We started this process with an initial meeting with the manager of Ozone House, during which we chalked out the client workflow process.This was important in order to understand the different roles and responsibilities.
We then conducted conversational interviews with one or more members from each stage of the workflow process. During this process we made observations, took notes, and collected relevant artefacts for further analysis.
We then built consolidated models from our notes,in order to determine areas of breakdown and room for potential improvement in efficiency. After a couple of follow up interviews based on our observation, we created affinity diagrams from all our notes and artefacts. This helped us group relevant information and observe emerging patterns from the information we had.
1. Redesigning and Standardizing Paper Forms Could Improve User Experience
2. Homeless Management Information System Customization Could Improve Data Entry and Extraction
3. Expanded Use of Excel Could Benefit Information Retrieval and Data Analysis
4. Collaborative Tools Could Streamline Intake and Report Generation Processes
As a non-profit organization, heavy documentation and reporting requirements are externally imposed on Ozone House by the government and other funders. Taking steps toward streamlining Ozone House’s information flows from initial client intake through the generation of annual reports will not only improve the non-profit organization’s ability to more easily meet these externally-imposed documentation and reporting requirements but will also empower Ozone House to harness its massive collections of client data to gain deeper insights. By revamping paper forms, customizing HMIS, and increasing its usage of both Excel and web-based collaborative systems, Ozone House can improve its current procedures and prepare the organization for the future.