1. MICHAEL MINNS Director The Rugby Youth Foundation/Creating Chances Chair HR, OD and Governance Committee HR &OD Consultant 1983

2. LEADERS, MANAGERS AND FOLLOWERS Managing Change Characteristics of a high performance organisation Future challenges for the NFP Sector

3. Change- an ever evolving operational environment The only thing certain is change Control change or it will control you. The only way to control the future is to invent it

4. RYF history 2003 World Cup Australia 2004 RYF formed.CEO appointed 2005 Almost insolvent. Minns & Hudson join board 2006 Recovery possible 2007 Global Financial Crisis 2008 Funds cut off 2009 Club grants, survival 2010 Social workers take interest 2012 Football United 2014 Integration process begins. Teacher accreditation BOSTES 2015 New name Creating Chances 2016 Revenue expectations $ 2M

5. Why have we survived? Leaders who have developed followers Listened to our market Empathy with our clients and supporters

6. Community Council of Australia David Crosbie and Tim Costello say; “ too many, too cumbersome. Must dissolve or merge” 600,000 NFP 60,000 Registered charities Employing 9% of Australia’s workforce Turn over $104 B 80% have a turnover of less than $1Mp.a. This is what the future holds

7. Mergers and Acquisitions Research and our experience reveals; that 80% of all M&A’s fail to achieve the outcomes that inspired the move in the first place

8. Integration History Pacific Waste & BFI St Vincent De Paul, Australia wide La-Hoffman Roach and Kiwi Brands All successful; attributed to the then leader

9. MANAGING CHANGE Nothing can be changed by attacking or opposing or fighting existing reality. What needs to happen is to design and build a new model / paradigm which makes the old one redundant. People don't resist change, people resist being changed. Honour the past and invent the future. The three little pigs.

10. Charles Darwin “Origin of the species” It is not the most intellectual of the species that survive; it is not the strongest that survives; but the species that survives is the on that is able to adapt and adjust best to the changing environment in which it finds itsel f

11. Notable failures Coastal LG Areas in Queensland DaimlerChrysler Merger( a merger of equals) WHY ?

12. In every organisation there are two systems The Technical System and The Social system Technocrats do a great job on the integration of technical matters However looking after the people fails

13. RYF adaptation of Darwin’s observations Don’t have a strategic plan; uses Open Space Technology conferences Don’t believe in cultural competency, awareness but do practice cultural humility. Don’t use the term merger but do use the term integration Board doesn’t meet monthly but does meet according to school terms. Doesn’t have a CEO but does have a Program Manager Doesn't have policies but does have Creeds

14. RYF/CC Creeds If it is unsafe then stop the program. There are only two types of people in Australia; indigenous and boat people. Ask what is your first language ?Not what other languages do you speak? Practice Cultural Humility. Practice Andragogy not Pedagogy. White Hat/ Blue Hat accountability. Speak integration. Not merger or takeover. Every body to hold Working with Children Clearance

15. Characteristics of a high performance organisational culture A leader who understands that their true role is to design, manage and maintain a workplace culture. A clear, unambiguous, enduring mission. A flat management structure. A visible and quick response management Certainty Preciseness in the language used Everybody knows the importance of their role in the larger scheme of things

16. Who is responsible for all of this? The leader; who through deeds of commission and deeds of omission will determine the culture of the organisation and its future