Turning ideas into solutions the role of a nurturing culture
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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 solutions the role of a nurturing culture

Turning ideas into solutionsThe role of a nurturing culture




Here s an idea
Here’s an idea!


My learning s

Photo

Here’s a solution!

My learning's


My learning s1

Photo

My learning's


Some elements of success

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


Ideas to solutions the closed structure

Policy

Audit

Risk Management

Strategy

Ideas to solutions - the closed structure


Ideas to solutions the open structure

promoting creativity & entrepreneurship

accepting risk

encouraging teamwork

fostering learning and change

facilitating networking and communications

Ideas to solutions - the open structure


Beyond the self enforcing structure

Openness

Clarity

Engagement

Accountability

Beyond the self-enforcing structure


.


The need for a solution
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)


Here’s a solution!


What were the top three factors which contributed towards success
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
What were the top three factors which didn success?’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
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 process?’s an idea!

50 kids every year.


Here s a solution
Here process?’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 process1
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



What were the top three factors which contributed towards success1

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?



The common threads

Maintain your to 5 year projects!“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 Mell to 5 year projects!Chief Executive Officer YMCA Australia

  • Direct:    (03) 9693 9702   Main: (03) 9699 7655

  • Mobile:   0403 347 945      Fax:   (03) 9699 2365Email:    [email protected]

  • 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


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