New Client Experience at the Chicago Workforce Center Pilsen, an Illinois workNet Center Planning Workshop | Institute of Design | Fall 2008 | Kumar Sanghyuk Cho | Qijing Huang | Sangyoun Lee | Angela Robertson | Mae Skidmore | Yixiu Wu
Table of Contents Executive Summary
3
Intent
4
Opportunities
5
Overview
6
Current Value Web
7
Observations
8
Workshops
13
Design Principles
14
New Value Web
15
Concept Matrix
16
Systems
17
Systems Roadmap
19
Conceptual Roadmap
20
Scenarios
21
Appendices - Complete Concept List
26
Appendices - Conceptual Roadmap
33
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Executive Summary
New Client Experience at the Chicago Workforce Center Pilsen Background The Chicago Workforce Center Pilsen is a facility that contains several partner organizations that specialize in unemployment benefits, job training, job readiness and career counseling. Also known as a One Stop, the facility is located in the Chicago neighborhood of Pilsen, which is largely Hispanic. Pilsen is located southwest of downtown Chicago and directly west of Chinatown. Because of this location the majority of the clientele of the Workforce Center is Spanish-speaking, while an important percentage is also Chinese-speaking. The major tenant of the facility is the Illinois Department of Employment Security (IDES) which is the area administrator for unemployment benefits, while the largest sub-tenant is National Able Network (Able). Able specializes in job training and job readiness programs, and is most notably the area administrator for the national Workforce Investment Act (WIA) and Trade Adjustment Assistance (TAA) programs. The facility itself is over 30 years old and lacks the basic experiential systems and processes that would be expected in a more modern building. These circumstances are mainly due to budget and legacy issues. However, in mid-2009 the facility will be moving to another location in Pilsen. This move is an opportunity to transform the current customer experience. The scope of this team’s 16- week project was to research the current experience at the Workforce Center and develop high-level process and system recommendations that could be implemented at the new facility.
Planning Workshop | Institute of Design | Fall 2008 | Kumar
Results Our research demonstrated the following systemic issues: ineffective communication between partner organizations, a chaotic and confusing atmosphere due to inconsistent signage and lack of crowd control processes, under-utilization of space, a problematic environment impacting client’s perception of services, poor organization and delivery of information to clients, and unproductive waiting time. In addition, there exists a disregard for client’s privacy, both in terms of a lack of adequate private space and protection of private information. Conclusions All of these problems result in a challenging client experience that only adds to the frustration level of those who are already stressed because of their circumstances. Resolving these issues will lead to a better client initial impression and overall experience, better relations with recruiting employers, and more productive employees.
3
Intent We created a service design plan that supports a better client and employee experience. Our research was focused on the following areas: •
Client service
•
Work flows and processes
•
Information management
•
Space organization and management
•
Communication
•
Social networking among clients
The final deliverables include a plan for spatial innovation that supports work flows, communication, information management and other activities. Also conceptual directions are manifested in the design of the facility and a high level service support system.
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Opportunities In 2009, the current facility at Pilsen moves to a new space, a few blocks from where they are now. This can create a momentum to initiate changes beyond their current legacy system and practices. First, the space in the building can be reorganized to better facilitate clients’ needs. Current space is not being utilized to its potential, thus creating physical and psychological stress and inconvenience for clients. Allocating more space for clients and providing intuitive navigation supports can significantly improve clients’ experience in the new facility. Second, work flows and processes are currently aligned with organizational arrangements instead of client experience. Because of this, services are fragmented and clients figure out available services themselves. Client-centric processes can be designed and new processes should be aligned with the new space to create a seamless client experiences. Lastly, moving to a new facility can be used as a promotional opportunity to increase the brand awareness of Able and reinvigorate the brand image. At the same time, the current facility has a negative impact on services as it creates a poor perception among clients. By tapping into above-mentioned opportunities, the National Able Network can improve the quality of their services, clients’ experiences and perceptions towards the Chicago Workforce Center.
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Overview National Able Network and the Chicago Workforce Center Project
National Able Network (Able) is a non-profit agency that is one of the Chicago area’s largest and most comprehensive job-training providers. Their mission is: “Helping people get back to work and life”. Approximately 50,000 people are served each year with about 2000 daily inquiries at 8 offices in the Chicago area, as well as one office each in Maine and Vermont. Able not only provides services for the job seeker but also works with employers and the community through special programs and outreach. Most notably Able is the area’s administrator for the federal government WIA (Workforce Investment Act) and TAA (Trade Adjustment Assistance) programs. WIA is a job training voucher program and TAA is a training and extended unemployment benefits program for those whose jobs have been transferred overseas. Additionally, they have programs for low-income seniors (SCSEP), Able Career Institute (ACI) and a temporary staffing service, Able Staffing Resources (ASR).
One of Able’s offices is in the Pilsen neighborhood of Chicago where they are tenants at a Chicago Workforce Center, also known as “One Stop”. A One Stop is a resource center for the unemployed and those seeking job training, job readiness and career counseling services. The Pilsen Workforce Center, or One Stop, contains primarily the Illinois Department of Employment Security (IDES or the unemployment office) and Able, along with smaller offices for the Veterans Administration, Job Corps, Illinois Skills Match and others. Able currently rents their space from IDES. However, in 2009 the Workforce Center will move to another location in Pilsen and Able will become the landlord to the other partner organizations.
Able provides best-in-class service and programs because of their broad knowledge in government contracting and understanding of the local employment markets. They can also respond to and execute on government grants and programs of all types because of their size and scope. However, while they do not have competitors in the traditional sense, they do find the competitive landscape increasingly challenging. In addition to very large for profit companies such as Maximus (a specialist in government program management) and Arbor (a WIA implementer), Able finds itself at the bidding table with large non-profits (such as AARP and the Urban League) as well as local non-profits and local governmental agencies.
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Current Value Web A value web is a tool that illustrates how value, such as money, services, or information, may be exchanged between partners. In the current Workforce Center value web we have identified three interacting parties: the Workforce Center, employer, and client. It is interesting to note that while the Workforce Center-toclient relationship provides the most value to the client, the client gives nothing in exchange to the Workforce Center.
job
employer
money labor endorsement
client
referrals resources classes job training job readiness job placement
Planning Workshop | Institute of Design | Fall 2008 | Kumar
workforce center
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Observations
We better understand the services provided and the challenges faced by the clients by observing their journey.
8:00 Clients line up outside the Workforce Center. Often, Able clients mistakenly join the IDES line and miss orientation as a result.
8:30 Doors open and the client makes his way through the crowd.
8:35 to 9:00 Fill in the sign-up sheet for orientation at the Able front desk and wait to be called by a case-manager.
9:00 Orientation - Personal documents submitted and Able’s services introduced plus tour of Workforce Center.
The desk where clients are assessed if they are eligible is right beside the line to the Able front desk in a semi-public area.
10:00 Meeting the eligibility specialist. She would go through the documents during orientation and sit with clients that have all the required documents individually, setting up appointments for their intake meeting with a case manager in approximately 2 weeks. Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Observations
The phone (for phone interviews) is located near the entrance of the room, without any provision for a private conversation.
The amount of printed information available at the Resource Center is overwhelming. Clients ignore the leaflets. In the meantime The client can use the Able-managed resources center to begin his job search. The center is open to the public (registration required) and equipped with resume writing software, photocopy machines and a phone for phone interviews.
In the meantime The client can sign up for the free introductory computer classes that Able conducts and also use the computer center to do online courses. The case managers meet with their client at their personal desk, in a large open back office that is shared with the other partners.
Two weeks later Intake meeting with the case manager. Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Observations
The following images and quotes were collected during site audits and interviews. “Given the numbers of individuals who go through (IDES) orientation, I think there are a lot of people go walk out of that office and don’t even realize what those other activities are. “ - Brian F. Caminer, Vice President of Workforce Programs, Able
“We get a lot of Chinese here at this office... 5-10% more or less. We have a lot… They bring the people with them to translate... or come with a piece of paper written out.” “Its close to 50% (nearly Spanish speaking only)… Maybe a little English… They are more comfortable in Spanish.” - Maria, Site Manager, IDES
“I believe that if I were a business looking to hire a qualified candidate, and walk in to see the line, (I would) never come back. “ “We need to present a picture that this is the kind of place where a business (would) like to do business.” - Brian F. Caminer, Vice President of Workforce Programs, Able
“This is really the HQ for the TAA program. This is the core. But you couldn’t really tell from this building.” - Robin , Director, Trade Adjustment Assistance, Able
“It goes without saying that the lobby is problematic. People aren’t spending their time doing anything positive in the lobby. If they could use the computers or had things to look at, or could sit down instead of waiting in the line.” - Amanda, Manager, Adult Program Services, Able
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Observations “We deal with people that are so accustomed to being treated poorly and disrespectfully that they expect (to be treated poorly).” – Grace Jenkins, President & CEO, Able
“.....the sign didn’t even describe what we do. “ - Brian F. Caminer, Vice President of Workforce Programs, Able
“We do need a greeter. You come in here and you don’t know where you are going. Stand in this line, stand in that line…” - Maria, Site Manager, IDES
“There’s nothing to make a customer feel as if this confidential information has been treated confidentially... To the point of respecting our clients, I don’t think our space does a very good job of that when we were talking to our clients.” - Brian F. Caminer, Vice President of Workforce Programs
“They are having to talk about their situation and personal matters in an open area where everyone can hear. It’s not private. Some of our case managers use our little kitchen to do intakes and others use our little lobby area at the top of the stairs. But you can hear their business as people go up and down”. “We need more filing cabinets. Two are in our kitchen, but case managers put files in drawers and in bankers boxes underneath their desks”. - Robin , Director, Trade Adjustment Assistance
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Observations “I came to Able… Actually I just heard other people talking about Able. I was at the Unemployment Office at the time… I heard a couple of ladies talking about types of WIA program, so when I left there, I went home and I called to set up an appointment.” - Pauline, Able SESEP client, Able employee
“Monthly meetings were fun, we’ll get together and shared with each other what we have learn, and try to help each other if we had questions. They had different people every month to come in to give us advise, to prepare us for workshops, that was really useful. We’ll meet in 180 Wabash, in the conference room, with coffee and cakes.” - Margarita, Able ACI client
“Right now people come to the center because they know it as the Unemployment Office. The view is the Workforce Center should have the ability to attract people who would be aware before they got to the door what other services were there. “ – Grace Jenkins, President & CEO, Able
“To have someone in your own community telling you what the trends are, what works, what doesn’t, what they’re perceiving out there in the job market, where else are you going to get that?” - Amanda, Manager, Adult Program Services, Able
“I put the flyer up for National Able and WIA at my church.” - Pauline, Able SCSEP client, Able employee
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Workshops Workshops allow for a greater amount of concept generation than a team can produce on its own. Additionally, workshop participants provide a fresh perspective and neutrality of experience. We conducted six idea generating workshops whose participants included employees of Able, classmates and an exintern at IDES. Ideation Themes • What are the components of an ideal learning environment? •
What are the best ways to attract new students and increase awareness of the service?
•
What are the best ways to encourage communities among existing students?
•
What are the best ways to respect privacy of clients?
•
What are the best ways institutions can demonstrate trust?
•
How might we empower those with little control?
Conclusion From the workshops we collected approximately 100 concepts varying from the easily implementable to the abstract. A full list of those concepts are available in the Appendices.
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Design Principles The purpose of design principles is to organize and guide the placement of functions within the systems. Our design principles are created from insights and insight clusters. They are actionable, idea-generating and forward-looking. The design principle are: •
Empower clients
•
Reinforce privacy and security
•
Foster trustful and welcoming environment
•
Encourage social interaction and mutual support among clients
•
Set tone for professional experience
•
Leverage community networks
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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New Value Web The new value web for the Workforce Center includes new offerings and services (in red) that the Center can provide its clients and, additionally, what clients and alumni can provide the Center.
job
employer
money
labor endorsement
alumni
mentoring job referrals
client
support
client
referrals resources classes job training job readiness job placement
workforce center
infrastructure endorsement volunteer services
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Concept Matrix The concept matrix tool is used to score and then plot multiple concepts. In our evaluation we scored concepts and concept groupings on a simple 1 to 5 scale - 5 being a score of high value. The concepts were also scored against user- and business-value criteria. The graphic on the right shows the concepts plotted, without weighting. Concept Evaluation Tool 1
4 4 3 3 1 2 2 5 5 4 5 4 5 4 5 3 5 4 4 5 5 4 5 4
3 2 3 5 5 3 2 4 5 5 3 3 3 4 2 4 4 4 2 4 4 4 4 3
4 2 5 5 5 4 5 5 3 4 5 4 4 4 4 5 5 5 4 5 2 4 4 3
22 2 16 22 26 22 18 18 28 26 26 26 22 24 24 22 24 28 26 20 28 22 24 26 20
High
15 23 18 17 13 20 10 22 24 25 13 23 14 19 16 15 20 19 14 11 18 16 21 20
Team Building Exercises Bring on inspiration
Job Exposure Programs
Co-op
Alumni Giving Back
Testimonials Process Map
Info. In Different Language
Consistent Brand Policy Various type of learning Staff Training
Business Value
Total
1 3 1 1 2 1 1 2 4 4 1 6 1 1 1 1 1 4 1 2 1 1 2 1
Clear Official Signage
Concepts Orientation Kits Online Personal Domain Navigation Supports Job Exposure Programs Staff Training Privacy Measures Security Measures Team Building Exercises Co-op Alumni Giving Back Clear Official Signage Access Card Consistent Brand Policy Info. In Different Language Amenties In Waiting Area Process Map Info. About Partner Programs Testimonials Flexibility / Comfort Incentives Fun learning Various type of learning Bring on inspiration Facilitate learing
Info. About Partner Programs
Orientation Kits
Navigation Supports Fun learning Amenties In Waiting Area
Flexibility / Comfort
Access Card
Facilitate learing
Security Measures Privacy Measures Online Personal Domain
Low
Recognition
3 5 4 3 4 4 2 4 3 3 4 1 4 4 2 3 4 3 2 3 3 3 3 2
Total
Communication
1 1 3 1 1 4 4 1 3 3 1 4 2 1 3 1 1 1 4 1 1 1 3 3
Feasibility
Amenities
3 5 3 4 4 4 1 5 5 5 1 4 1 4 3 3 5 5 1 1 4 3 4 4
Investment
Support System
2 4 2 5 1 2 1 5 4 5 1 3 1 4 2 2 4 2 2 3 4 3 4 5
Incentives Differentiation
Job Readiness
5 5 5 3 1 5 1 5 5 5 5 5 5 5 5 5 5 4 4 1 5 5 5 5
Business Value Criteria
Ease of Use
User Value Criteria
without considering weightages for criteria
Lo
User Value
Hi
Concept Evaluation Tool 2 with considering weightages for criteria and using them as weighted scores in the matrix Weightage 3
Total
Recognition
Communication
Amenities
Support System
Job Readiness
Ease of Use
Planning Workshop | Institute of Design | Fall 2008 | Kumar
1
2 Incentives
Info. About Partner Programs
Team Building Exercises
16
Clear Official Signage Bring on inspiration Testimonials
High
2
Consistent Brand Policy Total
3
Feasibility
1
Investment
1
Differentiation
3
Business Value Criteria
User Value Criteria
Weightage 2
Co-op Alumni Giving Back
Systems From our concept generating work, including workshops, we realized many concepts were inter-related. To reveal these relationships, we have developed a systematic framework.
to promote current services and enhancing community outreach programs. After identifying these defining nodes, we integrated them into broader groups in the system. The outcome is four system components that consist of the 12 nodes. We mapped these system components along the user motivational journey and it was clear how the nodes and system related to the user experience.
As seen below, we clustered concepts that address similar needs at the same stage in the user motivational journey and developed 12 nodes to define those clusters. For example, the awareness building node (see Roadmap) includes concepts such as a YouTube video
discovery
intake
immerse
One stop
Career transition
community outreach
structured curriculum
awareness building
job exposure
transparent process
empowerment tools
graduate
membership
permeable partners
Safety net client community alumni engagement client-to-client sharing
Information hub accessible information
multilingual capabilities
Note: Curve indicates client’s level of motivation at the different stages of the new experience
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Systems
One Stop This component has three nodes: privacy protection, transparent process and permeable partners. This component can enhance navigation experience by making the process more transparent and predictable. Also it helps protect the privacy of clients and their information by providing private space. Lastly, this component enables more active sharing of information between partners by promoting integrated information and communication systems and processes.
Safety Net This component has three nodes: client communities, alumni engagement and client-to-client sharing. Safety Net is about motivating clients and helping them create personal momentum. We found that emotional attachment and related supports can significantly improve morale and motivation. For example, a intranet would help promote community by allowing clients to build co-op networks, study and other interest groups.
Career Transition This component is directly related to the key mission of Able: to help people get back to work and life. In the short-term a more structured curriculum should be considered. Mid-term tasks include job exposure programs and empowerment tools. It is important for clients to be exposed to new possibilities in the work realm and to participate in curriculum development. In the long term, Able should enhance and promote their current business service programs for potential employers.
Information Hub Information Hub is about making information more accessible, increasing awareness of the services provided by Able, and finally building multi-lingual capabilities. Many people who have lost their jobs crave information that can help them get new ones or acquire new skill sets. We found, however, most clients did not know about Able or the unemployment services offered at the Workforce Center. We identified this as one of the key challenges facing Able. The strategy is to leverage existing platforms such as YouTube and community infrastructure such as churches and community centers. At the same time, all information should be provided in multiple languages as a majority of clients are not native speakers.
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Systems Roadmap This road map illustrates systems and support processes. mid term
long term
structured curriculum
job exposure empowerment tools
employment service
client communities
alumni engagement
client-to-client sharing
accessible info awareness building
multilingual capabilities community outreach
short term
one stop
privacy protection transparent process permeable partners
career transition
safety net
information hub
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Conceptual Roadmap
This road map illustrates our vision, systems, support processes and some important concepts. short term
mid term
permeable partners
referral sheets
long term
interoperable system
integrated system
number ticket system task-based zoning concierge
one stop one stop
private rooms
transparent process
privacy protection
diploma completion ceremony structured curriculum
computer training
team building workshop meet and greet
job exposure workshop suggestion box
employment center
career transition
empowerment tools
interview job fair
volunteer program job exposure
employment service
co-op network client communities
client mailing list
client-to-client mentoring
alumni lectures
safety net
alumni engagement
alumni network client-to-client sharing
planner orientation kits process roadmap accessible information
informative reception area
library
intranet multi-language signage
YouTube video
multi-language brochures
client-centric website
information hub
awareness building
information in community hubs community outreach
multilingual capabilities
multi-language orientation multi-language employees
Note: A larger version of this road map appears in the Appendices.
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Scenarios
Scenarios help put the system and concepts into context. Meiling is a mostly Chinese speaker who has come to the Workforce Center to find out about unemployment benefits. She was laid off from her job in Chinatown and she found out about the Workforce Center from a flyer posted on a bulletin board at her community center. She has lived in the U.S. a long time and even has a Green Card, but is not sure whether she is entitled to benefits. She decides to take her 12 year old son, Xiaoming, with her because he speaks English. But she also must bring her baby because her husband works and her neighbor is busy. Meiling and her children take the bus to Pilsen. Xiaoming has found directions on the Workforce Center website and figured out what bus to take. When they arrive Meiling sees a security guard right inside the front door. Meiling feels reassured. When they enter the building, she immediately notices a bright and fresh place with lots of information in Chinese. Xiaoming goes to the rack where there are brochures and gets his mom all the literature there is in Chinese. Interestingly, Meiling knows immediately what to do because she reads the sign that says “Are you here to apply for unemployment benefits?” The sign shows them how they should proceed. The lady behind the help desk offers a stroller to Meiling in Chinese. Meiling is happy to put her baby down.
Meiling’s Story • • • • • •
Community outreach Safe and professional environment Clear multi-lingual signage and information Special amenities, such as Borrow a Stroller and cafe Expeditious intake and orientation process Information based on client needs, not organizational silos
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Scenarios They take the elevator up to the second floor, and know exactly where to go because the unemployment color coding is blue. When they reach IDES, they go to the information desk and a man points her and her children to the waiting area. He tells Xiaoming to take a number and says he will call Mrs. Chen, a Chinese speaking employee, so Meiling can speak directly with an IDES expert. They sit down and begin to read all the literature about the Workforce Center and what to expect. Finally their number is called and they proceed to the front desk. Mrs. Chen greets them and asks them to sit down. Mrs. Chen is nice and reassuring and explains how everything will work from now on. Unfortunately, during this very important conversation the baby begins to fuss and cry. Meiling tries to comfort her but knows the poor thing is just hungry. She asks Mrs. Chen if there is an area where she can feed the baby. Mrs. Chen leads her to a small room where she can have some privacy. Once the baby is satisfied, Meiling and Mrs. Chen resume their conversation and finish the paperwork. Mrs. Chen suggests that Meiling stay for the Orientation that day, so she doesn’t have to come back. The Chinese language Orientation is in 45 minutes. Meiling’s Story • • • • • •
Community outreach Safe and professional environment Clear multi-lingual signage and information Special amenities, such as Borrow a Stroller and cafe Expeditious intake and orientation process Information based on client needs, not organizational silos
Planning Workshop | Institute of Design | Fall 2008 | Kumar
Mrs. Chen waits for Meiling when she finishes Orientation and asks her if she can answer any more questions. Meiling says no and thanks Mrs. Chen for all her help. Meiling leaves the Workforce Center with her children and says to Xiaoming “What a nice helpful place that is”.
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Scenarios Matt was laid off from his manufacturing job about six months ago. At that time, he decided to look into some job training programs to upgrade his skills so he could get into a new industry that seemed more steady. After doing some research on the internet he discovered a YouTube video about the National Able Network which is the local administrator for the WIA program. The voucher program sure would help him out. He visited the Workforce Center and was pretty happy with his first visit. The case manager, Rosanna, was nice and helpful and there was a lot of clear and concise information that he could bring home. She also gave him a referral sheet that directed him to go to the WIA case manager, Gary. At Orientation, Matt was given an Orientation Kit that contained a job training program catalog, planner, information about the WIA program, and most importantly a roadmap that explained the process and what milestones would happen along the way. The Orientation was very helpful.
Matt’s Story • • • •
Referral process between partners Helpful Orientation Kit with process map Resources in Center library Opportunities to receive and give feedback
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Matt was given a log-in on the intranet and was told he could access a lot of information there. He thought the co-op network bulletin board was cool and put up a notice that he was available for handyman services. While reading the newsletter at the Workforce Center library, Matt noticed that the Center was offering a special workshop about entrepreneurship. Luckily, the workshop was on a day when his time was not committed to a special “job exposure”. He seemed to be doing a lot of those lately and he really liked them because it gave him insight into different industries and businesses. Matt liked the man that ran the workshop and gave both him and the workshop great scores in the evaluation. Matt feels really confident about starting his job search after he graduates from the program. He is also really proud that the WIA program director has asked him to talk to a group of incoming WIA clients about his experience.
Matt’s Story • • • •
Referral process between partners Helpful Orientation Kit with process map Resources in Center library Opportunities to receive and give feedback
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Scenarios
Jorge lost his job about a year ago and had started a training program through TAA. He found out about TAA when his former employer went out of business but he also read about it on the Workforce Center website. He is a little apprehensive when he begins his training program but discovers a course overview and starter readings on the client intranet along with a class member list. He emails his classmates to see if anyone is interested in carpooling. In the meantime, he receives a nice letter from the Director of the TAA program.
Jorge’s Story • • • • •
Finds info on the website Friendly reception area with clear directions and information Student intranet to contact classmates and look for jobs Special class programs Extension through community outreach functions
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Jorge likes the job training, but what really keeps him going are guest lectures from successful alumni. Jorge feels if they could do it, he can too. He also enjoys the time he spends with his friends on team building and computer training. He decides to volunteer at a local hospital since there is a special program there. Everyday he checks the student intranet for job postings and follows up on those that interest him. It is quick and easy because of the online resume building tools. A few days before he graduates from his program, he receives a call from Mr. Fernandez the owner of a local business. Jorge and Mr. Fernandez met at one of the “meet and greet” functions at the Workforce Center and hit it off. Mr. Fernandez calls to invite Jorge in to talk about a job. He gets Jorge’s number from the active student list on the intranet. All in all, Jorge has a lot of things to celebrate at graduation.
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Appendices Complete Concept List
Planning Workshop | Institute of Design | Fall 2008 | Kumar
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Theme
Concept Group Name
Concept Name
Category
Description
Access
Waiting
Process Map
Tool/Process
A map in a handout explaining what to expect when visiting
Access
Communication
Partner Info
Policy
Provide brochures or referrals to partner orgs
Access
Communication
Testimonials
Tool
Stories in brochures, orientation kits, website, ads.
Communication
Promote Communication Between "Partners"
Partner Ambassador
Policy
Person who understands how partners function, not just what they do
Communication
Promote Communication Between "Partners"
Referral Sheet
Policy
Create document for inter‐partner referrals
Communication
Orientation Support
Sign At The CTA And Bus Stop
Tool
Create directional sign at the CTA and nearby bus stops
Communication
Navigational Support
Color Code Areas
Tool
Keep navigational colors matching throughout; even systems furniture
Create Flexible Learning Environment
Comfort And Flexibility
Comfortable Area
Space
Comfortable place to sit, work and put personal stuff
Create Flexible Learning Environment
Comfort And Flexibility
Flexible Facilities
Space
Moveable walls and flexible furniture for various types of learning and teaching
Create Flexible Learning Environment
Incentives
Give A Chance…
Service
Provide students chances to meet and greet with xxx (e.g. Oprah, Obama)
Create Flexible Learning Environment
Incentives
Recommendation Letter
Tool
Give graduating students letters of recommendation to help them find jobs.
Create Flexible Learning Environment
Incentives
Welcome Letter
Tool
Send students welcome letters form famous people at the beginning of the class.
Create Flexible Learning Environment
Incentives
Study Benefits
Service
Provide tuition waivers, academic awards, gift cards (e.g. Movie pass), laptops to motivate students.
Create Flexible Learning Environment
Incentives
Feedback
Structure
Give students specific feedback during learning process.
Create Flexible Learning Environment
Fun Learning
Hands On And In A Group
Structure
Encourage students work together in groups and build/make stuff.
Create Flexible Learning Environment
Fun Learning
Immersion In An Information Space
Space
Create an informative space with whiteboards everywhere.
Create Flexible Learning Environment
Fun Learning
Workshops
Structure
Provide a variety of interesting workshops .
Create Flexible Learning Environment
Fun Learning
Mock Training
Structure
Give students mock trainings to help them better prepare for their jobs and job interviews.
Create Flexible Learning Environment
Various Types Of Learning
Various Types Of Learning
Structure
Self‐directed curriculum and different kinds of class organization to make learning more efficient.
Create Flexible Learning Environment
Various Types Of Learning
Learning Options
Structure
Provide options for students to make learning easier and more convenient, such as online learning or have class outside of classroom
Create Flexible Learning Environment
Bring On Inspiration
Guest Speaker
Structure
Invite guest speakers and inspirational leaders to give lectures or speeches to stimulate students.
Create Flexible Learning Environment
Bring On Inspiration
Teacher
Structure
Competent and dedicated teachers and provide one‐to‐one advice.
Create Flexible Learning Environment
Bring On Inspiration
Field Trips
Structure
Hold field trips to help students get a better understanding of the career they may dabble in
Create Flexible Learning Environment
Facilitate Learning
Make Learning Easy
Structure
Easy lectures with audio/visual aids
Create Flexible Learning Environment
Facilitate Learning
Make Learning Easy
Tool
Class material available before class
Create Flexible Learning Environment
Facilitate Learning
Make Learning Easy
Tool
Starter packs and syllabus at start of first class
Create Flexible Learning Environment
Facilitate Learning
Make Learning Easy
Space
Library spaces to research and relax
Create Flexible Learning Environment
Facilitate Learning
Make Learning Affordable
Service
On‐site store/supplies where students can get discount on learning materials
Create Flexible Learning Environment
Facilitate Learning
Make Learning Affordable
Service
Used book store/ lending library
Empower The Clients
Orientation Toolkits
Orientation Kits
Tool
A guidebook and planner with key milestones, processes and advices
Empower The Clients
Career Service
Job Training Program Orientation
Service
Orientation session for clients to share available job training programs
Empower The Clients
Career Service
One Day Job Exposure Program
Service
One day session for clients to experience and understand a job in a real office environment
Empower The Clients
Career Service
Entrepreneurial Training Program
Service
Career service for clients who want to start up their own businesses
Empower The Clients
Career Service
Experience Sharing Session
Service
Session to facilitate sharing knowledge and experience of graduate clients with new clients
Empower The Clients
Career Service
Job Training Program Catalogue
Tool
A catalogue that lists currently available job training programs (either in digital or paper format)
Empower The Clients
Career Service
Job Notice Board
Service
Online and offline job posting board in multiple languages
Empower The Clients
Career Service
Job Allocation Policy
Policy
Transparent policy and criteria to allocate jobs to clients based upon their commitment to programs
Empower The Clients
Cross‐Sharing
Campus Newsletters
Tool
Newspaper for current clients and graduates to share their news and to socialize with each other
Empower The Clients
Cross‐Sharing
Graduate Testimonials
Tool
A collection of videos or articles about success stories of graduates
Empower The Clients
Navigation Support
Task‐Based Zoning
Space
Space organization based upon clients key tasks and activities instead of organization functions
Empower The Clients
Navigation Support
Color‐Coded Zoning
Space
Visual support to enable clients to find ways intuitively by applying colors to different zones
Empower The Clients
Navigation Support
Floor Map
Space
Floor map in the reception area with related services mapped on it to support way‐finding for clients
Empower The Clients
Navigation Support
Concierge
Staff
A receptionist to provide information about the space and services to clients
Empower The Clients
Productive Lead Time
Informative Reception Area
Space
Reception area where clients can access information regarding services, training programs and etc
Empower The Clients
Productive Lead Time
Number Ticket System
Tool
A number ticket dispenser to keep clients from waiting in line
Empower The Clients
Orientation Toolkits
Orientation Kits
Tool
Guidebook and planner for clients with key milestones, processes and advices
Empower The Clients
Orientation Toolkits
Introductory Navigation Aid/Map
Tool
Introductory navigational guide to the Workforce Center
Empower The Clients
Orientation Toolkits
Low Tech Interactive Kiosk
Tool
Kiosk using manual, not digital, aids
Empower The Clients
Aspirational Environment
Hall Of Fame
Space
Establish Hall of Fame for past clients who have achieved success
Empower The Clients
Credibility/Professional Environment
Able's Awards
Space
Proudly show Able's professional awards, achievement and distinctions
Empower The Clients
Aspirational Environment
Client Testimonials
Space
Video or otherwise displayed client testimonials about Able and its services
Empower The Clients
Credibility/Professional Environment
Employee Of The Month
Space
New recognition of an employee and why they were chosen
Empower The Clients
Credibility/Professional Environment
Employee Nominations
Space
Customers nominate employees that are especially helpful
Empower The Clients
Communication//Professional Environment
Suggestion Box
Space
Customers can provide feedback and ideas
Empower The Clients
Communication
Program Evaluation
Policy
Formal evaluations of programs and facilitators
Empower The Clients
Communication//Professional Environment
Short Videos
Space
Create short videos about services
Empower The Clients
Communication/Professional Environment
Welcome Video
Space
Welcome to Able (or Workforce Center) video
Empower The Clients
Respect For Customer
Borrow A Stroller
Tool
Check out system for baby strollers for use within the facility
Encouraging Communities
Community Center
Open Up After Hours
Service
Use facility after hours; open up to community for community center activities
Encouraging Communities
Community Center
Partner With Community Orgs
Service
Partner with other community service organizations to offer classes, etc.
Encouraging Communities
Community Center
Able Learning Annex
Service
Lease space to for profit adult ed programs like Learning Annex
Encouraging Communities
Community Center
Daycare
Service
Utilize space for nighttime and weekend daycare
Encouraging Communities
Community Center
Lectures
Service
Establish lecture series around cultural, employment, etc. Topics
Encouraging Communities
Community Center
Crafts For Kids
Service
Establish fun craft seminars for kids
Encouraging Communities
Community Center
Bulletin Board
Service
Create Online Workforce Center "Bulletin Board" where community can post and announce
Encouraging Communities
Community Center
Learn English
Service
Nighttime English classes
Encouraging Communities
Community Center
Literacy Program
Service
Literacy classes
Encouraging Communities
Community Center
Software Training
Service
Learn Word, Photoshop, CAD, animation, Excel, etc.
Encouraging Communities
Safety Net
Team Building Exercises
Service / Space
To build people skills and learn softer skills e.g. Social strategies for workplace (conflict resolution, negotiation skills)
Encouraging Communities
Safety Net
Volunteer Programs
Service
Develop relevant exposure in industries they are interested in. E.g. Volunteering in home for the elderly if interested in nursing.
Encouraging Communities
Safety Net
Common Interest Groups / Study Groups
Service
Enable moral support between clients
Encouraging Communities
Safety Net
Co‐Op Network Among Clients.
Service
To exchange baby‐sitting, child care services
Encouraging Communities
Alumni Network
Alumni As Mentors (Online Or In‐ Person)
Service / Process
Alumni giving back by tutoring, counseling or mentoring newer students
Encouraging Communities
Alumni Network
Alumni As Teachers
Service / Space
For returning students to share stories as guest speakers, lead group projects and pass on job leads ‐ inspirational and informational
Encouraging Communities
Cross‐Sharing
Provide Information Clips Of Successful Clients
Tool
To inform and inspire potential students / new students
Encouraging Communities
Cross‐Sharing
Provide Mail‐List / Intranet For Class Groups
Tool
For clients form networks and to stay connected
Encouraging Communities
Celebrations
Have Graduation Ceremonies
Service
To mark the achievement of clients
Encouraging Communities
Community Space
Create Physical Meeting Spaces
Space
Cafe area or library for study groups
Encouraging Communities
Community Space
Provide Online Platform
Tool
Online platform to chat, and to find study partners, form common interest groups
Foster Trustful Environment
Better Communication
Big Signage
Space
For better awareness, signage should be visible from a distance
Foster Trustful Environment
Active Student Network
Student Body
Service
In student community (can extend with alumni), they can interact each other
Foster Trustful Environment
Good Reputation
Word Of Mouth
Policy
Cost‐effective advertisements to promote word of mouth are needed for better awareness
Foster Trustful Environment
Safety Net
Safety Net
Service
Internal support system can make them more engaged the program
Foster Trustful Environment
Trustful Environment
Bank Vault : Security, Locker, Student ID
Tool
Visible safety measures makes one feel secure
Foster Trustful Environment
Trustful Environment
Having A Seat Beside Instead Of Opposite
Tool
Body language and friendly environment affects comfort levels
Foster Trustful Environment
Trustful Environment
No Solicitation, Severe Penalties For Violation Of Trust
Policy
Clients can trust the Able if one knows that rules will be enforced (signage for transparency)
Privacy
Respect For Customer
Privacy/Empathy Training
Service
Create either online training or procedural guidelines to help staff understand privacy needs
Privacy
Communication/Respect For Customer
"In Session" Sign
Policy/Space
Create small sign "In Session" that can be displayed when having private conversations
Privacy
Respect For Customer
Private Room
Space
Create private room or space for upset customers or for very sensitive conversations
Privacy
Respect For Customer
Open/Closed Space
Space
Create balance between open areas and more closed and private spaces
Privacy/Safe Environment
Security/Professional Environment
Color Coded Files And Storage Areas
Tool
Create storage system based on activity and access need; color code files to match
Professional Experience
Branding
Able Brand
Policy
Consistent brand policy communicates information effectively as well as gives credibility.
Professional Experience
Branding
Branded Partners
Policy
Brands differentiate partners
Professional Experience
Communication
Multilingual Signs
Policy/Service?
Signage should be multilingual‐‐English, Spanish, Chinese.
Professional Experience
Communication
Multilingual Staff Or Translators
Policy
Staff should be multilingual or have access to a translator at all times.
Professional Experience
Communication
Icons
Policy
Rules, instructions use icons instead of language to communicate idea
Professional Experience
Waiting
Amenities For All
Service
Vending machines, tv, receptionist
Professional Experience
Waiting
Amenities For Kids
Service
Coloring books and toys for children
Safe Environment
Security
Official Security Guards
Space
Using security guard service, or hiring official looking guards
Safe Environment
Security
Barriers To Entry
Space
Access should not be universal they should not be wide open
Safe Environment
Identification
ID Badges
Policy
Employees should wear ID badges so they can be easily identified as such
Safe Environment
Identification
Employee Roster
Policy
Roster with picture, role and organization to which they belong; display openly
Safe Environment
Security/Professional Environment
"Clear Area"
Space
Create "clear area" around entrance so people can enter easily
Trust
Security
Rule Enforcement
Policy
Severe punishment (banning from facilities) for rule violation discourages violent/unpleasant behavior
Appendices Conceptual Roadmap
Planning Workshop | Institute of Design | Fall 2008 | Kumar
33
short term
mid term
permeable partners
referral sheets
long term
integrated system
interoperable system
number ticket system task-based zoning concierge
one stop
private rooms
transparent process
privacy protection
diploma completion ceremony structured curriculum
computer training
team building workshop meet and greet
job exposure workshop suggestion box
employment center
career transition
empowerment tools
interview job fair
volunteer program job exposure
employment service
co-op network client communities
client-to-client mentoring
client mailing list
alumni lectures
safety net
alumni engagement
alumni network client-to-client sharing
planner orientation kits process roadmap accessible information
informative reception area
library
intranet multi-language signage
YouTube video
multi-language brochures
client-centric website
information hub
awareness building
information in community hubs community outreach
multilingual capabilities
multi-language orientation multi-language employees