A proposal for wayfinding and communication design to improve flow and communication to the clients
“I Am GLIDE
A radically inclusive, just and loving community mobilized to alleviate suffering and break the cycles of poverty and marginalization.” - www.glide.org
We started working with GLIDE to conduct design research, develop insights, and help co-create solutions to logistical and spatial constraints of their building and operations. Our initial exploration lead us to investigate improvements to the outdoor lines, which frequently wrap around the block and are an obvious area of opportunity. As we dug deeper into the system, we discovered it was a symptom of a broader system of communication challenges and space constraints.
DESIGN STRATEGY, CREATIVE DIRECTION
TEAM: ANUM AWAN, VANESSA SLAVICH, AYNNE VALENCIA (ADVISOR)
GLIDE is tackling systemic issues of homelessness and hunger and we believe our design solutions should take the same approach of getting to the root organizational issues.
By focusing on communication design through development of a strong visual language and way-finding, we are creating opportunities for more engagement and conversations between GLIDE and their clients.
- Signage system: Color-coded, Icon-based, Floor markings, sandwich boards
- T.V. Screen: to highlight programs (color coded information by department)
- Boards: Follow a style guide for flyers and related material
- Allows Glide to track meals data and design for the program more effectively
- Makes the lines move faster
- Ensures smoother flow of clients into the building
- Communication design is inconsistent and confusing in the building.
- “Glide's programs are not streamlined. The organization has grown in an organic way so things are often disconnected.”
- “The long lines on the streets are disruptive for people who live in the area or are trying to walk by
How Might We...
1. improve way-finding?
2. rethink how GLIDE utilizes its space?
3. increase program awareness?
Using a human-centered design approach, we did our research in two phases across the double diamond.
Phase 1: Generative Research
- Multiple walk-throughs and in person visits
- Meals program volunteering
- Competitive analysis at St.Anthony Foundation, a nearby organization that recently remodeled and optimized its space for meal service
- 1:1 interviews with key stakeholders, from the following departments: Security, Programs, Design, Meals
Business Origami of signage provided by GLIDE's Design team
Scheduling of the different services occurring at GLIDE.
Phase 2: Evaluative Research
- Included meals + security teams, and program directors. Hands-on workshop for idea generation and prototype development.
- We also presented our understanding of the ecosystem, short-term and long-term vision concepts to get alignment with the stakeholders involved.
We delivered the Opportunity Analysis Report to GLIDE. Budget is the main driver for how to proceed with the first round of prototypes. To provide perspective, we mapped all of the options on a matrix considering time and cost.
According to Maslow's hierarchy of needs, in order to reach the higher level of self-actualization, we must address the physiological needs first.
With so many programs run in so many places and at varying times, communication improvements between GLIDE, their clients, and internal teams quickly emerged as a key area of opportunity. GLIDE’s positive core is that, amazingly, rain or shine, regardless of volunteer availability, everyone who is in line gets served a nutritious meal, on time, three times a day for 364 days a year.
A GLIDE client said:
“Many organizations say that they help the community and people but GLIDE really does.”
GLIDE’s reach goes far beyond food. People choose to go to GLIDE because it’s a place they feel at home.