2014 MLK Day of Service Report

Transcription

2
CONTENTS
1
PROGRAM OVERVIEW
1.1
1.2
1.3
1.4
1.5
1.6
2
PROGRAM IMPLEMENTATION
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
3
About the Program
Community Engagement Research Fellowship
Intentions
Participation
Pro-Bono Legacy
2015 Schedule
Initial Studio Survey
Request for Proposals Process
Proposals Received/Selected
Team Formation
Selected Projects: A Neighborhood Strategy
Arts Council of New Orleans
Live Oak Wilderness Camp
ReFresh Coalition
Youth Rebuilding New Orleans
PROGRAM EVALUATION
3.1 Studio Survey
3.2 Partner surveys
3.3 KJ Method Evaluation
4
RECOMMENDATIONS
4.1 Program Priorities
4.2 Role of the Research Fellow
4.3 Suggested Schedule
5
APPENDIX
5.1
5.2
5.3
5.4
Initial program description and estimates
2015 Request for Proposals
Studio Evaluation Survey Instrument
Partner Evaluation Survey Instrument
UNDER SEPARATE COVER
Civic Pavilions Art’s Council of New Orleans
Live Oak Wilderness Camp (presentation document)
Live Oak Wilderness Camp appendix
ReFresh Project: Coalition Identity Retrofits
Youth Rebuilding New Orleans St. Ann and N. White Street Master Plan
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1 | PROGRAM OVERVIEW
PROGRAM OVERVIE W
1.1 About the Program
Eskew+Dumez+Ripple launched an annual firm initiative in January of 2015 that
simultaneously strengthens its commitment to building community and honors the
legacy of Martin Luther King Jr. Each MLK Day the firm donates the services of its
entire staff to amplify the capacity of organizations working to better the New Orleans
community. A short film was also composed to document the day and inform future
iterations of the program (https://vimeo.com/124167198).
The Eskew+Dumez+Ripple MLK Day of Service is an opportunity to concentrate the
skills and interests of the entire studio towards assisting larger ongoing efforts in
our community. Through skills-based service members of the entire studio have an
opportunity to learn from stakeholders about the issues their communities face and
share their own expertise on how design may play a role in addressing them. Team
members work with stakeholders from the partner organizations and communities they
serve to identify the priority issues and collaborate on design interventions that may
help achieve the outcomes they seek.
1.2 Community Engagement
Research Fellowship
The theme of the 2014/2015 Research Fellowship was community engagement with a
focus on tools and formats for designers to conduct meaningful public outreach around
architectural and urban placemaking projects. The confluence of studio interests and
the 2014/2015 Fellowship resulted in the creation of the Eskew+Dumez+Ripple MLK
Day of Service program. The day is intended to serve as a platform for professional
engagement in the community as well as a platform for future Research Fellows to
engage with members of the studio.
The Day of Service was partially constructed as an opportunity for members of the
studio to relate their professional expertise to identified community needs. It is also
envisioned as a built-in testing ground for the Research Fellow to experiment with
how their research can have a lasting impact on the way the studio operates. The
time dedicated to planning and implementing the program serves as an infusion of
resources for the Research Fellow and exposure of the studio to the Fellowship topic.
1.3 Intentions
This program is built on the foundation of skills-based service, which is an approach
to community engagement that matches employees’ workplace skills, expertise, and
knowledge with community organizations to increase their impact. Skills based service
helps community organizations expand their capacity and become more sustainable,
while allowing employees an opportunity to build leadership skills and contribute to a
cause that they believe in.
Benefits for Eskew+Dumez+Ripple
Benefits for Community Organization
Talent Development
Creative opportunities to do something
outside of everyday work.
Increased Capacity
Access to expertise outside of the typical
volunteer or staff member.
Foster Firm Culture
Opportunity to build-in community
engagement through service.
Raise Awareness
Design may strengthen an organization’s
identity in the community.
Build Relationships
Develop new connections and recognition
for doing high quality, engaged work.
Communicate a Mission
Help to clearly express values and needs
in order to access more resources.
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1.4 Participation
40 out of the 50 employees participated in the 2015 Day of Service including
administrative and business development staff
4 community organizations benefitted from pro-bono services
25 stakeholders from community organizations participated in the design process
4 project teams were formed with 8 - 14 members per team
9 cocaptains led the 4 teams and coordinated with their community partners
12 hours per team member on average was spent preparing for, participating in, and
following up after the Day of Service.
1.5 Pro-Bono Legacy
Although Eskew+Dumez+Ripple has a long legacy of providing pro-bono services to
the community there is a desire to be more intentional about the larger impact these
services have on the community. The Day of Service is one part of this effort to use probono projects as an opportunity to build new relationships in the community and have a
larger collective impact on the issues our community faces. By using approximately half
of the studio’s annual pro-bono hours on the Day of Service the firm intends to expand
its reach in the community while reserving time throughout the year to further boost
community efforts.
Year
2015 Day of Service
Pro-Bono Hours
Estimated Total
Annual Hours
% Pro-Bono
630
104,000
0.61%
2014 Total
1,408
104,000
1.35%
2013 Total
1,000
91,520
1.09%
2012 Total
1,071
97,760
1.10%
2011 Total
1,324
87,360
1.52%
2010 Total
1,008
87,360
1.15%
2009 Total
524
70,720
0.74%
2008 Total
255
66,560
0.38%
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1.6 2015 Schedule
November 2014
1
2
3
4
5
6
7
8
9 10 11 12 13 14 15
16 17 18 19 20 21 22 Program Planning
Color Key
23 24 25 26 27 28 29
Color intensity indicates major
milestones and intensity of work
required.
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Orange colors indicate
time spent in planning and
evaluation and was primarily
done by the Research
Fellow. This time was
logged as “research” in time
sheets.
Blue colors indicate time
spent by the Research
Fellow and project teams
preparing for and following
up on the Day of Service.
This time was logged under
the Day of Service project
number in time sheets.
December 2014
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1
2
3
4
5
6
8
9 10 11 12 13 Request for Proposals
14 15 16 17 18 19 20 Project Selection
21 22 23 24 25 26 27 Team Formation
28 29 30 31
January 2015
4
5
6
7
1
2
8
9
3
10 Project Planning
11 12 13 14 15 16 17 Friday Forum
18 19 20 21 22 23 24 MLK Day of Service | Friday Forum
25 26 27 28 29 30 31 Program Evaluation
February 2015
3
4
5
6
7 Lunch & Learn Evaluation Presentation
1
2
8
9 10 11 12 13 14
15 16 17 18 19 20 21 Program Report Completion
22 23 24 25 26 27 28
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Program Planning In collaboration with Jose Alvarez and Sabeen Hasan, the 2015 Research
Nov. 17 - Dec. 5, 2014 Fellow, Nicole Joslin, begins to design the goals of program within the
Eskew+Dumez+Ripple firm culture and define the scope of the pro-bono services
to be provided.
Request for Proposals A Request for Proposals (RFP, refer to section 2.2 for the full RFP) is distributed
Dec. 8 - Dec. 18, 2014 by e-mail to community organizations on December 8th and is open through
December 18th. Eight project proposals are received (refer to section 2.3 for
proposal summaries.)
Nicole, Sabeen, and Jose do an initial review of the proposals to evaluate their
Dec. 19th, 2014 suitability for the Day of Service program. Each proposal is then summarized
by Nicole and distributed to the entire studio for review. Full proposals are also
posted in the studio for a few days leading up to the project vote. Studio members
use this information to vote for their top two choices for the Day of Service.
Project Selection
Team Formation Teams are formed by the Nicole based on top project choices. Team cocaptains
Dec. 22, 2014 - Jan. 2, 2105 are self-nominated.
Project Planning All cocaptains meet with their community partners at least once to further refine
Jan. 5 - Jan. 15, 2015 the project scope and expected deliverables. Depending on the type of project
some teams make visits to their project site as a group prior to the Day of Service.
All project teams participate in a Friday Forum the week before the Day of Service
Jan. 16, 2015 to get to know their community partner and their project needs. Stakeholders
from all community partners are invited to meet with the full design team and
participate in various data gathering activities facilitated by team cocaptains.
Friday Forum
Team cocaptains manage the design process on the Day of Service. All teams
Jan. 19, 2015 elect to invite various community stakeholders to participate in review sessions
throughout the day. Some teams also elect to visit their project site together
at some point throughout the day. Matt Kleinmann, the 3-month Community
Engagement Research Fellow, participated in documenting the day through
photography and film.
MLK Day of Service
Friday Forum Stakeholders are invited to an informal presentation and gallery viewing of the
Jan. 23, 2015 completed projects. Each project package is pinned up and briefly presented
by various team members. Complete project packages are also distributed to
community partners at this time.
Program Evaluation Online program evaluation surveys are composed and distributed by Nicole to
Jan. 26 - Feb. 3, 2015 the studio and project partners. Data from the surveys are presented by Nicole
at a Lunch & Learn on February 3rd. Nicole facilitates another evaluation activity
based on the KJ Method also takes place at the Lunch & Learn in order to identify
how the Day of Service translates to everyday work in the firm.
Program Report A program report is produced by Nicole and reviewed by Sabeen and Jose to
Feb. 4 - Feb. 20, 2015 inform planning for future Days of Service.
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2 | PROGRAM IMPLEMENTATION
PROGRAM IMPLEMENTATION
2.1 Initial Studio Survey
Studio members were surveyed when the program was first conceptualized to provide
a deeper understanding of what people were most interested in doing on the Day
of Service. The majority of survey respondents were interested in working on small
scale projects, doing construction, or doing graphic design projects. People were most
interested in working on projects that deal with the environment, blight, and education.
Respondents were asked to describe the type of skills they were interested in
contributing on the Day of Service. These open ended responses were then categorized
into common themes. The skills that people were most interested in contributing dealt
with social/relational (communication and programming), technical (code research and
drawing production), and manual labor. The respondents who showed a strong interest
in construction and manual labor also made it clear that they do not value the skillsbased component of the program.
What do you want to do on the Day of Service?
Types of projects
Small Scale Project
Administered Monday December 8, 2014
through Wednesday, December 10, 2014
Construction
31 respondents total (out of 50 employees)
Graphic Design
5 minutes average time spent per respondent
Organization Programming
Large scale project
Systems/Strategic Planning
Urban Design/Planning
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Skills
Community Issues
Social/Relational
Environment
Technical
Blight
Manual Labor
Education
Transportation Access
Not a Factor
Economic Development
Management
Unsure
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Health
Crime & Safety
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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2.2 Request for Proposals
Eligibility
Selection Criteria
An informal Request for Proposals (RFP) was issued through e-mail to representatives
from several organization in the city. The RFP included the following information. A
full copy of the information provided in the Request for Proposals is available in the
Appendix section 5.2.
Applicant must be based regionally.
Must be a specific design project that addresses a stated local need.
The project must serve the mission of the organization applying.
Projects will be selected based on the following criteria:
Project Viability
Is it feasible to meet the project’s needs within the identified
time frame?
Organizational Capacity
Is there a clear plan of action after initial design services are
provided?
Identified Need
Is there a clear connection between the project’s impact on
the organization and the identified need?
Organization’s Mission
Does the proposed project meet the mission of the partner
organization and does it have support from those who will be
impacted?
Project Information
Name of the Organization:
Name of the project you are requesting services for:
Contact person:
Phone number & E-mail address:
Executive Summary
Please provide a brief summary of your project and the need it fills in your community.
Organization Description
Project Description
Describe the work of your organization and how this project helps the organization
achieve its mission.
Describe the project for which you are seeking pro bono design services.
Where is the project located?
Does your organization have control of the project site?
What led your organization to identify this project as a need in your community?
What work products does your organization anticipate receiving from this process?
What will be the next step after our services are complete?
What are the critical benchmarks you hope to achieve with this project?
How will success of the project be evaluated?
Community Description
Describe the community your organization serves.
Who are your community and project partners and stakeholders?
How does this project compliment other community efforts?
How has or how will this project gain community support?
What stakeholders do you anticipate will participate in this design process and
what will their role be?
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2.3 Proposals Received
A total of 8 project proposals were received. The following are summaries of the
proposals received. The projects with the
symbol were selected by a studio
vote to pursue on the Day of Service.
ReFresh Coalition:
Branding & prototyping of the
ReFresh project lobby & exterior
seating area to support whole
community health.
The ReFresh Project is a Community Health Hub that delivers fresh food
access, culinary and nutrition education, youth and workforce development,
and community development to the underserved neighborhoods along Broad
Street. The design challenge is to address the lack of a physical presence of the
ReFresh identity and identify clear ways for the community to engage the total
health concept. Help them prototype an idea for signage or way finding that can
help people connect to the space as ReFresh and communicate the diversity of
partners and activities.
Youth Rebuilding New Orleans:
Redevelopment of blighted
property in Bayou St. John to
support youth education and
community resilience.
Youth Rebuilding New Orleans is engaged in the rebuilding of the New Orleans
region, with a special focus on education. The YRNO team executes a mission
focused on sustainable recovery and community resilience through youth
empowerment. YRNO is proposing a unique opportunity to assist in the redesign
of a traditional New Orleans block. YRNO recently acquired three structures
and two vacant lots on one block, all of which were blighted. They have begun
deconstruction and seek experience and professional guidance to rebuild in a
smart, sustainable and efficient way, maximizing the value of the properties to the
community.
Arts Council of New Orleans:
Civic Museums Project concept
development to support creative
community conversations.
Civic Museums Project by the Arts Council of New Orleans is a program designed
to create a neighborhood network of creative galleries with the primary intent
of driving conversations around the needs of community. These spaces will act
to build an appreciation of public spaces as creative conservatories for culture
and history, while providing opportunities to collect data for neighborhood
improvement. The Arts Council is seeking assistance with developing program
diagrams, a conceptual floor plan, conceptual renderings, and a conceptual
master plan for up to eight networked museums placed strategically within a
community based on a given programmatic need.
Backyard Gardeners Network’s
Guerilla Garden:
Movie screening area to strengthen
existing programming.
The Backyard Gardeners Network is a Lower 9th Ward based nonprofit
organization whose mission is to sustain and strengthen the historically selfsufficient and deeply rooted community of the Lower 9th Ward of New Orleans,
LA using our own food growing traditions as a platform to build community,
revitalize the neighborhood and preserve our cultural heritage. We currently
manage two community gardens in the Lower 9th Ward, the Laurentine Ernst
Community Garden and the Guerrilla Garden, and are spearheading the
development of the Ernst Garden Resource Center. The project we’d like to invite
Eskew+Dumez+Ripple to provide design services for is a movie screening area
in the Guerrilla Garden in order to enhance our current programming with regular
movie screenings. We want our community, from the most experienced backyard
gardeners to those who may have never set foot in such a space otherwise, to
have a place and to learn/grow together.
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New Orleans Master Crafts Guild:
Design a series of activities to
identify promising apprentices to
keep building arts alive.
The New Orleans Master Crafts Guild seeks creative ways to evaluate the
aptitude, attitude and motivation of aspirants seeking admission into its New
Orleans Traditional Building Trades Apprenticeship Program. During Juneteenth
2015, the Guild will hold its inaugural Masters of the Building Arts-New Orleans
celebration culminating in an interactive challenge which participants may be
guaranteed preferred admissions into the apprenticeship training program. Can
Eskew+Dumez+Ripple design a series of activities that challenge individuals,
working alone and as a team, to fashion mundane materials into New Orleans
architectural elements and, at once, indicate which individuals have what it takes
to become true master craftsmen of the traditional building trades?
Broadmoor Learning Garden:
Support childhood development by
developing a plan and budget for
the garden to secure funding.
Located on the green space adjacent to the Rosa F. Keller Library and Community
Center, the Broadmoor Learning Garden will serve as a core piece of the early
childhood experience and family engagement for the area. The BLG will consist of
a series of outdoor interactive learning stations for parents and young children to
learn and play together. The BLG will also link visitors to the anchor services within
Broadmoor at the school, library and community center—with developmentally
appropriate school readiness as the over arching goal. A community task force
made up of early childhood educators, parents and neighborhood stakeholders
have held various planning sessions to design the vision and framework for
the BLG. At this point in the project’s development, our team is in need of a
professional plan and budget that we can use to secure funding for the project.
Live Oak Wilderness Camp:
Design a durable temporary camp
facility to connect and empower
diverse cohorts of future leaders.
With 19,000 kids who attend these non-public schools and 45,000 who attend
public school, there are significantly fewer ways in which high-performing young
leaders in that school system connect with high-performing peers in public
schools. We aim to change that by leveraging summer camp as the medium in
which to connect kids in diverse cohorts and thereby break down barriers, all
while ensuring that each camper is having tons of fun while they grow in their
leadership skills. The project offers the opportunity to envision a temporary facility
with a low cost-per-square foot on a large tract of donated land in Ocean Springs,
MS. The program will allow the firm to design an innovative and flexible set of
temporary facilities including bunkhouses, an indoor camp center, and an exterior
camp space that could be constructed on a rapid time line for our Summer 2015
camp.
Propeller:
Redesign of common space to be
more conducive to collaboration for
social innovation.
Propeller is dedicated to supporting social innovation in New Orleans by
incubating early-stage ventures that have the potential to solve our city’s most
pressing issues. Propeller seeks to re-envision the common areas of their
co-working space to be more aligned with their mission to build community,
foster innovation, and encourage peer learning. Their challenge is to create
the most flexible space possible within a limited budget and time frame. They
are specifically seeking feedback on the current use of the common spaces,
recommendations for short-term and long-term solutions, renderings and
specifications for those recommendations, and an implementation plan that they
can carry out over the next year.
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2.4 Team Composition
Each member of the studio was asked to designate their first and second choice
project that they would like to work on. Once the projects with the most votes were
identified the teams were composed of those who voted for the project as their
first or second choice. Those who voted for projects that were not selected were
contacted individually to identify what project they would like to work on. Each
team had at least one principal and most had non-architectural staff members. All
members of the staff were encouraged to participate.
Two to three cocaptains were self nominated to lead their individual teams. Staff
currently in leadership positions in the firm were ineligible for the cocaptain
position. Cocaptains arranged to meet with their community partner prior to the
Day of Service to clarify the project scope and identify expected deliverables.
The cocaptains were provided this breakdown of their expected duties:
Identify project deliverables
Meet with project partner to identify specific project
parameters and expected deliverables at the end of the
day.
Set the team schedule
Identify the most appropriate teaming structure for the
Day of Service to complete the expected deliverables.
Do background research
Track down the background information needed for the
team to fully understand the project and complete the
expected deliverables.
Involve stakeholders
Determine what stakeholders need to be involved and
what information the team needs from them.
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2.5 Selected Projects:
A Neighborhood Strategy
The projects selected were largely concentrating on impacting a specific area of
the city through education, arts, and community health programs. The Arts Council
proposal focused on an area that stretches across the Bayou St. John and Mid-City
neighborhoods as the site for the inaugural Civic Pavilion, which hopes to provide a
platform for creative discussions about the future of the city. The Live Oak Wilderness
Camp pulls students from schools across the city, including three located within the
same area as the other projects. The camp seeks to expand students’ social networks
and leadership capacities in hopes of improving the future political environment of
the city. The ReFresh Project serves as a community health hub delivering fresh food
access, culinary and nutrition education, youth and workforce development, and
community development to the underserved neighborhoods along Broad Street. Youth
Rebuilding New Orleans is making its largest investment to date in the Bayou St. John
neighborhood to preserve affordable housing for local teachers and empower youth to
contribute to the rebuilding of the city.
City Park
Key
Arts Council of New Orleans site
Fairgrounds
Live Oak Wilderness Camp schools
ReFresh Project
Youth Rebuilding New Orleans site
Seventh Ward
Bayou
Bayo
Ba
y u St.
yo
St . JJohn
Mid-City
Treme-Lafitte
Tulane-Gravier
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2.6 Arts Council of New Orleans
About the Organization
The Arts Council New Orleans’ mission is to support and expand opportunities
for diverse artistic expression and bring the community together in celebration
of our rich, multicultural heritage. We operate in three conceptual areas and
measure the success of the organization through the people we serve, the places
we impact, and the artists we invest in. Our aim is to inspire and connect by
supporting participatory arts, youth arts education, and social events that create
lasting impact in communities. We look to invest in the city’s cultural assets
by growing the capacity and capability of local artists and organizations while
seeking markets and exchange opportunities.
Finally, and most connected to the civic pavilions program, the arts council places
an emphasis on design solutions that heighten the public awareness of the built
environment. The civic pavilions project will connect all facets of this mission and
serve to disperse the impact of design throughout the New Orleans community.
Initial Project Proposal
Civic pavilions program is designed to create a neighborhood network of creative
galleries with the primary intent to drive conversations around the needs of
community. These spaces will act to build an appreciation of public spaces as
creative conservatories for culture and history while providing opportunities
to collect pertinent data for neighborhood improvement. Each pavilion will
serve to showcase New Orleans artists, preserve and/or memorialize the
artistic, intellectual, and general cultural aspects that define our New Orleans
neighborhoods.
Cocaptains:
Magen Gladden | Communication Design Manager
Ian O’Cain | Architectural Intern
Jessica Sigmundsson | Executive Assistant
Team members:
Anthony Bayers | Construction Contract Admin.
Kelly Colley | Senior Designer
Tom Gibbons | Architectural Intern
Emily Heausler | Designer
James Holister | Marketing & Public
Relations Manager
Travis Kalina | Architectural Intern
Tracy Lea | Principal
Guan Wang | Architectural Intern
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Design Team Proposal
Each pavilion is designed to mimic the structure of a traditional New Orleans
shotgun house. While the structure is shown with open sides, permanent walls
are able to be added according to the needs of each site and progression of
programming. The benefit of this malleability is that each pavilion can adapt to
specific sites and needs of the community; for example, in the neutral ground,
this openness allows each structure to draw attention from all sides, whether for
a performance from a partner organization or simply as a community gathering
space. The common condition of an in fill lot between two houses could be closed
off to allow the privacy that other organizations require. Each structure also
contains a front porch and stoop to create built-in seating in order to encourage
the neighbors to use the space even when there is no planned event.
In order to allow the space to be used in a variety of ways and to accommodate
an array of needs, simple cube boxes were designed to allow for each pavilion to
adapt to the needs of a particular event, site, and neighborhood. These boxes can
be assembled together to provide shelves, seating, storage, and a more temporary
wall system. With the cubes, each group entering the space will be able to arrange
the pavilion in the way that would best suit their needs without requiring a bevy
of outside equipment. More complicated systems were debated, but many would
require a member of the Arts Council to be present in order to structure the space.
This modular system offers a countless number of arrangements that can be
tailored to best suit each neighborhood’s needs, without constant supervision by
Arts Council staff.
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Infill Lot Site Condition
Open Space Site Condition
Neutral Ground Site Condition
Possible partition configurations
Possible cube configurations
2.7 Live Oak Wilderness Camp
Live Oak Wilderness Camp is an innovative summer camp and youth leadership
development program that connects and empowers diverse cohorts of New
Orleans’ most outstanding kids. We select student leaders ages 10-12 who have
been nominated by teachers and principals from schools across New Orleans to
participate in a year-long leadership development cohort that kicks off with 10
days at summer camp, together alongside other amazing kids from across New
Orleans’ public, private, parochial, and independent school systems. We believe
that a summer camp packed with fun, adventure, and leadership development
experiences alongside great coaches – many of whom are current teachers from
across New Orleans – is the ideal new way to build connections and networks
amongst our community’s future leaders.
Live Oak recently offered its first two Live Oak Camp pilots at a donated facility in
Pearl River, Louisiana. Unfortunately, the site is not a viable option for the summer
2015 camp, and Live Oak has been looking furiously for a viable site that can
be built out or retrofitted to function as a camp. The purchase of land and the
development of permanent camp facilities on that land is part of Live Oak’s three
year business plan. For the immediate term this project will steer the process for
designing and building a low-cost, high-durability, and extremely flexible camp that
then allows Live Oak to capitalize on 120 acres of donated land in Ocean Springs,
Mississippi. The project offers the opportunity for Eskew+Dumez+Ripple to dream
into what a temporary facility with a low cost-per-square foot could look like were
it to be constructed on a large tract of available land in Ocean Springs, MS.
Cocaptains:
Sabeen Husan | Architectural Intern
Noah Marble | Project Architect
Team members:
Hussein Alayyan | Senior Designer
Jose Alvarez | Principal
Aseem Deshpande | Director of BIM Technologies
Cynthia Dubberley | Associate
Jacob Dunn | Sustainability Enabler
Wendy Kerrigan | Project Architect
Lynn Ostenson | Technical Specifier
Shawn Preau | Associate
Christian Rodriguez | Project Architect
Caleb Sears | Architectural Intern
Daniel Zegel | Architectural Intern
21
The design team composed a visioning package and a digital appendix for use in
building support for the camp and accessing additional resources for its facilities.
The visioning package graphically communicates the camp’s overall strategy in
achieving its mission. This package is intended to help tell the story of the camp
and its vision for the future to get parents and kids excited about attending. These
items will also serve as fund-raising material and may help secure a donated site
and materials. The digital appendix includes a larger array of graphic support and
precedents for the main elements of the camp: Building Components, Campfire,
and Site Planning. Each of these sections provides deeper explorations of
different elements that may be included in future presentations or grant packages
to support Live Oak’s mission.
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Live Oak Wilderness Camp Visioning Package
BEING MY BEST SELF ALWAYS
TAKING SMART RISKS & LEARNING FROM THEM
EXPLORING THE WORLD AROUND ME
SERVING OTHERS
CONTINUING RELATIONSHIPS
Building Components
Plinth
Plinth + Roof
Plinth + Roof + Mass
Cabin
Activities Shelter
Community Hall
Live Oak Wilderness Camp Expansion Plan
2015 Vision Plan
Cabin
Activities Shelter
Community Hall
5-Year Plan
10-Year Plan
2.8 ReFresh Coalition
Beginning 18 months prior to the Grand Opening of the ReFresh Project, the lead
organization, Broad Community Connections, started convening the ReFresh Coalition.
The Coalition includes all eight on-site tenant-partners, as well as over 30 additional
partners working in related fields. Coalition members range from large food and
public health institutions like Second Harvest Food Bank, Share Our Strength, the
Louisiana Public Health Institute, and the Tulane Prevention Research Center, to
smaller gardening, health, and community organizations and individuals. The purpose
of the group is both to create joint programming to support the respective goals and
programs of the various members of the coalition, but also to help create a two-way
conversation with the various communities that the ReFresh Coalition partners serve in
order to create better programs and better serve the community.
The ReFresh Project is a Community Health Hub that delivers fresh food access,
culinary and nutrition education, youth and workforce development, and community
development to the underserved neighborhoods along Broad Street. The design
challenge is to address the lack of a physical presence of the ReFresh identity and
identify clear ways for the community to engage in the total health concept. The
Coalition is interested in prototyping ideas for signage or wayfinding that can help
people connect to the space as ReFresh and communicate the diversity of partners
and activities.
Cocaptains:
Tiffany Jones | Studio Assistant
Jill Traylor-Mayo | Interior Designer
Team members:
Collette Creppell | Principal
Kurt Hagstette | Principal
Jenifer Navard | Partner
Jason Richards | Associate
Ariana Rinderknecht | Project Architect
Z Smith | Principal
27
Now that the building is operational and the partners are in place, the ReFresh
Coalition is ready to move to the next stage of developing a successful health hub:
moving beyond the act of collocation to the integration of services and branding into
a total health experience. One of the major barriers for the Coalition is its lack of
identity as a cohesive group and presence in the physical ReFresh Project building.
Members of the ReFresh Coalition teamed up with a Day of Service design team at
Eskew+Dumez+Ripple to develop schemes that address the way finding and identity
issues in the public spaces of the ReFresh Project.
The design team’s proposal includes strategies for the exterior public spaces, the
roof top area, and the interior entry lobby. The team identified several issues with
the current space in communicating the Coalition’s identity and proposed a series of
design solutions in response. The exterior proposals include enhanced pedestrian
access, multi-directional artistic blade signage at the street edge, and re-branding of
the building’s main signage components. Rooftop retrofits proposed include reclaiming
parking spaces for a trellised outdoor patio and murals to activate the space. Interior
lobby proposals include two design options for a kiosk and creative brochure rack to
serve as a ‘home-base’ for future outreach navigators the Coalition is hiring.
28
Visible Community Events Calendar
Building Signage Reconfiguration
Multi-Directional Blade Signage
Prominent ReFresh Project signage
Wayfinding Signage
Lobby Kiosk Scheme A
LIBERTY’S
KITCHEN ENTRY
KIOSK TO DOCK AGAINST
WALL WHEN NOT IN USE
UP
MOVABLE
KIOSK
CEILING
FEATURE
ABOVE
WHOLE FOODS ENTRY
FLOOR PLAN
RENDERING
Lobby Kiosk Scheme B
LIBERTY’S
KITCHEN ENTRY
SIGNAGE
BROCHURE DISPLAY WALL
MOVABLE
KIOSK
UP
CEILING
FEATURE
ABOVE
WHOLE FOODS ENTRY
FLOOR PLAN (Kiosk in use)
LIBERTY’S
KITCHEN ENTRY
MOVABLE KIOSK
RECESSED INTO
WALL UNIT
RENDERING (Kiosk in use)
BROCHURE DISPLAY WALL
PROJECTION
SCREEN
FLOOR PLAN (Kiosk not in use)
RENDERING (Kiosk not in use)
BROCHURE DISPLAY
WALL IN WEATHERED
RECLAIMED WOOD
TO MATCH CEILING
FEATURE
SIGNAGE OR
PROJECTION SCREEN
12” DEEP MOVEABLE
KIOSK IN RECLAIMED
WOOD SLATS/
QUATREFOIL PERF
METAL TO MATCH
CEILING FEATURE
BROCHURE DISPLAY WALL CONCEPT
DETAIL (Kiosk in use)
2.9 Youth Rebuilding New Orleans
Youth Rebuilding New Orleans is one of a kind among non-profit volunteer
organizations. New Orleans youth created us, we’re organized by youth, and our
efforts are directed at bettering the lives of our city’s youth. Many young people who
wanted to volunteer to help rebuild New Orleans after Hurricane Katrina were turned
away by other non-profits because of the liability associated with reconstruction work.
Instead of accepting this rejection, a committed group of teenagers decided they
would find a way to help the New Orleans community recover.
We know that when it comes to volunteer organizations, New Orleans is not lacking,
but our devotion to young people and education sets us apart. Although we have
grown exponentially from the initial days following Hurricane Katrina, our vision and
founding principles have remained the same. Our mission is to reduce blight by
rebuilding distressed and foreclosed homes while engaging local youth in the recovery
and rebirth of the New Orleans area.
Youth Rebuilding New Orleans recently purchased five properties at the corner of North
White and St. Ann Street in the Bayou St. John neighborhood, all in various states of
disrepair. They represent a true cross-section of New Orleans—with an old corner store,
a back-front double that sits on a unique flag lot, an old commercial structure once
occupied by a mechanic shop and two adjacent vacant lots across the street.
The corner of North White and St. Ann is similar to many places in present-day New
Orleans. The goal is to turn the blighted properties into a cohesive tract. Youth
Rebuilding New Orleans needs the help of Eskew+Dumez+Ripple to design a plan for
the properties that maximizes their inherent value and contributes to the mission of
the organization. It could be through a variety of ways: architectural renderings, color
and design pallets, floor plans, technical expertise or a sustainability review.
Cocaptains:
Jack Monroe | Project Architect
Vanessa Smith-Torres | Architectural Intern
Team members:
Haley Allen | Architectural Intern
Kyle Culver | Designer
Jeannine Ford | Construction Contract Admin.
Josh Matthews | Designer
Mark Ripple | Partner
Amanda Rivera | Associate
Jack Sawyer | Associate
32
The design team and Youth Rebuilding New Orleans stakeholders collaborated to
inform the redevelopment of five blighted properties on the corner of St. Ann Street
and N. White Street to contribute to the recovery and resilience of the community.
Three of the five properties contain structures in various states of extreme disrepair
and the remaining two are currently vacant. After researching and engaging with
neighbors and Youth Rebuilding New Orleans staff and volunteers, the design team
developed multiple scenarios that may serve the needs of the organization and
community. The team broke into smaller groups to produce several design options
for each of the five properties. Proposals included single family housing with rental
income units, bunk houses for Youth Rebuilding New Orleans volunteers, public
spaces, and commercial uses.
33
Neighborhood Survey
Personas
Youth Rebuilding New Orleans volunteers administered a door to
door survey of neighbors within 3 blocks of the properties over
the course of one week leading up to the Day of Service. The
survey asked specific questions about what neighbors would like
to see developed on the vacant lots and rebuilt on the blighted
properties. The survey revealed a strong desire for more single
family or two-family homes in the neighborhood and open play
space for children.
A persona is a character description of a fictitious person based
on data about different stakeholder groups. The team developed
personas representing a teacher homeowner, long-term
neighbor, organization staff, and a youth volunteer to help guide
design solutions based on the needs of these stakeholders.
Through these descriptions the design team was able to better
understand various relevant perspectives to inform the design
process.
What types of new buildings are needed?
Most Important
Very Important
Important
Neutral
Least Important
Not needed
Community Center
Corner Store
Restaurant
Coffee shop
OfƂce Space
Single family/
Two-family home
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
4.2 2751 St. Ann Street (garage)
The lot with the garage structure and the existing apartment had
several challenges associated with it that called for a unique
design approach. The team’s suggestion is to demolish the
concrete block structure allowing certain remnants to exist as
memories of the previous life of the site.
The lot would continue to hold its place on the street with a newly
activated storefront. Inside the site boundary a new “pole barn”
structure could be erected that would contain a flex space that
could serve as a bunk house. Also within the new structure dual
shower rooms would be provided. The space between the new
structure and the existing apartment would provide an outdoor
gathering space. The team also developed a set of plans that
shows what could be done if at some point the structures were to
be converted to residential use and sold.
OPTION 1: Volunteer Housing
Storage
Flex/Bunk Room
Courtyard
Storage
FIRST FLOOR PLAN
Toilet
Shower
Kitchen
Shower
Dining
SECOND FLOOR PLAN
OPTION 2: Single Family
Bedroom
Storage
Kitchen
Bath
Bedroom
Bath
Storage
FIRST FLOOR PLAN
SECOND FLOOR PLAN
Closet
Living
4.3 2753 St. Ann Street
Described as the jewel of the Youth Rebuilding New Orleans
properties, this century old shot gun will provide a beautiful, yet
affordable home for a deserving teacher. The house’s siting on
the 30’ x 100’ lot provides a generous side yard with off street
parking, a luxury in the Bayou St. John neighborhood.
The design team developed two design options for 2753 St.
Ann Street. The first option is a single family home with three
bedrooms and two baths. The second option is multi-family with
two bedrooms and one bath in the front with a studio apartment
in the rear. Both design options maintain the integrity of the
historic shot gun while providing a modern functional floor plan.
The addition of a side hall under a portion of the existing roof
overhang not only provides privacy for the bedrooms, but also
creates a second entry into the kitchen from the driveway.
OPTION 1: Single Family
Bath
Kitchen
Bath
Living
Master
Suite
Bedroom
Bedroom
FIRST FLOOR PLAN
OPTION 2: Two Bedroom with Studio Apartment
Studio
Apartment
Bath
Kitchen
Living
Bedroom
FIRST FLOOR PLAN
Bedroom
3 | PROGRAM EVALUATION
PROGRAM E VALUATION
3.1 Studio Survey
An online survey was distributed to the staff of Eskew+Dumez+Ripple on Monday
January 26th, 2015 asking for feedback about their Day of Service experience. The
survey was open for three days and collected 40 responses, 36 of which were from
people who participated in the program. Most of the respondents had been working for
the firm between 1-5 years and were not currently in leadership positions. Between 6
and 12 members of each project team participated in the survey. Most of those who
did not participate in the program cited work and personal conflicts. One respondent
said they did not participate because they were not interested in the projects and the
work being done.
What do you hope comes from
the Day of Service project you
participated in?
Respondents were asked to write a short answer response to this question. Their
responses were then coded by the Research Fellow into themes that they tended to
represent. Most respondents said they hoped what was produced would be useful to
the organization in achieving its goals and supporting its mission. People also said they
hoped to build long-term connections with the organizations that could lead to more
volunteer opportunities or paid work in the future.
Paid Work
Useful for Implementation
A billable project.
Build Relationships
Team bonding
Long-term relationship
Client’s problems are
addressed
7%
53%
10%
Suggestions are
implemented
Inspired to consider
more possibilities
Future engagement
Contribute to Mission
Advance the idea
30%
Serve program needs
Establish the organization
Did you learn anything new from the
Day of Service?
A majority of the respondents said they learned something new about the community
and their peers through their participation in the Day of Service.
76%
Yes, about the community
59%
Yes, about my peers
32%
Yes, about myself
Yes, about
Eskew+Dumez+Ripple
26%
Yes, a new skill
12%
No
12%
38
How prepared did you feel to
participate in the Day of Service?
A total of 82% of respondents said they felt either somewhat or very prepared to
participate in the Day of Service. Comments from respondents indicated that the
multiple team meetings and Friday Forum activity before the Day of Service helped the
feel more prepared. Those who did not feel prepared cited discrepancies within their
community organization and between team members as complicating factors. Even
those who felt sufficiently prepared still expressed a desire to have more time with the
community stakeholders prior to the Day of Service to further refine the project goals.
Overall, getting more clarity up front from the partner organization on what they are
expecting would help participants to feel better prepared.
19%
not
38%
very
Lack of time with client
Unfamiliar tasks
Flimsy scope definition
44%
somewhat
How clear was your task for the Day
of Service?
About 66% of respondents said their task for the Day of Service was either somewhat
or very clear. Again, respondents cited discrepancies within the community organization
and project team about the ultimate goals of the project. This made it difficult to come
to agreement on what should be produced by the design team. Many respondents said
that it was only after working together for a few hours on the Day of Service that they
finally understood the goals of their project.
33%
33%
not
very
Lack of client direction
Face-to-face time with client
Prior problem definition
33%
somewhat
39
Was this experience valuable
for your daily work at
Eskew+Dumez+Ripple?
Despite the difficulties encountered by the project teams in feeling prepared and
clarifying tasks, a majority of the studio felt the experience was valuable. Respondents
appreciated the opportunity to work with people they don’t normally work with and
exercise skills they don’t normally use.
12%
not
Team building
30%
somewhat
What skills did you use while
working on your Day of Service
project?
58%
very
Prioritize design quality
Refine design process
Respondents were asked in a short answer question to describe the skills they used
while working on their Day of Service Project. A majority of responses spoke of using
critical design thinking for creative problem solving tasks as well as using technical
skills such as computer programs and code research. Several respondents spoke
of communication skills such as listening and representation as well as extensive
collaboration with clients and team members.
53%
Critical Design Thinking
50%
Technical
47%
Communication
30%
Collaboration
23%
Leadership
Were these skills you use in
your daily work or would like to
use more in your daily work at
Eskew+Dumez+Ripple?
Respondents were then asked if these were skills that they use in their daily work and if
they would like to use them more in their daily work. Respondents expressed interest in
wanting to participate in more collaborative design processes in their daily work.
Already use daily
Would like to use more
Yes, all of them
65%
55%
Some of them
29%
32%
No, none of them
6% 10%
40
What organizations were you
already aware of and which ones
would you like to continue working
with?
Respondents were asked to identify the organizations we worked with on the Day of
Service that they were already aware of and ones they would like the firm develop
a continued relationship with. Though the Live Oak Wilderness Camp was the least
familiar organization, respondents expressed the most interest in continuing to work
with them in the future.
Art’s Council of
New Orleans
Live Oak
Wilderness Camp
65%
Already aware of
41%
12%
ReFresh
Coalition
32%
Youth Rebuilding
New Orleans
32%
None
Would you participate in the Day of
Service again in the future?
35%
Continue working with
41%
24%
26%
26%
Despite the difficulties in finding time to properly prepare for participating and in
clarifying project needs, 97% percent of respondents said they would consider
participating in the Day of Service again in the future.
Needs greater focus on design rigor.
Concerns about group dynamic
& time commitment.
3% no
18%
maybe
Great exposure and disruption
to the comfort of your daily
inertia.
It’s a personal priority to
be engaged, involved,
and volunteer.
I think it’s the job
of architects to
help improve the
communities they are
involved with.
78%
yes
41
What change would most improve
the Day of Service in the future?
When asked what would most improve their experience in the Day of Service,
respondents expressed a need to more clearly define project goals and deliverables.
Several respondents also desired having more time to meet with clients and team
members to prepare before the Day of Service as well as more time allotted to
production and follow up. Some expressed concern over how efficient the management
of their team was and suggested having more experienced project managers in the
future. A few respondents requested greater variety in project tasks such as hands-on
and non “architectural” work.
Clearer project
goals
52%
Time to prepare
and produce
48%
Team
management
Project variety
What about the Day of Service
would you keep the same in the
future?
29%
24%
When asked what they would keep the same in the future most respondents said
they would keep the cocaptain structure in place in order to support emerging
leaders in the firm. The same respondents also said they appreciated having multiple
team meetings and the Friday Forum before the Day of Service to get to know their
community organization a little better and have a clearer idea of what was needed,
though previous responses indicate that this aspect of the program still needs to be
strengthened. Respondents enjoyed the project variety and being able to choose which
project to participate in. People also recognized the positive aspect of getting to know
organizations working in the community and contributing their professional expertise to
a good cause.
Team
management
60%
47%
Project variety
Community
connection
Skills-based
27%
20%
42
3.2 Partner Survey
Value of design and working with
design professionals
An online survey was distributed to individuals from the Day of Service partner
community organizations on Wednesday January 28th, 2015 asking for feedback about
their Day of Service experience. The survey was open for five days and collected 12
responses. There was at least one respondent from each participating organization.
Their role in the participating organization included everything form volunteer to staff to
leadership. The majority of respondents have been involved with their organization for
less than one year. All respondents said they heard about the opportunity to participate
through word of mouth from friends and colleagues.
Respondents were asked a series of questions about their past experiences working
with designers and exposure to how design relates to their organization’s mission.
The majority of respondents had not heard of Eskew+Dumez+Ripple before and had
not worked with a designer before. All respondents said that they see design as being
valuable to their organization. When asked if their experience with the Day of Service
influenced their perspective on the value of design, most respondents said that the
experience impacted how they thought about the process of achieving their mission.
Respondents also saw the value of design in helping their organization grow to better
serve the community. A few respondents also expressed appreciation for the fact that
their design team was so approachable and collaborative.
Had you heard of
Eskew+Dumez+Ripple
before?
42% yes
58% no
Had you worked with
a design professional
before?
42% yes
58%
no
58%
Do you see design as
being valuable to your
organization?
100% yes
I didn’t see the true value of design till going through this
process.
100% agree that design is critical, and the day of service
reinforced this to me.
The value of design has increased drastically in my book
after seeing what Eskew+Dumez+Ripple was able to
design.
Not just the importance [of design] but how we can take
small steps to think critically about our stakeholders in
various ways.
It was definitely insightful to view the design process and
how a vision can be realized with help from professional
designers.
43
What statement best describes your
participation in the Day of Service?
Respondents were asked to describe their participation in the design process and were
provided with choices that aligned with the four levels of engagement introduced and
discussed throughout the Community Engagement Research Fellowship. The highest
level, collaboration, is the ultimate goal for a quality engagement experience. Half
of respondents said that their experience aligned with the collaborative statement
the best and a little less than half said they were involved in the process. This shows
that the design teams were successful in engaging stakeholders from the community
organizations in the design process. As stated previously this highly engaging process
has influenced how participants view the value of design and the design process in
achieving their organization’s mission.
Collaborate
Stakeholders 4
are partners
in the process
Involve
Stakeholders
are engaged
throughout.
Consult
Stakeholder
input is
considered.
Inform
Stakeholders
know what is
happening.
What statement best describes how
the process and products from the
day met your expectations?
3
2
1
I collaborated in
decision-making
that influenced the
work produced.
50%
I was involved in
discussions that
may have influenced
the work produced.
42%
I was consulted on
work produced by
the design team to
provide select input.
0%
I was informed of the
work being produced
by the design team.
8%
Respondents overwhelmingly agreed that their expectations were either met or
exceeded. Again, most respondents cited their highly collaborative experience with the
design team as one of the reasons their expectations were exceeded.
Expectations Met
The content produced was excellent,
but a more iterative process over
a longer period of time might
be more productive.
17%
Expectations Exceeded
The final work product was exceptional, and
of the type of quality that would
have cost an organization
like ours thousands of
dollars typically.
83%
You all treated us like
peers and made our
experience extremely
positive and fulfilling.
You engaged us with
questions, corresponded
professionally, and ensured
that we were clear on what was
happening.
44
What is the likelihood that your
organization would ...
Respondents were asked a series of questions about the likelihood that they
themselves would or if they would recommend someone else participate in another Day
of Service or hire Eskew+Dumez+Ripple in the future. All respondents said they would
recommend someone else participate or hire the firm in the future. Those who were
unsure if they would participate in the Day of Service again questioned if they would
be eligible for a second time and if they would have a project to work on in the future.
Those who were unsure if they would hire the firm in the future had doubts that their
organization would be in a financial position to afford professional design service.
... participate in the Day of
Service again in the future?
92%
... recommend someone else
participate in the Day of
Service in the future?
... hire Eskew+Dumez+Ripple
to provide architecture and/
or planning services in the
future?
... recommend someone else
hire Eskew+Dumez+Ripple to
provide architecture and/or
planning services?
8%
very
100%
very
58%
42%
very
somewhat
100%
very
As a 501(c)3, it would be difficult for our organization to
afford non-pro bono hours from Eskew+Dumez+Ripple.
However, we valued their work highly, and certainly would
employ them if money wasn’t a factor.
You did such a great job of actually listening to and
producing things that met our needs!
45
What change would most improve
the Day of Service in the future?
Partners from community organizations also agreed that more time to prepare and
refine the project’s goals would improve the Day of Service experience. Respondents
also requested that the process be more iterative in the future with more opportunities
to work with the design team to refine the deliverables produced. One respondent
suggested that smaller team sizes might make the process run more smoothly and
another requested that the opportunity be more widely advertised in the future so that
more organizations could participate.
43%
Time to prepare
More iterative
process
What about the Day of Service
would you keep the same in the
future?
29%
Team
management
14%
Promotion
14%
Partners from community organizations largely appreciated the team structure,
leadership, and frequency of meetings in preparation for the Day of Service, though
many said in previous responses that this could still be improved. Many respondents
spoke of the positive attitude, empathy, and energy they saw in their design team.
These attitudes were conducive to the collaborative atmosphere of the process.
Team
management
Energy
63%
38%
46
3.3 KJ Method Evaluation
The studio participated in an exercise directed by the Community Engagement
Research Fellow to express their thoughts about the Day of Service and how it may
impact everyday practice at Eskew+Dumez+Ripple. The KJ Method was used to get
to group consensus on priorities in response to a question posed to the group. The KJ
Method is a universal design strategy in which multiple perspectives can be included
democratically through participants’ silent collaboration.
1.
First, participants were asked to freely write responses to a
question on post-it notes, putting each idea on a separate
note.
2.
Next, participants were directed to post their answers on the
wall and read what others have posted. Participants were
then asked to begin grouping similar ideas. As sets started
to emerge they were asked to move the sets to a different
portion of the wall and continue adding similar ideas. This
was done in silence in order to prevent one perspective from
dominating the “conversation” and encourage everyone to
express their opinions.
3.
Once larger sets began to form, participants were asked to
write down what they thought the name of the set should
be on a different color post-it note. Some groups were given
multiple names if participants disagreed on what the larger
theme was.
47
4.
Once all the groups were named, participants were asked to
write down the three they think best answer the question on
a scratch piece of paper. They were then asked to draw ‘x’s
on the names they chose and rank them on a scale of one to
three. Their first choice got three ‘x’s, second choice two ‘x’s,
and third choice one ‘x’.
5.
The themes which received the most votes were then moved
to another portion of the wall and ranked from first to last.
6.
The group was then invited to discuss (out loud) the highest
ranked groups and if there were any that shared common
themes. Some groups were combined and their scores
added together to move them higher up the list.
7.
In the end, the group identified their collective top priorities,
while having the opportunity to individually express their
opinions and participate in the decision-making process.
48
How can the Day of Service inform
engagement in our everyday
practice?
Participants were asked to respond to the question “How can the Day of Service inform
engagement in our everyday practice?”
Internal
After going through the KJ Method
participants came to three overall themes
for how the Day of Service could impact
Participation
everyday practice. First, by refining internal
Process
design processes such as how teams work
Time
together and how time in managed. Second,
Humility
by building more literacy and empathy about
what is happening in the community and
Empathy
how to engage outside stakeholders. Third,
by balancing between these internal and
external goals with humility.
External
The categories that emerged within these themes are described in the chart below.
Comments about participation generally spoke of a sense of camaraderie and high
levels of collaboration and team work within the design team and with stakeholders.
Participants identified an opportunity in learning new skills and design strategies that
may improve the firm’s everyday design process. Time management was also a value
identified in relation to understanding the limits of the design team to realistically meet
certain demands. Comments about empathy spoke of a desire to improve community
ties and better understand local perspectives. Participants also expressed a need
for more awareness within the office of needs in the community. Comments within
the humility category spoke of opportunities to focus on collective goals and manage
expectations.
Camaraderie
32%
Collaboration
10%
Teamwork
58%
Participation
Humility
20%
34%
Empathy
17% Exploration
83% Awareness
33%
10%
Design
2% Process
Time
Management
22%
“A”rchitecture 11%
New strategies
Skill building
67%
49
4 | RECOMMENDATIONS
RECOMMENDATIONS
4.1 Program Priorities
Studio Engagement
The following are priorities identified by members of the studio and community partners
through surveys and individual interviews that should be considered in future iterations
of the Day of Service.
Maintain cocaptain structure that supports emerging leaders
The Day of Service is widely seen as an important opportunity for
emerging leaders in the firm to gain experience leading a team and
recognition for their contribution to the team’s success.
Provide multiple project options
Members of the studio appreciated having multiple types of projects
to choose from, but some people also expressed a desire for a greater
variety of skills required in the projects. Since the entire staff is
encouraged to participate there is a need for more non-architectural
tasks for everyone to feel like they are able to contribute to the team.
Empower studio members to participate in project selection
Several members of the studio expressed appreciation that they
were so integral to the project selection process. Involving everyone
at some level in selecting the projects ensures that there is buy in
from those who will be doing the work and makes the overall process
more engaging. This also offers an opportunity to explore the studio’s
interests and values when it comes to doing community-based work.
Partner Relations
Improve Request for Proposals process to get more specific project information early
Both members of the studio and community partner organizations
expressed a need for greater project scope clarity earlier on in the
process. The Request for Proposals (RFP) is one opportunity to solicit
specific information from the start and achieve clarity faster. The RFP
should be modified as the goals for the Day of Service are refined to get
at the most helpful information for evaluating project opportunities.
Vet organizational capacity before project selection
Use the RFP process to evaluate the ability of the potential partner
organization to collaborate with the design team. This effort is essential
to the success of the Day of Service and the usefulness of the work
produced. The RFP process should also be used to evaluate if the
organization is truly in a good place to use the work the design team
will produce. The organization should be prepared to move forward with
the project after the Day of Service deliverables are complete.
Meet with selected community partners early on to identify expectations
Many community organizations have never worked with a designer
before, so it is important that the Research Fellow and members from
the design team make time to meet with their community partners
early on. This will help everyone understand what the project goals are
and manage expectations on both sides.
51
4.2 Role of the Research Fellow
The Day of Service is an opportunity for the Research Fellow to engage the studio and
the New Orleans community in the topic they are investigating. While it can be difficult
to mix the worlds of research, practice, and community life, their intersections are
often where the most long-lasting impacts occur. The Day of Service is envisioned as a
built-in mechanism for the Research Fellow to gather evidence about their topic from
the community while demonstrating the topic’s relevance to the studio. The Research
Fellow is expected to work with members of the studio to plan for and execute the Day
of Service annually and memorialize the experience in a report for future Research
Fellows to learn from.
The following sections are intended to help guide future Research Fellows through the
process based on what occurred in the inaugural 2015 program. The structure of the
program may be adjusted according to the fellowship topic, studio interests, and events
in the city.
4.3 Suggested Schedule
June
July
August
Review Previous
Years
September
October
November
Request Additional
Select Project(s)
Program Planning
Distribute RFP
Information
December
January
February
Form Team(s) &
Define Project Scope
Program Report
MLK Day of Service
Program Evaluation
March
Color Key
Color intensity indicates major
milestones and intensity of work
required.
April
Orange colors indicate time spent
planning and evaluating the
program. This is primarily done by
the Research Fellow and is logged
as “research”.
May
Blue colors indicate time logged
to the project number by the
Research Fellow and project teams
preparing for and following up on
the Day of Service.
52
As years go by and more Days of Service occur, incoming Research Fellows will have a
Mid- to Late-August wealth of information at their disposal about how the program has been implemented
in the past and the lessons learned along the way. The Research Fellow should spend
time reviewing past program reports, talking with key staff members involved in
planning for previous years, and speaking with past fellows if they are available in order
to gain a deeper understanding of the program’s legacy.
Review Previous Years
Part of the intentions behind the Day of Service is to foster the work of the Research
Early- to Mid-September Fellow and engage the entire studio in the topic. After reviewing years past, the
Research Fellow should spend time relating this information to their topic and modifying
the program as necessary to better serve their research needs. A teaming strategy
should also be determined at this point, though it may change depending on the types
of project proposals received. The Research Fellow may determine whether it is more
appropriate to take on multiple projects with separate design teams or take on one
project with multiple design teams. This will depend on the goals of the program and
the topic of the fellowship.
Program Planning
Request for Proposals In order to allow for ample review and preparation time, the RFP should be distributed
Mid-September to Mid-October no later than mid-September. The RFP should be modified to suit the intentions of the
current Research Fellow’s topic and desired engagement with the studio. The RFP
should be distributed widely through diverse media outlets including those typically
accessed by community organizations in the city. Distribution should be coordinated
with the marketing department. The RFP should be open for approximately four weeks
to allow enough time for organizations to compose a quality proposal.
Additional Information After the RFP period has expired, the Research Fellow and select studio members
Mid-October to Mid-November should do an initial review of the proposals received. Proposals that obviously do not
fit in with what the program’s intentions are should be eliminated from consideration.
After this initial review there may be proposals that require more information for
reviewers to fully understand its suitability for the program. Reviewers are encouraged
to document their questions and coordinate a follow up request for information from
the organization applying.
Select Project(s) By mid-November reviewers should have a short list of proposals that can be shared
Mid- to Late-November with the entire studio. Members of the studio should be given enough time to browse
the proposals in order to better inform their project selections. The project(s) should
be selected by a group voting method so that everyone in the studio has a voice in the
selection process.
The teaming strategy identified previously may need to be adjusted depending on the
Early December amount and type of projects selected. Studio members will likely be more enthusiastic
about the project if they have some say in what project and/or teams they are on.
Team leaders should also be identified once teams are formed. These leaders will be
responsible for helping the Research Fellow coordinate with community partners and
the design team to further define the project scope and execute the Day of Service. It is
also desirable that the team leaders are members of the studio who are not currently
Principals or Associates in the firm.
Form Project Team(s)
53
Define Project Scope The Research Fellow and team leaders should schedule site visits and meetings with
December to Mid-January their community partner in order to have a better understanding of the project scope.
This should mimic the Project Definition phase of a typical project in the office where
consensus on the parameters and expectations of the project is achieved. The more
clarity that is achieved early on the more productive the Day of Service will be. It may
also be necessary for team leaders to do some background research in order further
understand the project scope. This information should be shared with the rest of the
team as needed leading up to the Day of Service.
The 2015 program featured a Friday Forum the week before the Day of Service where
each design team met with their community partners to discuss the project scope and
stakeholder expectations. It may be helpful in the future to have multiple occasions
where the project team meets with stakeholders prior to the Day of Service in order to
gain a deeper understanding of their needs.
Depending on the type of project, the Research Fellow may also consider constructing
a Memorandum of Understanding between Eskew+Dumez+Ripple and the community
organization. This will help the team set expectations for future work and limit the firm’s
liability.
MLK Day of Service Team leaders will be primarily responsible for planning out the day and guiding their
3rd Monday in January team towards producing the agreed upon deliverables. Depending on the project and
stakeholders involved it may be helpful to schedule a design review at some point in the
day. In the 2015 Day of Service community partners were invited to join their teams for
lunch and discuss the progress made throughout the morning.
The primary responsibility of the Research Fellow is documenting the day and assisting
team leaders in keeping teams on track. In the 2015 Day of Service the three-month
Community Engagement Research Fellow, Matt Kleinmann, was brought in to film
interviews with team members and compose a short video about the event. This
documentation should be coordinated with the marketing department.
Solicit Feedback The Research Fellow should design and administer an evaluation survey for members
Late-January to Early-February of the studio and community partners to provide feedback about their experience.
The survey should evaluate how closely the program met its goals and the quality of
the experience from the studio and community’s point of view. This information will
be valuable for planning future Days of Service. There may also be other evaluation
mechanisms the Research Fellow may wish to undertake depending on their research
interests.
The Research Fellow should compile the entire Day of Service experience in a
February report to help plan future Days of Service. This report should be distributed to the
entire studio and community partners and be made publicly available through the
Eskew+Dumez+Ripple website.
Program Report
54
5 | APPENDIX
APPENDIX
5.1 Initial program description
and estimates
How might we work together to design better outcomes for our communities?
About the Program
As part of Eskew+Dumez+Ripple’s commitment to building community the firm is
implementing a skills-based service program to benefit community organizations in the
southern Louisiana region. This program seeks to support leaders within our practice
and community in impacting social problems through design excellence. Each year the
program makes the entire Eskew+Dumez+Ripple staff available for one work day to a
community focused initiative. Through this design-marathon stakeholders participate
in a collaborative design process tailored to their particular design challenge. This
exchange of knowledge benefits Eskew+Dumez+Ripple in constructing a deeper
understanding of community needs and benefits the partner organization in further
realizing their mission through design excellence.
Benefits to Eskew+Dumez+Ripple
Talent Development
Skills-based volunteering provides new creative opportunities that foster leadership
and innovative thinking that is directly transferable to everyday practice. In fact, skillsbased volunteers are 142% more likely to report job-related skills-gains than traditional
volunteers according to a 2012 True Impact study.
Culture
Working in the interest of the community has been part of the Eskew+Dumez+Ripple
ethic since its conception. Institutionalizing a framework for intentionality enables
this culture to further permeate the firm and its relationship to the communities it
participates in.
Business Development
Fostering new relationships with organizations and individuals in the community that
share in an ethic of service and civic engagement will likely lead to future project
opportunities.
Benefits to the Organization
Increased Capacity
Access to the skills of talented designers can help an organization evolve to deliver
more services to more people.
Raise Awareness
Design can bring greater awareness to your cause by amplifying your identity and
generating more support in the community.
Communicate your Mission
Design can help you strategically express the values of your organization to access
more resources.
56
Expectations
By participating in this program a community organization will receive an estimated
$40,000 worth of design services free of charge. The scope of services provided will
be tailored to the proposed project. In addition to being available on the day of service,
representatives from the partner organization and stakeholder representatives are
expected to be available to meet prior to the day of service for a total of approximately
4 hours to further define the project scope and expected deliverables. The organization
is also expected to give a brief presentation about their work to Eskew+Dumez+Ripple
staff prior to the day of service. This will help ensure everyone involved benefits to the
fullest extent possible.
Following the service day Eskew+Dumez+Ripple staff will follow up with the
organization to provide documentation of the agreed upon deliverables and solicit
feedback to evaluate the process for future installments.
Process
Calendar
The process for selecting projects and implementing the program will be thoroughly
participatory. The entire Eskew+Dumez+Ripple staff will take part in selecting the
organizations they would like to work with and stakeholders from the organizations will
take part in defining the project scope and designing the deliverables. A final report will
document the project, process, and impacts as well as provide recommendations for
improving the program.
June
July
August
Review previous
Fellows start
year & ident ify
program theme
September
October
November
Select project
Solicit
application
through RFP
Notify selected
December
January
February
Provide deliverable s
deliverable s
Day of Service
Solicit
feedback
March
Report on
April
May
Share results
process
57
Selection Criteria
Project Viability
Is it feasible to meet the project’s needs within the identified time frame? Is the
proposed project developed enough to have a clear understanding of what is needed
from a design team?
Organizational Capacity
Does the organization applying have the skills and resources necessary to move
forward with the project? Is there a clear plan of action after initial design services are
provided? Does the organization have a grasp of the impacts the proposed project will
have on their day-to-day operation?
Organization’s Track Record
Does the organization have a history of managing projects and programs well? Have
they taken on a similar scale project in the past? Are there past partners of the
organization that can speak to their ability to implement a project?
Identified Need
Does the proposed project meet a need in the community? Is there a clear connection
between how the project will impact the organization’s operation and what the
community need is?
Organization’s Mission
Does the proposed project meet the mission of the partner organization? Does the
project have the support of everyone involved with the organization (staff, board,
members, recipients of services, and other stakeholders)?
Additional Resources
Pro bono week: http://www.probonoweek.org/
Createathon: http://createathon.org/
A Billion + Change: http://www.abillionpluschange.org/
League of Intrapreneurs: http://www.leagueofintrapreneurs.com/
SustainAbility: http://www.sustainability.com/
True Impact: http://www.trueimpact.com/
The One Percent: http://www.theonepercent.org/
SEED Network Evaluator: http://www.seednetwork.org/evaluator/
58
REQUEST FOR PROPOSALS
Eligibility
Project Information
Contact person:
Phone number & E-mail address:
Executive Summary
Please provide a brief summary of your project and the need it fills in your community.
(250 words maximum)
Please answer the following questions in a project narrative organized according to
these sections.
Project Description
Community
Supporting Material
Describe the work of your organization.
What are your organization’s major accomplishments in the past 3 years?
How does this project help the organization achieve its mission?
Has the organization undertaken a project of this size or scope previously? If so, please
describe.
Is the organization a 501(c)3 or under fiscal sponsorship?
What led your organization to identify this project as a need in your community?
What work products does your organization anticipate receiving from this process?
What is the time line for the project?
How will success of the project be evaluated? What are the critical benchmarks your
hope to achieve with this project?
How does this project fit with other community efforts?
What stakeholders do you anticipate will participate in this design process and what will
their role be?
Please provide two letters of support from groups you have worked with or who are
familiar with your work.
59
PROGRAM EVALUATION
For Eskew+Dumez+Ripple
Addressing Issues with Design
What was the highest priority issue that the design project addresses?
How was this issue identified as a priority?
Describe the design and how it is a response to the priority issue identified.
Describe the ways in which stakeholders were involved in the design process including
the participation time line and the type of input that was sought.
How is the project’s success defined and impacts measured relative to the issue
identified? What are the critical benchmarks for success or failure of the project?
Fostering Internal Development
What skills did participating staff members employ in this project?
Please elaborate if these are new skills that are not called upon regularly in the
employee’s daily work.
Did staff members learn something new about a need in the community? Please
describe.
Is there a desire to continue being involved with the partner organization or working on
the issue identified? If so, in what capacity?
For partner organizations
Addressing Issues with Design
What was the highest priority issue that the design project addresses?
How was this issue identified as a priority?
Describe the design and how it is a response to the priority issue identified.
Describe the ways in which your organization and its stakeholders were involved in the
design process.
How is the project’s success defined and impacts measured relative to the issue
identified? What are the critical benchmarks for success or failure of the project?
Fostering Internal Development
What skills did participating staff members and stakeholders employ in this project?
Please elaborate if these are new skills that are not called upon regularly in the
employee’s daily work or stakeholder’s daily interaction with the organization.
Did staff members and stakeholders learn something new about the design process?
Please describe.
Is there a desire to continue participating in a design process to further develop the
project? If so, in what capacity?
60
PROGRAM BUDGET
Estimated Annual Budget
Task
Identify program theme &
prepare RFP
People/Hours
research fellow/24 hours
Cost*
$480
Solicit applications
$320
Project selection process
research fellow/16 hours; all staff, 40
people/1 hour
Notification of selected
proposals
Define project scope &
deliverables
Day of Service
research fellow/16 hours; 8 staff
(2/project avg.)/4 hours
research fellow/16 hours; 40 staff/8
hours
Provide final deliverables
Total research fellow:
133
Total staff:
440
$44,000
Total:
573
$46,660
Solicit feedback
Report on process
Share results
$4,320
$80
$ 3,520
$32,320
$3,280
$160
$1,280
$ 900
$2,660
* estimated employee rate is $100/hour, estimated research fellow rate is
$20/hour
Comparison
Year
Day of Service
2014
2013
2012
2011
2010
2009
2008
Pro-bono hours
Estimated cost
% of annual hours
573
1,408
1,000
1,071
1,324
1,008
524
255
$46,660
$140,800
$100,000
$107,100
$132,400
$100,800
$52,375
$25,450
0.55%
1.35%
1.09%
1.10%
1.52%
1.15%
0.74%
0.38%
61
5.2 2015 Request for proposals How might we work together to design better outcomes for our
communities?
What
As part of Eskew+Dumez+Ripple’s commitment to building community
the firm is implementing a skills-based service program to benefit
community organizations in the New Orleans region. This program seeks
to support leaders within our practice and community in impacting social
problems through design excellence. Each year the program makes the
entire EDR staff available for one work day, a value of approximately
$40,000, to community focused initiatives. Through this designmarathon stakeholders participate in a collaborative design process
tailored to their particular design challenge. This exchange of knowledge
benefits EDR in constructing a deeper understanding of community
needs and benefits the partner organization in further realizing their
mission through design excellence.
When
Martin Luther King, Jr. Day, January 19th, 2015
Where
Who
Why
How
Eskew+Dumez+Ripple studio &/or community partner space
We are contacting several potential partners to participate in the 2015
Day of Service. The studio will decide together which opportunities to
pursue and selected partners will be notified on December 22, 2014.
Benefits for EDR
Benefits for partners
Talent Development
Skills-based volunteers report
more job-related skills-gains.
Increased Capacity
Talented designers help deliver
more services to more people.
Culture
Intentionality for pro-bono
services as an ongoing EDR ethic.
Raise Awareness
Design can amplify identity and
generate more support.
Build Relationships
Foster new relationships with
civically-engaged peers.
Communicate a Mission
Strategically express values to
help access more resources.
Two to four projects will be selected according to the interests expressed
by the studio. Each project will have a team of 5-10 designers dedicated
to it on the day of service. Each team will have a project lead
coordinating scope definition, identifying deliverables, and following up
after the Day of Service.
Team members and their community partner will participate in one
planning meeting during the week of January 5th-9 th, 2015 to further
identify the project scope and deliverables. On the Day of Service the
team will structure their work flow around the agreed upon project scope
and deliverables. Following the Day of Service the team will provide the
project partner with the deliverables identified. The project team and
partners will also be asked to participate in a follow-up survey to
evaluate the experience and impact of the day.
Important Dates
December 8-17, 2014
December 22, 2014
January 5-9, 2015
January 19, 2015
January 26-30, 2015
February 2-6, 2015
Solicit project proposals for consideration
Notify selected partners
Project planning meeting
Day of Service
Provide final deliverables
Participate in project evaluation survey
62
Eligibility
Selection Criteria
Projects will be selected based on the following criteria:
Is it feasible to meet the project’s needs within the
Project Viability
identified timeframe?
Organizational
Capacity
Is there a clear plan of action after initial design
services are provided?
Identified Need
Is there a clear connection between the project’s
impact on the organization and the identified need?
Organization’s
Mission
Does the proposed project meet the mission of the
partner organization and does it have support from
those who will be impacted?
Project Information
Contact person:
Phone number & Email address:
Executive Summary
Please provide a brief summary of your project and the need it fills in
your community.
Describe the work of your organization and how this project helps the
organization achieve its mission.
Project Description
What led your organization to identify this project as a need in your
community?
What work products does your organization anticipate receiving from
this process?
What are the critical benchmarks you hope to achieve with this
project?
How will success of the project be evaluated?
Community Description
How does this project compliment other community efforts?
What stakeholders do you anticipate will participate in this design
process and what will their role be?
Please provide your project proposal to Nicole Joslin, [email protected], by December 17, 2014 for
63
5.3 Studio Evaluation Survey
Instrument
Day of Service Evaluation
The following survey was administered through the online survey tool Survey Monkey.
* Indicates questions that required an answer to complete the survey
Thank you for helping us evaluate the 2015 Eskew+Dumez+Ripple MLK Day of Service.
Your answers to this survey will remain anonymous and will only be used to inform
planning for future events.
Please contact Nicole Joslin ([email protected]) if you have any questions
about this survey or about the Day of Service.
*Q1
Did you participate in the 2015 Eskew+Dumez+Ripple MLK Day of Service?
• Yes
• No
(If answer is Yes, respondent is forwarded to Q2. If answer is No, respondent is
forwarded to Q4.)
*Q2
What project did you participate in?
• Live Oak Wilderness Camp
• Youth Rebuilding New Orleans
• Arts Council of New Orleans, Civic Pavilions
• ReFresh Project
Q3
What do you hope comes from the project you participated in?
(Short answer text box)
*Q4
Why did you not participate?
• Work conflict
• Personal conflict
• Not interested in the projects
• Not interested in the type of work being done
Other (please specify)
*Q5
How prepared did you feel to participate in the Day of Service?
• Very prepared
• Somewhat prepared
• Not prepared
• Not applicable
Do you have any comments you would like to share?
*Q6
How clear was your task for the Day of Service?
• Very clear
• Somewhat clear
• Not clear
• Not applicable
64
*Q7
Was this experience valuable for your daily work at Eskew+Dumez+Ripple?
• Very valuable
• Somewhat valuable
• Not valuable
• Not applicable
Why or why not?
*Q8
What skills did you use while working on your Day of Service project?
*Q9
Were these skills you use in your daily work at Eskew+Dumez+Ripple?
• Yes, all of them
• Some of them
• No, none of them
Which ones?
*Q10
Are any of the skills ones you would like to use more in your daily work at
Eskew+Dumez+Ripple?
• Yes, all of them
• Some of them
• No, none of them
Which ones?
*Q11
Were you already aware of the organizations we partnered with for the Day of Service?
(you may select multiple answers)
• Yes, Live Oak Wilderness Camp
• Yes, Youth Rebuilding New Orleans
• Yes, Arts Council of New Orleans
• Yes, ReFresh Coalition
• No
*Q12
Would you like to continue working with any of the community partners from the Day
of Service even if you did not participate in their project? (you may select multiple
answers)
• Yes, Live Oak Wilderness Camp
• Yes, Youth Rebuilding New Orleans
• Yes, Arts Council of New Orleans
• Yes, ReFresh Coalition
• No
65
*Q13
Did you learn anything new from the Day of Service? (you may select multiple answers)
• Yes, I learned something new about the community
• Yes, I learned something new about Eskew+Dumez+Ripple
• Yes, I learned something new about my peers
• Yes, I learned something new about myself
• Yes, I learned a new skill
• No, I did not learn anything new
*Q14
Would you participate in the Day of Service in the future?
• Yes
• No
• Maybe
Why or why not?
Q15
What change would most improve the Day of Service in the future?
Q16
What about the Day of Service would you keep the same in the future?
*Q17
Are you currently in a leadership position at Eskew+Dumez+Ripple? (Associate or
Principal)
• Yes
• No
*Q18
How long have you worked at Eskew+Dumez+Ripple?
• Less than 1 year
• 1-5 years
• 5-10 years
• 10-15 years
• Over 15 years
Q19
Do you have anything else you would like to share about your Day of Service
experience?
66
5.4 Partner Evaluation Survey
Instrument
The following survey was administered through the online survey tool Survey Monkey.
* Indicates questions that required an answer to complete the survey
Day of Service Partner Survey
Thank you for helping us evaluate the 2015 Eskew+Dumez+Ripple MLK Day of Service.
Your answers to this survey will remain anonymous and will only be used to inform
planning for future events.
Please contact Nicole Joslin ([email protected]) if you have any questions
about this survey or about the Day of Service.
*Q1
What organization are you affiliated with that participated in the 2015
Eskew+Dumez+Ripple MLK Day of Service?
• Live Oak Wilderness Camp
• Youth Rebuilding New Orleans
• Arts Council of New Orleans
• ReFresh Coalition
*Q2
What is your current role in the organization that participated in the 2015
Eskew+Dumez+Ripple MLK Day of service?
• Leadership
• Management
• Staff
• Volunteer
• Community Partner
• Service Recipient
• Other (please specify) ______________
*Q3
How long have you been involved with the organization?
• Less than 1 year
• 1-5 years
• 6-10 years
• 11-15 years
• Over 15 years
*Q4
How did you find out about the Day of Service opportunity?
*Q5
What statement best describes your participation in the Day of Service?
• I was not involved in the Day of Service.
• I was informed of the work being produced by the design team.
• I consulted on work produced by the design team to provide input on particular
items.
• I was involved in design discussions that may or may not have influenced the work
produced.
• I collaborated in decision making that influenced the work produced.
67
*Q6
What statement best describes how the process and products from the day met your
expectations?
• My expectations were exceeded
• My expectations were met
• Some of my expectations were met
• None of my expectations were met
Q7
What change would most improve the Day of Service in the future?
Q8
What about the Day of Service would you keep the same in the future?
*Q9
Were you aware of Eskew+Dumez+Ripple prior to your involvement in the 2015 Day of
Service?
• Yes
• No
If yes, what did you know about us?
*Q10
Have you worked with a design professional previously, either with your current
organization or under other circumstances?
• Yes
• No
If yes, please describe how this experience compares to your previous experience.
*Q11
Do you see design services as being valuable to the organization you are involved in?
• Yes, design is important to this organization achieving its mission.
• Maybe, I’m not sure I see the value of design to this organization.
• No, design does not influence this organization’s ability to achieve its mission.
*Q12
Has your experience working with Eskew+Dumez+Ripple influenced your opinion about
the value of design or design professionals in achieving your organization’s vision for
the community?
68
*Q13
What is the likelihood that your organization would participate in future Days of Service
with Eskew+Dumez+Ripple?
• Very likely
• Somewhat likely
• Somewhat unlikely
• Very unlikely
*Q14
What is the likelihood that you would recommend someone else participate in future
Days of Service with Eskew+Dumez+Ripple?
• Very likely
• Somewhat likely
• Very unlikely
*Q15
What is the likelihood that your organization would hire Eskew+Dumez+Ripple to
provide architectural and/or planning services in the future?
• Very likely
• Somewhat likely
• Very unlikely
*Q16
What is the likelihood that you would recommend someone else hire Eskew+Dumez
Ripple to provide architectural and/or planning services in the future?
• Very likely
• Somewhat likely
• Very unlikely
Q17
Do you have anything else you would like to share about your Day of Service
experience?
69

2014 MLK Day of Service Report

Transcription

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