ChangeMakers' workshop presentation
- 1. ChangeMakers Ben Dellot, RSA Researcher
- 2. Re-cap on research method • ‘Social Network Analysis’ (SNA) • First survey • Crowdsourcing names of ChangeMakers (CMs) • Starting list • Snowball of 4 ‘waves’ • Second survey • Condensing initial CM list • Questions about you and the CMs you know
- 3. What does the network look like?
- 4. What does the network look like? A ‘dense’ network A ‘core’ and a with a large number ‘periphery’ of connections
- 5. Who are you? • Gender and ethnic profile similar to Peterborough • Nearly half aged 45-64 • Vast majority in full-time employment or self-employed, nobody wholly retired • Public sector = 50%, Private sector = 15% and Third sector = 30% • Half of all CMs are either senior managers or CEOs, few on the frontline
- 6. A strong relationship with others • Majority of ChangeMakers show a strong relationship with their community and a • Empowered willingness to help others • Rooted in the city • 9 in 10 feel that they can influence decisions • Responsible • 9 in 10 feel that they belong to the city • High levels of self- efficacy • 9 in 10 are willing to take responsibility for improving the quality of their life and of • Concerned others in Peterborough • 8 in 10 are satisfied with the amount of control over their lives • 5 in 10 feel that most people have a fair chance at achieving their aspirations
- 7. A wealth of skills and knowledge • ChangeMakers report themselves as having • Ability to discuss a matter with a stranger high levels of skills and knowledge • Ability to fundraise • 7 in 10 strongly agree that they can persuade • Ability to network and and convince other people to do something make connections • Ability to persuade and • 8 in 10 strongly agree that they can come up convince with new ideas to overcome problems • Ability to manage a project • 8 in 10 strongly agree that they can discuss on your own • Ability to come up with local matters with strangers new ideas • 6 in 10 agree that they have sound • Knowledge about legal and understanding of financial and legal financial matters procedures • Knowledge about local concerns
- 8. High levels of interest and expertise in a wide range of areas Peterborough’s priority areas • ChangeMakers report themselves as • Improving job creation, the having high levels of skills and local economy, and education knowledge and skills • 7 in 10 have a high level of interest in • Helping vulnerable families or tackling poverty improving job creation • Safeguarding adults and • 8 in 10 have a high level of interest in children promoting active citizenship • Helping the city to become • 6 in 10 have high levels of expertise in more environmentally friendly promoting active citizenship • Promoting active citizenship • Reducing crime and anti-social • 4 in 10 have high levels of expertise in behaviour helping the city to become more • Helping the city to use its environmentally sustainable resources more effectively
- 9. Committed to driving positive change in the future • Most ChangeMakers are committed to continuing to be a ChangeMaker in the short-medium term • More than half said they would play more of a role • Only 1 in 20 said they would play less of a role
- 10. But what could be improved? • Local agencies and institutions not providing ideal encouragement or opportunities for ChangeMakers to get engaged • In certain key public service areas, the expertise of ChangeMakers is not being fully used • ChangeMakers from the private sector and third sectors have less influence • Fragility of ChangeMakers who work on the frontline • Lack of ChangeMakers in retirement age
- 11. Towards a ‘ChangeMakers’ Network’ • ChangeMakers’ Network could be geared towards: • Improving the influence and reach of all ChangeMakers • Providing a space for informal networking and information sharing • Collaborating directly on new projects • Providing a steering group for the local authority, public services and local agencies • Galvanising others in public services and the community to get involved
- 12. Towards a ‘ChangeMakers’ Network’ • The RSA can help to: • Steer the Network • Organise events and meet-ups in the early stages • Provide access to a ‘skills-bank’ where they can share their expertise and tap into that of the RSA’s wider Fellowship
- 13. Key questions 1. Do these results reflect your own strengths and challenges as a ChangeMaker? 2. What should a ChangeMakers’ Network be geared primarily towards? 3. How should the ChangeMakers Network function? 4. Where do we go from here?
Editor's Notes
- #6: The largest age-range of ChangeMakers is 45-64 (47%), whereas this is actually the smallest age-range in Peterborough (14.7%). Few ChangeMakers are over the pension age (2.5%), whereas 18.4% of the overall population of Peterborough areNo CMs are wholly retired from work, whereas 27.6% of P’boro population are.
- #7: The largest age-range of ChangeMakers is 45-64 (47%), whereas this is actually the smallest age-range in Peterborough (14.7%). Few ChangeMakers are over the pension age (2.5%), whereas 18.4% of the overall population of Peterborough areNo CMs are wholly retired from work, whereas 27.6% of P’boro population are.