Spirit of 2012: closing our doors but continuing our legacy

Critical Mass perform at Birmingham International Dance Festival 2022

The Spirit of 2012 story starts with a bold idea and a leap of faith from The National Lottery Community Fund. The late Peter Ainsworth was inspired by the unforgettable buzz of the London 2012 Games. The way it brought people and communities together, right across the UK. The National Lottery Community Fund saw the chance to capture that spirit and make it part of people’s everyday lives.

So, with an endowment and a clear challenge, they founded Spirit of 2012. A ‘spend-out’ trust, dedicated to funding projects that bring people together, remove barriers, increase happiness, and strengthen communities. (So, no pressure there!) In addition, we were asked to develop and leave a ‘Knowledge Bank’ on how events could be used more effectively to make people’s lives happier.

Looking back, I’m very proud of what we achieved together. The numbers speak for themselves:

• 238 grant awards powering ideas and initiatives across the UK
• £48 million of funding invested in communities up and down the country
• 3.5 million people taking part in events and activities supported by Spirit
• 62,000 volunteers and community helpers engaged and empowered
• Over 99,000 people supported to take part in regular physical activity, arts, and culture

These aren’t just stats. They’re stories of real change about real people across the UK. Of friendships formed, barriers broken, communities improved, and confidence built. Every achievement you read about in our 10 Yr Impact Report is thanks to the dedication and creativity of people on the ground. Our grantees. Our delivery partners. Those who seized the opportunity to try new things and take considered risks to reach communities that are, all too often, left out of the conversation.

Not your average funder

From day one, Spirit of 2012 has been a hands-on funder. We’ve always worked in close partnership with our grantees – supporting them not just with funding but with the tools and encouragement to dig deep into their impact. We promoted Theories of Change and asked for standardised measures, particularly around wellbeing. This meant encouraging our partners to have potentially difficult conversations about how people truly feel about their lives and communities – and then helping them respond to those findings.

The time-limited nature of our endowment meant the clock was always ticking. This created a sense of urgency. A commitment to learn as much as we could, as quickly as we could. With our partners, we tested, and we learnt. We wanted to enhance the understanding of how to get the most out of events, long after the confetti has settled. That’s why we allocated up to 10% of our funding for partners to evaluate their own work. We also established long-term partnerships with research organisations like InFocus, Renaisi, and the Behavioural Insights Team – to provide independent perspectives and help us improve.

UK-wide impact

We knew from the start that our funding needed to reach every corner of the UK. For a mission like ours, it was natural for more funding to flow towards areas hosting major events.

But we were also careful to support programmes across the country – especially in rural and coastal communities – where people often feel the least benefit from national moments happening elsewhere. We made sure our funding was spent wisely, targeting three key areas: getting people active, getting people creative, and getting people connected.

This targeted approach meant we invested over £13.3 million in projects designed to increase physical activity among the least active people. We funded over £12.5 million in creative projects that nurtured artistic talent and built leadership skills. And we dedicated £21.1 million to initiatives that brought people from different backgrounds together, fostering a sense of shared purpose and community.

Helping those who need it most

Our projects deliberately sought out people and communities who could benefit the most. The data shows that when people started our projects, their average wellbeing was significantly lower than the national average. Yet, thanks to the innovative work of our grantees, they left feeling happier, less anxious, and more satisfied with life.

Across the UK, we’ve worked hard to ensure our funding reached those who are often overlooked, with a particular focus on younger and older people, disabled people, and people from minoritised ethnic groups. Over half of our regular participants were under 25, and 32% identified as disabled. These figures show a conscious effort to break down barriers and create inclusive opportunities where they are needed most. For us, this is the true spirit of 2012 in action.

The end of one chapter, the start of another.

As we close our doors, we leave behind more than just a list of achievements. The learning from our 10-year journey is now available for everyone to use on our Knowledge Bank. It is a comprehensive online hub containing all the learning we’ve built up over the years, including guides, reports, guidance from experts, tips and stats. We hope it will inspire funders, communities and policymakers to continue building on what we’ve started. The spirit of 2012 was never about a single moment in time. It was about capturing a feeling of unity, possibility, and collective joy, and embedding it into the fabric of our communities.

I am immensely grateful to The National Lottery Community Fund for their initial vision and trust, and to every single person who has been part of our story. While Spirit of 2012 may be ending, the energy, passion, and connections it created will continue, along with the knowledge we have accumulated.