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?