• We have in-depth knowledge of key policy and service areas.
  • We use evidence to support change.
  • We facilitate difficult conversations.
  • We support strategy and policy making and service delivery.
  • We share our intelligence to enable our clients to achieve their goals.

Shared Intelligence is a strong team of experienced professionals with the ambition and confidence to help our clients address their most pressing challenges and research requirements. We are passionate about economic development, local government, tackling inequalities, the health and wellbeing of local communities and the use of evidence to inform policy-making. We are committed to helping organisations change to deliver improved outcomes for the people and communities they serve.

Sharing intelligence...

...is what we do.
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Fragmented funding for local growth 2016/17

4th January 2017

In 2014, Shared Intelligence worked with Local Government Association (LGA) to undertake research into the funding landscape of the coalition government. The report was written in light of the LGA’s Rewiring Public Services: Rejuvenating Democracy campaign in which ambitious proposals were presented to give local areas greater control over public money. This report was published under the title Fragmented Funding. Following the changes to the government and priorities in 2016, Si and the LGA updated the analysis of central government funding streams for local economic development and regeneration. In addition to the 2014 report, we considered the ability of local authorities to influence funding streams at a local level, gauging ...Read More

Our Place offers real route for public services to reduce costs and innovate

4th November 2016

As we travelled the country researching Our Place, from Knowsley on Merseyside, via Bradford, and Leicester, down to Torquay in Devon, a familiar picture emerged.  A certain type of community-led organisation was using this Government funded programme as a catalyst for developing innovative, user-focused ways to meet the needs of their communities especially around health, skills, and employment.  Typically these were organisations with just a dozen or so staff, a sphere of influence no more than a few miles wide, strong and impatient leadership, and a clear focus on goals and actions.  There were similarities in the language they used and their savviness about tying actions to funders’ published outcomes.  ...Read More

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