emily keenan: client-based case studies
DESCRIPTION
Emily Keenan: Client-Based Case Studies while studying at the Minneapolis College of Art and DesignTRANSCRIPT
2011-
2013 Emily Keenan
Client-Based Case Studies
807 Task ForceFall 2012
180,000 usable square feet can make a massive impact on a community. How can branding and marketing give authority to a dedicated neighborhood task force?
WRITER / RESEARCH LEAD / DESIGNER
The 807 Broadway building in Northeast Minneapolis was built in 1913 for the Mazda Lamp Works company. In 1930, Minneapolis Public Schools moved into the building and turned it into their Educational Service Center. In 2012, Minneapolis Public Schools announced its move to a new location. The neighborhood surrounding the building had been watching for years and wanted the opportunity to share their visions for the building and the impact a project of this magnitude could have on their community.
PROJECT SUMMARY & RESEARCH
The 807 Broadway building in Northeast Minneapolis was built in 1913 for the Mazda Lamp Works company. In 1930, Minneapolis Public Schools moved into the building and turned it into their Educational Service Center. In early 2012, Minneapolis Public Schools announced its move to a new location. Logan Park, the neighborhood surrounding the 807 Broadway, had been watching for years and wanted the opportunity to share their visions for the building and the impact a project of this magnitude could have on their community.
The 807 Task Force formed in August of 2012. By October, they were giving a presentation to Jerry Allan’s Aesthetics of Sustainability class about this soon-to-be vacant building, full of untapped potential. Under Minneapolis Public Schools, the building had housed over 300 workers, frequenting Logan Park and the rest of Northeast’s many restaurants, shops, and local businesses. Because of the move, this traffic was leaving the area. How could 807 Broadway be redeveloped to bring the neighborhood those living wage jobs they lost? Could 807 Broadway become an actual destination?
The first phase of the project was research. The MCAD team, comprised of myself and Caitlin Sidey, began looking into sustainable redevelopments from Minneapolis to Madrid, as well as garnering further history and characterization about the Logan Park neighborhood and Northeast Minneapolis. Northeast has a total of 13 neighborhoods and Logan Park is in the heart of them. The area is home to world class restaurants, artist studios, and quirky Victorian-era homes. Northeast is a central figure to the arts culture of Minneapolis, with facilities like Casket Arts and Northrup King and yearly events such as Art-A-Whirl. In all, nearly 37,000 people call Northeast Minneapolis their home.
The rest of our research was informed by the sustainability compass, focusing on 807 Broadway as an urban ecosystem, taking a wholly integrated approach to the space.
Upon touring the 186,000 square foot building ourselves, we realized what a huge undertaking 807 Broadway really was and the flexibility the space offered for redevelopment. While looking into potential for creative reuse, we focused on other historic buildings. Previously, old warehouse buildings had been transformed into apartments, office space, soccer fields, collaborative work environments, and even stages for high-end theater productions.
We also looked at sustainable urban areas such as Seattle, Portland, Copenhagen, Vancouver, and San Francisco. We considered the infrastructure that allows these cities to be both urban and green, such as green walls and roofs, sustainable building codes, and bicycle friendly streets. This information informed our design decisions, as we carefully considered how one building could have a lasting and inspiring effect upon a large population.
Our team also did extensive research into community education and small business incubation programs, locally and internationally, such as Kindred Kitchen, who offer a shared commercial kitchen and food entrepreneurship training. Through research, we developed an understanding of how these programs could connect to 807 Broadway’s development, taking the building from a static number of jobs created to an infinite number.
THE 807 BROADWAY BUILDING
The 807 Task Force had already developed a logo that they wished to utilize in any marketing materials. Our task was to create a visual and verbal brand, cohesive with the current logo, that represented the Task Force, Logan Park neighborhood, and 807 Broadway building.
This served two purposes. Firstly, it was meant to attract attention when paired with letter-sized black and white documents coming from Minneapolis Community Planning and Economic Development. It was also meant to characterize the neighborhood and give the residents a strong voice in 807 Broadway’s future development. Creating a cohesive brand gave a sense of authority to the Task Force and helped solidify their message and vision.
WRITTEN VOICEpositive, inspiring, authoritative
“807 Broadway, in the heart of the Northeast Minneapolis Arts District, lies in the backyards of Logan Park residents. The structure has become an iconic background to their daily lives. The 186,000 usable square feet explode with potential. From customized workshops to windowed office space, this building, just minutes from Downtown, is alive with possibility. It has the bare bones—now it just needs your vision.”
EXISTING LOGO
VISUAL BRANDpositive, inspiring, authoritative, references old Mazda Lamp Company ads, cohesive with current logo
Helvetica Neue BoldHelvetica Neue
MAZDA ADVERTISEMENT
R:104 G:31 B:38
R:255 G:237 B:197
R:243 G:101 B:35
R:113 G:165 B:67
STYLIZED 807 FLOOR PLAN
BRAND DEVELOPMENT
SAMPLE PAGES FROM THE 14 PAGE BOOKLET
807’S COMPANION PIECE
Through initial meetings with the Task Force and Haila Maze of Minneapolis government’s Community Planning and Economic Development (CPED) the team was able to narrow down the scope of this project’s initial phase. Ms. Maze collaborated with us to create the idea of a companion piece to the dry, fact-based materials that CPED sends out to all potential developers. This piece, as well as the background research and project development, was presented at an exhibition of sustainable client projects at the Minneapolis College of Art and Design.
The purpose of this 14 page booklet was to characterize the neighborhood and provide viable and sustainable suggestions for reuse, intended to spur creative thought beyond the obvious redevelopment strategies.
Our final page read as follows:
“Imagine a Minneapolis-based complex where four seemingly disjointed operations worked together seamlessly, becoming an iconic space of community, personal, and business development. Formal businesses, creative agencies, and small business incubation courses would provide income for the property and promote commerce in the surrounding area as well as a routine customer base for a possible fitness facility. A rooftop garden, with individual plots and shared space, could provide product for local businesses and a place for the community to come together positively. Fitness facilities and business incubation would bring in traffic to both the Logan Park neighborhood and the building in addition to promoting a healthy physical and economic lifestyle for employees and neighborhood residents. The area already has a history of reinvention, with arts complexes such as Northrup King and the Thorp Building. This full-circle vision for 807 Broadway will not only complement these other spaces but take reinvention to a sustainable level.
Of course, our visions aren’t the only ones. They are simply one option for a building with massive potential. What do you see?”
OTHER POSSIBILITIESFood Truck Hub Community Kitchen Café Furniture Showroom
Food Co-opBicycle Repair CenterCommunity EducationArts Education CenterEntrepreneurship Training
Aquaponics Center Health Center Gallery and Concert VenueMinneapolis Museum Memory Care Facility
Therapy or Lap PoolsArtist Studios Brewery or DistilleryInternational MarketNon-profit Center
THE MCAD EXHIBITION SPACE
& Logan Park807 Broadway
For more information, contact the 807 Task Force at
Inside this packet is our gift to you. This light bulb represents the beginning of inspiration and innovation. It is just one in a whole string of ideas for 807 Broadway.
From customized workshops to windowed office space, this building, minutes from Downtown, is alive with
possibility. It has the bare bones.Now it just needs your vision.
Caution contents are fragile!
807 Broadway’s original title was Mazda Lampworks. This unique take-away, given to developers, community members, and school board officials as a gift, was folded into a rounded box and filled with a carefully wrapped lightbulb that looked much like those of the building’s past.
“Inside this packet is our gift to you. This light bulb represents the beginning of inspiration and innovation. It is just one in a whole string of ideas for 807 Broadway. From customized workshops to windowed office space, this building, minutes from Downtown, is alive with possibility. It has the bare bones.Now it just needs your vision.”
BOX COPY
After the final MCAD presentation, I continued my involvement with the 807 Task Force. Through meeting with members each week, I have been executing communications strategy and collaboratively developing a process for community involvement within development. The next step, after reaching 1500 potential interested parties with our vision through CPED, was to reach out to organizations and news outlets on our own, moving beyond developers and architects.
Over two weeks, we assembled a list of 50 contacts with potential interest in the Task Force’s vision. These ranged from a previous connection at the Downtown Journal to Oprah Winfrey. Based upon the diversity, we knew that we needed our materials to grab attention.
To do this, we decided to create a press kit, including the booklet, a personalized letter, and a piece to interest and inspire the recipient. The final piece took form in a small, cardstock box. Each was hand cut and assembled. Inside was an antique light bulb, carefully wrapped in tissue paper. Traditionally, lightbulbs represent ideas and innovation. That’s exactly what we wanted to bring to 807 Broadway, the lightbulb factory turned idea factory.
After mailing our press kits, we continued to distribute the boxes. While meeting with developers, we would leave them with this gift, hoping to inspire them to think beyond the obvious. After scheduled tours of the 807 Broadway building, Task Force members would hand out boxes and baked goods, welcoming the prospects to the neighborhood and sharing the Task Force’s faith in the building’s potential.
UNFOLDED BOX LAYOUT
EXPANDING OUR REACH
Originally, Minneapolis Community Planning and Economic Development had expected two or three developers to be interested in the building. However, they ended up receiving seven viable proposals. CPED urged each viable developer to meet with the 807 Task Force and go over their proposed plan for 807 Broadway. All seven developers agreed to this.
The meetings would typically consist of a proposal, followed by questions and concerns from the Task Force. This provided a chance for the developers to meet the local community and put faces to the neighborhood. It also gave the Task Force a chance to voice their opinions in person and promote collaboration between the developers and the neighborhood.
The developer’s original plans were as follows:
GRECOGreco, the first developer to meet with the Task Force, proposed a plan that was 67% residential and 33% commercial. In addition to 160 market rate rentals, they proposed a concept of a “beehive” with space for coworking and shared arts resources, such as a kiln and foundry. Unique to their plan was a redesign of Quincy Street that combined vehicular traffic with pedestrian traffic, modeled after streets in Denmark.
DOMINIUMDominium’s original proposal consisted of 160 rental units inside the existing building and an additional, 4-story rental building on 807 Broadway’s current parking lot. It was 100% residential and requires both state and federal tax credits.
HILLCREST DEVELOPMENTHillcrest was the first 100% commercial developer to speak with the Task Force. They are a third-generation, family-owned business that prides themselves on doing development the “right way” without borrowing money. They proposed a closed-campus for professional creative industries.
SHERMAN & ASSOCIATESSherman’s proposal was much like Dominium’s. It consisted of 100% residential rental housing, however they only suggested 118 units of workforce housing.
FIRST & FIRSTFirst & First presented the second 100% commercial option to the Task Force. Their proposal was called an “ecosystem” of creative industry and included green space, which would be open to the public.
KREMER & YOUNGKremer & Young proposed a unique redevelopment. Like their work with the California building, they focused on studio space for artists, calling the complex “Lampworks.” Their proposal also included a system for arts education for the greater community.
DOMAINDomain was the final developer to present to the Task Force. At a near even split between residential and commercial, Domain’s approach suggested high-end condominiums as well as rooftop gardens and a restaurant, serving the homegrown produce, which would double as a music venue. They additionally proposed green development, an amphitheater for outdoor performances, and a dog park.
Each developer brought a different vision to the Task Force. Through proposals like Domain, Kremer & Young, and First & First, it was clear that the Companion Piece had been taken into serious consideration when concepting their redevelopment plan.
At the end of each meeting, the developers were invited to present their proposals to the greater community on Wednesday, March 20th.
MEETING THE DEVELOPERS
The Task Force’s next step was to reach out and inform the Logan Park community about 807 Broadway’s development. To do this, we proposed two Wednesday night meetings and publicized them by plastering coffee shops and community centers from Bottineau to Dinkytown with posters and take-away postcards. In these, we introduced the new tagline “Hundreds of jobs. Thousands of possibilities.” This provided a concise way of stating what the Task Force cares most about: job creation.
The first meeting, on February 20th, was an informational meeting about the Task Force’s involvement with 807 Broadway. It sought to inform local residents and business owners about the proposals and gain a sense of their thoughts and concerns. About thirty people came to voice their opinions, learn about the process, and find out what they can do to get involved with 807 Broadway. The Task Force’s view of commercial over residential held strong and reverberated with the general opinion of neighborhood residents and business owners. The meeting also covered the initial presentation the Task Force had given to the Minneapolis School Board outlining their wishes for 807 Broadway and asking for further involvement in the decision-making process. Along with information outlining the Task Force’s views, representatives carried a banner, which was empty at the time. By the end of the meeting on February 20th, it was covered with signatures and notes of support for the Task Force’s vision from members of the community.
A tech center, a museum, a center for aquaponics, small business incubation... the neighborhood has thought of many welcome re-uses for this building, which housed a Mazda Lamp Works factory in the early 1900s. With a building of this scale, 807 could house all of the above as well as other options.
But what if it did more?
What’s red and brown and full of potential? The 807 Broadway building in the Logan Park neighborhood of Northeast Minneapolis.
HUNDREDS OF JOBS.THOUSANDS OF POSSIBILITIES.
Or, share your thoughts online [email protected] Broadway Task Force on Facebook
Wednesday, February 20Community Meeting
Wednesday, March 20Proposal Presentations from Developers
7 PM @ Logan Park
13th & Monroe St. NELogan Park Community Center
Join the Logan Park Neighborhood Association and the 807 Broadway Task Force for discussion and more information at two community meetings.
HUND
REDS
OF
JOBS
.TH
OUSA
NDS
OF
POSS
IBIL
ITIE
S.
Or, share your thoughts online [email protected]: 807 Broadway Task Force
Wednesday, February 20Community Meeting
Wednesday, March 20Proposal Presentations from Developers
7 PM @ Logan Park13th & Monroe St. NE
Join the Logan Park Neighborhood Association and the 807 Broadway Task Force for discussion and more information at two community meetings.
8 FT. BY 2 FT. BANNER, NOW COVERED WITH SIGNATURES
COMMUNITY POSTER & POSTCARD
ENGAGING THE COMMUNITY
On March 20th, the developers came to the Logan Park Community Center to present their plans to the general public. Over 150 people, from artists to school board members, came to listen to the plans and share their input on provided comment forms. Each attendee signed in and was instructed to leave feedback and write down any questions they may have for specific developers to be acknowledged during the question and answer session that would wrap up the three-hour informational event.
One surprising element of this meeting came when the developers started making their proposals. All of the developers who had originally suggested a 100% residential reuse included commercial elements to their proposals. The proposals that were 100% commercial started revealing further plans for community resources and involvement in the building, taking the suggestions made during the initial meetings with the Task Force. This change represented their willingness to collaborate and listen to the neighborhood’s wishes for a building that is deeply ingrained in the Logan Park community. After the meeting, we collected the comment forms and have consolidated them into a spreadsheet, detailing the opinions of people in attendance.
OVER 150 PEOPLE GATHERED FOR THE EVENT PROPOSED INITIALLY
PERCENTCOMMERCIAL
PERCENTRESIDENTIAL
Sherman & Associates
Dominium
Greco
Domain
First & First
Kremer & Young
Hillcrest Development
PROPOSED ON MARCH 20TH
PERCENTCOMMERCIAL
PERCENTRESIDENTIAL
Sherman & Associates
Dominium
Greco
Domain
First & First
Kremer & Young
Hillcrest Development
SAMPLE COMMENTS“Great, well-run session. All seven developers are qualified. I just hope it doesn’t come down to the price paid to MPS.”
“I prefer all the developers that offer commercial use, jobs, and community access. I’m just most concerned about parking, if traffic to the area is increased.”
“I’m skeptical of anyone financing with tax credits. I also think the plan needs to integrate with the existing neighborhood.”
MARCH 20TH: A MAJOR MILESTONE
After the March 20th event, the Task Force immediately sent a press release to the media contacts gathered while sending out our press kits. This press release accompanied a pre-written article, which detailed the events of March 20th and the community’s initial reaction. Through these contacts and other outreach efforts, the 807 Task Force has now been featured in at least seven different articles since its formation, ranging from online publications like The Line, to local news outlets like the Northeaster. The meeting was even featured in the Star Tribune.
MEDIA MENTIONS“A task force organizes to preserve the vintage 807 Broadway building”The Line, October 3rd, 2012“What’s next for 807 Broadway?”The Northeaster, November 20, 2012“A new vision for former MPS headquarters in Northeast”The Downtown Journal, December 5, 2012“A look inside the old Minneapolis Public Schools complex at 807 Broadway, now for sale”The Northeaster, January 15, 2013“Ex-school center draws developers” Star Tribune, March 23rd, 2013“Developers make their case for 807 Broadway building”The Downtown Journal, March 27, 2013“807 Broadway Task Force asks Minneapolis residents: What matters most?”The Northeaster, April 4, 2013
NEXT STEPSOverall, Logan Park has had a collaborative, positive involvement in 807 Broadway’s redevelopment process. Immediately, we are working on a “What do you see in 807?” campaign for more neighborhood involvement and creating our own “dream campus” from the results. In the near future, I will be continuing to work with the 807 Broadway Task Force to develop a web-based resource outlining a repeatable process for other dedicated community groups to have a say in their neighborhood’s development. It is our hope that this process will open a lasting dialogue between government, community, and business surrounding creative reuse and its potential effect on urban and economic sustainability.
807 Broadway Developers Present Proposals to Over 150 People
MINNEAPOLIS, MN--MARCH 20, 2013 Seven developers with proposed plans for the redevelopment of the 807 Broadway building (the former Minneapolis Public Schools Educational Service Center) presented their proposals to over 150 community members, business owners, and interested parties. The event was hosted by the 807 Task Force, a neighborhood group who have been voicing the Logan Park community’s opinion throughout the proposal process.
Each developer was given ten minutes to describe their plan for the building’s redevelopment while attendees were encouraged to write down comments and questions. Following the presentations, members of the development teams as well as representatives from Minneapolis Community Planning and Economic Development (CPED) and Minneapolis Public Schools (MPS) answered questions from the public.
The Task Force encourages using 807 Broadway to create living wage jobs. “We’re asking MPS--as a public entity--to consider that taking a smaller check now is an investment in the future of the community,” says 807 Broadway Task Force Co-Chair Pat Vogel.
Three developers especially captured the attention of the community. Kramer & Young, Hillcrest, and First & First all proposed 100% commercial redevelopments. All three developers currently own and manage similar properties around Northeast Minneapolis and report near full capacity in their buildings.
###
In July of 2012, the Logan Park Neighborhood Association formally created the 807 Task Force. It is comprised of citizens of the Logan Park community in communication with MPS, CPED, and all seven developers. The Task Force hopes to encourage positive community and economic growth through the 807 Broadway campus.
If you would like more information about this story or to schedule an interview with the 807 Task Force, contact Pat Vogel at [email protected].
1330 Van Buren Street Northeast Minneapolis, MN 55413
(612) [email protected]
Contact: Pat Vogel(612) [email protected]
FOR IMMEDIATE RELEASE
PRESS RELEASE/LETTERHEAD DESIGN
THE AFTERMATH & NEXT STEPS
Worrell DesignFall 2011
Even commonly accepted objects can have design flaws. How can the blood glucose monitoring kit be redesigned to make testing safer and more convenient for diabetics?
RESEARCH LEAD / PRESENTER
There are 25.8 million people in the United States who have been diagnosed with diabetes. The majority of diabetics utilize the free case that comes with their blood glucose monitoring kit. Worrell Design invited students from the Minneapolis College of Art and Design to join them in ethnographic research in order to identify common issues with these kits and create alternative design solutions.
Worrell’s approach to industrial design research is anthropology-based, relying upon interviews with affected individuals. They tasked the project team with interviewing one person each. As a team of eight, we managed to interview 25 diabetics instead. We interviewed each participant in teams of two, one video taping and taking notes, the other asking questions and making conversation. At the end of the interview, team members asked each participant to test their blood glucose levels in front the camera.
In addition to interviews, the team did extensive research online, utilizing the internet marketplace reviews of competing testing kits as well as videos of diabetics testing their blood glucose levels. We took notes on aesthetic, emotional, physical, and human factors aspects of the various cases and processes used to test.
The market is equally split between male and female diabetics, who appreciate durability, quality, and maintenance over aesthetics. They typically need to test their blood glucose level multiple times daily and tend to carry their case (and occasionally insulated insulin pens) with them everywhere they go.
Research Methodologies
Target Market
ROBERT, 55Type: 2 Family History: Yes Diagnosed at: Age 44 Symptoms: Problems such as fatigue, feeling faint, and dizziness Tests: 4 times per day Current Brand Kit: Nova Testing: Uses the Nova case which he received free. Usually tests in private. When it comes to insulin he injects 30-60 units each time, about 10 units a shot. He doesn’t think the case is bulky or too big, if anything he would prefer the case to be larger. Uses tissue or gauze to wipe his excess blood on and throws it away in the garbage. Does not find a need for more compartments, zippers seem to be the most efficient element for him. Hardships: Feeling faint, terrified of needles, and having a hard time regulating diet.
VIRGIL, 72Type: 2 Family History: Yes Diagnosed at: Age 62 Symptoms: Problems such as blurred vision, cataracts, and weakness in the extremities Tests: 2-3 times per day Current Brand Kit: Free Case Testing: Didn’t test as often as he should have, due to the fact that he thought he was fine and led a busy life. His diet didn’t change until late in his life. Wouldn’t test anywhere that wasn’t home. His testing kit was always kept in the same spot. Due to its small size it would sometimes get lost amongst books, magazines, and remotes. A bigger, heavier case would have worked a lot better. Hardships: Stubborn about his disease, he never learned that diabetes wasn’t his fault.
LUKE, 31Type: 1 Family History: Yes Diagnosed at: Age 20 Symptoms: Problems such as fatigue, weight loss, and poor circulation Tests: Before every meal Current Brand Kit: Free Case Testing: Tests in public and at home. Comfortable testing in front of others. Feels that the kit is as small as it can get with the current components. The generic, free case is too medical and makes him feel like a junkie. It feels cheap and makes testing seem like something he shouldn’t be doing in public. Hardships: Regulating his diet and having to take insulin multiple times a day is one of the biggest hardships for him. Financially, the disease is expensive and he is not interested in paying for a case.
DOROTHY, 76Type: 2 Family History: Yes Diagnosed at: Age 60 Symptoms: Receptive to the fact that she has diabetes. Minimal symptoms because of a changed diet, exercise, and an active social life. Tests: 4-5 times per day Current Brand Kit: Free Case Testing: She tested often, more at home than anywhere else. She wanted a more permanent kit for home along with an- other smaller tester to take on the go. She wanted to test anywhere and not feel like she was lugging around a bunch of medical supplies. Hardships: She was very proactive about her disease, realizing that the doctor cannot be with you 24/7. She became her own advocate. Throughout the years she learned that she didn’t need to test as often because she knew how her body felt with a high or low blood sugar count.
Sample Interviews
Scenarios & Personas
Mary is 65 and lives in San Diego, California. She lives a modest life and is retired from her many years as a college professor. She spends most of her time in her backyard gardening. She takes daily walks with her husband, visits her grandchildren throughout the week, volunteers at her local community center, and enjoys browsing through flea markets. Mary is a very proactive person. She eats healthily and tries to stay in shape. Mary is constantly on the move.
Peter is a 78 year old man from Duluth, Minnesota. He has Type 2 diabetes. He spends a lot of time with his three grandchildren, and loves to sit in his chair and watch baseball. Before retirement, Peter worked as a facilities manager at a lumber yard. His wife passed away five years ago, so he now lives alone in their home. His memory is not as good as it used to be. His adult son and daughter visit him and monitor his health regularly. Peter has had a few medical emergencies from forgotten insulin shots over the years and has a hard time managing his diet. Remembering to test can be difficult for him.
MARY PETER
Last Sunday, Peter was rushing to church to meet his teenage granddaughter, as he does every week. He begins to slur his speech in church and knows he needs to test but in his current state he cannot do it himself and asks his granddaughter to help him. She takes him out to the foyer and has him sit in a chair. Removing the case from the inside pocket of his suit coat, she opens it, and tries to follow the directions he is giving her with his hands to test his blood.
It is a Saturday afternoon and Mary is at lunch with a friend she has not seen in months. She knows that before she makes a meal decision, she needs to test her blood glucose levels. She excuses herself to the bathroom, where she takes out her case, sets it on her lap, and tests her blood. She washes up before returning to the table, never mentioning her testing to her friend.
Testing Timeline (seconds)
0 120
bloodless
with blood
cleanse finger
prepare lancer and monitor
prick finger
milk finger
wait for resultsrecord results
pack up case
load blood onto strip
METER LANCETS STRIPS LANCER KLEENEX
JUICE INSULIN CANDY NOTEPAD BAND - ALCO -HOL
USED STRIPS
METER LANCETS STRIPS LANCER KLEENEX
JUICE
INSULIN
CANDY
NOTEPAD
BAND -AIDS
ALCO -HOL
USED STRIPS
METER LANCETS STRIPS LANCER KLEENEX
JUICE
INSULIN
CANDY NOTEPAD
BAND -AIDS
ALCO -HOL
USED STRIPS
Common Components of a Kit
By importance...
By frequency in kits...
AIDS
Infographics
ME
Through our research we found that our original target market, 65 years and older, are uninterested in change, innovation, and redesign when it comes to the case. They are more interested in redesign when it comes to the kit’s contents. They are unwilling to pay for something that seems like a luxury when their medical spending is already so high. In time, our original target market could be interested in a new blood glucose monitoring kit case, however we feel the adjusted target market should be geared towards younger Type I diabetics.
Many adult diabetics below age 65 were incredibly interested in making the testing process more efficient. They don’t enjoy the reality of carrying a case that feels medical and want something personal, stylish, and more specifically designed for them.
In addition to individuality, the current cases have some physical issues. For instance, there is no place for used test strips which leads to purchasing a second smaller case or wiping blood on the case itself. Over time, the elastic loops on the case can either snap or become too loose. Closing the zippers can also be cumbersome and conspicuous.
Problem Definition
Estimated number of people with diagnosed and undiagnosed diabetes
0
7500000
15000000
22500000
30000000
Under 20 20-64 65+
Opportunities
PHYSICALThe size of the case, as originally thought, is not the issue. In fact, smaller cases are more difficult for many diabetics. The case’s functionality is far more important. More compartments, elastic loops, and zippers make testing complicated for diabetics, so many prefer the freedom of something similar to a make-up case.
EMOTIONALMany diabetics excuse themselves to test their blood glucose levels and never mention it, seemingly out of respect for the friends and family who are near them. Each interviewee would rather be thought of as a person before a diabetic. The current free case seems so medical that many feel it marks them as different.
FINANCIALType 2 diabetics are typically older and have had the same case for over a decade. Type I diabetics tend to be younger and more willing to spend money on aesthetics. They would be more open to a stylish or different case. Most kits come with a free case, which many diabetics happily use. Most were not willing to spend more than $20 on a case.
This initial solution creates a dishwasher-safe place to put used test strips. In the tiny polycarbonate disposal case on the left, there would be a antibacterial-coated sponge where diabetics can dab their finger after testing, then lock it up with the used test strips. The sponge could easily be removed from the top of the case and washed. This case would mimic the look of an eyeglass case and hinge open and shut, the open interior providing easy access to each item required to test.
Preliminary Case Designs
This notebook-style case would have pockets with a magnetic, book-like opening, removing the need for awkward Velcro or zippers. Each piece would have it’s own spot inside of the internal foam. The front of the case could be customizable and come in a variety of fabrics, keeping the case from feeling too medical and allowing a person’s individual taste to define them more than their diabetes.
Best BuyFall 2011
Would you buy a backpack from Best Buy? How can a technological corporation create and sell a product their consumers do not associate with their brand?
TEAM LEADER / PRESENTER
Best Buy is the leading retailer of consumer electronics in North America. Their in-store brand, Init, is geared towards storage products and cases for electronics. Their in-store brand managers reached out to students at the Minneapolis College of Art and Design to delve into the process young adults use to purchase backpacks and develop innovative designs that resolved issues of fit, protection, and electronic thought.
Best Buy specifically asked the team from the Minneapolis College of Art and Design to focus on young adults aged 18 to 25, both male and female.
This market tends to be more technological and carry more electronics with them at all times than an older market. They are highly individualistic and concerned with style.
Target Market
Mandatory Inclusions
FITThe backpack must fit everything a typical young adult carries. It also must be able to fit both men and women.
PROTECTIONDelicate electronics must be able to be protected. Thought should also be given to things such as loose papers. It should last at least two years.
ELECTRONIC THOUGHTIssues of cord placement and tangling should be resolved. The Best Buy customer is technological, so their backpack should reflect that.
ACCESSIBILITYThe contents of the backpack must be accessible at all times.
STREET DESIGNThere should be attractive details. It should not look too business-like or too juvenile and appeal to a mass audience.
In order to discover the process behind purchasing a backpack from a young adult perspective, we interviewed 18 people between the ages of 18 and 25. We asked them to walk us through their current backpack and describe what they use each pocket for as well as the features that drew them to their decision.
We also asked each interviewee to empty their bag or backpack and take a photograph of the contents so that we could get an idea of typical inclusions.
In addition to interviews, the team went shopping with three people who were looking for a new backpack. Each had different goals in selection and were asked to describe their process. We used usability software, which recorded their facial reactions with a webcam and superimposed it on top of their screen in order to record their online research prior to physical purchase.
Once we had garnered information, each team member created an initial 100 designs based upon the research.
Research Methodologies
“I usually go shopping knowing what I want already, since I’ve probably had my eye on it for a while online.”Kyle, 19
“I don’t actually care what’s inside of it or about padding. I have individual cases for my phone and computer that I put into my backpack.”Allison, 20
“I like interesting things, like my last backpack in high school could play music from my iPod.”Leo, 20
“I’ve had the same backpack since middle school. It’s lasted ten years. I don’t think I’d get rid of it, since it’s obviously pretty durable.”Lairen, 22
“I don’t really go for backpacks anymore, now that I’m working full time. Once you reach a professional job, carrying around a backpack looks pretty juvenile.”Caitlin, 23
Best Buy needs to put their signature on any backpack they decide to sell. Unless their backpacks are innovative and well-suited to technology, places that typically sell backpacks will have an advantage in this market.
While sorting through initial designs, the team decided to split into two separate groups, each focused on a different type of backpack. The first is a customizable backpack, where modular parts can be sold separately to address individual consumer needs. The second is a technological take at backpack design, utilizing integrated electronics.
Initial Designs
Design Strategy
Design Mock-Ups
This backpack is a customizable, modular style that would allow for different pieces to be sold separately. When a consumer purchases an electronic, they can also purchase the addition to their backpack. The straps are also customizable, so the backpack can become a tote or a cross-body bag.
The interior of the basic starter bag includes a file folder for loose papers and a laptop sleeve. The outside is a hard casing and allows for flat sides to zip together with new additions.
This technological style includes a lightweight power strip at the bottom of the backpack. Cords for electronics feed through the bottom and can plug into the power strip. There are individual cases for cell phones, cameras, and mp3 players in addition to a laptop sleeve on the interior back of the backpack.
The side includes a water bottle holder and the straps are padded with a red gel honeycomb padding. The bottom is a hard plastic and includes a place to store the power cord when not in use to store power or charge electronics.
Allina Hospitals and ClinicsSpring 2011
Aftercare is the end of professional care and the start of home care. How can Allina reach recent patients during aftercare and facilitate healthy communities in the future?
DESIGNER / RESEARCH LEAD / PRESENTER
Allina Hospitals and Clinics, now Allina Health, is a not-for-profit system of healthcare that employs over 24,000 people and serves 1.2 million people in their hospital facilities each year. Currently, doctors sit down with the patient before release and give them an extensive booklet, containing everything from dietary restrictions and activity suggestions to contact information. This project sought to examine the information provided to patients before starting at-home recovery in order to empower the patient, connect them to caregivers, and make them more independent and goal-driven in their aftercare process while exploring opportunities for Allina to promote health at home in the future.
The team felt strongly that speaking with past Allina patients about their aftercare experience would be the ideal method of discerning what could be improved in aftercare services. Together, we listened to eight different patients, as well as their friends and family, about their experience from consultation to at-home healing.
In addition to patient interviews, the team did research into ways other companies approach aftercare in innovative ways. We even found areas of the Internet (blogs, forums) where people communicate with others experiencing similar situations in a supportive community during the healing process.
Research Methodologies
Current Practices
When an Allina patient leaves the hospital, they sit down with their doctor individually and are given a large booklet to fill in daily, with records of vitals and activities. The booklet contains all the information for daily care practices on a patient’s journey towards healing. They also offer care guides, typically reserved for elderly people with diabetes, that partner with a patient’s care team and provide basic health instruction.
Allina’s current online practices involve an online home called MyChart, that allows patients to access their medical charts online.
“In the case of the elderly or those patients that can’t take care of
themselves, their support networks should get aftercare instruction. Either
that, or the family and loved ones should have a place to go with their questions.”
Budd, 84
“There are things we don’t understand as patients, but doctors need to know.”
Anne, 53
“It was a stressful situation during release and it was hard to remember what the doctor said later. We were all exhausted and I’d been sleeping in a hospital armchair next to (my daughter’s) bed for three weeks.”
Judy, 57
Sample Interviews
“They’re really counting on people to be independent in their own care, even if they can’t stand up on their own after
surgery.”Dawn, 55
“If no one is pushing you to do your physical therapy, it’s impossible to do.”
Deb, 47
Allina’s current practices include a care guide for elderly diabetics. What would it look like if this innovative role was expanded? The care guide could be a combination of medical professional, counselor, and community member. Their role, to act as a bridge between the hospital and home, would provide a steady, consistent connection. The care guide would stay with the patient from pre-release to post-healing. For patients with small support networks or limited connections in the area, a care guide could afford them more freedom and answer questions in an open, honest, and timely manner. They would also keep patients accountable for their own healing process. Support networks could also meet and contact the guide in order to enrich a loved one’s healing process. This role would be location-based, connecting people in the same community who are dealing with similar situations and expanding each patient’s support network. A need for this type of connective relation to others is part of human nature and can be found online currently, through examples such as the Cancer Survivors Network and mommy blogging. Guides would also provide support through in-home cooking classes to deal with individual dietary restrictions, group therapy, and personalized support. This role could be filled by medical students, psychology students, social work students, or retired medical professionals.
Problem Definition
One Solution: Expanding the Care Guide
Our research found that as patients leave the hospital, they are given a barrage of information in a very short time. This is a high-stress situation for patients and their support system, so this vital information can be difficult to process and recall when necessary. The current practice does not take into account the emotional aspects of a hospital stay and creates a disconnect between inpatient care and home care. Current aftercare is patient driven, and can ignore a patient’s temporary dependence on family and friends.
In the future, Allina could expand the role of the Care Guide in order to create entire care communities, connected in health. They could adapt wireless heart monitors and pedometers, connected to an online database, to track activity and heart health progress. By expanding MyChart for daily use and allowing it to set small, achievable health goals, people could integrate Allina’s services into daily life. This information could be accessed by patients and participants on their phones or personal computers, while still retaining phone services for those without internet access.
This online service could also connect to services like Google Maps, marking local gyms, health food stores, walking trails, and meeting spots for your Allina Health Community. People could send announcements, find a walking buddy for the day or a taste tester for their newest, Allina-suggested low-sodium pasta sauce recipe. This type of human connectedness will help make health consciousness a more vital, more convenient part of daily life and fill a need to relate to others in a highly technical time.
The Future of Aftercare
