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 9 2015

LEVELS OF ANALYSIS

CommunityEffectiveness criteria: social capital, aggregate indicators wellbeing

NetworkEffectiveness criteria: membership growth, range of services, relationship strength – fit for purpose

Organisation/ActorEffectiveness criteria: client outcomes, linkages to people and services

KEAST AND WOOLCOTT, MARCH 9 2015

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 /services2. Location

3. Identification of connectors (people) and mechanisms

4. How should the system be reconfigured?

Individual Level

5. Identify which services /resources (students) accessing

6. How well & nature of the connection

7. How should referrals/ pathways be reshaped to enhance connections

Keast February 2014

KEAST AND WOOLCOTT, MARCH 9 2015

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 relationshipsDelivers

visual representations – (maps) metrics (statistics for analysis/review)

Diagnostic & evaluative toolConfigure & 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

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 andand 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.

KEAST AND WOOLCOTT, MARCH 9 2015

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!