107 Projects Inc
A service design project to communicate organisational strategy and enhance digital experience for community engagement in a non-profit
PROJECT TYPE
TIME FRAME
TEAM MEMBERS
DESIGN BRIEF
INTEREST & SKILLS
Service Design
11 Weeks
Zeynep Canli
This service design project involved investigating and mapping the presence of 107 Projects in the local community, and evaluating their impact on its arts and cultural landscape. The project evolved to include the development of strategic concepts aimed at strengthening community engagement.
Our team conducted user research through various methods, synthesised insights into actionable proposals, and presented them to the founder and executive team of 107. Several ideas were subsequently implemented across their venues.
Service Design & Strategy, Playful Design, Design for Social Impact
User Research, Usability Testing, Digital Design (Figma, Adobe Creative Suite)
MY ROLE
Innovation Lead
Research Member
107 Projects Inc
A service design project to communicate organisational strategy and enhance digital experience for community engagement in a non-profit
PROJECT TYPE
TIME FRAME
TEAM MEMBERS
DESIGN BRIEF
INTEREST & SKILLS
Service Design
11 Weeks
Zeynep Canli
This service design project involved investigating and mapping the presence of 107 Projects in the local community, and evaluating their impact on its arts and cultural landscape. The project evolved to include the development of strategic concepts aimed at strengthening community engagement.
Our team conducted user research through various methods, synthesised insights into actionable proposals, and presented them to the founder and executive team of 107. Several ideas were subsequently implemented across their venues.
Service Design & Strategy, Playful Design, Design for Social Impact
User Research, Usability Testing, Digital Design (Figma, Adobe Creative Suite)
MY ROLE
Innovation Lead
Research Member
107 Projects Inc
A service design project to communicate organisational strategy and enhance digital experience for community engagement in a non-profit
PROJECT TYPE
TIME FRAME
TEAM MEMBERS
DESIGN BRIEF
INTEREST & SKILLS
Service Design
11 Weeks
Zeynep Canli
This service design project involved investigating and mapping the presence of 107 Projects in the local community, and evaluating their impact on its arts and cultural landscape. The project evolved to include the development of strategic concepts aimed at strengthening community engagement.
Our team conducted user research through various methods, synthesised insights into actionable proposals, and presented them to the founder and executive team of 107. Several ideas were subsequently implemented across their venues.
Service Design & Strategy, Playful Design, Design for Social Impact
User Research, Usability Testing, Digital Design (Figma, Adobe Creative Suite)
MY ROLE
Innovation Lead
Research Member
107 Projects is a charity that focuses on evolving how creative industries engage with communities. They hope to foster social change and build more connected, healthy, and sustainable communities.
107 Projects is a charity that focuses on evolving how creative industries engage with communities. They hope to foster social change and build more connected, healthy, and sustainable communities.
107 Projects is a charity that focuses on evolving how creative industries engage with communities. They hope to foster social change and build more connected, healthy, and sustainable communities.
As an inclusive, open and disruptive organisation, 107 Projects has championed irreverent and creative making since 2011. However, as a creative powerhouse with a vast programme of activities and programmes, telling the story of 107 Projects - who they are and what they do - can be challenging.
As an inclusive, open and disruptive organisation, 107 Projects has championed irreverent and creative making since 2011. However, as a creative powerhouse with a vast programme of activities and programmes, telling the story of 107 Projects - who they are and what they do - can be challenging.
As an inclusive, open and disruptive organisation, 107 Projects has championed irreverent and creative making since 2011. However, as a creative powerhouse with a vast programme of activities and programmes, telling the story of 107 Projects - who they are and what they do - can be challenging.
Hence, how might we communicate its organisational strategy and intent, for a sustainable community engagement?
Hence, how might we communicate its organisational strategy and intent, for a sustainable community engagement?
Jump to Final Prototype
Jump to Final Prototype
Jump to Final Prototype
Jump to Final Prototype
The Project Process
The Project Process
The project was structured around two key phases: research and ideation. We remained mindful of the organisation’s upcoming leadership, structural and financial transitions, which informed our planning and meetings with the organisation's executive team.
While I created this timeline below retrospectively to reflect the full process, an early version of it—closely aligned with the final—served as our guide throughout the project.
The project was structured around two key phases: research and ideation. We remained mindful of the organisation’s upcoming leadership, structural and financial transitions, which informed our planning and meetings with the organisation's executive team.
While I created this timeline below retrospectively to reflect the full process, an early version of it—closely aligned with the final—served as our guide throughout the project.
Research Process
Research Process
The focus of the research process was to understand 107's position in the local arts and cultural scene, and its brand (i.e. how they presented themselves and what they stood for). This understanding would help us justify decisions as designer-reseacher later on.
The four research questions:
How does 107 Projects achieve community outreach through art as a medium?
What implicit values are communicated through 107's places and events?
What are the perceived identities of 107 through their direct and indirect audiences?
What motivates 107?
The focus of the research process was to understand 107's position in the local arts and cultural scene, and its brand (i.e. how they presented themselves and what they stood for). This understanding would help us justify decisions as designer-reseacher later on.
The four research questions:
How does 107 Projects achieve community outreach through art as a medium?
What implicit values are communicated through 107's places and events?
What are the perceived identities of 107 through their direct and indirect audiences?
What motivates 107?
As a duo, we expanded those four questions in a series of other questions that we needed. We felt that these questions would guide us to choose specific research methods.
We then sorted them out into three spheres of thought, to better understand 107's story.
Intent
Methods
Content Analysis
Annual Report 2020
Annual Report 2021
Google Reviews
News & forums
Local arts & cultural scene websites
Understanding 107's Presentation & Positioning
Market Analysis
SWOT Analysis for the organisation
Other similar organisations
Understanding 107's Perspectives
Understanding 107 Places, Programs and Offerings
Online Ethnography
Facebook
Twiiter/X
LinkedIn
Instagram
Online Structured Interviews and Workshop with the Founder
Ethnographic Study
4 x Site Interviews
6+ Contextual Observations Sessions
Attending 4+ Events
10+ Site Visits
Frequenting 107 Website
Newsletter
My Role
I was leading the Market Analysis segment, and have created a diagram that compared 107 Projects to other similar organisations in the market.
I supported Content Analysis by organising quotes later, which we used for thematic analysis.
Both of us were involved in all of these methods.
I was primarily involved in meetings with the founder, and being on-site at 107 Redfern and Green Square for site interviews and contextual observations.
I had attended several events by 107 - arts markets and comedy shows being few of them. During those, I was able to network with people who were working for and/or collaborating with 107 for greater insight.
Intent 1
Methods
Content Analysis
Annual Report 2020
Annual Report 2021
Google Reviews
News & forums
Local arts & cultural scene websites
Understanding 107's Presentation & Positioning
Online Ethnography
Facebook
Twiiter/X
LinkedIn
Instagram
Understanding 107 Places, Programs and Offerings
Intent 2
Methods
Market Analysis
SWOT Analysis for the organisation
Other similar organisations
My Role 1
I was leading the Market Analysis segment, and have created a diagram that compared 107 Projects to other similar organisations in the market.
I supported Content Analysis by organising quotes later, which we used for thematic analysis.
Online Structured Interviews and Workshop with the Founder
Ethnographic Study
4 x Site Interviews
6+ Contextual Observations Sessions
My Role 2
Both of us were involved in all of these methods.
I was primarily involved in meetings with the founder, and being on-site at 107 Redfern and Green Square for site interviews and contextual observations.
Understanding 107 Perspectives
Intent 3
Attending 4+ Events
10+ Site Visits
Frequenting 107 Website
Newsletter
Methods
My Role 3
I had attended several events by 107 - arts markets and comedy shows being few of them. During those, I was able to network with people who were working for and/or collaborating with 107 for greater insight.
Intent
Methods
Content Analysis
Annual Report 2020
Annual Report 2021
Google Reviews
News & forums
Local arts & cultural scene websites
Understanding 107's Presentation & Positioning
Market Analysis
SWOT Analysis for the organisation
Other similar organisations
Understanding 107's Perspectives
Understanding 107 Places, Programs and Offerings
Online Ethnography
Facebook
Twiiter/X
LinkedIn
Instagram
Online Structured Interviews and Workshop with the Founder
Ethnographic Study
4 x Site Interviews
6+ Contextual Observations Sessions
Attending 4+ Events
10+ Site Visits
Frequenting 107 Website
Newsletter
My Role
I was leading the Market Analysis segment, and have created a diagram that compared 107 Projects to other similar organisations in the market.
I supported Content Analysis by organising quotes later, which we used for thematic analysis.
Both of us were involved in all of these methods.
I was primarily involved in meetings with the founder, and being on-site at 107 Redfern and Green Square for site interviews and contextual observations.
I had attended several events by 107 - arts markets and comedy shows being few of them. During those, I was able to network with people who were working for and/or collaborating with 107 for greater insight.
Data Synthesis
Data Synthesis
Because this project is qualitative-data driven, we pulled out quotes from a variety of spoken and written sources. From there, we conducted several rounds of affinity diagramming and thematic analysis.
Then, we created several diagrams to articulate our understanding of the three spheres of 107 - their 'Presentation & Positioning', their 'Perspectives', and their 'Places, Programs and Offerings'. Two of them are here below.
Because this project is qualitative-data driven, we pulled out quotes from a variety of spoken and written sources. From there, we conducted several rounds of affinity diagramming and thematic analysis.
Then, we created several diagrams to articulate our understanding of the three spheres of 107 - their 'Presentation & Positioning', their 'Perspectives', and their 'Places, Programs and Offerings'. Two of them are here below.
An example of affinity diagramming articulating the challenges and/or mission of 107
An example of affinity diagramming articulating the challenges and/or mission of 107
An example of affinity diagramming articulating the value system and identity of 107
An example of affinity diagramming articulating the value system and identity of 107
Market Analysis diagram
Market Analysis diagram
107 Roadmap
107 Roadmap
An example of affinity diagramming articulating the value system and identity of 107
An example of affinity diagramming articulating the challenges and/or mission of 107
Market Analysis diagram
After thoroughly understanding 107 as an organisation, we identified two opportunities for ideation.
Capturing the Elusive Word-of-Mouth Channel
107's presence is most often spread through word-of-mouth instead of other channels (e.g. social media).
How might we make this channel visible and/or tangible and concrete through something that is fun and interactive?
Clarifying the Offerings of 107
107 offers a lot to local communities - studio spaces, events, programmes etc. Yet there is a lack in clarity of what is out there.
How might we communicate the breadth of what 107 offers?
After thoroughly understanding 107 as an organisation, we identified two opportunities for ideation.
Capturing the Elusive Word-of-Mouth Channel
107's presence is most often spread through word-of-mouth instead of other channels (e.g. social media).
How might we make this channel visible and/or tangible and concrete through something that is fun and interactive?
Clarifying the Offerings of 107
107 offers a lot to local communities - studio spaces, events, programmes etc. Yet there is a lack in clarity of what is out there.
How might we communicate the breadth of what 107 offers?
After thoroughly understanding 107 as an organisation, we identified two opportunities for ideation.
Capturing the Elusive Word-of-Mouth Channel
107's presence is most often spread through word-of-mouth instead of other channels (e.g. social media).
How might we make this channel visible and/or tangible and concrete through something that is fun and interactive?
Clarifying the Offerings of 107
107 offers a lot to local communities - studio spaces, events, programmes etc. Yet there is a lack in clarity of what is out there.
How might we communicate the breadth of what 107 offers?
Ideation Process
Using the same three spheres that we used in our research ('Places, Programs & Offerings', 'Presentation and Positioning' and 'Perspectives'), each of us conducted our own brainwriting in our notebooks. In the same session, we then evaluated the strengths and weaknesses of each idea and gave our votes - done primarily on Miro.
We discussed internally about what could work best for the organisation and narrowed down to three main concepts. There were four key criteria kept in mind:
Cost of implementing the idea - due to financial challenges of 107
How quickly an idea can be executed
Level of engagement with visitors and local community at their venues
Alignment of an idea to their brand
During this iteration phase, we wrote a one-liner for each concept to keep its clarity, and wrote the value that it would bring. This kept us in check of why the idea is worth pursuing.
The three main concepts were:
Self-guided exploration platform (digital and analogue) for 107 offerings
Mark-making (digital and in-person) as a form of community engagement
Physical space restoration at their venues
For the self-guided exploration platform, the goal is to communicate clearly the offerings of 107. I was leading the digital version of this concept.
I started with mapping the web flow of 107's website, and came to see how vast their website was. Looking at the map, there were some issues with complexity, and the archives were rich but messy. Speaking to 20+ visitors on-site, they also articulate how difficult it was to navigate all the sub tabs.
Coloured dots indicated different tabs on the menu-header and their pages
Yellow post-its indicated problems
Stars indicated areas of improvement to be prioritised
Coloured dots indicated different tabs on the menu-header and their pages
Yellow post-its indicated problems
Stars indicated areas of improvement to be prioritised
I felt that clarifying 107 offerings was important for their website. Therefore, I ideated and created a 'Choose Your Own Adventure (CYOA)' format of web interactions. This gave visitors the option to choose what they would like to see (i.e. filter out) based on their intention approaching 107.
The four main intentions, through previous research, were:
Making use of their publicly accessible areas for hanging out
Viewing events and exhibitions
Attending workshops
Hiring studio spaces
Using these four intentions, I created a new extension of the current web flow.
Blue post-its for 'Making use of publicly accessible areas'
Labelled as 'I just want to exist.'
Showcasing the open spaces of 107 venues that visitors can use to hang out
Pink post-its for 'Viewing events and exhibitions'
Labelled as 'I want to see some cool stuff.'
Showcasing performances and exhibitions that visitors can view at 107 venues
Viewing what is happening in Redfern and Green Square
Pink post-its for 'Viewing events and exhibitions'
Labelled as 'I want to see some cool stuff.'
Showcasing performances and exhibitions that visitors can view at 107 venues
Viewing what is happening in Redfern and Green Square
Purple post-its for 'Attending workshops'
Labelled as 'I want to get my hands dirty.'
Showcasing workshops and creative programmes that visitors can attend
Viewing what is happening in Redfern and Green Square
Black post-its for 'Hiring studio spaces'
Labelled as 'I want to find a creative space to express freely.'
Showcasing creative programmes and studio spaces that visitors can apply and hire
Viewing options Redfern and Green Square
I created the prototype on Figma. I tested this on-site with 20+ visitors, ranging from high school students to senior citizens. I was also gathering feedback from 107 staff. After two iteration rounds and feedback from my team members, this was the final prototype that was going to be presented to the executive team.
The Final Prototype - 'Choose Your Own Adventure'
For mark-making as a concept, the idea was to create an online space where visitors can create their own art and view it in a gallery with other visitors' artwork. The intention was to create a sense of community and increase engagement, and to further push forward word-of-mouth as their main outreach channel.
I drew inspiration from Lacoste's marketing campaign in 2022, when they had allowed users on their website to customise their logo and upload it to a virtual gallery wall. It was a fun and fulfilling experience.
For 107, I created a similar prototype on Figma, and received internal feedback from 107 staff and team members. Because this idea was well-received, it was immediately developed into a mid-fidelity prototype - to showcase the entire interaction to the executive team later.
Sending an individual invite for an event
Sending an individual invite for an event
Instead of sending a URL link, the alternative is for visitors to send an invite to a friend directly from 107's website.
Visitors can also customise their invite by using stamps or drawing.
Instead of sending a URL link, the alternative is for visitors to send an invite to a friend directly from 107's website.
Visitors can also customise their invite by using stamps or drawing.
Sending an invitation to collaborate for a virtual art wall
Based on the theme every month, friends can invite other friends to create art together virtually. Their work will be uploaded onto a virtual art wall, where other people can also view and vote for their favourite work.
At the end of the month, the 'best' artwork will be chosen, and gift vouchers can be given for 107 offerings.
The Final Prototype - 'Mark-Making'
The Final Presentation & Forward
We presented our final ideas to the executive team, and they were well-received. They commended the strong alignment of our ideas with the brand. They gave feedback on the feasibility on those ideas - mostly surrounding budgeting concerns.
While they were going through several organisation transitions, they adopted an analogue and simplified 'Mark-Making' concept later on at the 107 Redfern venue.
We presented our final ideas to the executive team, and they were well-received. They commended the strong alignment of our ideas with the brand. They gave feedback on the feasibility on those ideas - mostly surrounding budgeting concerns.
While they were going through several organisation transitions, they adopted an analogue and simplified 'Mark-Making' concept later on at the 107 Redfern venue.
107 Roadmap
Ideation Process
Using the same three spheres that we used in our research ('Places, Programs & Offerings', 'Presentation and Positioning' and 'Perspectives'), each of us conducted our own brainwriting in our notebooks. In the same session, we then evaluated the strengths and weaknesses of each idea and gave our votes - done primarily on Miro.
For the self-guided exploration platform, the goal is to communicate clearly the offerings of 107. I was leading the digital version of this concept.
I started with mapping the web flow of 107's website, and came to see how vast their website was. Looking at the map, there were some issues with complexity, and the archives were rich but messy. Speaking to 20+ visitors on-site, they also articulate how difficult it was to navigate all the sub tabs.
Click on image to view legend
I felt that clarifying 107 offerings was important for their website. Therefore, I ideated and created a 'Choose Your Own Adventure (CYOA)' format of web interactions. This gave visitors the option to choose what they would like to see (i.e. filter out) based on their intention approaching 107.
The four main intentions, through previous research, were:
Making use of their publicly accessible areas for hanging out
Viewing events and exhibitions
Attending workshops
Hiring studio spaces
Using these four intentions, I created a new extension of the current web flow.
Click on image to view legend
I created the prototype on Figma. I tested this on-site with 20+ visitors, ranging from high school students to senior citizens. I was also gathering feedback from 107 staff. After two iteration rounds and feedback from my team members, this was the final prototype that was going to be presented to the executive team.
The Final Prototype
'Choose Your Own Adventure'
For mark-making as a concept, the idea was to create an online space where visitors can create their own art and view it in a gallery with other visitors' artwork. The intention was to create a sense of community and increase engagement, and to further push forward word-of-mouth as their main outreach channel.
I drew inspiration from Lacoste's marketing campaign in 2022, when they had allowed users on their website to customise their logo and upload it to a virtual gallery wall. It was a fun and fulfilling experience.
For 107, I created a similar prototype on Figma, and received internal feedback from 107 staff and team members. Because this idea was well-received, it was immediately developed into a mid-fidelity prototype - to showcase the entire interaction to the executive team later.
The Final Prototype
'Mark-Making'
Instead of sending a URL link, the alternative is for visitors to send an invite to a friend directly from 107's website. Visitors can also customise their invite by using stamps or drawing.
Based on the theme every month, friends can invite other friends to create art together virtually. Their work will be uploaded onto a virtual art wall, where other people can also view and vote for their favourite work.
At the end of the month, the 'best' artwork will be chosen, and gift vouchers can be given for 107 offerings.
We discussed internally about what could work best for the organisation and narrowed down to three main concepts. There were four key criteria kept in mind:
Cost of implementing the idea - due to financial challenges of 107
How quickly an idea can be executed
Level of engagement with visitors and local community at their venues
Alignment of an idea to their brand
During this iteration phase, we wrote a one-liner for each concept to keep its clarity, and wrote the value that it would bring. This kept us in check of why the idea is worth pursuing.
The three main concepts were:
Self-guided exploration platform (digital and analogue) for 107 offerings
Mark-making (digital and in-person) as a form of community engagement
Physical space restoration at their venues
We presented our final ideas to the executive team, and they were well-received. They commended the strong alignment of our ideas with the brand. They gave feedback on the feasibility on those ideas - mostly surrounding budgeting concerns.
While they were going through several organisation transitions, they adopted an analogue and simplified 'Mark-Making' concept later on at the 107 Redfern venue.
The Final Presentation & Forward