In her introductory blog, our new Policy and Programmes Manager Rosie Maguire explores how the seeds of change can be sown in small ways to unlock radical and lasting transformations – highlighted by projects close to her heart that she has been part of since becoming involved in CTP’s work.

I’ve been an Associate of CTP for many years. We first started working together on Community Wellbeing when I was at the New Economics Foundation. But it wasn’t until we spent a few months unpicking evidence together for the National Lottery Community Fund (by which time I was fully freelance) that I really got to know the team. I am happy to say, we didn’t really look back.

Since then, we’ve done some ambitious work. From thinking about rural wellbeing for DEFRA, looking at what works to improve social capital and trying to pull together emerging insights for how Covid was affecting the drivers of wellbeing. 

Through it all, I enjoyed being an associate but still feeling like an important part of the team. There was always something about the way staff – present and past – included me in the important things, while keeping the demands of the organisation to a minimum. That welcoming approach and feeling valued meant it didn’t take much to say yes when they offered me a permanent role. 

For the last two years, I’ve spent a lot of time working with the members of the Gloucestershire Hotspots Network. These organisations are working in and with their communities. We at CTP were brought onboard as their research partner, to capture learning about their impact as well as understanding how their model was working.

What I learned through our partnership – and I would like to think that is one of the reasons people like working with us (it’s always about reciprocity!) – was how the network of organisations slowly built their collective strength and influence through trust, openness, discussions and ultimately, cracking on. The network was conceived in Covid when it felt that big change was possible, and they had big aspirations about convincing policymakers and commissioners about what was possible if you let communities lead.

‘I learned how the organisations slowly built their collective strength and influence through trust, openness, discussions and ultimately, cracking on’

When the imaginative space and appetite for risk-taking reduced after the initial Covid burst, the partners didn’t always feel they were living up to their original aspirations. But the foundations the Network put in place mean they built the capacity and credibility to have won significant contracts from the county council to deliver youth services and children and family hubs. They see this as a way of keeping money in the local economy, while also investing in skills and future capacity. Others in the sector also see them as leaders in imagining a better system and influencing those with the power to make change. We’re looking forward to hearing what else they get up to in the coming years.

Coming in-house means I’ll be continuing some of the things I started as an Associate, mainly working on the Reclaiming Our Regional Economies (RORE) project. But I’ll also have more time to think about how we expand and connect this to our other work, what this means for what we ask of those in positions of power (through policy) and how we continue to big up others doing brilliant day to day work. 

If you want to know more about the Gloucestershire Hotspots, and how communities come together to change the conditions of their local areas, you can read our summary report or the full report which includes a toolkit for gathering case studies in the community.

Rosie Maguire, Policy and Programmes Manager

Would you like practical support to help shift your organisation, community or region to a Wellbeing Economy approach? CTP is here to help. Get in touch at hello@centreforthrivingplaces.org

Main image: Fair Shares