A new way to strategize

CONTEXT:

The UCSF Library, a unit within the UCSF enterprise was at the leading edge of technology and held resources with the potential to introduce applied creativity across campus. The only problem? Most people on campus had no idea.

For years the Library quietly provide innovative services, technology and research that consistently went unattributed to their efforts because of a strong lack of identity and organizational purpose.

The Library needed renewed organizational purpose, in others words, mission, vision and values statements as well as an action plan to experiment with a new identity and reestablish the brand for the unit.

APPROACH:

The Library’s previous organizational purpose which only consisted of a mission and vision (no values) was disconnected, convoluted and simply too long. If we were going to help change the perception and thus the population of the Library across campus, we had to bring its purpose down to earth and make it relatable to everyone from the front desk staff, to the University Librarian, to the average dental and medical student.

Here is what I did with the Library to connect the dots they needed to define a strong purpose:

• Staff Training: A facilitated workshop with the Library staff to help them understand the concept of the organizational purpose and the mission, vision and values within it.

• Team Workshops: Led workshops for each Library group from Archives to Ed Tech, to draft their own versions of the Library mission, vision and values.

• Stakeholder Survey: Worked with the staff to draft, organize and distribute survey to stakeholders (students, faculty, staff and public).

• Synthesis: Led leadership and select staff to synthesize survey results to gain insight on the Library perception and reputation. Reviewed themes from collective vision, mission and value statements from Team Workshops.

• Definition: Collaborated with leadership to draft final vision, mission and values statement.

• Creative Exploration: Conducted preliminary research with select staff to explore creative projects from outside sectors for inspiration.

• Action Objective: Led workshop to introduce staff task force to action planning and to create action objective.

• Ideation: Led two workshops to refine goal and generate ideas for testing.

• Beta-Testing: Hosted activation events open to campus with feedback surveys for attendees to test our goal and idea.

• Blueprinting: Once goal and idea was validated through testing, worked with staff task force to draft action blueprint and OKRs.

RESULTS:

Mission: Through exemplary services and resources, the UCSF Library cultivates environments that advance science, promote health, and innovate in teaching and learning.

Vision: The UCSF Library is a catalyst for discovery, learning, healing, and innovation that connects our partners and community for the benefit of humankind.

Values:
Deliver EQUITABLE and INCLUSIVE service
Nurture CONNECTION
Foster COLLABORATION
Advance LEARNING
Inspire INNOVATION

UCSF Library Makerslab:
Launched makers lab space at the Library with opening event and a scheduled list of events to bring patrons into the new space.

OUTCOME:

With the new organizational purpose and the establishment of the Makers Lab, the Library became a hub for learning through creative exploration in its spaces, events, classes exhibits, collaborations and resources. Library visitorship grew exponentially over the next five years in-person and online as a result.

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CONTEXT:

The Academy of Motion Picture Arts & Sciences Film Archive's In Frame project was created to compile a database of films and filmmakers in 10 preliminary focus areas: Black/African Diaspora, Asian/Asian Diaspora, Indigenous Peoples, Latina/o/x/e, LGBTQIA+, Middle Eastern or North African/MENA Diaspora, multiracial, Pacific Islander, people with disabilities, and women; with a goal of generating more inclusive scholarship, programming, and film collections and re-imagining how film archives describe their holdings.

I was brought on to conduct facilitation training for ten staff members who were recruited to lead a series of focus group sessions over Zoom with outside community representatives to discuss language related to identity and representation in film. The goals for the training was to equip staff with the basic tools to facilitate a virtual meeting as well as specific guidance on how to lead conversations about potentially sensitive topics related to identity. 

APPROACH:

After receiving a debrief from the project organizers about the training. I crafted a three part training for the Academy staff participants.

Here is what I did with the Academy to introduce inexperienced staff to facilitation and navigating vulnerable conversations:

• Icebreakers: Designed two icebreakers experiences for the session. The first sent participants to individual Zoom breakout rooms with no explanation as soon as they entered the Zoom meeting. This created a sense of confusion for participants to illustrate what can happen when a meeting is poorly facilitated. It helped to underline the importance role of the facilitator. The second asked participants to share a movie that had a significant impact on them as a child and why. This encouraged participants to lower their guards and prepare to discuss vulnerable conversations.

• Facilitation 101 Training: Led three part facilitation training that included what makes effective virtual facilitation, navigating sensitive conversations and the anatomy of a focus group. Each section prompted examples using films from the past, audience participation and a group activity.

RESULTS:

Training slides served as a guide for staff beyond the training session.

OUTCOME:

The staff facilitators successfully completed the focus group sessions, a total of 18 meetings. The Academy received a substantial amount of input and insight from the community representatives about their controlled vocabulary for the In Frame project.

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CONTEXT:

The UC Global Health Institute (UCGHI) had a decade old mission statement and no vision or values. They were in need of a mission statement refresh and draft their first ever vision and values statements. At the time, I was working with UCGHI as a communications consultant when I was asked to facilitate a two-part workshop for the staff and select advisory board members on the concept of an organization's vision, mission and values.

APPROACH:

I designed a two part training for the UCGHI staff and advisory board members.

The training consisted of the following:

• Part 1 - Purpose Overview: Reviewed definition of vision, mission and values. Examined anatomy of various vision, mission and value statements to understand their format, use and impact.

• Part 2 - Purpose Crafting: Led three part facilitation training that included what makes effective virtual facilitation, navigating sensitive conversations and the anatomy of a focus group. Each section prompted examples using films from the past, audience participation and a group activity.

RESULTS:

Slides served as a training tool for the two-part workshop delivered.

OUTCOME:

The staff convened for a strategic planning retreat and the previous workshops provided effective context and preparation for the retreat. UCGHI is currently in the process of drafting their new vision, mission and values using the framework shared in the workshops.

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