The document summarizes research on "ChangeMakers" in Peterborough who were identified through a social network analysis and surveys as individuals actively working to create positive change in their community. It describes the characteristics of these ChangeMakers, their skills, priorities and commitment to continuing their work. Finally, it proposes establishing a "ChangeMakers' Network" to better support and utilize the expertise of these individuals.

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?