Cornell Institute for Healthy Futures

Team Members: Jonathan Eden, Irene Lee, Hilary Lemonick, Agnes Shin

Project Detail: This strategic document outlines CIHF’s current establishment and ideal future within the Cornell campus and beyond by summarizing its existing site, stakeholders, etc. and providing solutions to opportunities for the organization’s growth.

Dates: September - December 2017

DEA 2550 Design Strategy and Management

Denise Ramzy

2

Through multiple visits to the CIHF office space and the surrounding area, we assessed how the site and building affect the organization, its ability to provide value, meet stakeholder needs, and fulfill the CIHF mission.

SITE ANALYSIS

DesignProposals

DesignInsights

InitialAnalyses

1

2

SITE ANALYSIS

Location on campus

PROS & CONS

[+] Close proximity to Ag Quad, North Campus, and Forest Home Parking Garage.[+] MVR Hall is located between the Ag Quad and footbridge, and acts as a connector between North and Central campus.[-] Non-central location on the edge of Cornell’s Central Campus. [-] Far commute from collegetown (20 minute walk)

3250 MVR Hall Ithaca, NY 14853“Located on the Cornell University campus, the CIHF suite is at the east end of the long hallway on the 3rd floor of Martha Van Rensselaer Hall.”

Commons Martha’s Cafe Outdoor Seating

MVR: The building

PROS & CONS

[+] Houses collaborative spaces including: The Commons, galleries to showcase student work, a cafe (Martha’s), lecture rooms, and flexible classrooms to accommodate for a variety of needs. [-] The older and newer area of MVR east and west wing is confusing for first time visitors, especially because of the inconsistency in floor numbering and three and four digit room numbering. [-] There is no main, identifiable, entrance to the building.

Site Location within MVR

Main Stairwell

Exit stairs

Elevator

Women’sBathroom

CIHF

Conference Room

Sloan Program in Health

Adm

PROS & CONS

[+] Close proximity to the Sloan Program in Health Administration’s Suite, allowing for collaboration between the two organizations’ relevant stakeholders.[-] Visitors get distracted by the activity and variety of spaces in MVR and may never venture to CIHF site and if they do, it may only be because they are lost on the third floor.[-] There is a lack of signage/wayfinding tools pointing to the CIHF.

1

3

SITE LAYOUT

Views to the outdoors and daylighting

Adjacent Conference Room

(3308)

Personal desk and small meeting

table

Personal desk andbar table with

stools

4 desktops and ottoman

CollaborationLab

Executive Director’s

Office

Program Manager’s Office

Personal desks with mobile walls

White board walls and lounge chairs

Personal desk in reception area

Double doors with branding

Branding on main wall

SITE Analysis CONT’D

PROS & CONS

[+] White board walls facilitate group work.[+] Visible branding on the office’s main wall.[-] Excessive furniture crowds the collaboration space.[-] Personal desks are located within collaboration zone, further crowding the space.[-] Offices within the suite are disproportionately large compared to the needs of their users. [-] Lack of visible branding and signage on the suite’s exterior.

HOW IS THE SITE USED?The site is most frequently used for meetings, collaboration, and research. The CIHF site houses two offices for the Executive Director and Program Manager, as well as a collaboration lab with desks and lounge chairs. The activity of the CIHF extends to offices for visiting scholars also located on the third floor as well as a conference room (3308), located adjacent to the suite, for large meetings.

5

After analyzing the site, we organized CIHF’s stakeholders into a diagram to learn about each group and its needs.

stakeholder diagram

DesignProposals

DesignInsights

InitialAnalyses

4

5

STAKEHOLDER DIAGRAM

The stakeholder diagram above outlines the key constituents involved with CIHF, both internal and external to Cornell. Categorizing the stakeholder groups and the respective sizes allows us to focus our design efforts and cater to the most active users. It is important to note that the stakeholders most active in using the space include the staff, post-doctoral associates, student employees, scholars, as well as daily visitors.

7

A visioning workshop was conducted with key CIHF stakeholders to determine the aspirations and goals for the organization. The process involves the selection of images by participants that they deem to be most closely aligned with their vision for CIHF.

VISIONING SESSION

DesignProposals

DesignInsights

InitialAnalyses

6

7

Round 1 | ChoiceThe vision cards were divided into three piles. Each participant was given one stack and tasked with identifying four cards that aligned most clearly with their aspirations for the Institute. Each participant then described their reasons for selecting each card. Common themes in this round included “resilience”, “collaboration”, and “challenge”.

Round 2 | ChallengeDuring this round, each participant handed their four chosen cards to the person on their right. Each participant was then tasked with eliminating two cards from each group of four. Images selected during this round included themes of “promising futures”, “teamwork”, and “ambition”.

Round 3 | ConsensusIn this round, the participants collaborated to identify three cards from the six that were most in line with their aspirations for CIHF. The cards that were chosen represented “ground-breaking”, “team”, and “path”.

summary

Elizabeth HaysProgram manager of CIHF

Mardelle Shepleyassociate director of CIHFCHair of Design & Environmental Analysis

Brooke hollisassociate director of CIHFassociate director of sloan healthcare admin

Participants

A visioning session was held with key stakeholders to identify guiding principles and aspirations of the organization. Throughout the session, participants actively conversed about what could be improved to further CIHF’s establishment on both an academic and industry level.

Purpose

Process

VISIONING SESSION

8

Elizabeth HaysProgram manager of CIHF

Synthesis

• The three keywords derived from the visioning session were team, path, and groundbreaking.

• Budget and staffing are the biggest obstacles that CIHF currently faces.

• “We are not where we want to be because ultimately we want to have a global presence in a new trans-disciplinary forum in terms of healthcare and design.” Elizabeth Hays

• One of CIHF’s goals is to grow the organization through a variety of different forms of outreach. Recent examples of this include launching a new hospitality, health, and design minor and hosting and participating in round-tables and conferences, domestically and abroad.

Value tree

“The mission of the Cornell Institute for Healthy Futures is to provide a multi-disciplinary platform for integrating hospitality,

health management/policy, and design to enhance service excellence in healthcare, wellness, senior living and related

industries.”

GroundbreakingTeam Path

Team aligns with both the picture as well

as CIHF because the organization prides itself

on collaboration and team success.

Path represents experience, journey, prospect and refuge

within CIHF.

CIHF aspires to be groundbreaking in the

hospitality, healthy, and design industry/ies by growing their presence and influence on a

global scale.

Brooke Hollis, Mardelle Shepley & Elizabeth Hays in discussion

Yes & No piles during Round 1, Choice

visioning session

T G P

T G P

10

In addition to holding a visioning session, we interviewed CIHF’s active stakeholders to provide us with key insights and design implications pertaining to its mission and predictions on future endeavors.

INTERVIEWS

DesignProposals

DesignInsights

InitialAnalyses

9

10

Key Insights• Joseph has only visited the CIHF office a few times, mostly to attend meetings

with directors and administration.• “I assume [the collaboration lab] is maybe for the post docs, but I haven’t

been there.” Although the purpose of the lab is for collaboration, the space has a sense of being closed off.

• Most CUHF meetings are held in the adjacent conference room. Because of the club’s anticipated growth, a larger space is needed.

• Joseph feels that there is a lot of interest from industry leaders to collaborate with students, but limited collaboration has occurred thus far.

Key Insights• The collaboration lab provides opportunity for different stakeholders of the

organization to interact. When using the lab space, Mané was not limited to working on only job specific tasks, but also had the opportunity to exchange ideas with scholars, faculty, and postdoctoral associates.

• Lack of an established style made it difficult for CIHF’s several graphic designers to keep their work consistent throughout.

• CIHF has provided Mané with a global network of industry professionals in healthcare and design. However, the network, as stated by Mané, “should be made more accessible for students.”

Mané prefers working in spaces that value teamwork and community.

Design Implications• The suite should provide a space that can be flexibly programmed for a

variety of interactions. This will break down any existing hierarchy among different stakeholders allowing for organic learning.

• The CIHF will benefit from a branding guideline to ensure all of the organization’s deliverables are represented correctly.

Joseph De Los SantosCUHF Graduate Chapter President

Mané Mehrabyanstudent graphic designer

“In my program, students are mostly interested in healthcare consulting or fellowship programs. I hope to broaden their perspective and inform them about other opportunities.”

Interviews

P“I want to work in an environment where i can partake in interaction to better the organization”

T

Through working with CIHF, Joseph hopes to inform his peers about possible career paths within the healthcare and hospitality industries.

Design Implications• CIHF’s office should serve an important role as the home base for the

Institute’s leaders and also foster collaboration between students and scholars across disciplines.

• A larger conference room will be needed for growing occupancy. • The space should be welcoming and invite different stakeholders to actively

use its collaboration lab.

11

Hessam Sadatsafavipostdoctoral associate, internship & minor coordinator

Elizabeth HaysProgram manager of CIHF

Key Insights• THE CIHF suite is most frequently used for meetings, collaboration, and

research. Small meetings are held within the suite while larger meetings are moved to the adjacent conference room.

• The size of the offices and lab within the suite are not proportional to the needs of the different stakeholders. The suite lacks a substantial reception area to welcome guests. In addition, the collaboration lab lacks ample space for interaction while the offices have too much space.

• Elizabeth hopes that CIHF will soon reach out globally and provide resources regarding healthcare, hospitality, and design. Her vision would be to have a website that houses research studies to assist anyone in endeavors to improve the industry.

•

Elizabeth hopes that CIHF will become a leader and influencer in its respective industries.

Design Implications• The CIHF suite should include a reception area to create a more welcoming

environment for different stakeholders. • Offices within the suite should be reprogrammed and configured to make the

size of the spaces appropriate for the needs. Unnecessary and needed FF&E should be determined for each of the spaces. Marketing tools laid out along a high table and the window sills may suggest need for shelving or additional

storage.

Key Insights• Many CIHF staff walk to work in the winter but there is no storage space for

boots and other winter gear.• Transparent cubicles don’t provide enough privacy. To adapt, posters have

been placed on the cubicle walls.• There is not enough natural light in the reception area.• The CIHF website is constantly a work-in-progress. It still needs to become

more organized to better communicate results of research.

Hessam feels that CIHF has the opportunity to build meaningful relationships with its members throughout their prospective career paths.

Design Implications• CIHF’s office design should promote collaboration between students, staff,

industry partners, and visiting scholars.• The reception area should be welcoming gateway to CIHF and provide

information about the Institute’s programs.• The CIHF website should be designed to promote the Institute’s research and

programming to a global audience.• Cubicle design should provide ample privacy and personal space without

users feeling too confined.

Interviews

“We are not where we want to be because ultimately we want to have a global presence in a new transdisciplinary forum in terms of healthcare and design.”

G

“Understanding the learning outcomes for students in the minor is important. My goal is to set up relationships between industry partners, who are excited to collaborate with students.”

P

13

This section identifies the gap between CIHF’s mission and vision and its existing condition. The gaps are divided into five categories: Branding, Digital, Global, Location, and Physical

GAP ANALYSIS

DesignProposals

DesignInsights

InitialAnalyses

12

13

Mission

“The mission of the Cornell Institute for Healthy Futures is to provide a multi-disciplinary platform for integrating hospitality, health management/policy, and design to enhance service excellence in healthcare, wellness, senior living and related industries.”

VISIOn

To be a team-based organization that prides itself on collaboration and team success

P

G

T Team

To be groundbreaking in the hospitality, healthy, and design industries by growing its presence on a global scale

Groundbreaking

To serve as a pathway for leadership, staff, scholars, and employees: a journey full of prospects and a place of refuge

Path

GAPS

Digital GlobalBranding Location Physical

GAPS | branding

CIHF lacks consistent branding.• The lack of an established style guide leads to inconsistency in branding,

especially with multiple graphic designers. • Gaps between the image CIHF aspires to have and the image Human

Ecology aspires to have lead to additional constraints and inconsistencies in branding.

T

GAPS | Global

CIHF’s platform for integrating hospitality, health, and design lacks a global presence in the industry.• Resources and funding prevent CIHF from expanding globally. • There is limited collaboration with industry members, despite great interest

on their end.

G

GAPS | location

MVR Hall, where CIHF is housed, is a prime location as it is a connector between North and Central campus. However, the location of CIHF within MVR Hall is difficult to find.• The older and newer area of MVR east and west wing is confusing for

visitors, especially because of the inconsistency in floor numbering and lack of signage.

P

GAPS | digital

CIHF lacks a strong digital presence.• There is lack of focus on the digital space. The website does not

communicate the results of its research initiatives.• CIHF could extend its presence onto different professional platforms to

reach out to a larger audience.

P

gap analysis

14

T GAPS | physical

The space is not a good fit for its users. The sizes of offices and collaboration spaces within the suite are not proportional to CIHF’s different needs. As a result, there is limited collaboration between the leadership, scholars, employees, and CUHF.

Student employees see the space as being too professional and formal, and rarely use the space to work.

“I assume [the collaboration lab] is maybe for the post docs, but I haven’t been there.”- CUHF Grad Chapter President

“It’s important for me to have a private space so I can concentrate in the office. However, I believe there are benefits to having shared spaces to allow people to collaborate and generate ideas.”- Postdoctoral Associate

“This space was created before we came here. They did this renovation first two years ago. We’re still trying to fit the space for our needs and it's been an ongoing struggle to accommodate all of the functions.”- Program Manager

Executive Director’s

Office

Program Manager’s

Office

CollaborationLab

The adjacent conference room (3308) will not be large enough for CIHF’s growing numbers.

The space lacks a reception area that would be suitable for guests and industry members.

Visiting scholars instead use 3M14 as their research space.

GAP ANALYSIS CONT’D

16

Following our Gap analysis we have taken the next step to identify the internal strengths and weaknesses of CIHF as well as the external opportunities and threats to the organization. We have begun to categorize our analysis through three different verticals: physical space, digital space, and programming. When conducting this SWOT analysis we considered major and cultural trends in the technological, political, and economic industries and how they may affect hospitality, health, and design.

SWOT ANALYSIS

DesignProposals

DesignInsights

InitialAnalyses

DesignProposals

DesignInsights

InitialAnalyses

15

16

opportunities

Aging Population | By 2050, the percentage of the world’s population that is 65 and older is projected to double, increasing the need for research on senior living facilities.

Focus on Wellness | People prioritize health and well-being in all aspects of their lives, particularly as it pertains to their travel behaviors and the physical environments they inhabit.

Global Expansion | The intersection of design, healthcare, and hospitality is relevant globally, which provides many opportunities for CIHF to collaborate with partners on a global scale.

Technology | Digital media can be used to increase global awareness of CIHF’s programming and research.

Weaknesses

Branding | CIHF’s brand is inconsistent due to various graphic designers and a lack of a style guide.

Space | The CIHF suite is located on an isolated section of the 3rd floor which gets little foot traffic. In addition, the size of the offices and the Collaboration Lab are not proportional to the needs of its users.

Location | Ithaca is not easily accessible, which makes it difficult for visitors to participate in CIHF’s activities.

Awareness | CIHF can improve its awareness on campus to increase student and faculty engagement.

Strengths

Pioneer | CIHF is the first organization dedicated to advancing the study of the intersection of hospitality, healthcare, and design.

Network | CIHF has created an extensive network of students, scholars, and professionals.

Affiliation | CIHF’s affiliation with Cornell University enables it to benefit from the resources of a leading research institution.

Academic | CIHF’s academic endeavors, such as research and the minor, will prepare future leaders of hospitality, healthcare, and design.

Collaboration | CIHF provides platforms for collaboration among its stakeholders.

threats

Competition | Other organizations develop similar institutes at the intersection of design, healthcare, and hospitality.

Policy Changes | Changes in health care legislation and policy have implications for industry engagement and funding.

Organizational Culture | Corporations deemphasize the importance of the intersection of the three disciplines, making it more difficult for CIHF to collaborate with industry partners.

Income Inequality | Implementing principles of healthy living is often costly, making it difficult for people with lower income to incorporate aspects of hospitality, healthcare, and design into their everyday lifestyles.

SWOT analysis

CIHF’s identity as a pioneer in the study of hospitality, healthcare and design, and its affiliation with Cornell University provide it with a number of strengths, including a particularly strong industry network. Its relevance to different industries, and focus on wellness within the context of an aging population also mean there are great opportunities for expansion. Moving forward, CIHF needs to take advantage of these strengths and opportunities, while improving on its weaknesses, most pressing of which are in their branding, space/location, and awareness. As they grow, they must also keep potential threats to their mission in mind, which extend from their own data demands to the organizational culture of industry partners.

“I want to work in an environment where i can partake in interaction to better the organization”

TCIHF’s path to success is hindered by its weak branding, inaccessible location, and nonoptimal physical space.

P

CIHF can take advantage of global trends to become a groundbreaking institute.

G

External factors such as policy changes and income inequality could negatively impact CIHF’s growth.

P

18

This section identifies a problem and three opportunities of improving the physical space, digital presence, and programming of CIHF to align the organization’s resources and activities to its mission.

DESIGN BRIEF

DesignProposals

DesignInsights

InitialAnalyses

17

18

Problem statementThe Institute for Healthy Futures is a great resource on Cornell’s campus, but it lacks the resources and digital services necessary to become a globally recognized institution for research and programming at the intersection of hospitality, health, and design.

Opportunities

Physical Space 1. Designing for visitors 2. Designing for active users3. Brand presence 4. Centralize activity

Digital Presence 1. Establish a stronger presence across all social media platforms 2. Improve access to a variety of content3. Improve consistency of released content4. Create an established/leading platform for those in the industry 5. Sustain and grow on social media by improving loyalty and following

Programming 1. Enhance local programming initiatives that will strengthen campus awareness and reputation2. Improve user experiences 3. Create programming to reach a global audience

CURRENT

IDEAL

University Resource

Global Influence

Focused Multidisciplinary

Milstein Programin Technology & Humanity

CHALLENGE | Current vs. IdealMost of CIHF’s current activity is centralized within Cornell’s campus. The Institute has a predominantly domestic network of scholars and professionals who, when visiting the Institute, frequently use other work spaces outside of the suite for collaboration. CIHF’s space limits productivity and collaboration causing members to look to other spaces to work. CIHF’s programming and content are inaccessible in the physical and the digital realm which poses problems for the Institute’s future growth. Lastly, CIHF’s brand lacks consistency throughout its marketing initiatives and therefore there is much opportunity to better communicate its mission on a local and global scale.

DESIGN BRIEF

The five gaps identified in the gap analysis have been consolidated into three main categories of opportunities, which include the physical space, digital presence, and programming.

20

This section identifies and analyzes TED, an organization that has many analogous traits to CIHF and also acts as an ideal example for some of CIHF’s future goals and initiatives.

analogous organization

DesignProposals

DesignInsights

InitialAnalyses

19

20

TED logo and carpet at talks

Space within TED office

TED videos on its online platform

Analogous organizatioN | TED

Why Is CIHF Analogous to TED?Both include:• Opportunities for the integration of different disciplines. Both

CIHF and TED host conferences to help promote the spread of ideas to create positive change.

• Educational initiatives. While CIHF has courses that concentrate on the intersection of healthcare, hospitality and design, TED-Ed has video lessons for educators and students ranging many topics.

• Communities that are micro and macro in scale. CIHF has clients within and beyond Cornell. TED has TEDx talks for local communities and TED talks on a global scale.

How does TED express its brand culture?TED’s brand culture is expressed both within its offices and throughout the physical and social environment of its talks. • The headquarters include meeting areas and open offices

to allow for organic interaction among individuals, which ultimately aligns with its mission of “spreading ideas”.

• Branding of the TED talks with a prominent red logo and carpet focuses attention on a speaker who delivers a powerful message that is also spread through online platforms.

VALUES• “Spreading ideas” and “believing in the power of ideas to change attitudes, lives and,

ultimately, the world”• Encouraging interaction among individuals of different disciplines and cultures

Assumptions• Making the transfer of knowledge/advice seamless and accessible • Open platform of short, powerful talks with a large breadth in topics• A credible organization that seeks outs “the most interesting people on Earth”

Artifacts• Videos on TED website and Youtube• TED books, Ideas Blog and Newsletters• Local TEDx talks• Red, circular, TED branded carpet that is highly recognizable• Variety of workspaces in TED offices: meeting spaces with sliding doors, phone

booths, open offices, lounges

What can CIHF learn from TED?

Physical Space TED has created an office that fits the needs of its users and allows for organic interaction. CIHF can modify its space to encourage collaboration.

Programming TED created a global community by holding talks around the world. Similarly, CIHF can also expand programming initiatives to engage a global audience.

Digital Presence From TED, CIHF can learn visual branding, as TED has a very pronounced name and logo, making it immediately recognizable. Ted also has an unbelievable digital presence as they post all of their talks online.

22

This section outlines and visualizes the key design criteria that is critical to CIHF’s space and service decisions. The design criteria is organized into the following categories: Physical Space, Digital Presence, and Programming.

DESIGN CRITERIA

DesignProposals

DesignInsights

InitialAnalyses

21

22

PHYSICAL SPACEFF&E • All furniture, fixtures, and equipment should be sustainable and in accordance with MVR’s LEED certifications. • Furniture should adapt to a range of user activities, such as meetings, individual work, discussions, etc.

Space Organization • The CIHF office should be designed to welcome visitors and foster collaboration. More square footage should dedicated to the Collaboration Lab.

The opportunities to improve the physical space, digital presence, and programming of Cornell Institute of Healthy Futures will be driven by the following design criteria:

Change management when implementing solutions based off of prioritized criteria will be especially integral to ensure appropriate phasing of physical spaces, digital presence, and programming.

Design Criteria

DIGITAL PRESENCEConsistency• All social media and digital platforms should use consistent design and branding imagery to convey CIHF’s message in a cohesive manner.• Consistency should be established between the values of CIHF and the College of Human Ecology.

Frequency• Create a digital media schedule that outlines when CIHF will release new content, ideally on a weekly to bi-weekly basis to ensure user loyalty

and member engagement.

PROGRAMMINGAccessibility• Programming and content should be available through multi-faceted digital platforms and should be shared and advertised via all social media

accounts.

Participation• Engage in semiannual conferences, roundtables, and other events related to hospitality, health, and design.

24

Based on the research completed thus far, we have written a cohesive business case that identifies solutions to CIHF’s three verticals: physical space, digital presence, and programming. The business case is a multidisciplinary approach. While the verticals could be implemented individually, it would be ideal to do execute them together. We have written our brief with considerations of time, resources, and feasibility. This case is broken down into short term, intermediary term, and long term approaches.

BUSINESS CASE

DesignProposals

DesignInsights

InitialAnalyses

23

24

Problem statementCIHF lacks identifiable and appropriate space within and beyond Cornell’s campus necessary to become a globally recognized institution for research and programming at the intersection of hospitality, health, and design.

solutionsCIHF can solve the problem by increasing awareness and use of the physical space and designing the physical space for stakeholders.

value Analysis• Increase awareness among stakeholders • Increase navigability for visitors

risk Assessment• Easy implementation and yields little-to-no risk for

its impact

value Analysis• Foster collaboration and research • Attract and retain stakeholders• Create a welcoming environment for visitors

Risk Assessment• High initial cost for reconfiguration• Temporary relocation during construction

value Analysis • Increase traffic to CIHF’s office• Increase scope of potential events• Involve a wider range of stakeholders• Act as a leader of the new study and support

CIHF’s projected growth

risk Assessment• Requires relocation into a larger space

programmed specifically for CIHF• High initial and operating cost for managing space

and employees

approach• Introduce CIHF’s branding in MVR, the Human

Ecology Building, and around central campus • Implement wayfinding signage around MVR that

guides stakeholders to the suite

approach• Reconfigure space within the existing suite,

decreasing square footage of offices and increasing square footage of Collaboration Lab

• Provide a reception area and workspace for visiting scholars, guests, etc.

approach• Centralize all spaces within one suite, including

the Collaboration Lab, offices, workspaces, and a conference room

• Create CIHF branch offices in other cities

Short Term Intermediary Term Long Term

change management• Additional employees to manage more

activity may lead to miscommunication and disorganization. Training and mentorships may alleviate any possible gaps.

change management• Primary users of the offices may be dissatisfied

with decreased office space. Providing unassigned workspaces within the Lab may compensate for lost space by adding the value of collaboration.

change management• CIHF should establish a consistent brand identity

before implementing any solutions.

BUsiness case | PHYSICAL SPACE

25

BUSINESS CASE | DIGITAL PRESENCE

Problem statementCIHF is not reaching the audience it needs to, whether that be on campus, locally/nationally, or internationally. To continue working towards its mission, CIHF needs to increase awareness of its work.

solutionsCIHF must build a stronger presence across different social media platforms, and improve the design of its current website. Outside of social media, CIHF must also establish a leading platform for those in the industry. Throughout all platforms, CIHF needs to improve consistency in releasing/creating content.

Risk Assessment• If ambassadors are inactive or not committed

to the project long term, the overall marketing strategy will become disjointed. Ambassadors also need to communicate with each other as a team so that voice and content are consistent.

approach• Recruit Student Ambassadors to establish CIHF’s

presence across social media platforms. Develop content, create Facebook events, reach out to university-related social media platforms and send emails to list serves.

• Redesign CIHF’s current website to be more engaging and easier to navigate

Short Term Intermediary Term Long Term

risk Assessment• The report requires time and money as the report

would require research, planning, writing, and potentially paying distribution outlets.

• Possibility of not reaching high enough visibility to be worth publishing

approach• Develop and publicize a yearly digital report for

the industry. The report should contain information on trends and insights from current research being done within CIHF. It should be uploaded to the CIHF website and sent to corporate members.

value Analysis • Improved reputation of CIHF • Improved satisfaction and loyalty

change management• Incorporate feedback from CIHF members

regarding report content in order to establish inclusivity and a diverse report. Leverage formal and informal content to create the report.

value Analysis• Increased awareness on campus• Extended outreach and improved reputation

change management• Engage CIHF members before redeveloping

website. Propose strategy by leading and training ambassadors with CIHF brand and culture.

value Analysis• Increasing awareness of CIHF’s knowledge cloud,

locally and globally

risk Assessment• There is low risk associated with this solution.

Besides the time that a staff member will have to dedicate to the project, there is little monetary investment necessary.

approach• Create a one-stop Youtube page for all video

content. All current videos on CornellCast will need to be transferred over.

change management• Train and educate all CIHF members on how to use

and navigate the organization’s YouTube page• Train staff on basic SEO strategies

26

BUsiness case | Programming

Problem statementCIHF is a great resource on Cornell’s campus, but it lacks the programming necessary to become a globally recognized institution for research and programming at the intersection of hospitality, health, and design.

solutionsThe Institute will introduce an annual “Global Healthy Futures Forum”, a globally recognized gathering for leaders at the intersection of hospitality, healthcare, and design. The event will take place in global gateway cities, and will allow participants to understand changing trends and innovative ideas in the field.

value Analysis• Enhanced collaboration with university partners.• Increased revenue potential from a wider variety of

global markets• Extended reach with a greater emphasis on CIHF’s

global footprint

Risk Assessment• To ensure high attendance, CIHF must ensure

that sufficient demand for such an event exists in selected global markets.

value Analysis • Significant revenue generation potential• Extending reach with event publicization• Increased engagement and visibility among global

thought leaders and innovators

risk Assessment• It is possible that little demand exists for such an

event during the starting years. However, the event can generate interest and spread awareness of the field’s importance in the 21st century.

• High cost due to use of non-Cornell affiliated venues

approach• Collaborate with peer universities in key gateway

cities to host the event at their facilities• Post coverage of event on website, social media,

and YouTube

approach• Host conferences at venues around the world• Publicize conferences through key media outlets,

including trade journals and newspapers

Short Term Intermediary Term Long Term

change management• Additional staff required to manage such an event• Stakeholders must understand the event’s

importance and have significant involvement in its execution and key decisions.

• Charge higher fees for entry into events

change management• Staff must be prepared for changes to the scope

of their roles and responsibilities.• Partner universities should possess an

understanding of CIHF’s mission and vision and be willing to support the needs of the organization at the event.

value Analysis• Establishes CIHF’s presence in New York City and

other cities with Cornell facilities• Engages with industry partners and increases the

potential for increased revenue through corporate sponsorships

risk Assessment• Low risk due to the low cost of Cornell affiliated

facilities

approach• Use Cornell satellite facilities around the world to

host the event, such as Cornell Tech in NYC• Reach out to current industry partners to sponsor

the event• Charge a minimal fee for attendance

change management• CIHF should ensure that the event promoted well

in order to attract a large number of attendees.

This section outlines what CIHF will look like in three years given the opportunities established in the design brief and the standards developed in the design criteria. Personas, experience maps, and renderings are used to convey the vision for the organization in a concrete way.

ENVISIONING EXPERIENCE

DesignProposals

DesignInsights

InitialAnalyses

27

28

ENVISIONING experience | Physical Space

Name | CharlesAge | 35Occupation | Lecturer in Ergonomics at the University of WestminsterLocation | London, UKArchetype | The wandering researcher

BIOgraphyCharles is a lecturer in ergonomics at the University of Westminster. He conducts research on how human health is influenced by the built environment.

GOALS• Conduct research on how the human

experience can be enhanced by aspects of hospitality and service.

• Network with scholars and industry leaders from around the world to further his research and career goals.

• Hopes to be published in a reputable ergonomics journal

• Connect with industry leaders through CIHF network.

Visiting Scholar from the UK

The improved layout of CIHF’s suite will allow for Charles to collaborate with peers to further his career in academia.

ReceptionDesk

Collaboration LabExecutiveDirector’s

Office

ProgramManager’s

Office

Collaboration Lab

ExecutiveDirector’s

Office

ProgramManager’s

Office

Current Layout Ideal Layout

Space Organization | Increasing the sq. footage of the Collaboration Lab and decreasing the sq. footage of the offices will address the problem of lack of space for users who would like to collaborate.

Space Organization | Adding a reception desk will be good for greeting CIHF’s guests and visiting scholars. Information about CIHF can also be provided and meetings, appointments can be made.

FF&E | The two layouts above use the same amount of furnishings but fulfill different spatial needs with rearrangement. The arrangement of furniture allows for: 1-on-1 casual conversations, group work, individual work on desktop computers or laptops, and meetings with access to equipment for video conferences.

Collaboration Lab Reconfiguration

29

envisioning Experience | Digital Presence

KEY FEATURES | CIHF WEBSITE• Home page of CIHF website updates with new upcoming

events hosted by CIHF and displays institute and industry news and current events

• A reorganized task bar

Name | Jane Age | 20Occupation | StudentLocation | Naples, FLArchetype | The compassionate learner

BIOgraphyJane is a sophomore student in the School of Hotel Administration.She is eager to learn how hospitality can be better incorporated into healthcare. She has taken a number of DEA courses and has previous experience volunteering at a senior living center.

GOALS• Pursue the new minor in health,

hospitality and design.• Learn more about how hospitality

can be incorporated into healthcare.• Collaborate with scholars on cutting-

edge research.• Connect with industry leaders

through CIHF network.

Undergraduate interested in the minor in health, hospitality, and design

KEY FEATURES | CIHF SOCIAL MEDIA

Twitter Homescreen

Facebook Post

Instagram Post

CIHF Navigation and Resources Menu based off of groupings of topics like that of TED for easy user navigation

CIHF website’s homepage provides updates and latest news

Jane is doing some research on the minor in health, hospitality, and design by looking through CIHF’s website, social media, and resources. The key features makes it easy for her to navigate through and decide if the minor will be a good fit for her.

Frequency | All social media platforms (Twitter, Instagram, Facebook) is regularly updated with events, news, etc.

Consistency | Information posted is consistent on all platforms to deliver uniform messageFrequency | A blog section released monthly

with short and insightful articles, written from the perspective of a different CIHF member

30

ENVISIONING experience | Programming

Name | MelissaAge | 45Occupation | VP of Business Development at Belmont Senior Living Location | Houston, TXArchetype | The quiet healer

BIOgraphyMelissa is the VP of Business Development at Belmont Village, which develops and operates senior living apartment communities across the country. She wants to learn more about how she can improve the senior living experience by incorporating principles of design and hospitality.

GOALS• Incorporate insights from hospitality

and design research into new Belmont Village properties

• Learn from industry leaders on how to better design for her residents

• Network with other senior living facility professionals

Industry professional attending a CIHF conference in NYC

EXPERIENCE MAP

Day 1Melissa arrives in NYC. She attends pre-conference networking reception with other attendees.

Day 2Conference begins at 9 AM. This day consists of hour-long talks with industry leaders in an auditorium moderated by CIHF staff interspersed with networking breaks. Day finishes with an evening reception at 7 PM.

Day 3Day starts at 9 AM and finishes at 5 PM. Includes more talks and networking events.

Consistent CIHF branding

throughout venue

+

Follow up e-mail & survey sent

+

+

Endorsements from well-regarded

industry leaders

Post conference videos on YouTube

Corporate sponsorship

+

Past-attendees are invited to

purchase tickets for the following

year at a reduced rate.

+

+

Staff gives Melissa CIHF

report and other CIHF branded memorabilia

CIHF staff assist at check-in and guide

Melissa to event

+

Conference videos are posted online

+

ENTICE Enter ENGAGE EXIT EXTEND

Day 3Melissa flies home.

Day 1Melissa arrives in NYC.

Melissa is visiting NYC to participate in CIHF’s “Global Healthy Futures Forum”. The following map records Melissa’s experience with CIHF’s programming from start to end.

Accessibility

Participation

Accessibility

Accessibility

Participation

31

envisioning Experience | GROUNDBREAKING INITIATIVES

PHYSical SPACECIHF will establish offices internationally. Suitable cities may include London, Paris, and Shanghai. Developing offices in these international metropolitan locations will increase global recognition and provide additional opportunities for collaboration and research.

DIGITAL PRESENCECIHF will author a monthly column under the health section of the New York Times website. This will strengthen the organization’s reputation and credibility, as well as drive readers to CIHF’s website and social media accounts. As a result of digital viewership, this initiative will increase attendance at CIHF events and attract additional corporate members.

PROGRAMMINGCIHF will participate in co-branded events with organizations that share a common goal of advancing healthcare, hospitality, and design. This collaboration will mutually benefit both the company and CIHF, as well as appeal to a larger, and now shared, audience.

Exploring Ideas from Hospitality, Health Management, and Design for Senior Housing and Care

CornellInstituteforHealthyFutures

ExploringIdeasfromHospitality,HealthManagement,andDesignforSeniorHousingandCareCornellInstituteforHealthyFutures

CornellInstituteforHealthyFutures

Cornell Institute for Healthy Futures

In 3-5 years, we hope that CIHF will have implemented the suggested approaches and achieved the vision developed thus far. Here we go one step further by developing an ambitious long term 10 year vision for the institute.

Monthly column under health section of NYT Collaborations with Johnson & Johnson and Architectural Digest

33

This design narrative integrates the initial analyses, identifies the most valuable and relevant design insights, and proposes design solutions that will benefit the institute in the future. The values shared by CIHF’s stakeholders - team, path, and groundbreaking - guided each step of the process and were instrumental in developing the final vision. We believe that implementing our proposed initiatives for each of the three categories - physical space, digital presence, and programming - will allow CIHF to become a leader in hospitality, health, and design.

CONCLUSIon

DesignProposals

DesignInsights

InitialAnalyses

*

32