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“. Turning ideas into solutions The role of a nurturing culture. Part of a Global YMCA Movement. An idea is a network. Here ’ s an idea!. Photo. Here ’ s a solution!. My learning's. Photo. My learning's. Due diligence & Business Case Board engagement Relationships
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“ Turning ideas into solutionsThe role of a nurturing culture
Photo Here’s a solution! My learning's
Photo My learning's
Due diligence & Business Case Board engagement Relationships Organisational Culture Understanding the appetite for risk Some elements of success
Due diligence but Minimal engagement High engagement Board engagement in innovation Greater engagement Monitoring & understanding Close monitoring
Policy Audit Risk Management Strategy Ideas to solutions - the closed structure
promoting creativity & entrepreneurship accepting risk encouraging teamwork fostering learning and change facilitating networking and communications Ideas to solutions - the open structure
Openness Clarity Engagement Accountability Beyond the self-enforcing structure
The need for a solution • Excessive lease costs • Significant financial drain - $400,00 p.a. • Short-term programs & Non-recurrent funding • Needed to engage children for longer • Need for a permanent facility (Investment)
What were the top three factors which contributed towards success? • A staff member who would not let go of the idea • A former CEO who generated a $1.3 M donation • An entrepreneurial board that recognised the opportunity to make a long-term difference to an entire community, and were willing to take a risk in an unfamiliar area of operations.
What were the top three factors which didn’t work or could have worked better? • We spent 5 years chasing all levels of government for financial assistance. • We sought some corporate sponsorship / discounts in building materials etc, but received very little. • It took a team of other staff to help research and investigate the concept, and finally develop a viable model. Learning – you need a good team, not just an individual!
To what extent was the Board a part of this innovation process? • Our board has a history of working closely with the CEO and staff to investigate ideas that are not always mainstream YMCA activities. • There was a high level of trust from the board. • Our board processes and communications are very transparent, and so there is very little that the whole board is not privy to.
Here’s an idea! 50 kids every year.
Here’s a solution! • To do what no other YMCA had ever done – • acquire a commercial business (a swim school), and convert it to a charitable purpose.
To what extent was the Board a part of this innovation process? • Checked that project aligned with Mission and Vision • Checked risk profile and resource allocation
To what extent was the Board a part of this innovation process?
A strong vision, strong analytics, and strong partnership between the board and staff; A good dose of "innovative bravery" Primarily however it was the people and relationships that work. A strong team of trusted advisors What were the top three factors which contributed towards success?
Take as long as you need to get things right… these were 3 to 5 year projects!
Maintain your “self-enforcing” structure (policy, risk management, due diligence etc.) Build an open structure to overlay your formal one. Be aware of your Board’s and your staff’s appetite for risk Have a clear engagement (communications) strategy Have a team around you that will test you Be patient – take as long as you need. The common threads
Ron MellChief Executive Officer YMCA Australia • Direct: (03) 9693 9702 Main: (03) 9699 7655 • Mobile: 0403 347 945 Fax: (03) 9699 2365Email: ron.mell@ymca.org.au • Website: http://www.ymca.org.au • Skype: ron.mell • Blog: http://ronmellymca.wordpress.com/2013/06/24/lieutenant-shows-values-based-leadership-under-fire/ • Follow us on Twitter @YMCA_Australia