CONNECTING PEOPLE & RESOURCES

Keast, 2011 INTEGRATION – UNPACKED: CONNECTIONS

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

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

UNCONNECTED SERVICES: UNCONNECTED STUDENTS Community Level Audit: 1.Inventory resources (services, people and capitals) and 2.Assessment of level of integration (connection) 1.Are core organisation involved /services 2.Location 3.Identification of connectors (people) and mechanisms 4.How should the system be reconfigured? Individual Level 1.Identify which services /resources (students) accessing 2.How well & nature of the connection 3.How should referrals/ pathways be reshaped to enhance connections KEAST AND WOOLCOTT, MARCH

Keast February 2014

ANALYSING VIA SOCIAL NETWORK ANALYSIS KEAST AND WOOLCOTT, MARCH 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

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

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.

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