Connecting People & resources

1. Connecting People & resources

2. Integration – unpacked: connections • Keast, 2011

3. Importance of connecting & connectors • Being connected is an inherent human need • How well you are connected and who you are connected to – helps to define outcomes • Personally – wealth, education, happiness, health & life • Professionally – career paths, resources, power & influence • Strength of weak ties theory • Particular configurations & where you are located that enables or constrains outcomes- patterns of the ties • The value of connectors – hubs • From cooperators to super-connectors Keast and Woolcott, March 9 2015

4. Levels of analysis • Community • Effectiveness criteria: social capital, aggregate indicators wellbeing • Network • Effectiveness criteria: membership growth, range of services, relationship strength – fit for purpose • Organisation/Actor • Effectiveness criteria: client outcomes, linkages to people and services

5. Unconnected Services: Unconnected Students • Community Level Audit: • Inventory resources (services, people and capitals) and • Assessment of level of integration (connection) • Are core organisation involved /services • Location • Identification of connectors (people) and mechanisms • How should the system be reconfigured? Individual Level • Identify which services /resources (students) accessing • How well & nature of the connection • How should referrals/ pathways be reshaped to enhance connections Keast and Woolcott, March 9 2015

6. Keast February 2014

7. Analysing via Social network analysis • Service systems are complex – multiple, overlapping layers of different networks • Intuition not enough! • Network Analysis • Way to empirically assess/confirm relationships • Delivers • visual representations – (maps) • metrics (statistics for analysis/review) • Diagnostic & evaluative tool • Configure & reconfigure patterns of sales relationships • Where to put effort for maximum gain • SNA – allows for multiple levels of analysis! – linking individual networks to community Keast and Woolcott, March 9 2015

8. Keast and Woolcott, March 9 2015

9. AM NetworX:Network Analysis The processes of the ISAM framework are presented here as a network map • Each node represents a coordinator for each of the functions of asset management • The ties between the nodes are the relationships that must exist for efficient service delivery • The network map provides a blueprint for an ‘ideal’ model for organisations to use in strategic asset management • The aim is to structure organisational charts and and processes in the most efficient manner possible for service delivery

10. Diagnostic - Missing links • Those networks that are not fully integrated, where the different functions are not connected, will be missing the links between them. • The links between “Acquisitions Planning” and both “Operations Planning” and “Maintenance” in the top right hand corner are missing. • The lack of these connections make it harder for these functions to co-ordinate or share information.

11. So, • Networks are here to say (as if they ever left) • Can be used for good (or evil) • Combination of art & craft AND science ..... • Needs to be designed fit-for-purpose (strategic and deliberate) • What are the connections you need • Where do you already have social capital & can borrow of that? • Where do you need to build relations – how are you going to do this? • What sort of connector are you/do you need/want to be? • Need to understand networks & connections • Personal, health, environmental, financial • Remember: • individuals are powerful but networks uber powerful! Keast and Woolcott, March 9 2015