Turning ideas into solutions The role of a nurturing culture

1. “ Turning ideas into solutionsThe role of a nurturing culture

2. Part of a Global YMCA Movement

5. An idea is a network

6. Here’s an idea!

7. Photo Here’s a solution! My learning's

8. Photo My learning's

10. Due diligence & Business Case Board engagement Relationships Organisational Culture Understanding the appetite for risk Some elements of success

12. Due diligence but Minimal engagement High engagement Board engagement in innovation Greater engagement Monitoring & understanding Close monitoring

13. Policy Audit Risk Management Strategy Ideas to solutions - the closed structure

14. promoting creativity & entrepreneurship accepting risk encouraging teamwork fostering learning and change facilitating networking and communications Ideas to solutions - the open structure

15. Openness Clarity Engagement Accountability Beyond the self-enforcing structure

17. .

18. 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)

19. Here’s a solution!

24. 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.

25. 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!

26. 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.

27. Here’s an idea! 50 kids every year.

28. 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.

29. 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

30. To what extent was the Board a part of this innovation process?

31. 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?

32. Take as long as you need to get things right… these were 3 to 5 year projects!

33. 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

35. 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