 6 months she took a part-time job where she could use some
of her skills from teaching; the choice between this and just volunteering being determined by
the need for an income. Sandy had volunteered at the Commonwealth Games — the feeling
from this was ‘absolutely fantastic‘. She still meets a group of ex-Games volunteers annually.
She joined MEV immediately after the Games and has volunteered with them since, varying
her commitment depending on her paid work. MEV has enabled her to continue to promote
Manchester, which was very important to her in the Commonwealth Games. At the Games
she was part of a team preparing costumes and after the Games was on a television
programme about the costumes. Her classes at school saw her and she felt this gave them a
different insight into her as a person, and it gave her a sense of pride to be part of something
s big as this.
Bob
Bob moved to Manchester to try and start a new life after being released from a prison
sentence. He was finding seeking employment difficult because of his conviction. He initially
approached MEV because he had volunteered previously and wanted to put something back
into the community however once meeting the managers he realised it would be a good way
of building up his CV to aim at different work. Volunteering at major events made him feel like
he was fully involved in something again — making a valued contribution and part of a team.
He valued the way MEV would give him a chance without making judgements. Volunteering
allowed him to express his identity with Manchester and make a contribution to the city.
Karl
Karl was recruited to the pre-volunteer programme and became a Commonwealth Games
volunteer where he unexpectedly had to stand in as a team leader. This was immensely
satisfying — being completely involved in a challenging experience, and having one’s efforts
recognised.
Since then he has volunteered for 6/7 events a year with MEV but also a multitude of other
community organisations. His volunteering has led him to take a succession of qualifications,
including refereeing and coaching qualifications and more academic ones in event
management. He has recently set up his own business as an event manager.
Karl has had a succession of short term jobs since the Commonwealth Games. Volunteering
at the Games was a catalyst that sparked him out of unemployment, giving him confidence
and skills. The experience of the Games left a gap, but one he realised he could fill through
MEV:
Karl used his volunteering experience to add to his CV and to target particular job
opportunities. He was aware of the positive impact of this on potential employers. A
succession of short term jobs he has had since the Games, and his decision to set up his own
company, probably reflect a rejection of a target driven culture in employment. He wanted to
move away from having his performance measured by targets and indicators, and just to do
what he felt was a good job.
Volunteering with MEV had increased his confidence and the belief he could take a far wider
range of opportunities, including volunteering at major events and setting up his own
company.
50
The University of Sheffield Management School is one of the UK's leading researchled management schools.
The School is known for its leading, policy-relevant interdisciplinary research.
Our Research Centres include:
•
Centre for Regional Economic & Enterprise Development (CREED)
•
Energy2b
•
Institute of Work Psychology (IWP)
•
Logistics & Supply Chain Management Group (LSCM)
•
Centre for Energy, Environment and Sustainability (CEES)
•
South-East European Research Centre (SEERC)
There are a number of interdisciplinary research clusters making significant contributions in the following areas: Governance, International Business and Strategy,
Finance Management Accounting, Public Sector Accounting, and Management
Research Methods and Research Practice.
The School’s MBA programmes (both part-time and full-time) and MSc in Management have all received accreditation from AMBA (Association of MBAs). The
School offers a range of specialised Masters degrees in Finance and Accounting,
Human Resources Management, Information Systems Management, International
Management, International Man-agement & Marketing, Logistics & Supply Chain
Management, Management (Creative and Cultural Industries), Management (International Business), Marketing Management in Practice, Occupational Psychology
and Work Psychology.
To find out more go to www.sheffield.ac.uk/management
51
Manchester Metropolitan University
is part of the largest higher education campus
in the UK and one of the most extensive
education centres in Europe.
It is the UK’s most popular University,
receiving over 52,000 applications per year.
MMU offers:
Over 1,000 courses and qualifications, many with a strong professional bias.
The highest concentration of postgraduate taught courses in the North West.
Links with over 70 professional bodies and associations recognising both the quality and
practical focus of our course provision.
An extensive portfolio of training and professional development courses, including tailored
courses to meet specific business needs.
The Department of Food and Tourism Management, Hollings Faculty, is world renowned
for its teaching in food, hospitality, tourism and events management. The close relationship it
enjoys with professional bodies and the industries in which students find employment, both in
the UK and abroad, ensures that courses are both vocationally relevant and provide
opportunities for industrial experience and work placements.
Research in the Department is rated one of the highest in the UK and focuses on: tourism
experience, niche tourism, destination management, each tourism, sustainability, event
operations and event volunteering, hospitality operations, hospitality education, training and
management development, culinary arts.
In addition the Department’s International Tourism Centre (ITC) offers consultancy, training
and research services to UK, EU and other international organisations in the public and
private tourism and hospitality sectors including: advisory work and training programs, con
tract research for the public and private sectors, EU funded regional projects, and small and
medium enterprise development projects.
The Department offers a range of specialist full-time undergraduate degrees in Tourism
Management, Hospitality Management, Events Management, Food Science and Nutrition,
Consumer Marketing, Trading Standards and Environmental Health plus a similar range of full
and part-time Masters degrees.
For more information go to www.mmu.ac.uk/hollings
52