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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
What does the network look like? A ‘dense’ network A ‘core’ and awith a large number ‘periphery’ of connections
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
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
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
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
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
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
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
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
Key questions1. 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?