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ITEM No
8
TITLE OF REPORT
Meeting of
Proposed research project by Manchester Business School
Salford Strategic Partnership (SSP) Executive
Meeting Date
16 September 2008
Contact Officer
Neil Watts – Principal Officer (Performance Management))
Contact Details
0161 793 3446 neil.watts@salford.gov.uk
Recommendations
1.1 To approve in principle the undertaking of a research project, to be conducted by
Manchester Business School, to assess the effectiveness of
i) networking and
ii) intelligence sharing across the partnership
1.2 To delegate responsibility for the detailed negotiations to Martin Vickers (City Council
Director of Change)
Purpose of this Report
2.1 This report provides details of a proposed research project to be undertaken by
Manchester Business School to assess the effectiveness of i) networking and ii) intelligence
sharing across the partnership.
Background
3.1 Initial discussions have taken place between representatives from the Council (Martin
Vickers (Director of Change), Sheila Murtagh (representing the SSP) and Neil Watts (Policy &
Improvement Team)) and Manchester Business School (MBS) regarding the possibility of MBS
undertaking a research project across the SSP to assess the following issues which are critical
to the success of partnership working: The effectiveness of informal and formal networks; and
 The effectiveness of the sharing of intelligence
3.2 The project is being undertaken as a second phase to an earlier phase of LAA research
across AGMA.
3.3 The key messages to emerge from the Phase 1 LAA research were: That there is further work required in terms of linking the increasingly effective shared
leadership across the partnership at the strategic level with the equally important
elements of distributed leadership within the constituent organisations and the thematic
blocks; and
LSP/SSP Business/Meetings/2008/SSP Executive/16.09.08/Papers sent/Item 8 – MBS Research Proposal
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
The importance of intelligence informing activity and the need to identify the strengths
and weaknesses of current relationships between partners and between the partnership
and the public.
3.4 The proposed Phase 2 project will endeavour to assess the above key issues.
Aims of the research project
4.1 The research will seek to equip partners with improved skills:
To align the various organisational leadership styles (ie: within different partner
organisations) with one that is suitable for operating in a networked or partnership
environment (through shared leadership).

To gain a greater understanding of the strengths and weaknesses of partnership
relationships in distributing shared leadership within their own teams and across peer
teams.

To agree how to get the best out of information and intelligence in the achievement of
shared strategic goals and how this is cascaded throughout the organisation and its
networks in determining and applying operational outcomes.
Structure of the research
5.1 MBS wish to undertake the Phase 2 research project within one LSP area and Salford has
been identified as a potential project area in view of the well established partnership
arrangements and the existing relationships with MBS.
5.2 It is also proposed to focus on a particular priority area within the LAA as a means of
identifying the relevant formal and informal networks and how intelligence is applied. We will
liaise with MBS regarding options including focus on an established priority area, eg Healthy
City and/or one of the newer ‘Think’ delivery themes, such as Think City.
5.3 The research will be undertaken in 3 strands:1) Identification of the social networks that exist within the chosen area- who talks to who
and who should be talking to who?
2) Analysis of the use of effective intelligence- this strand would involve the identification of
a number of key individuals within the network analysis identified in strand 1 and
selecting those individuals in key positions where it is considered that effective
intelligence plays a key role in linking the various levels of the partnership.
3) Using the results of stages 1 and 2 to test the drivers and barriers to development of
‘intelligent relationships’- where knowledge, information and intelligence can best inform
decision making.
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5.4 It is proposed that the research project be undertaken between September 2008 and
January 2009. The 3 strands will involve use of specific research tools and will include
interviews with a range of stakeholders. MBS will be able to give further detail on the time
commitment expected once in principle endorsement is confirmed.
5.5 Martin Vickers will be responsible for leading the detailed negotiations on behalf of the
Partnership and will ensure interim and final findings are fed back to appropriate partnership
structures including the Executive. There is no direct cost to the Partnership for involvement in
this research (which is being funded by by Manchester Business School) since the learning will
be shared across the North West.
Benefits of the Research
6.1 The enhanced skills that the research expects to generate (listed at 4.1) should
significantly support the partnership in its continued improvement and development. They
should provide tools and methods to be integrated into future partnership working.
6.2 Moreover, the proposed research project is particularly timely given recent Partnership
developments. In particular, the new LAA2 Delivery Model is seeking to ensure a more
consistent and objective approach to delivery activity and this research could provide insight in
to the nature of the relationships. Additionally, initiatives such as SPOTlighting and the Future
Search event have promoted sharing of knowledge and information; the research tools should
highlight their impact.
6.2 The learning from this research can be fed into the current development of a Research &
Intelligence Strategy (with a focus on effective use of Research & Intelligence across the
partnership) and the recent launch of the Salford Information Observatory. In addition, the
learning will also be disseminated through the North West Improvement Network (NWIN) as
learning to inform other partnerships in the North West.
Conclusions
6.1 A wide range of previous research has highlighted the quality of relationships as a key
factor in effective partnership working. The developing SPOTlight projects and work on the
development of LAA2 has also demonstrated the importance of the need to effectively share
intelligence and for the correct intelligence to be made available (eg: disaggregation). This
proposed research considers the networks, skills and processes within a context of ‘intelligent
relationships’.
6.2 MBS have developed a track record with their Phase 1 research into LAAs and have
already established links with Salford. This research seeks to identify some of the real
intangibles of partnership working- the use of intelligence within both formal and informal
networks- in turning strategies into action. Focussing on the development of intelligent
relationships will have a dual focus on improving both the governance of the partnership but
equally
its
shared
learning
and
capacity.
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