Mechanism
National
Challenge
Urban Manufacturing Alliance had spent a decade designing and scaling solutions to advance sustainable, equitable manufacturing ecosystems. As UMA faced its tenth anniversary, staff leadership engaged in a Creative Futures process, led by Love & Order, to develop a new strategic framework and reimagine its mission, vision, and organizational identity to address current economic and environmental realities.
As UMA prepared to transition to Mechanism, it turned to its longtime board consultant, Community Allies, to design and facilitate a session to ensure that the board was fully oriented to the proposed changes and able to ask critical questions and provide proper oversight on the direction, process, and governance.
Approach
Community Allies, in collaboration with Love & Order, designed and facilitated a two-day board retreat, beginning with a deep immersion into the Creative Futures experience that supported the board in envisioning Mechanism’s impacts. Community Allies then led the board in creative and strategic activities that included:
aligning around and grounding in new organizational values and priorities
applying the new values and priorities to current programs to leverage the board’s wisdom on what should be sustained, adapted, or sunsetted
imagining what stories could result from the transition to Mechanism, as a tool to help the board fulfill its role as ambassadors and communicate Mechanism’s purpose to various audiences
identifying the impact of organizational transition on the board itself. What shifts might be needed in board composition, roles, and governance?
The facilitation balanced imagination and implementation, connecting purpose and vision to practical governance.
Results
By the end of the retreat, the board spoke with clarity and confidence about Mechanism’s direction. Key outcomes included:
Shared understanding of identity and intent, affirming Mechanism’s commitment to justice, care, and regeneration.
Clarity of role between governance and leadership, strengthening accountability and trust.
Momentum for activation, with committees forming to carry forward strategic priorities identified in the retreat.
Board directors described feeling reconnected to purpose and energized for the work ahead. One participant called the process “rejuvenating,” while others highlighted the value of linking vision with operational clarity. Staff leadership reflected that the session provided a “map through the maze,” offering direction and renewed unity across the organization.
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