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classified as measuring outcome variables (perceptions of prosocial behaviour change in the community, current prosocial behaviour). Outcome variables were further reduced to two distinct outcome variable scales: perceptions of change (i.e. child wellbeing, community engagement, leadership, community and personal improvement), and current reported behaviours and attitudes (i.e. wellbeing indicators including feeling calm, happy and full of life and energy, health support seeking, home living and community engagement). These were assessed against the three explanatory variables. The process and results are explained below.

### 5.2 overall findings 5.2 overall findings

On the basis of the CYWR trial logic and further analysis of the social change survey responses, we found support for the trial logic among the variables of interest in the following ways: The survey found strong endorsement for the FRC, with 55 per cent agreeing ‘I want the • FRC to keep helping people’, 58 per cent agreed that ‘I support people in this community when they are being helped by the FRC’, and 56 per cent agreed ‘I was not sure about the FRC when it first came in but now I see they are good for the community’. The more respondents endorsed the FRC, the more likely they were to say that things were • ‘on the way up’ (rather than ‘the same’ or ‘on the way down’) both for their community and for themselves personally.

- – Respondents who reported stronger endorsement of the FRC were also more likely to report strong leadership and higher levels of improved responsibility. The majority reported that there is strong leadership and agreed that ‘there is strong leadership in (community)’ and ‘most people in (community) have respect for the community leaders’. Most people report that ‘I want to work hard to make things better for myself and my family’ and ‘I am motivated to make things better for the community’. This analysis found a strong relationship among these explanatory variables—FRC endorsement, perceptions of strong leadership and levels of responsibility.
- – The next question in this analysis was whether these explanatory variables explain the responses to the outcome variables in the survey regarding perceptions of change in both community engagement and leadership. The questions used as outcome indicators were: perceptions of community engagement change (‘Most people in (community) work together to fix their problems’; ‘Most people in this community are willing to speak up and get involved’) and leadership change (‘People here show more respect for elders and leaders now than 3 years ago’). The analysis showed that survey participants perceive their communities to be working better together to solve problems and that there is more respect for elders and leaders compared to before the trial.

• considered alone, FRC endorsement contributed significantly to explaining • considered alone, FRC endorsement contributed significantly to explaining perceptions of change in both community engagement and leadership, contributing over 20 per cent of the variance in these variables, accounting for some of the variability in people’s answers to these questions about change. If people endorsed the FRC they were also more likely to report positive change in community engagement and leadership. But we needed to test if this factor was operating alone. Adding perceptions of strong leadership and levels of responsibility to the model significantly strengthened the explanation of perceived change and also reduced the strength of FRC endorsement in explaining the levels of perceived change in community engagement and leadership. Strong leadership in particular was important in explaining perceived change. These findings suggest that it is partly through affecting leadership and responsibility that the FRC impacts on the outcomes measured (i.e. perceptions of change in community engagement and leadership).

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