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Patient Navigation and Flow
Caring for the Caregiver
Designing Health
Re-Envisioning Communication
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12
14
16
case studies
projectsUArts Website
PM Culinary Solutions
Care Service
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23
24
4
5
My methodologies are rooted in the foundation of understanding; I strive to understand the needs of the client, user and overall context of a complex design problem to create solutions that innovate or improve current designs and practices.
The process I employ is heavily reliant on the theory of rapid validation and iteration. The phases of this process are:
› Research defines the problem utilizing traditional and innovative data collection methods. These methods include contextual inquiry, interviews, focus groups and observations.
› Sensemaking is the analysis of data. This creates transparency of the qualitative and quantitative data collected. The problem definition and metrics are created in this phase to define success.
› Design allows concepts to be developed based on the research and data collected. The design process includes creating a hypothesis, testing an experiment and recording results.
Once this is completed, the results are compared to the metrics for success and insights are identified. If the metric is not met, new experiments are created and the process repeats.
process
Patient Navigation
+ FlowPennMedicince Center for Innovation
The goal of this project was to improve flow and navigation for users as they move through the Perelman Center for Advanced Medicine. The main focus is on the patient experience; how we can manipulate the existing environment to facilitate an easy passage.
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For each opportunity an experiment was design and executed to validate the hypothesis. Baseline data was recorded and each experiment was run for one week at PCAM.
Experiment A: Balancing Pathway Utilization
Using a temporary, cardboard, wall installation I obstructed the view and limited access to the Ground Level elevators for users entering the main entrance. Signage was be placed at both the left and right sides of the information desk and at escalator directing patients to utilize the escalator if able.
Increasing Pathway Options and Recognition
Using temporary fixtures to guide users creating a path named the ‘Fast Track’, that lead users to elevators on the Ground level. The path allowed users to take one vertical method of transportation to their destination within the Abramson Cancer
Center by surpassing the Core 1 at the Ground Level. Signage assisted in patient way finding and a temporary structure was placed in the waiting area to maintain privacy.
Eliminating Points of “Friction”: Parking Payment
A survey was designed to gauge interest in a subsidized parking agreement with the health system and the patients. Through the analysis of the results a low cost for patients, high return for the health system proposal was presented.
research + sensemaking
design
outcome
Through observation and engagement with users, I was able to understand their current experiences, behaviors, and to define success. Combined with contextual research and quantitative data, several areas of opportunity were identified. They included:
Balancing Pathway Utilization: By better triaging users based on their ability level and destination, user load will be more accurately balanced. This will result in greater patient satisfaction and an overall decrease in idle time spent at PCAM
Increasing Pathway Options: By allowing access to alternative options and creating a more intuitive and rewarding pathway, volume will be better managed and the patient experience will be improved.
Eliminating Points of “Friction”: Paying for parking during a visit creates the perception of rush, increases anxiety, creates bottlenecks in patient flow and decreases patient satisfaction. To relieve these burdens, changing how and when parking is paid for will result in cost savings and an increase in patient satisfaction.
In order to test the hypotheses experiments were designed. Each had the context, hypotheses, and metrics defined to present to all involved stakeholders.
Experiment results, patient testimony, findings, and recommendations were created to present to hospital administration. Since the completion of the project, the data collected from the experiments has been used to validate further exploration and research into the evolution of the project.
Defining hypothesis and experiments through iteration.
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Identified friction points during a typical patient visit.
Defining hypothesis and experiments through iteration.
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ESCALATOR/STAIR
CORE 7
CORE 1
Abramson Cancer CenterFast Track Option A:
Breast Imaging Waiting Area
Signage Directing UsersPath to West Pavilion Elevators
Breast Imaging Waiting
Seating: 42 (-8 from existing area)
Temporary Wall ScreenPrivacy will be achieved through: The positioning of seats The wall creating a defined space
n=4870n=3715
ExperimentBaseline
PATHWAY AWARENESS RESULTS
62% Escalator Users 48% Escalator Users
14%
Increase in escalator use
n=2238n=4870
RESULTSPATHWAY EASE RESULTS
ExperimentBaseline
12% Core 7 Users 0.5% Core 7 Users
11.5
Increase in core 7 use
%
Floor plan of Fast Track, used in proposal to stakeholders.
Patient statements during experiments.
Experiment B (Fast Track) quantitative results.
Experiment A quantitative results.
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Fast track progression, allowing patients to more efficiently reach their destination.
VALIDATIONPATHWAY AWARENESS
Wall obstructing view of the elevators and encouraging users to utilize the escalator.
Caring for the
CaregiverUniversity of Pennsylvania Health System
“Caring for the Caregiver” is a 40-hour design consultation for PennMedicine focused on finding ways that the health system can better accommodate caregivers. The goal was to create prototypes and suggestions they can implement.
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Research focused on gaining insight into the lifecycle of a caregiver’s duty; from the decision to become one, to the time a patient becomes self sufficient. Beginning with simple observation in the environment (a preselected unit within their busiest hospital), I was able to speak with clinical staff, patients and their caregivers. Once a general understanding of the environment and process was obtained, more pointed questions were compiled. Interviews were conducted with these questions, leading to a more specific focus towards the goal of a true understanding of the caregiver in all aspects.
The sensemaking analyzed and synthesized information collected during research, creating tangible data informing design decisions and leading to the identification of the:
. Caregiver’s Role . Phases of Caregiving
› Total care › Supportive Care
.Caregiver Groups › ‘Aging Together’ › ‘Grown Up Children’
.Caregiver’s Main Obstacles › Task comprehension › Time › Wellbeing
A common term among clinical and support staff was ‘Caregiver Burnout’; referring to the deterioration of wellbeing due to the caregiver becoming overwhelmed by the patients needs and neglecting there own.
In addition to identifying these main factors, I evaluated the impact of the project and how to best address the needs. With the baby boomer generation aging, it is clear that the majority of caregivers were soon to be ‘grown up children’ caring or their parents. I created a problem statement: ‘Grown Up Children’ in transition from the ‘support’ to ‘total’ caregiving phase are at a high risk to develop ‘caregiver burnout’ as a result of their personal workload and the needs of the patient. The main concern of this caregiver group was how to tend to the patient and the patient’s health status while in the hospital. The hypothesis, “If caregivers are able to feel prepared they will not have as many questions for the hospital nurses or clinical staff” acted as the foundation for the design phase.
To test the prototypes, users were presented with reference to the context in which they would be received. Users were prompted with questions, typically leading to a conversation around the potential of each prototype’s use in practice. Feedback resulted in common qualities that were found most useful in each prototype. These were clarity, convenience and reassurance.
With insight from the initial prototypes, an experiment would be a simple recording. During the doctor’s rounds (one of the most informative and sporadically planned aspect of a hospital stay), someone would press record allowing anyone to hear the playback of the doctor’s information. This experiment could be implemented with devices as low-tech as a tape recorder or with a tablet.
The experiment’s scalability could benefit the entire health system, creating an exemplary patient/caregiver experience. The success could also be measured quantitatively, in the long run, as a decrease in the patient readmission rate.
Design | 25
Caregiver Support Department
PennMedicine Cares
Creating a culture of being the best for patients and caregivers.
Branding created for PennMedicine’s caregiver support initiative.
Visual map of Caregiver responsibilities based on research.
research + sensemaking
design
outcome
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Initial prototypes that were tested on stakeholders.
Stakeholder feedback on the prototypes. This informed the final experiment for PennMedicine to execute.
DesigningHealth
University of Pennsylvania Health System “Designing Health” is a project
done in collaboration with UPHS, a large healthcare organization in Philadelphia. In this project, my partner and I developed and implemented a series of design interventions that addressed the current challenges within the employee’s workplace, moving towards UPHS’ goal of developing an environment that promotes and values employee health. In addition to our client’s goal we address the underlying issue of the organization’s decision making process, introducing them to the human-centered design process.
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Upon research into our client’s organization history, we understood that this project would require multiple solutions. Healthcare reform is forcing UPHS to create changes to their employee benefit packages in turn, the organization wants to make their workforce healthier along the way. A series of initiatives were previously set in place using a top-down approach; this resulted in ineffective, non-sustainable and disengaging programs.
As we learned more about our client and their goal, we knew we would need to learn more about the user. We needed to focus on an attainable population that would act as a sample of the 13,000 employee health system. We chose to conduct our research at UPHS’ largest hospital, HUP. We observed the café, conducted focus groups and interviews and gathered data from health fairs. This information was used throughout the time we worked with our client to help them understand their employees and the employee’s relationship with food and health in the workplace.
Through our observations, interviews and other collected data; we created user personas as well as tangible qualitative and quantitative data to present to stakeholders. This information informed the type and scope of intervention proposals we recommended.
The majority of this project was spent building relationships with our client and prototyping scenarios for data collection. At various times during our project, we were slowed by protocol and the organization’s unfamiliarity with our process. In their outcome driven environment, our qualitative, user-centered process was intimidating.
We provided a book our client. It outlined our findings, process and recommendations, showing how the design process can inform and create change within an organization. Recommendations were portrayed in three scenarios: step, jump, and leap. The book ends with a challenge addressing the two major issues UPHS must overcome as an organization to move forward:
1. Aligning their goals as an organization with their environment.
2. Fostering change in their culture.
The summation of this project was a book that was to be used as a tool for change. By demonstrating a new way of thinking about initiatives and their employees, our work successfully offered an alternative approach to designing healthy initiatives. The success of our project is demonstrated by:
› Our stakeholder engagement techniques and human-centered design process leading to the discovery and deep understanding of UPHS’ culture and behaviors, proving the value of user-centered research.
› Our recommendations provided have been integrated into future UPHS initiatives in the coming years.
Interviewing nurses a focus group held on their unit.
PROCESS 39
HEALTH FAIR TABLEWe were offered the opportunity to have a table at the UPHS health fairs. There were 7 health fairs where we were offered a table, and we chose to focus our efforts on the three hospitals—Hospital of the University of Pennsylvania, Penn Presbyterian Medical Center, and Pennsylvania Hospital. Since a significant number of the 15,000 UPHS employees work out of the three hospitals, we focused our efforts on understanding them. Additionally, the three hospitals are the only three UPHS buildings with cafeterias to be the focus in the development of a healthy cafeteria initiative.
Collecting data at the hospital’s health fair.
research + sensemaking
design
outcome
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PROCESS 43
HEALTH FAIR TABLERESULTS
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4: ACTIONS
Spruce Street Cafe Observation
WHO
patients and visitors
contractors
doctors
employees
WHAT
WITH
alone
pair
group (+3 people)
to go
HOW LONG
NOTES
5 15 25 35 45time (in minutes)description
closed
closed
one soup
Majority of cafe-goers were patients and visitors.Very few nurses and/or clinicians in scrubs.
Everyone was at their table for longer than 20 minutes.
No one was sitting in the lower level seating. Only one or two individuals were sitting at the bar seats.
Saturday | 01.14.2012 | 12:15-12:45pm
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UArts + Penn Medicine Wellness InitiativeName
Department and Position
Shift
Date
Contact Information
Location
HUP Cafe
Food Cart
Pack
Other
Where do you get your food from?
HUP Cafe
Workspace
Break Room
Other
Where do you eat your food?
Never Always
? ?Never Always
Time
How long do you spend eating?
15”
30”
45”
0”60”
Company
Who do you eat with?
Alone
Pair
In a Group
Other?
Never Always
Intake
When do you eat at work?
Beginning of shift
End of shift
Data Gathering Questionnaire
Materials created to collect and record data. Left- for cafeteria observations. Right- for focus groups.
Visualizations of data. Left: one of the user personas. Right: quantitative results from the health fair data collected.
Deliverables provided to our client. Left: a book of recommendations. Right: quote cards, one of the methods we utilized to give users a voice.
Re-EnvisioningCommunication
Liberty Resources Incorporated Re-Envisioning Communication is
a project done in partnership with Liberty Resources Inc (LRI), an organization that assists clients in living independent and meaningful lives. The first portion of this project was completed in collaboration with my peers and LRI employees; the goal was to define the multiple types of communication and issues within the organization. The second portion of the project was done independently with LRI employees, the focus was to further define communication issues and provide LRI with solutions to help them.
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Based on preliminary surveys, employees identified communication as one of their greatest obstacles in the workplace. The main reasons cited were:
› Accessibility needs of individuals › Top-down management › Physical disconnect due to office layout
Extensive research was done to understand LRI’s organizational structure and employee base. The process included:
› Research on the organization’s history, its structure, community and leadership.
› Research on disabilities and design for disabilities.
› Research on current communication methods at LRI.
› Observation of LRI’s workplace. › Interviews with employees in their workspace regarding communication and accessibility features.
Over 50% of LRI’s staff is comprised of people with disabilities. Ranging on various spectrums of physical, mental, auditory, verbal, and visual ability levels. This makes communication between employees and departments more complex.
My colleagues and I held an internal design sprint to generate concepts that could be implemented at LRI based on our research, observations, and interviews. Two main patterns in we prevalent in our developments:
› Disability awareness › Obstacles that LRI employees commonly identified
After insights from the first sprint we held, rapidly developing more concepts. After analyzing the concepts, we found that the majority were based on the foundation of ways to organize information and make it accessible.
The result culminated in a document, Best Practices, which articulated the needs of employees with disabilities and ways LRI used accessible communication. Best Practices was comprised of information cultivated from interviews, observations and LRI’s human resources department. This collection of information acted as the precursor to an independent project focused on positioning LRI as the leader in accessible communication.
Focusing on the goal of positioning LRI as a leader in accessible communication Best Practices was analyzed. Employees were interviewed and observed using the document. The questions asked pertained to its content, effectiveness and how it could play a role at LRI. The overwhelming response from employees was that they felt like Best Practices was “another bunch of papers from management” and that they felt that “it would just become more paper to clutter my desk”. Employees liked the content but did not feel like it connected to them and their everyday job routine. This led to considering if Best Practices is the best way to articulate LRI’s accessible communication needs.
Accessible Communication
Information must meet the needs of the user
Liberty employs and communicates with people who have a wide range of cognitive and sensory disabilities, therefore communication is provided in formats that meet the needs of each ability level. If there is a handout at a meeting in which a blind staff member is present, a braille version of this handout must be provided for them. While this may sound like a difficult task, it’s something that Liberty is able to consistently provide. One document that is a pdf can be formed into multiple diverse documents to accommodate different users needs.
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plain text fi lesPlain text fi les ensure that text-to-speech programs can read all of the information.
braille Braille documents are accessible to low-vision and blind readers. Letters and words are created with a combination of six raised dots.
large printText is printed in a large font size that helps low-vision people to read. Many books are available in large print.
summarizedOrdinary documents may be hard for people with cognitive disabilities to understand. Information can be simplifi ed to provide “just the facts” for this user group.
.txt
Analysis of how LRI makes .PDFs accessible.
Visualization of the LRI communication team.
research + sensemaking
design
outcome
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Design Solutions
Design Solutions
After analyzing the design ideas we developed, we found that many of the ideas were addressing ways to organize information and make it accessible. Through documenting the ways to make information accessible in several forms it will make information accessible. These documents can be used for internal reference, and keep Liberty staff aware of current standards and future standards as they are developed. To implement the adoption and acceptance of the best practices there will need to be training for the new employees, friendly email reminders for current staff, and memos for newly developed standards. To make best practices a part of Liberty’s culture it will have a home on Microsoft Sharepoint, a portal for internal communication, so that it can become a living document.
Why It’s ImportantPlain text files (which use .txt as the file extentsion) ensure that the file is accessible to all. These files include text only. The simplicity of the file allows screenreaders and other accessibility aide to comprehend the information easily.
Best Practice Number 4
Plain Text (.txt)
Uses
Shared FilesAlways include a plain text file in addition to other file types on the shared drive.
Have a great day!This email includes an image of a yellow smilely face.
+ = optimum accessibility
.txt.doc
E-mailWhen including images as attachments or embedded within an e-mail, make sure text is included in the body of the email summarizing what the image is. The image below shows an example of how to do this. The body of the e-mail includes an image (a yellow smiley face). In order to describe this, the text, “This email includes an image of a yellow smiley face.” accompanies the content of the email, “Have a great day!”. This ensures that the image does not confuse the reader or the accessibility aide.
Setting the standard for accessible communications in the workplace
Plain text files (which use .txt as the file extentsion) ensure that the file is accessible to all. These files include text only. The simplicity of the file allows screenreaders and other accessibility aide to comprehend the
Always include a plain text file in addition to other file types on the shared
optimum accessibility
When including images as attachments or embedded within an e-mail, make sure text is included in the body of the email summarizing what the image is. The image below shows an example of how to do this. The body of the e-mail includes an image (a yellow smiley face). In order to describe this, the text, “This email includes an image of a yellow smiley face.” accompanies the content of the email, “Have a great day!”. This ensures that the image does not confuse the reader or the accessibility aide.
Setting the standard for accessible communicationsin the workplace
Plain text files (which use .txt as the file extentsion) ensure that the file is accessible to all. These files include text only. The simplicity of the file allows screenreaders and other accessibility aide to comprehend the
Always include a plain text file in addition to other file types on the shared
When including images as attachments or embedded within an e-mail, make sure text is included in the body of the email summarizing what the image is. The image below shows an example of how to do this. The body of the e-mail includes an image (a yellow smiley face). In order to describe this, the text, “This email includes an image of a yellow smiley face.” accompanies the content of the email, “Have a great day!”. This ensures that the image does not confuse the reader or the accessibility aide.
Setting the standard for accessible communicationsin the workplace
First, you want to generate as many as ideas as possible. Don’t shoot ideas down or discredit them—every idea counts! Write each idea down on a
Now that all the ideas are out on the table, it’s time to organize them. Look for common topics and themes and group these related ideas together. Re-write the ideas on post-it notes, using one note per idea. This will allow you
Now that ideas are organized, the group will need to select which ideas are the best. Discuss as a group which ideas best address the original
It can be helpful to listen to a meeting afterwards—you might hear things
If one person has the responsibility to take notes, this will free the other people in the meeting to focus on the agenda. Ideally the note-taker is
1. Generate 2. Organize 3. Select
This graphic shows visually the process described above.
First, you want to generate as many as ideas as possible. Don’t shoot ideas down or discredit them—every idea counts! Write each idea down on a
Now that all the ideas are out on the table, it’s time to organize them. Look for common topics and themes and group these related ideas together. Re-write the ideas on post-it notes, using one note per idea. This will allow you
Now that ideas are organized, the group will need to select which ideas are the best. Discuss as a group which ideas best address the original
It can be helpful to listen to a meeting afterwards—you might hear things
If one person has the responsibility to take notes, this will free the other people in the meeting to focus on the agenda. Ideally the note-taker is
This graphic shows visually the process described above.
First, you want to generate as many as ideas as possible. Don’t shoot ideas down or discredit them—every idea counts! Write each idea down on a
Now that all the ideas are out on the table, it’s time to organize them. Look for common topics and themes and group these related ideas together. Re-write the ideas on post-it notes, using one note per idea. This will allow you
Now that ideas are organized, the group will need to select which ideas are the best. Discuss as a group which ideas best address the original
It can be helpful to listen to a meeting afterwards—you might hear things
If one person has the responsibility to take notes, this will free the other people in the meeting to focus on the agenda. Ideally the note-taker is
This graphic shows visually the process described above.
Setting the standard for accessible communications in the workplace
Why It’s ImportantImages and graphics are meant to enable the audience to understand more complex information. It’s been said, “A picture is worth a thousand words.” However, for those that are visually impaired, the same picture is only worth the explanation given with it.
People with visual impairment, cognitive disabilities, and hearing loss are just a few of the audience members to design for. Make your output more accessible to everyone. . How to Do ItTo meet accessibility needs, try your next meeting with blindfolds on, earplugs, or through other means. Doing this will help you understand the needs of your audience.
The photo to the left depicts two individuals in a small room seated away from each other. The male person in the meeting wears a blindfold. The other female person has her mouth open as if speaking, while the blind folded person listens.
Best Practice Number 3
Images and Graphics Understood through Explanation
Setting the standard for accessible communicationsin the workplace
Images and graphics are meant to enable the audience to understand more complex information. It’s been said, “A picture is worth a thousand words.” However, for those that are visually impaired, the same picture is only
People with visual impairment, cognitive disabilities, and hearing loss are just a few of the audience members to design for. Make your output more
To meet accessibility needs, try your next meeting with blindfolds on, earplugs, or through other means. Doing this will help you understand the
The photo to the left depicts two individuals in a small room seated away from each other. The male person in the meeting wears a blindfold. The other female person has her mouth open as if speaking, while the blind folded person listens.
Images and Graphics Understood
Setting the standard for accessible communicationsin the workplace
Images and graphics are meant to enable the audience to understand more complex information. It’s been said, “A picture is worth a thousand words.” However, for those that are visually impaired, the same picture is only
People with visual impairment, cognitive disabilities, and hearing loss are just a few of the audience members to design for. Make your output more
To meet accessibility needs, try your next meeting with blindfolds on, earplugs, or through other means. Doing this will help you understand the
The photo to the left depicts two individuals in a small room seated away from each other. The male person in the meeting wears a blindfold. The other female person has her mouth open as if speaking, while the blind folded person listens.
Images and Graphics Understood E-mail as a ReminderE-mail can be used as a reminder by delaying delivery of an e-mail until a certian time. For example, you could delay delivery on the e-mail so it can be sent early in the morning when the office opens.When composing a new message, select “Options” from the main tool bar. Once in the “Options” dialouge box, navigate to “Delivery Options” section. You can then check the box next to the option “Do not deliver before:” and customize the date and time for when you want the message to be delivered.
Using ReplyWhen replying to an e-mail, only include information relevant to that particular e-mail. If your replying to an invite for lunch, do not add information about an upcoming meeting or project. A new e-mail should be started for this. Also, do not change the subject of an e-mail in the middle of a thread, it should remain the same for the duration of the e-mail conversation until it is finished.
E-mail can be used as a reminder by delaying delivery of an e-mail until a certian time. For example, you could delay delivery on the e-mail so it can
When composing a new message, select “Options” from the main tool bar. Once in the “Options” dialouge box, navigate to “Delivery Options” section. You can then check the box next to the option “Do not deliver before:” and customize the date and time for when you want the message to be
When replying to an e-mail, only include information relevant to that particular e-mail. If your replying to an invite for lunch, do not add information about an upcoming meeting or project. A new e-mail should be started for this. Also, do not change the subject of an e-mail in the middle of a thread, it should remain the same for the duration of the e-mail
E-mail can be used as a reminder by delaying delivery of an e-mail until a certian time. For example, you could delay delivery on the e-mail so it can
When composing a new message, select “Options” from the main tool bar. Once in the “Options” dialouge box, navigate to “Delivery Options” section. You can then check the box next to the option “Do not deliver before:” and customize the date and time for when you want the message to be
When replying to an e-mail, only include information relevant to that particular e-mail. If your replying to an invite for lunch, do not add information about an upcoming meeting or project. A new e-mail should be started for this. Also, do not change the subject of an e-mail in the middle of a thread, it should remain the same for the duration of the e-mail
Setting the standard for accessible communicationsin the workplace
E-mail is regarded as one of the most reliable but congested sources of communication used by LRI. Using these simple tips can help make e-mail easier, accessible and more efficient to use for everyone.
Select BCC (blind carbon copy) rather than CC (carbon copy) when sending an e-mail to large amounts of people. For example, when letting people know of a new hire send the e-mail to the company within BCC, not CC. This ensures that when someone uses reply all it only goes to the new hire.
BCC is the fourth field from the top when
Always Include a clear and concise subject, ideally summarizing what the email is about. Avoid using one-word subjects. For example, a subject of “Meeting Minutes” is not as effective and accessible as “Meeting Minutes
Another technique is to add the necessary response time and what it is in regaurd to. For example “Consumer Issue!! Please respond in 48 hours”
Setting the standard for accessible communicationsin the workplace
E-mail is regarded as one of the most reliable but congested sources of communication used by LRI. Using these simple tips can help make e-mail easier, accessible and more efficient to use for everyone.
Select BCC (blind carbon copy) rather than CC (carbon copy) when sending an e-mail to large amounts of people. For example, when letting people know of a new hire send the e-mail to the company within BCC, not CC. This ensures that when someone uses reply all it only goes to the new hire.
BCC is the fourth field from the top when composing an email.
Always Include a clear and concise subject, ideally summarizing what the email is about. Avoid using one-word subjects. For example, a subject of “Meeting Minutes” is not as effective and accessible as “Meeting Minutes
Another technique is to add the necessary response time and what it is in regaurd to. For example “Consumer Issue!! Please respond in 48 hours”
Setting the standard for accessible communicationsin the workplace
E-mail is regarded as one of the most reliable but congested sources of communication used by LRI. Using these simple tips can help make e-mail easier, accessible and more efficient to use for everyone.
Select BCC (blind carbon copy) rather than CC (carbon copy) when sending an e-mail to large amounts of people. For example, when letting people know of a new hire send the e-mail to the company within BCC, not CC. This ensures that when someone uses reply all it only goes to the new hire.
BCC is the fourth field from the top when composing an email.
Always Include a clear and concise subject, ideally summarizing what the email is about. Avoid using one-word subjects. For example, a subject of “Meeting Minutes” is not as effective and accessible as “Meeting Minutes
Another technique is to add the necessary response time and what it is in regaurd to. For example “Consumer Issue!! Please respond in 48 hours”
Setting the standard for accessible communications in the workplace
Tips for keeping things moving forward: At the start of the meeting1. Have a clear goal – This will help ensure the meeting stays on topic. It
also provides a way to measure if the meeting was successful at the end. 2. Have a structured agenda – Make it clear what needs to be addressed
in a meeting. For example, what questions or topics will this meeting include?
3. Set milestones – These are short term goals with time limits that help keep your meeting flowing. For example, stating that the group will brainstorm problems for 20 minutes, then discuss the results for another 20 minutes, and finally brainstorm solutions for 20 minutes.
At the end of the meeting4. What was achieved – How many goals and agenda items were
achieved? What items still need to be addressed in the next meeting? 5. Next steps – Discuss what actions need to be taken.6. Assign tasks – Who will t these topics?
Effective Brainstorming In a GroupBrainstorming is a good way to generate ideas and solutions. An effective brainstorming process will help ensure that everyone’s idea is heard and considered. The following is a good process:
Define a TopicTo effectively brainstorm you will need a clear topic. Decide as a group what topic, problem, or issue you want to address.
Best Practice Number 1
Making the Most out of Meetings
Setting the standard for accessible communicationsin the workplace
Tips for keeping things moving forward: At the start of the meeting1. Have a clear goal – This will help ensure the meeting stays on topic. It
also provides a way to measure if the meeting was successful at the end. 2. Have a structured agenda – Make it clear what needs to be addressed
in a meeting. For example, what questions or topics will this meeting include?
3. Set milestones – These are short term goals with time limits that help keep your meeting flowing. For example, stating that the group will brainstorm problems for 20 minutes, then discuss the results for another 20 minutes, and finally brainstorm solutions for 20 minutes.
At the end of the meeting4. What was achieved – How many goals and agenda items were
achieved? What items still need to be addressed in the next meeting? 5. Next steps – Discuss what actions need to be taken.6. Assign tasks – Who will t these topics?
Effective Brainstorming In a GroupBrainstorming is a good way to generate ideas and solutions. An effective brainstorming process will help ensure that everyone’s idea is heard and considered. The following is a good process:
Define a TopicTo effectively brainstorm you will need a clear topic. Decide as a group what topic, problem, or issue you want to address.
Best Practice Number 1
Making the Most out of Meetings
Setting the standard for accessible communications in
the workplace.
Best Practices
Tactile Information
MatboardCut-out graphs are a low-tech way to display data. Graphs can be layered on top of each other, allowing for comparisons of different data sets. These are cut from matboard so they simple and inexpensive to manufacture.
Discussing prototypes for during our design sprint. Creating ways to display data.
Getting feedback from LRI employees.
“Best Practices” document.
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Settling back into the research phase, I began to look back into LRI’s true needs and purpose for accessible communication. To do this I:
› Revisited prior research. › Analyzed methods of output for accessible communication.
› Interviewed and observed employees with multiple ability levels.
› Interviewed the Human Resource Director, Accessibility Services Manager, and Lead Visual Designer to clarify standards for accessibility.
› Gathered information from employees on how they make communication accessible for specific needs.
The research allowed me to identify the methods, output and execution of the project would need to encompass. An in-depth exploration of the following criteria defined the design, this document would need:
› Its own brand and identity, similar to other LRI departments.
› Both LRI standards and tips from employees.
› Have the ability to exceed all accessible communication standards.
› Exist in multiple inexpensive and simplistic formats that are easy to produce and replicate.
The content and look of the project were created simultaneously and in close collaboration with LRI employees. Content was derived from LRI standards, employee recommendations and my observations. The aesthetics of were created based on the style of LRI. Multiple iterations of the content, logo, branding, and graphical layout were presented to employees to receive feedback.
Final deliverables for the project included the creation of a brand strategy and delivery of production-ready materials to be implemented throughout the organization. These materials included posters, literature (a guide and handbook) and a digital database wireframe. They empower LRI to be the leader in accessible communication, enabling them to effectively educate their employees and consumers.
Visualization showing the accessibility needs for different impairments and document formats.
Guide to Accessible
Communication
Accessible CommunicationHandbook
The guide and handbook created to be used as literature to educate LRI employees and their vendors.
Accessing the effectiveness and clarity of the guide an employee.
Posters to support the accessible communication campaign.
research + sensemaking
design
outcome
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t t
76
Using this GuideThis guide is intended for use by anyone who wants to learn about accessible communication. Liberty Resources employs and serves a diverse range of ability levels. This guide provides examples and references of how they make communication accessible for all.
This guide is separated into two major sections:
• Standards The standards that Liberty
Resources uses to ensure minimum accessibility needs are met.
• Guidelines The methods that employees at
Liberty Resources use in order to make communication more accessible.
The major sections are divided into separate pages for the specific technique or method. As seen in the graphic below, each method page is comprised of a title, the needs addressed, sections that explain information about the method and how to implement the method.
t
t
Sans-serif: The quick brown fox jumps.
Serif: The quick brown fox jumps.
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Font Format
Font ChoiceSans-serif fonts, such as Verdana, are fonts that do not have glyphs attached to them. 14-point is the minimum size for large print while the sans-serif font and color combination is legible for all ability levels. Below are two sentences, one using a sans-serif font the other uses a serif font.
The most accessible font is 14-point black, regular, Verdana on a white field. This formatting is required for all printed and digital documents.
Changing Font Format1. Go to the main menu.2. From the “Tools” or “Format” drop down menu, select the “Font” option.3. In the dialogue box choose the
following settings. Font: Verdana Font style: Regular Font size: 14 points Font color: Black
4. Select the “Okay” button.The image below shows a font dialogue box with the font’s formatting set correctly.
The serif font allows the eye to travel from character to character but each character is not easily distinguishable due to the the spacing and characters width.
Pages from the Guide to Accessible Communication. Left: Introductory page, instructing users how to use it. Left: ‘Font Format’ page showing why and how fonts impact communication. Also includes step-by-step instructions to changing the default font.
Proposed digital database..
Projects
28
This was a simple redesign of the UArts Graduate Museum Studies website. The existing content was out of date and did not provide much information about the programs. After an analysis of the site, I collaborated with the department heads, focusing on how to increase recruitment. While the new site was being developed offline, changes were made to the existing live site. Not only did the redesign optimize the site’s organization, it added new sections and newsfeed.
When the new site launched, a hands-on training program began for staff. The program was created and implemented with the goal to give the department full control over the site’s content. The training included:
› Introduction to the WordPress CMS › How to updating and add content › Managing the site › General troubleshooting
Wireframe of the homepage, created with Axure.
Home page.
People page, one of the program’s directors.
Department page, one of three in the program.
UArts Website
29
Philip Manganaro 865.904.0221
PM CULINARYSOLUTIONS
consulting · private dining · classes
This project involved creating a brand, strategic consulting and design. The client, a chef, was looking to start a culinary business, unsure where to begin he came to me. After discussing what he’d like to provide and a competitive analysis, the concept was created. From there, the simplistic brand and services were finalized. Promotional materials and the website were designed to support the business.
Business cards.
Home page
About page News page
One of the Service pages, Private Dining
PM Culinary Solutions
Site map
30
Care ServiceThis startup company needed a way to bring
their services to clients through a cloud based system. The scope of this included employee and client portals.
The employee portal was intended to act as a mobile office enabling employees to:
› Access + edit their schedule › See services ordered by the client › Send conformation of services to client
Employees would access the portal through their laptop or tablet at the site where services are being be completed.
The client-facing side is web-based with typical users ranging in age from 45-70 years old This would need to allow users to:
› Order + learn about services › Schedule an appointment › See availability at a particular site › Pay for services
Welcome page: Displays the next scheduled client list.
Service conformation page: Sends a validation email to the client.
Home page for client services.
Review Your Order
Patient’s ServicesNail Care 2 Sessions + PolishGentle Touch 1 Session 15 minutesFacial Care 2 Sessions
$38
$15
$15
Total $68
Proceed to Checkout Help
Back
Order conformation: allows client to review their order.
Select Services
21
2
Cart
Nail Care 2 Sessions + PolishGentle Touch 1 Session 15 minutesFacial Care 2 Sessions
$38
$15
$15
Total $68
Checkout
Help Back
Service selection: allows clients to choose and view available services.
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Staff wireframe. Provides clients with staff information. About wireframe: provides clients with the company’s mission.
Flow chart showing the interactions between the Client and Employee portals.
