customers and employees. I was recruited as an expert in a systems thinking methodology that the organization was looking to test and integrate into its own design methodology.

Prior to my year in New Zealand, I co-chaired the ID Design Research Conference held in September 2008, attended to a full course load while maintaining a 4.0 GPA, and worked as a Teaching Assistant. I am able to manage many simultaneous demanding projects that require differ-ent skills and know how to prioritize my time. I continually push myself to explore new areas and ways of thinking, not shying from difficult challenges beyond my comfort zone.

I’ve included some samples of my work in this document to exemplify the breadth of the types of projects that I have been involved in and the depth of tools and methods that I have applied. I am interested in continuing to work in areas that disintegrate the boundaries of the traditional design domain, applying user-centered approaches and design thinking toward complex human problems.

— Amber Lindholm

My background is in visual communications with a BFA in Graphic Design and several years working as a senior graphic designer, provid-ing me with solid skills in visualizing complex information and ideas. I am in my final semester of the Master of Design program at the IIT Institute of Design (ID), where I am concentrating on Communication Design and Design Research and Planning to enhance my design thinking skills and process.

My projects at the Institute of Design have given me a working knowledge of how to develop and implement a research plan; collect, analyze, and synthesize data; translate insights into design principles; and generate concepts. I have also been involved in developing research methods, having prototyped and conducted participatory workshops for a sponsored healthcare research initiative.

Over the past year, I was in a contract position with New Zealand’s tax and social policy administration, Inland Revenue, working within its Service Design department on a future view of compliance for

amber L indhoLm portfol io 2010

+ dedicated to applying design thinking to reframe complex problems.

+ experienced in research and innovation methods with a clear focus on understanding people.

+ accomplished in visualizing complex ideas to facilitate communication.

+ adept at translating insights into actionable ideas and long-term strategic direction.

amber.lindholm@gmail.com +1 773 558 3786 Chicago, illinois

pAGE 2amber LindhoLm portfolio 2010

O’HARE EXPERIENCE RESEARCH BRIEFING • IIT INSTITUTE OF DESIGN • PAGE 12

Airport Journey User TypesEXPLANATION

In Navigation and Wait Time activities, travelers are best understood by look-ing at the influence of the context of the situation.

INSIGHT

Traveler interaction with airport information and services differs de-pending on the amount of time they have and the level of unexpected events during their journey.

As Planned

Navigation

Unexpected

Lots of time

Little Time

GET ME TO/OUT MY GATE

HELP!

ENTERTAIN ME

WHAT DO I DO NOW?

Wait Time

Traveler is exploratory, feels relaxed, and seeks options to fulfill needs.

Traveler is frustrated, feels anxious, and seeks

options to fill time.

Traveler is very focused and not likely to seek off-course options.

Traveler is emotional, feels stressed, and seeks the quick, expert advice.

INSIGHT: Traveler aims to discover available options within a spe-cific need category.

INSIGHT: Traveler seeks direct, accurate information through any available channel.

INSIGHT: Traveler seeks problem resolution and if unsuccessful, seeks coping strategy.

INSIGHT: Traveler prefers direct advice from experts.

+ Conducted primary and secondary research to uncover user and business needs.

+ immersed team and stakeholders in contextual awareness of problem areas.

Rethinking the O’Hare Experience with the Department of Aviation, VSA Partners, and Carolyn Grisko & Associates

OUTCOMES Engaged O’Hare representatives throughout the process, expanding their understanding of the traveler situation. Delivered key opportunity areas for O’Hare to focus on, along with short- and long-term action strategies.

AIM To provide concepts and strategic direc tion to the Department of Aviation to both enhance the passenger experience and increase revenue at Chicago O’Hare International Airport.

STraTeGiC deS iGn PLanninG (1 of 2)

Traveler modes

O’Hare experience recOmmendatiOns • iit institute Of design • page 7

CustomerService

CHECK IN

SECURITY

GATE

BAGGAGECLAIM

ENTRY/ EXIT

Eatery

Store

Restrooms

Phone

CUSTOMS

Workstation

Airporttransit

Seating

Pick up / Drop

Private transport/

Parking

Public transport

Customer journey

CustomerCustomerServiceService

BAGGAGECLAIM

Y/ EXIT

PhonePhone

CUSTOMS

WWorkstationorkstation

AirportAirporttransittransit

SeatingSeating

Pick up / Pick up / DropDrop

PrivatePrivate transport/ transport/

ParkingParking

PublicPublic transport transport

START

END

Departure Scenario

EateryEatery

RestroomsRestrooms

CHECK IN

SECURITY

ENTRY/ EXITRY/ EXITR

SECURITY

GATEATEA

EateryEatery

StoreStore

RestroomsRestroomsPublicPublic

transport transport RestroomsRestroomsRestroomsRestrooms

PrivatePrivate transport/ transport/

ParkingParking

PublicPublic

START

END

Navigation

Wait Time

Extension

Preparation

Activities in any traveler’s journey fall into four main categories, which are defined by similarities in activity goal or outcome.

The O’Hare Experience Airport Journey Activity Categories

Journey modes

O’Hare experience recOmmendatiOns • iit institute Of design • page 17

theme #2: reliance Observations and Insights

O’Hare experience recOmmendatiOns • iit institute Of design • page 12

theme #1: complexity Observations and Insights

O’Hare experience recOmmendatiOns • iit institute Of design • page 17

theme #2: reliance Observations and Insights

Field research included contextual inquiry and participant observation, traveler intercepts and follow-alongs, and staff interviews.

pAGE 3amber LindhoLm portfolio 2010

+ reframed the problem and identifi ed three key opportunity areas for o’hare.

+ developed communication strategies to meet needs of diverse stakeholders.

STraTeGiC deS iGn PLanninG (2 of 2)

Incr

ease

d A

uton

omy

O’H

AR

E E

XP

ER

IEN

CE

T

HE

CU

RA

TE

D J

OU

RN

EY

DESIGN PRINCIPLES

Incr

ease

d A

uton

omy

O’H

AR

E E

XP

ER

IEN

CE

T

HE

CU

RA

TE

D J

OU

RN

EY

Easing Transitions

Enable travelers to smoothly transition at touchpoints.

Provide spaces for travelers to prepare or organize their belongings before and after touchpoints.

Incorporate waiting areas for travelers to regroup after touchpoints.

Make transition at touchpoints smoother for families without encumbering other travelers.

Enable travelers to smoothly transition at touchpoints.

Provide spaces for travelers to prepare or organize their belongings before and after touchpoints.

Incorporate waiting areas for travelers to regroup after touchpoints.

Make transition at touchpoints smoother for families without encumbering other travelers.

Spaces before security for travelers to prepare and access important information about procedures; consider added values like free baggies, hand sanitizer, and booties.

Incr

ease

d A

uton

omy

O’H

AR

E E

XP

ER

IEN

CE

T

HE

CU

RA

TE

D J

OU

RN

EY

SAMPLE C ONCEPT

Sim

plifi

ed C

ompl

exity

O’H

AR

E E

XP

ER

IEN

CE

TH

E C

UR

ATE

D J

OU

RN

EY

Improving Situation Control

Support travelers to regain control of their

situation.

Ensure that information is provided through

multiple access channels.

Clarify airport processes and wait time at

various touchpoints for all airport users.

Provide up-to-date information on delays and

renovations affecting airport and connecting

transport services.

Provide information in different forms

(visual, audio, tactile) for the disabled.

Provide centralized resources and services

geared toward intl. travelers at all terminals.

Create a feedback channel for customers to

suggest improvements in the experience.

DESIGN PRINCIPLES

Ensure that information is provided through

multiple access channels.

Clarify airport processes and wait time at

various touchpoints for all airport users.

Provide up-to-date information on delays and

renovations affecting airport and connecting

transport services.

Provide information in different forms

(visual, audio, tactile) for the disabled.

Provide centralized resources and services

geared toward intl. travelers at all terminals.

Create a feedback channel for customers to

suggest improvements in the experience.

Short, engaging videos that help clarify processes throughout the airport and make waiting lines more enjoyable; think about bringing in Chicago personalities to narrate.

Use Case: Hong Kong International Airport —videos and mascot appearances of McDull, a made-in-Hong-Kong animation character

Sim

plifi

ed C

ompl

exit

yO

’HA

RE

EX

PE

RIE

NC

E

TH

E C

UR

AT

ED

JO

UR

NE

Y

SAMPLE C ONCEPT

O’Hare experience recOmmendatiOns • iit institute Of design • page 29

O’Hare can provide a memorable, curated journey by clarifying complex information, fostering customer independence and creating engaging activities.

The O’Hare Experience Value Statement

SimplifiedComplexity

Memorable Experience

Increased Autonomy

curated JOurney

clarify

EMPOWERengage

O’Hare experience recOmmendatiOns • iit institute Of design • page 29

O’Hare can provide a memorable, curated journey by clarifying complex information, fostering customer independence and creating engaging activities.

The O’Hare Experience Value Statement

SimplifiedComplexity

Memorable Experience

Increased Autonomy

curated JOurney

clarify

EMPOWERengage

O’Hare experience recOmmendatiOns • iit institute Of design • page 29

O’Hare can provide a memorable, curated journey by clarifying complex information, fostering customer independence and creating engaging activities.

The O’Hare Experience Value Statement

SimplifiedComplexity

Memorable Experience

Increased Autonomy

curated JOurney

clarify

EMPOWERengage

idea generation and evaluation cards

Sketches: Gauri Verma, team member

Rethinking the O’Hare Experience with the Department of Aviation, VSA Partners, and Carolyn Grisko & Associates

OUTCOMES Engaged O’Hare representatives throughout the process, expanding their understanding of the traveler situation. Delivered key opportunity areas for O’Hare to focus on, along with short- and long-term action strategies.

AIM To provide concepts and strategic direc tion to the Department of Aviation to both enhance the passenger experience and increase revenue at Chicago O’Hare International Airport.

pAGE 4amber LindhoLm portfolio 2010

+ applied a rigorous systems methodology to understand the tax and social policy system.

+ interviewed over 50 employees at all levels of the business to uncover insights.

SYSTemS ThinKinG For innoVaT ion (1 of 3)

Horizon 3: Compliance � inking with Inland Revenue, the tax and social policy administration of New Zealand

OUTCOMES Delivered extensive documentation of insights and ideas. Created a framework to infl uence the way the organization approaches tax compliance, broadening the perspective beyond the traditional focus on enforcement.

AIM Project sponsors initiated this R&D project to take a broad look across the whole tax and social policy system to explore new compliance directions and to test implemention of an innovation planning process within their organization.

Horizon 3: Compliance Thinking | Inland Revenue 7

Positioning

01Setting Strategic

Direction

001 Define the problem space

002 Review delivery capability

003 Develop guiding principles

004 Articulate a vision

005 Define strategic aims and objectives

006 Identify and manage organisational risks

007 Determine organisational and legislative priorities

008 Develop policy options

009 Assess policy options

010 Provide advice to government

02 Creating Awareness

011 Signal the purpose of the system

012 Create shared understanding of common good

013 Communicate desired norms

014 Create awareness of roles and responsibilities

015 Communicate rights

016 Clarify expectations and requirements

04Cultivating

Administrative Culture

024 Establish shared attitudes and practices

025 Display top management commitment

026 Document for institutional memory

027 Spread desired culture through positive engagement

028 Balance internal culture with external environment

029 Socialise staff

030 Define ethical standards and code of conduct

05Fostering Collaborative

Relationships

031 Establish a foundation for relationship building

032 Inventory relationships

033 Develop a relationship-building strategy and action plans

034 Align systems and structures to support collaboration

035 Form collaborative groups

036 Leverage relationships

037 Evaluate and continuously improve relationships

The guiding principles, rules, and procedures of the system are established, and system users are brought into alignment on how to view, understand, and participate in the system.

03 Increasing

Public Influence

017 Identify appropriate parties

018 Determine level of engagement

019 Provide relevant information

020 Encourage dialogue and participation

021 Accept and consider feedback

022 Recognise and communicate all viewpoints

023 Communicate how input affected decision

ConneCtion

Ongoing informational exchanges spanning user entry through exit maintain user awareness and knowledge, and allow and enhance necessary transactional exchanges.

06Conferring Status

038 Recognise need to activate/deactivate

039 Authenticate identity

040 Receive and verify information

041 Determine eligibility or liability

042 Update user status

043 Provide confirmation

044 Confirm required information

07Orienting

045 Provide detailed information on responsibilities

046 Clarify consequences of not complying

047 Encourage self-management

048 Determine knowledge level

049 Provide appropriate instruction

050 Familiarize with processes and tools

051 Determine what is still needed or unknown

09 Assisting to Comply

059 Determine user need

060 Assess context of situation

061 Access appropriate internal stored information and knowledge

062 Clarify information or process

063 Respond to need

064 Provide targeted education

065 Record interaction

08Promoting New

Services and Products

052 Identify and understand audience

053 Identify partners and competitors

054 Develop message

055 Determine delivery strategy

056 Provide internal support

057 Create brand strategy

058 Launch product or service

exChange

A transaction occurs in which required information is gathered, assessed and corrected before final submission and documentation. When required user actions are not taken, the system takes steps to ensure that user obligations and entitlements are fulfilled.

10 Preparing for Transaction

066 Collate information

067 Make known information available

068 Issue prompts

069 Seek guidance and instruction

070 Determine effort and resource requirements

071 Organize and manage information

072 Manage account preferences

073 Check and correct system accounts

11Assessing Correctness

of Information

074 Verify user identity

075 Check information

076 Verify source documentation

077 Warn about potential discrepancies or errors

078 Provide information to the system

079 Amend information

080 Confirm information

12 Finalising Exchange

081 Accept information into system

082 Record contextual notes

083 Provide transaction status to user

084 Correct previously accepted information

085 Store information

086 Transfer money and information

15Imposing Consequences

099 Determine level of culpability

100 Determine appropriate sanctions

101 Impose sanctions

102 Communicate decision rationale

13 Monitoring Compliance

087 Track user compliance behaviour

088 Rate user status

089 Detect non-compliance

090 Respond to behaviour

091 Surveil response

14 Seeking Resolution

092 Investigate situation

093 Present arguments

094 Reach agreement

095 Escalate dispute

096 Review impartially

097 Resolve through judicial process

098 Negotiate settlements

ProteCtion

The overall integrity and fairness of the system is upheld by understanding and responding to today’s compliance risks and providing accountability of actions to system users.

16Assessing

Compliance Risk

103 Establish context

104 Identify risks

105 Analyse identified risks

106 Assess and prioritise risks

107 Determine measures and indicators for major risk types

17Analysing

Compliance Behaviour

108 Monitor compliance levels

109 Gather and assess information about users

110 Segment users

111 Understand factors that influence compliance behaviours

112 Determine barriers to compliance

113 Assess positive compliance behaviours

114 Identify causes of non-compliance

18Developing Response

Strategies

115 Assess intent

116 Define design criteria

117 Identify solution options

118 Establish evaluation criteria

119 Select best solution option

19Demonstrating Accountability

120 Gather and respond to feedback

121 Report on performance and outcomes

122 Meet financial reporting requirements

123 Ensure adherence to rules

124 Maintain transparent channels to customers and stakeholders

125 Ensure lawful and ethical use of resources

126 Conduct performance review

adaPtation

To anticipate and prepare for tomorrow’s needs, the system undertakes a continual process of building knowledge, assessing internal and external environments, recognizing the need for change, and determining the best course of action.

20Managing Knowledge

127 Generate new knowledge

128 Access knowledge from outside sources

129 Use accessible knowledge for decision making

130 Inventory knowledge

131 Disseminate knowledge internally

132 Share knowledge externally

21 Assessing Current State

133 Analyse key external influences and emerging issues

134 Assess effectiveness and efficiency of processes

135 Measure performance of system components

136 Evaluate management of system

137 Evaluate system progress toward achieving overall goals

138 Determine overall system health

22 Incorporating Change

139 Determine need for improvement

140 Assess ability to change

141 Determine action

142 Develop implementation roadmap

143 Develop resources and capabilities

144 Plan and implement change strategies

145 Implement policies and projects

146 Evaluate impact of change

ComPlianCe systemhorizon 3: Compliance thinkinginland reVenUe

Function StructureFinal: 02 July 2009

Research and analyse the nature of the problem at all levels.

2

> Captures qualitative insights about problems.> Prompts immediate development of design

strategies and solutions.

10Preparing for Transaction

066 Collate information

067 Make known information available

068 Issue prompts

069 Seek guidance and instruction

070 Determine effort and resource requirements

071 Organize and manage information

072 Manage account preferences

073 Check and correct system accounts

Assessing Correctness

074 Verify user identity

075 Check information

076 Verify source documentation

077 Warn about potential discrepancies or errors

078 Provide information to the system

079 Amend information

080 Confirm information

Positioning

01Setting Strategic

Direction

001 Define the problem space

002 Review delivery capability

003 Develop guiding principles

004 Articulate a vision

005 Define strategic aims and objectives

006 Identify and manage organisational risks

007 Determine organisational and legislative priorities

008 Develop policy options

009 Assess policy options

010 Provide advice to government

02 Creating Awareness

011 Signal the purpose of the system

012 Create shared understanding of common good

013 Communicate desired norms

014 Create awareness of roles and responsibilities

015 Communicate rights

016 Clarify expectations and requirements

04Cultivating

Administrative Culture

024 Establish shared attitudes and practices

025 Display top management commitment

026 Document for institutional memory

027 Spread desired culture through positive engagement

028 Balance internal culture with external environment

029 Socialise staff

030 Define ethical standards and code of conduct

05Fostering Collaborative

Relationships

031 Establish a foundation for relationship building

032 Inventory relationships

033 Develop a relationship-building strategy and action plans

034 Align systems and structures to support collaboration

035 Form collaborative groups

036 Leverage relationships

037 Evaluate and continuously improve relationships

The guiding principles, rules, and procedures of the system are established, and system users are brought into alignment on how to view, understand, and participate in the system.

03 Increasing

Public Influence

017 Identify appropriate parties

018 Determine level of engagement

019 Provide relevant information

020 Encourage dialogue and participation

021 Accept and consider feedback

022 Recognise and communicate all viewpoints

023 Communicate how input affected decision

ConneCtion

Ongoing informational exchanges spanning user entry through exit maintain user awareness and knowledge, and allow and enhance necessary transactional exchanges.

06Conferring Status

038 Recognise need to activate/deactivate

039 Authenticate identity

040 Receive and verify information

041 Determine eligibility or liability

042 Update user status

043 Provide confirmation

044 Confirm required information

07Orienting

045 Provide detailed information on responsibilities

046 Clarify consequences of not complying

047 Encourage self-management

048 Determine knowledge level

049 Provide appropriate instruction

050 Familiarize with processes and tools

051 Determine what is still needed or unknown

09 Assisting to Comply

059 Determine user need

060 Assess context of situation

061 Access appropriate internal stored information and knowledge

062 Clarify information or process

063 Respond to need

064 Provide targeted education

065 Record interaction

08Promoting New

Services and Products

052 Identify and understand audience

053 Identify partners and competitors

054 Develop message

055 Determine delivery strategy

056 Provide internal support

057 Create brand strategy

058 Launch product or service

exChange

A transaction occurs in which required information is gathered, assessed and corrected before final submission and documentation. When required user actions are not taken, the system takes steps to ensure that user obligations and entitlements are fulfilled.

10 Preparing for Transaction

066 Collate information

067 Make known information available

068 Issue prompts

069 Seek guidance and instruction

070 Determine effort and resource requirements

071 Organize and manage information

072 Manage account preferences

073 Check and correct system accounts

11Assessing Correctness

of Information

074 Verify user identity

075 Check information

076 Verify source documentation

077 Warn about potential discrepancies or errors

078 Provide information to the system

079 Amend information

080 Confirm information

12 Finalising Exchange

081 Accept information into system

082 Record contextual notes

083 Provide transaction status to user

084 Correct previously accepted information

085 Store information

086 Transfer money and information

15Imposing Consequences

099 Determine level of culpability

100 Determine appropriate sanctions

101 Impose sanctions

102 Communicate decision rationale

13 Monitoring Compliance

087 Track user compliance behaviour

088 Rate user status

089 Detect non-compliance

090 Respond to behaviour

091 Surveil response

14 Seeking Resolution

092 Investigate situation

093 Present arguments

094 Reach agreement

095 Escalate dispute

096 Review impartially

097 Resolve through judicial process

098 Negotiate settlements

ProteCtion

The overall integrity and fairness of the system is upheld by understanding and responding to today’s compliance risks and providing accountability of actions to system users.

16Assessing

Compliance Risk

103 Establish context

104 Identify risks

105 Analyse identified risks

106 Assess and prioritise risks

107 Determine measures and indicators for major risk types

17Analysing

Compliance Behaviour

108 Monitor compliance levels

109 Gather and assess information about users

110 Segment users

111 Understand factors that influence compliance behaviours

112 Determine barriers to compliance

113 Assess positive compliance behaviours

114 Identify causes of non-compliance

18Developing Response

Strategies

115 Assess intent

116 Define design criteria

117 Identify solution options

118 Establish evaluation criteria

119 Select best solution option

19Demonstrating Accountability

120 Gather and respond to feedback

121 Report on performance and outcomes

122 Meet financial reporting requirements

123 Ensure adherence to rules

124 Maintain transparent channels to customers and stakeholders

125 Ensure lawful and ethical use of resources

126 Conduct performance review

adaPtation

To anticipate and prepare for tomorrow’s needs, the system undertakes a continual process of building knowledge, assessing internal and external environments, recognizing the need for change, and determining the best course of action.

20Managing Knowledge

127 Generate new knowledge

128 Access knowledge from outside sources

129 Use accessible knowledge for decision making

130 Inventory knowledge

131 Disseminate knowledge internally

132 Share knowledge externally

21 Assessing Current State

133 Analyse key external influences and emerging issues

134 Assess effectiveness and efficiency of processes

135 Measure performance of system components

136 Evaluate management of system

137 Evaluate system progress toward achieving overall goals

138 Determine overall system health

22 Incorporating Change

139 Determine need for improvement

140 Assess ability to change

141 Determine action

142 Develop implementation roadmap

143 Develop resources and capabilities

144 Plan and implement change strategies

145 Implement policies and projects

146 Evaluate impact of change

ComPlianCe systemhorizon 3: Compliance thinkinginland reVenUe

Function StructureFinal: 02 July 2009

Idea

Positioning

01Setting Strategic

Direction

001 Define the problem space

002 Review delivery capability

003 Develop guiding principles

004 Articulate a vision

005 Define strategic aims and objectives

006 Identify and manage organisational risks

007 Determine organisational and legislative priorities

008 Develop policy options

009 Assess policy options

010 Provide advice to government

02 Creating Awareness

011 Signal the purpose of the system

012 Create shared understanding of common good

013 Communicate desired norms

014 Create awareness of roles and responsibilities

015 Communicate rights

016 Clarify expectations and requirements

04Cultivating

Administrative Culture

024 Establish shared attitudes and practices

025 Display top management commitment

026 Document for institutional memory

027 Spread desired culture through positive engagement

028 Balance internal culture with external environment

029 Socialise staff

030 Define ethical standards and code of conduct

05Fostering Collaborative

Relationships

031 Establish a foundation for relationship building

032 Inventory relationships

033 Develop a relationship-building strategy and action plans

034 Align systems and structures to support collaboration

035 Form collaborative groups

036 Leverage relationships

037 Evaluate and continuously improve relationships

The guiding principles, rules, and procedures of the system are established, and system users are brought into alignment on how to view, understand, and participate in the system.

03 Increasing

Public Influence

017 Identify appropriate parties

018 Determine level of engagement

019 Provide relevant information

020 Encourage dialogue and participation

021 Accept and consider feedback

022 Recognise and communicate all viewpoints

023 Communicate how input affected decision

ConneCtion

Ongoing informational exchanges spanning user entry through exit maintain user awareness and knowledge, and allow and enhance necessary transactional exchanges.

06Conferring Status

038 Recognise need to activate/deactivate

039 Authenticate identity

040 Receive and verify information

041 Determine eligibility or liability

042 Update user status

043 Provide confirmation

044 Confirm required information

07Orienting

045 Provide detailed information on responsibilities

046 Clarify consequences of not complying

047 Encourage self-management

048 Determine knowledge level

049 Provide appropriate instruction

050 Familiarize with processes and tools

051 Determine what is still needed or unknown

09 Assisting to Comply

059 Determine user need

060 Assess context of situation

061 Access appropriate internal stored information and knowledge

062 Clarify information or process

063 Respond to need

064 Provide targeted education

065 Record interaction

08Promoting New

Services and Products

052 Identify and understand audience

053 Identify partners and competitors

054 Develop message

055 Determine delivery strategy

056 Provide internal support

057 Create brand strategy

058 Launch product or service

exChange

A transaction occurs in which required information is gathered, assessed and corrected before final submission and documentation. When required user actions are not taken, the system takes steps to ensure that user obligations and entitlements are fulfilled.

10 Preparing for Transaction

066 Collate information

067 Make known information available

068 Issue prompts

069 Seek guidance and instruction

070 Determine effort and resource requirements

071 Organize and manage information

072 Manage account preferences

073 Check and correct system accounts

11Assessing Correctness

of Information

074 Verify user identity

075 Check information

076 Verify source documentation

077 Warn about potential discrepancies or errors

078 Provide information to the system

079 Amend information

080 Confirm information

12 Finalising Exchange

081 Accept information into system

082 Record contextual notes

083 Provide transaction status to user

084 Correct previously accepted information

085 Store information

086 Transfer money and information

15Imposing Consequences

099 Determine level of culpability

100 Determine appropriate sanctions

101 Impose sanctions

102 Communicate decision rationale

13 Monitoring Compliance

087 Track user compliance behaviour

088 Rate user status

089 Detect non-compliance

090 Respond to behaviour

091 Surveil response

14 Seeking Resolution

092 Investigate situation

093 Present arguments

094 Reach agreement

095 Escalate dispute

096 Review impartially

097 Resolve through judicial process

098 Negotiate settlements

ProteCtion

The overall integrity and fairness of the system is upheld by understanding and responding to today’s compliance risks and providing accountability of actions to system users.

16Assessing

Compliance Risk

103 Establish context

104 Identify risks

105 Analyse identified risks

106 Assess and prioritise risks

107 Determine measures and indicators for major risk types

17Analysing

Compliance Behaviour

108 Monitor compliance levels

109 Gather and assess information about users

110 Segment users

111 Understand factors that influence compliance behaviours

112 Determine barriers to compliance

113 Assess positive compliance behaviours

114 Identify causes of non-compliance

18Developing Response

Strategies

115 Assess intent

116 Define design criteria

117 Identify solution options

118 Establish evaluation criteria

119 Select best solution option

19Demonstrating Accountability

120 Gather and respond to feedback

121 Report on performance and outcomes

122 Meet financial reporting requirements

123 Ensure adherence to rules

124 Maintain transparent channels to customers and stakeholders

125 Ensure lawful and ethical use of resources

126 Conduct performance review

adaPtation

To anticipate and prepare for tomorrow’s needs, the system undertakes a continual process of building knowledge, assessing internal and external environments, recognizing the need for change, and determining the best course of action.

20Managing Knowledge

127 Generate new knowledge

128 Access knowledge from outside sources

129 Use accessible knowledge for decision making

130 Inventory knowledge

131 Disseminate knowledge internally

132 Share knowledge externally

21 Assessing Current State

133 Analyse key external influences and emerging issues

134 Assess effectiveness and efficiency of processes

135 Measure performance of system components

136 Evaluate management of system

137 Evaluate system progress toward achieving overall goals

138 Determine overall system health

22 Incorporating Change

139 Determine need for improvement

140 Assess ability to change

141 Determine action

142 Develop implementation roadmap

143 Develop resources and capabilities

144 Plan and implement change strategies

145 Implement policies and projects

146 Evaluate impact of change

ComPlianCe systemhorizon 3: Compliance thinkinginland reVenUe

Function StructureFinal: 02 July 2009

Establish the functions that the system and users must perform.

1

AN

ALY

SIS

InSIGHT

Horizon 3: Compliance Thinking | Inland Revenue 7

Positioning

01Setting Strategic

Direction

001 Define the problem space

002 Review delivery capability

003 Develop guiding principles

004 Articulate a vision

005 Define strategic aims and objectives

006 Identify and manage organisational risks

007 Determine organisational and legislative priorities

008 Develop policy options

009 Assess policy options

010 Provide advice to government

02 Creating Awareness

011 Signal the purpose of the system

012 Create shared understanding of common good

013 Communicate desired norms

014 Create awareness of roles and responsibilities

015 Communicate rights

016 Clarify expectations and requirements

04Cultivating

Administrative Culture

024 Establish shared attitudes and practices

025 Display top management commitment

026 Document for institutional memory

027 Spread desired culture through positive engagement

028 Balance internal culture with external environment

029 Socialise staff

030 Define ethical standards and code of conduct

05Fostering Collaborative

Relationships

031 Establish a foundation for relationship building

032 Inventory relationships

033 Develop a relationship-building strategy and action plans

034 Align systems and structures to support collaboration

035 Form collaborative groups

036 Leverage relationships

037 Evaluate and continuously improve relationships

The guiding principles, rules, and procedures of the system are established, and system users are brought into alignment on how to view, understand, and participate in the system.

03 Increasing

Public Influence

017 Identify appropriate parties

018 Determine level of engagement

019 Provide relevant information

020 Encourage dialogue and participation

021 Accept and consider feedback

022 Recognise and communicate all viewpoints

023 Communicate how input affected decision

ConneCtion

Ongoing informational exchanges spanning user entry through exit maintain user awareness and knowledge, and allow and enhance necessary transactional exchanges.

06Conferring Status

038 Recognise need to activate/deactivate

039 Authenticate identity

040 Receive and verify information

041 Determine eligibility or liability

042 Update user status

043 Provide confirmation

044 Confirm required information

07Orienting

045 Provide detailed information on responsibilities

046 Clarify consequences of not complying

047 Encourage self-management

048 Determine knowledge level

049 Provide appropriate instruction

050 Familiarize with processes and tools

051 Determine what is still needed or unknown

09 Assisting to Comply

059 Determine user need

060 Assess context of situation

061 Access appropriate internal stored information and knowledge

062 Clarify information or process

063 Respond to need

064 Provide targeted education

065 Record interaction

08Promoting New

Services and Products

052 Identify and understand audience

053 Identify partners and competitors

054 Develop message

055 Determine delivery strategy

056 Provide internal support

057 Create brand strategy

058 Launch product or service

exChange

A transaction occurs in which required information is gathered, assessed and corrected before final submission and documentation. When required user actions are not taken, the system takes steps to ensure that user obligations and entitlements are fulfilled.

10 Preparing for Transaction

066 Collate information

067 Make known information available

068 Issue prompts

069 Seek guidance and instruction

070 Determine effort and resource requirements

071 Organize and manage information

072 Manage account preferences

073 Check and correct system accounts

11Assessing Correctness

of Information

074 Verify user identity

075 Check information

076 Verify source documentation

077 Warn about potential discrepancies or errors

078 Provide information to the system

079 Amend information

080 Confirm information

12 Finalising Exchange

081 Accept information into system

082 Record contextual notes

083 Provide transaction status to user

084 Correct previously accepted information

085 Store information

086 Transfer money and information

15Imposing Consequences

099 Determine level of culpability

100 Determine appropriate sanctions

101 Impose sanctions

102 Communicate decision rationale

13 Monitoring Compliance

087 Track user compliance behaviour

088 Rate user status

089 Detect non-compliance

090 Respond to behaviour

091 Surveil response

14 Seeking Resolution

092 Investigate situation

093 Present arguments

094 Reach agreement

095 Escalate dispute

096 Review impartially

097 Resolve through judicial process

098 Negotiate settlements

ProteCtion

The overall integrity and fairness of the system is upheld by understanding and responding to today’s compliance risks and providing accountability of actions to system users.

16Assessing

Compliance Risk

103 Establish context

104 Identify risks

105 Analyse identified risks

106 Assess and prioritise risks

107 Determine measures and indicators for major risk types

17Analysing

Compliance Behaviour

108 Monitor compliance levels

109 Gather and assess information about users

110 Segment users

111 Understand factors that influence compliance behaviours

112 Determine barriers to compliance

113 Assess positive compliance behaviours

114 Identify causes of non-compliance

18Developing Response

Strategies

115 Assess intent

116 Define design criteria

117 Identify solution options

118 Establish evaluation criteria

119 Select best solution option

19Demonstrating Accountability

120 Gather and respond to feedback

121 Report on performance and outcomes

122 Meet financial reporting requirements

123 Ensure adherence to rules

124 Maintain transparent channels to customers and stakeholders

125 Ensure lawful and ethical use of resources

126 Conduct performance review

adaPtation

To anticipate and prepare for tomorrow’s needs, the system undertakes a continual process of building knowledge, assessing internal and external environments, recognizing the need for change, and determining the best course of action.

20Managing Knowledge

127 Generate new knowledge

128 Access knowledge from outside sources

129 Use accessible knowledge for decision making

130 Inventory knowledge

131 Disseminate knowledge internally

132 Share knowledge externally

21 Assessing Current State

133 Analyse key external influences and emerging issues

134 Assess effectiveness and efficiency of processes

135 Measure performance of system components

136 Evaluate management of system

137 Evaluate system progress toward achieving overall goals

138 Determine overall system health

22 Incorporating Change

139 Determine need for improvement

140 Assess ability to change

141 Determine action

142 Develop implementation roadmap

143 Develop resources and capabilities

144 Plan and implement change strategies

145 Implement policies and projects

146 Evaluate impact of change

ComPlianCe systemhorizon 3: Compliance thinkinginland reVenUe

Function StructureFinal: 02 July 2009

Research and analyse the nature of the problem at all levels.

2

> Captures qualitative insights about problems.> Prompts immediate development of design

strategies and solutions.

Positioning

01Setting Strategic

Direction

001 Define the problem space

002 Review delivery capability

003 Develop guiding principles

004 Articulate a vision

005 Define strategic aims and objectives

006 Identify and manage organisational risks

007 Determine organisational and legislative priorities

008 Develop policy options

009 Assess policy options

010 Provide advice to government

02 Creating Awareness

011 Signal the purpose of the system

012 Create shared understanding of common good

013 Communicate desired norms

014 Create awareness of roles and responsibilities

015 Communicate rights

016 Clarify expectations and requirements

04Cultivating

Administrative Culture

024 Establish shared attitudes and practices

025 Display top management commitment

026 Document for institutional memory

027 Spread desired culture through positive engagement

028 Balance internal culture with external environment

029 Socialise staff

030 Define ethical standards and code of conduct

05Fostering Collaborative

Relationships

031 Establish a foundation for relationship building

032 Inventory relationships

033 Develop a relationship-building strategy and action plans

034 Align systems and structures to support collaboration

035 Form collaborative groups

036 Leverage relationships

037 Evaluate and continuously improve relationships

The guiding principles, rules, and procedures of the system are established, and system users are brought into alignment on how to view, understand, and participate in the system.

03 Increasing

Public Influence

017 Identify appropriate parties

018 Determine level of engagement

019 Provide relevant information

020 Encourage dialogue and participation

021 Accept and consider feedback

022 Recognise and communicate all viewpoints

023 Communicate how input affected decision

ConneCtion

Ongoing informational exchanges spanning user entry through exit maintain user awareness and knowledge, and allow and enhance necessary transactional exchanges.

06Conferring Status

038 Recognise need to activate/deactivate

039 Authenticate identity

040 Receive and verify information

041 Determine eligibility or liability

042 Update user status

043 Provide confirmation

044 Confirm required information

07Orienting

045 Provide detailed information on responsibilities

046 Clarify consequences of not complying

047 Encourage self-management

048 Determine knowledge level

049 Provide appropriate instruction

050 Familiarize with processes and tools

051 Determine what is still needed or unknown

09 Assisting to Comply

059 Determine user need

060 Assess context of situation

061 Access appropriate internal stored information and knowledge

062 Clarify information or process

063 Respond to need

064 Provide targeted education

065 Record interaction

08Promoting New

Services and Products

052 Identify and understand audience

053 Identify partners and competitors

054 Develop message

055 Determine delivery strategy

056 Provide internal support

057 Create brand strategy

058 Launch product or service

exChange

A transaction occurs in which required information is gathered, assessed and corrected before final submission and documentation. When required user actions are not taken, the system takes steps to ensure that user obligations and entitlements are fulfilled.

10 Preparing for Transaction

066 Collate information

067 Make known information available

068 Issue prompts

069 Seek guidance and instruction

070 Determine effort and resource requirements

071 Organize and manage information

072 Manage account preferences

073 Check and correct system accounts

11Assessing Correctness

of Information

074 Verify user identity

075 Check information

076 Verify source documentation

077 Warn about potential discrepancies or errors

078 Provide information to the system

079 Amend information

080 Confirm information

12 Finalising Exchange

081 Accept information into system

082 Record contextual notes

083 Provide transaction status to user

084 Correct previously accepted information

085 Store information

086 Transfer money and information

15Imposing Consequences

099 Determine level of culpability

100 Determine appropriate sanctions

101 Impose sanctions

102 Communicate decision rationale

13 Monitoring Compliance

087 Track user compliance behaviour

088 Rate user status

089 Detect non-compliance

090 Respond to behaviour

091 Surveil response

14 Seeking Resolution

092 Investigate situation

093 Present arguments

094 Reach agreement

095 Escalate dispute

096 Review impartially

097 Resolve through judicial process

098 Negotiate settlements

ProteCtion

The overall integrity and fairness of the system is upheld by understanding and responding to today’s compliance risks and providing accountability of actions to system users.

16Assessing

Compliance Risk

103 Establish context

104 Identify risks

105 Analyse identified risks

106 Assess and prioritise risks

107 Determine measures and indicators for major risk types

17Analysing

Compliance Behaviour

108 Monitor compliance levels

109 Gather and assess information about users

110 Segment users

111 Understand factors that influence compliance behaviours

112 Determine barriers to compliance

113 Assess positive compliance behaviours

114 Identify causes of non-compliance

18Developing Response

Strategies

115 Assess intent

116 Define design criteria

117 Identify solution options

118 Establish evaluation criteria

119 Select best solution option

19Demonstrating Accountability

120 Gather and respond to feedback

121 Report on performance and outcomes

122 Meet financial reporting requirements

123 Ensure adherence to rules

124 Maintain transparent channels to customers and stakeholders

125 Ensure lawful and ethical use of resources

126 Conduct performance review

adaPtation

To anticipate and prepare for tomorrow’s needs, the system undertakes a continual process of building knowledge, assessing internal and external environments, recognizing the need for change, and determining the best course of action.

20Managing Knowledge

127 Generate new knowledge

128 Access knowledge from outside sources

129 Use accessible knowledge for decision making

130 Inventory knowledge

131 Disseminate knowledge internally

132 Share knowledge externally

21 Assessing Current State

133 Analyse key external influences and emerging issues

134 Assess effectiveness and efficiency of processes

135 Measure performance of system components

136 Evaluate management of system

137 Evaluate system progress toward achieving overall goals

138 Determine overall system health

22 Incorporating Change

139 Determine need for improvement

140 Assess ability to change

141 Determine action

142 Develop implementation roadmap

143 Develop resources and capabilities

144 Plan and implement change strategies

145 Implement policies and projects

146 Evaluate impact of change

ComPlianCe systemhorizon 3: Compliance thinkinginland reVenUe

Function StructureFinal: 02 July 2009

Idea

Positioning

01Setting Strategic

Direction

001 Define the problem space

002 Review delivery capability

003 Develop guiding principles

004 Articulate a vision

005 Define strategic aims and objectives

006 Identify and manage organisational risks

007 Determine organisational and legislative priorities

008 Develop policy options

009 Assess policy options

010 Provide advice to government

02 Creating Awareness

011 Signal the purpose of the system

012 Create shared understanding of common good

013 Communicate desired norms

014 Create awareness of roles and responsibilities

015 Communicate rights

016 Clarify expectations and requirements

04Cultivating

Administrative Culture

024 Establish shared attitudes and practices

025 Display top management commitment

026 Document for institutional memory

027 Spread desired culture through positive engagement

028 Balance internal culture with external environment

029 Socialise staff

030 Define ethical standards and code of conduct

05Fostering Collaborative

Relationships

031 Establish a foundation for relationship building

032 Inventory relationships

033 Develop a relationship-building strategy and action plans

034 Align systems and structures to support collaboration

035 Form collaborative groups

036 Leverage relationships

037 Evaluate and continuously improve relationships

The guiding principles, rules, and procedures of the system are established, and system users are brought into alignment on how to view, understand, and participate in the system.

03 Increasing

Public Influence

017 Identify appropriate parties

018 Determine level of engagement

019 Provide relevant information

020 Encourage dialogue and participation

021 Accept and consider feedback

022 Recognise and communicate all viewpoints

023 Communicate how input affected decision

ConneCtion

Ongoing informational exchanges spanning user entry through exit maintain user awareness and knowledge, and allow and enhance necessary transactional exchanges.

06Conferring Status

038 Recognise need to activate/deactivate

039 Authenticate identity

040 Receive and verify information

041 Determine eligibility or liability

042 Update user status

043 Provide confirmation

044 Confirm required information

07Orienting

045 Provide detailed information on responsibilities

046 Clarify consequences of not complying

047 Encourage self-management

048 Determine knowledge level

049 Provide appropriate instruction

050 Familiarize with processes and tools

051 Determine what is still needed or unknown

09 Assisting to Comply

059 Determine user need

060 Assess context of situation

061 Access appropriate internal stored information and knowledge

062 Clarify information or process

063 Respond to need

064 Provide targeted education

065 Record interaction

08Promoting New

Services and Products

052 Identify and understand audience

053 Identify partners and competitors

054 Develop message

055 Determine delivery strategy

056 Provide internal support

057 Create brand strategy

058 Launch product or service

exChange

A transaction occurs in which required information is gathered, assessed and corrected before final submission and documentation. When required user actions are not taken, the system takes steps to ensure that user obligations and entitlements are fulfilled.

10 Preparing for Transaction

066 Collate information

067 Make known information available

068 Issue prompts

069 Seek guidance and instruction

070 Determine effort and resource requirements

071 Organize and manage information

072 Manage account preferences

073 Check and correct system accounts

11Assessing Correctness

of Information

074 Verify user identity

075 Check information

076 Verify source documentation

077 Warn about potential discrepancies or errors

078 Provide information to the system

079 Amend information

080 Confirm information

12 Finalising Exchange

081 Accept information into system

082 Record contextual notes

083 Provide transaction status to user

084 Correct previously accepted information

085 Store information

086 Transfer money and information

15Imposing Consequences

099 Determine level of culpability

100 Determine appropriate sanctions

101 Impose sanctions

102 Communicate decision rationale

13 Monitoring Compliance

087 Track user compliance behaviour

088 Rate user status

089 Detect non-compliance

090 Respond to behaviour

091 Surveil response

14 Seeking Resolution

092 Investigate situation

093 Present arguments

094 Reach agreement

095 Escalate dispute

096 Review impartially

097 Resolve through judicial process

098 Negotiate settlements

ProteCtion

The overall integrity and fairness of the system is upheld by understanding and responding to today’s compliance risks and providing accountability of actions to system users.

16Assessing

Compliance Risk

103 Establish context

104 Identify risks

105 Analyse identified risks

106 Assess and prioritise risks

107 Determine measures and indicators for major risk types

17Analysing

Compliance Behaviour

108 Monitor compliance levels

109 Gather and assess information about users

110 Segment users

111 Understand factors that influence compliance behaviours

112 Determine barriers to compliance

113 Assess positive compliance behaviours

114 Identify causes of non-compliance

18Developing Response

Strategies

115 Assess intent

116 Define design criteria

117 Identify solution options

118 Establish evaluation criteria

119 Select best solution option

19Demonstrating Accountability

120 Gather and respond to feedback

121 Report on performance and outcomes

122 Meet financial reporting requirements

123 Ensure adherence to rules

124 Maintain transparent channels to customers and stakeholders

125 Ensure lawful and ethical use of resources

126 Conduct performance review

adaPtation

To anticipate and prepare for tomorrow’s needs, the system undertakes a continual process of building knowledge, assessing internal and external environments, recognizing the need for change, and determining the best course of action.

20Managing Knowledge

127 Generate new knowledge

128 Access knowledge from outside sources

129 Use accessible knowledge for decision making

130 Inventory knowledge

131 Disseminate knowledge internally

132 Share knowledge externally

21 Assessing Current State

133 Analyse key external influences and emerging issues

134 Assess effectiveness and efficiency of processes

135 Measure performance of system components

136 Evaluate management of system

137 Evaluate system progress toward achieving overall goals

138 Determine overall system health

22 Incorporating Change

139 Determine need for improvement

140 Assess ability to change

141 Determine action

142 Develop implementation roadmap

143 Develop resources and capabilities

144 Plan and implement change strategies

145 Implement policies and projects

146 Evaluate impact of change

ComPlianCe systemhorizon 3: Compliance thinkinginland reVenUe

Function StructureFinal: 02 July 2009

Establish the functions that the system and users must perform.

1

AN

ALY

SIS

InSIGHT

pAGE 5amber LindhoLm portfolio 2010

+ identifi ed key areas the organization needs to address in future compliance initiatives.

+ Provided high-level concepts to illustrate the application of these strategies.

SYSTemS ThinKinG For innoVaT ion (2 of 3)

Inland Revenue • December 200928

learninglabs

ilearn

gurus

Ir educates account works

1

$$

$$$

2

work It out

Self-management Planner

Q&a

your Plan!

1

2Profiler

key deSIred aSPeCTS

Progressive confi dence-building + tailored optionsfiltered information + networked tools and services

Customer-centric processes + simple + supportive + easy to navigate

Simplify complexity + effi cient and transparent processes

ConneCTIon

exCHangeConfi rmation + confi dence

orIgInaTIng mode

Self-managemenT maTUraTIonempowers customers to self-manage through a process of learning and growth.

ConCePTS

Builds knowledge and familiarises with processes.

Aids customer decision-making.

Matches people up with the right resources.

System Element TITLE Self-Management Planner

Version: 2 Date: 18 Sept 2009 Date of first version: 11 Sept 2009 Pg 2

people are thinking about using or are using and their satisfaction and success with them) • Supports development of customised suites of options based on discrete micro-segmented customer groups [Self-management spectrum indicators]

FULFILLED FUNCTIONS

F47. Encourage self-management F50. Familiarise with processes and tools F59. Determine user need F60. Assess context of situation F63. Respond to need

F69. Seek guidance and instruction F70. Determine effort and resource requirements

ASSOCIATED DESIGN FACTORS

Total self-management does not suit everyone No common definition of self-management System viewed as too complex Financial literacy and its perceived value is low

DISCUSSION

The Self-Management Planner is a toolkit that empowers customers to identify and make decisions on the best methods to prepare for and meet their responsibilities. It is designed with the understanding that customers may have different levels of self-sufficiency when managing their responsibilities due to a number of factors, including: personality traits or personal habits, existing knowledge and skills, and cultural or language requirements. The aim is to promote self-management behaviours early so that customers do not unintentionally fail to do the right thing.

The Self-Management Planner is an online, interactive resource that presents itself to customers at various points in their long-term relationship with Inland Revenue. It is accessible via the web site as a general resource for anyone, but is also able to be accessed, stored, and updated via a customer’s own Account Manager. Proactive prompting to access the Self-Management Planner results from a customer’s change in system status (e.g. entering into a student loan agreement, registering for a business, accessing Working for Families entitlements). The planner is particularly valuable for the self-management set-up process; however, the Self-Management Planner is more than a one-time interaction with a customer. It helps customers follow-through on decisions that they have made about how to meet their obligations by providing ongoing prompts and cues, and gives opportunities for a customer to reassess the decisions they have made. The Self-Management Planner contains a Self-Management Profiler which gathers information about a customer in a number of categories in order to assess their needs. The main method to gather this information is through a multiple-choice, question and answer format that uses easy-to-understand language. The cumulative resulting answers place the customer at a point along a spectrum for each indicator. Indicators might include Technical Capability, Risk Aversion, Financial Literacy, Self-Reliance, and Institutional Aversion; a customer is placed along a spectrum from high to low for each indicator. Information gathered from the Self-Management Profiler is stored by the IntelliAction System and associated with the User Profile of the customer. A customer’s self-management profile is continually refined by information gathered by the IntelliAction System (e.g. automatic capture of actual usage of various services, manual adjustment by frontline staff). [The categories of information in the Self-Management Profiler are derived from the Self-Management Model. This model is an Inland Revenue framework that is based on considerable user research and insights. It helps to create a shared organisational understanding of the different factors that affect self-management.] When a customer is logged in to online services, the Self-Management Planner is able to access a customer’s unique User Profile, which also contains data about a customer’s specific obligations and personal data such as income level, gender, and language preference. Once the customer has completed the Self-Management Profiler, the Self-Management Planner assesses all of the information to present a suite of options (e.g. information sources, support and educational resources, financial management tools) to the customer. The recommendations address various customer needs and link to resources provided by Inland Revenue, as well as

SysSysSy tetet m ElElE ement TITLE Self-Management Planner

Version: 2 Date: 18 Sept 2009 Date of first version: 11 Sept 2009 Pg 2

people are thinking about using or are using and their satisfaction and success with them)• Supports development of customised suites of options based on discrete micro-segmented customer[Self-f-f management spectrum indicators]

FULFILLED FUNCTIONS

F47. Encourage self-f-f managementF50. Familiarise with processes and toolsF59. Determine user need

F60. Assess context of situationF63. Respond to need

F69. Seek guidance and instructionF70. Determine efffff ort and resource requirements

ASSOCIATED DESIGN FACTORS

Total self-f-f management does not suit everyoneNo common definition of self-f-f managementSystem viewed as too complexFinancial literacy and its perceived value is lo

DISCUSSION

The Self-Management Planner is a toolkit that empowers customers to identify and make decisions on tmethods to prepare for and meet their responsibilities. It is designed with the understanding that customhave difffff erent levels of self-f-f sufffff ifif ciency when managing their responsibilities due to a number of factorsincluding: personality traits or personal habits, existing knowledge and skills, and cultural or languagerequirements. The aim is to promote self-f-f management behaviours early so that customers do not unintefail to do the right thing.

The Self-Management Planner is an online, interactive resource that presents itself to customers at varioin their long-term relationship with Inland Revenue. It is accessible via the web site as a general resourcanyone, but is also able to be accessed, stored, and updatetet d via a customer’s own Account Manager. Proaprompting to access the Self-Management Planner results from a customer’s change in system status (e.entering into a student loan agreement, registering for a business, accessing Working for Families entitlThe planner is particularly valuable for the self-f-f management set-t-t up process; however, the Self-ManagePlanner is more than a one-time interaction with a customer. It helps customers follow-through on decisiothey have made about how to meet their obligations by providing ongoing prompts and cues, and givesopportunities for a customer to reassess the decisions they have made.The Self-Management Planner contains a Self-Management Profiler which gathers information about acustomer in a number of categories in order to assess their needs. The main method to gather this informthrough a multiple-choice, question and answer format ththt at uses easy-to-understand language. The cumresulting answers place the customer at a point along a spectrum for each indicator. Indicators might incluTechnical Capability, Risk Aversion, Financial Literacy, Self-f-f Reliance, and Institutional Aversion; a custoplaced along a spectrum from high to low for each indicator. Information gathered from the Self-ManageProfiler is stored by the IntelliAction System and associated with the User Profile ofofo the customer. A cusself-f-f management profile is continually refined by information gathered by the IntelliAction System (e.gautomatic capture of actual usage of various services, manual adjdjd ustment by frontline stafffff ).[The categories of information in the Self-Management Profiler are derived from the Self-ManagementThis model is an Inland Revenue framework that is based on considerable user research and insights. It hcreate a shared organisational understanding of the difffff efef rent factors that afffff ect self-f-f management.]When a customer is logged in to online services, the Self-Management Planner is able to access a customeunique User Profile, which also contains data about a customer’s specific obligations and personal data suincome level, gender, and language preference. Once the customer has completed the Self-ManagementProfiler,r,r the Self-Management Planner assesses all of the information to present a suite of options (e.g.information sources, support and educational resources, financial management tools) to the customer. Therecommendations address various customer needs and link to resources provided by Inland Revenue, as

System Element TITLE Self-Management Planner

Version: 2 Date: 18 Sept 2009 Date of first version: 11 Sept 2009 Pg 1

PROJECT

Horizon 3: Compliance Thinking

ORIGINATOR

Amber Lindholm

CONTRIBUTORS

7 August 2009 Full team

17 Sept 2009 Sharon Campbell

SUPERSET ELEMENTS

IntelliAction System (system

that collects, stores, analyses

customer interactions to gain broad

customer understanding and to

allow tailored interactions and

interventions directed to specific

individuals from all parts of the

business)

STATUS

Modified – Self-Management Profiler

SOURCE

‘Money Personality Profiler’ on

www. sorted.org.nz; Developed by NZ

Retirement Commission

SUBSET ELEMENTS

Self-Management Model

Self-Management Profiler

RELATED ELEMENTS

Account Manager

User Profile (stores who they are, what

their preferences are, interactions, history,

compliance grade, etc.)

Resource Network Database

DESCRIPTION

An online toolkit to help customers self-manage their IR responsibilities by: a) optimising customers’ capacity to

acquire needed skills and access the appropriate resources, b) supporting decision-making, and c) building

confidence in their ability to use support services. Provides services that respond to individual preferences and

circumstances, and caters to particular needs and cultural requirements.

PROPERTIES – WHAT IT MUST BE

• Interactive, online decision-making tool for customers

• Data collection of customer’s self-management style, preferences, and needs [Self-Management Profiler]

• Personalised recommendations on customer self-management options

• Self-management option tips, case studies, and testimonials

• Direct connection and access to self-management options

• Tracking of customer fulfilment of recommendations

• Ongoing intelligent prompts and cues

• Comprehensive catalogue of customer self-management options, both internal and external

• Self-management spectrum indicators

FEATURES – WHAT IT MUST DO

• Supports customers in decision-making on how to set up and prepare for transactions with Inland Revenue

• Helps customers determine the processes and systems that a customer will use to self-manage

• Communicates the benefits of specific self-management options, channels, etc. (e.g. time, money, personal risk,

environmental concerns, safety and security)

• Suggests education, support and resources based on a customer’s needs and profile

• Tracks and reviews activities to help understand customer’s progression in self-management

• Directs customers to pursue self-management recommendations and helps advance customers into more

advanced or better-suited options for self-management [Ongoing intelligent prompts and cues]

• Contributes to understanding of spectrum of self-management and enhances knowledge about types of

options customers are interested in for self-management in order to improve suggestions (i.e. tracks what

Concept documents specify requirements for design team to take forward in next phase.

Horizon 3: Compliance � inking with Inland Revenue, the tax and social policy administration of New Zealand

OUTCOMES Delivered extensive documentation of insights and ideas. Created a framework to infl uence the way the organization approaches tax compliance, broadening the perspective beyond the traditional focus on enforcement.

AIM Project sponsors initiated this R&D project to take a broad look across the whole tax and social policy system to explore new compliance directions and to test implemention of an innovation planning process within their organization.

pAGE 6amber LindhoLm portfolio 2010

+ delivered visual frameworks for conversation-building inside and outside the organisation.

+ incorporated research from international academics and tax departments in deliverables.

SYSTemS ThinKinG For innoVaT ion (3 of 3)

Individuals are surrounded by a complex, shifting ecosystem that infl uences tax morale – attitudes, beliefs, and motivations – about the tax system over time. Understanding these dynamics is crucial to design for long-term, sustainable compliance.

MORAL AND SOCIAL DYNAMICS OF TAX COMPLIANCE

SUPPORT NETWORKS

GOVERNMENT DEPARTMENTS

TRADITIONALMEDIA

COMMUNITY ORGANISATIONS

Civic Duty

public goods and services

Social Contract

societal responsibilities

trust and integrity

Our contributions collectively support a better society.

Institutional Integrity

INDIVIDUAL

GOVERNMENTIR

PROFESSIONAL AND INDUSTRY BODIES

SOCIAL MEDIA

FAMILY AND FRIENDS

COMMUNITIES OF PRACTICE

FINANCIAL INSTITUTIONS

EMPLOYER

INTERMEDIARIES

IR FRONT LINE STAFF

SOCIAL NETWORKS

Alliances

attitudesbehavioursadviceconversationsvalues

We share in the role of helping make the system work.

SUPPORT NETWORKS

educationassistancetoolsinformationadvice

We share in the role of helping make the system work.

SOCIAL NETWORKS

Associations

Reciprocity

Personal Norms

INDIVIDUAL

Social Norms

SOCIAL NETWORKS

PUBLIC FORUMS

INDIVIDUAL

I have trust in IR and am not afraid to interact with them.

IR understands my world and wants me to succeed.

staff moraleProcedural Justice

trust and confi dence

respect and fairness

co-operation

responsiveness

transparency

I understand what matters to the community and incorporate it in my decisions. Image of Institution

IR and Government want to hear our voice and actually listen.

Public Acceptance

Perception of institutional integrityBelief in societal value + individual benefi tsSense of duty + sense of loyalty

Proactive mistake resolution + genuine communication Synergistic relationship with public communityLevel of customer engagement + emotional bond

TRUST + COMMITMENT

We are empowered to advocate for compliance and positively represent IR in social settings.

CO

MM

UN

ITY

PER

CEPTIO

NS

SOC

IAL

NO

RMS

GOVERNMENTIR

GOVERNMENTIR

PUBLIC COMMUNITY PUBLIC COMMUNITY

INLAND REVENUEIR

INLAND REVENUEIR

PUBLIC COMMUNITY

I contribute my fair share because I know others are too.

PUBLIC COMMUNITY

IR takes fast, fi rm, and fair action against non-compliers.

Visibility of Compliance Enforcement

The value I get in return for my contribution is fair for me.

Distributive Fairness

Quality of Experience

participation

Co-operative Attitude

Visibility of Public Value

Early Prevention of Non-Compliance

preferences

Horizon 3: Compliance ThinkingFINAL: 16 December 2009

culture

INLAND REVENUEIR

capability

Reputation of Authority

OTHER

OTHER

experiences + interactions

attitudes + beliefs

morals + values

INDIVIDUAL

TAX MORALE

COMPLIANCE

PE

RSO

N

AL CONTEXT

Knowledge level + access to resourcesAwareness of responsibilities + confi dence to actCustomer control + choice in decision-making

Understanding of roles + responsibilitiesPositive image of contributing + complianceSocial cohesion + shared sense of purpose

WILLING + ABLE

We understand the big picture and work with others to make the system better.

Horizon 3: Compliance � inking with Inland Revenue, the tax and social policy administration of New Zealand

OUTCOMES Delivered extensive documentation of insights and ideas. Created a framework to infl uence the way the organization approaches tax compliance, broadening the perspective beyond the traditional focus on enforcement.

AIM Project sponsors initiated this R&D project to take a broad look across the whole tax and social policy system to explore new compliance directions and to test implemention of an innovation planning process within their organization.

moral and social dynamics of tax compliance

pAGE 7amber LindhoLm portfolio 2010

Rethinking Healthcare | IIT Institute of Design | Spring 2008

Health Journey Collage

Why?Understand factors at play in making health and lifestyle decisions.

Explore how past behavior influences future decisions.

RESEARCH METHODSWORKSHOP

How?Participants use collage to create a view of their personal healthcare journey from perspectives of the past, present and future.

?

?

[narrative about

health situation]

?How might past

health and lifestyle decisions affect my

future choices?

RESEARCH PROTOCOL

HEALTH JOURNEY

To understand how participants view health

(short-term vs. long-term view) and to

understand choices or decisions made at

various points in the health care journey.

Participants will be asked to create

a view of their health care journey

using materials provided. They will

be asked to think about their current

health status and past points in their

life that have affected that current

status.

They will be encouraged to think

about specific events that altered

their journey and show what and

who affected decisions surrounding

those events by using the materials.

They can also create their “future

journey” and represent a path to

their ideal health status. The partici-

pants will be asked to talk about

their final creation to the group.

PR

ES

EN

TFU

TUR

E

PAS

T

?

?

“What makes me want to be healthy?What makes it hard?”

“You just get so tired. It feels like life is a never-ending task.”~50 y.o. female employee married with 3 children

“I want to be around to see my grand babies.” ~ 55 y.o. female employee with arthritis

“How did I get where I am?Where am I going next?”

“It wasn’t until my appendix burst that I really started listening to what my body was telling me.”~ 30 y.o. female

+ Formulated research questions and developed research protocols.

+ Conducted participatory research workshops and gathered insights through story-telling.

Wellness Experience Research with Pitney Bowes and the DOSSIA Consortium

OUTCOMES Conducted several workshops with staff at Pitney Bowes call centers testing fi ve research methods. Established rapport with participants, leading to further research using cultural probes and in-home studies.

AIM To develop a toolkit of design research methods that could be used with a variety of user groups to understand the eff ects and potential of technology innovations in healthcare self-management.

reSearCh meThod deVeLoPmenT

Graphic: Ruth Schmidt, team member

pAGE 8amber LindhoLm portfolio 2010

+ explored ethnographic-based research methods to understand Chicago’s artist community.

+ immersed team in the artists’ ecosystem to observe and uncover unmet needs.

Sustaining Visual Arts in Chicago

OUTCOMES Outlined core unmet needs for the artist’s community and presented a video that captured the emotional side of the problems and the deep divide within the community, creating empathy among viewers.

AIM To understand the lives of Chicago’s creatives through an in-depth exploration of the Wicker Park artist community and to identify unmet needs in the artists’ personal and professional lives.

deSiGn reSearCh

ARTIST MAP INSIGHTS

most activities center around the Flat Iron building

local business is crucial to bringing in patrons

visibility of the artists to the community is less than it used to be

meeting places that aren’t a “scene” and proximity to other artist friends is important

so...

what is going on WITHIN the artist community?

GALLERY INTERVIEW INSIGHTS

galleries provide a professional venue to display work

programs and activities are intended to help promote artists

artists should become part of the system in order to help themselves

not many artists seem to initiate contact or participate

so...

how can we LEARN about the artists’ lives?

image source: Around the Coyote

GALLERY WALK INSIGHTS

few people outside of artist community are there

going into an empty gallery is uncomfortable

information about events is hard to find (maps, times)

lack of organized marketingamong galleries

so...

what do the people who RUN the galleries think?

ARTIST MAP INSIGHTS

most activities center around the Flat Iron building

local business is crucial to bringing in patrons

visibility of the artists to the community is less than it used to be

meeting places that aren’t a “scene” and proximity to other artist friends is important

so...

what is going on WITHIN the artist community?

Primary research methods included cultural probes and follow-up contextual interviews with artists, immersive participation in art scene activities, video ethnography, and interviews with gallery owners.

CITY OF CHICAGO

ARTISTS’ ECOSYSTEM

WICKER PARK NEIGHBORHOOD

FLAT IRON ARTS BUILDING

ARTISTS (live only & live/work)

LOCAL BUSINESSES

PATRONS

NEIGHBORHOOD GALLERIES

DEPARTMENT OF CULTURAL AFFAIRS

ARTISTS (work only & live/work)

AROUND THE COYOTE GALLERY

ARTIST MAP INSIGHTS

most activities center around the Flat Iron building

local business is crucial to bringing in patrons

visibility of the artists to the community is less than it used to be

meeting places that aren’t a “scene” and proximity to other artist friends is important

so...

what is going on WITHIN the artist community?

pAGE 9amber LindhoLm portfolio 2010

+ Synthesized primary research data from elderly retirement community visits.

+ Utilized methods to ideate and evaluate solutions to synthesize into high-level concepts.

ConCePT deVeLoPmenT

Design Analysis and Synthesis with data from Toyota Robotics Workshop

OUTCOMES Developed concepts for retirement communites that engage the family, support health, and fi t into the elders social fabric. Communicated future scenarios to illustrate incorporation of concepts into communities.

AIM To synthesize fi eld data gathered from researchers working on understanding active retirement communities and utilize fi ndings to develop concepts to incorporate robotic technology into these communities.

Principle: Fit into the social fabric of communities.Initial Concept Sketches

ID534 DESIGN SYNTHESIS _ KUMAR _ S2008ENRIQUEZ _ LINDHOLM _ MORGENSTERN _ SENG 27

autobots

autobots

8ID534 DESIGN SYNTHESIS _ KUMAR _ S2008ENRIQUEZ _ LINDHOLM _ MORGENSTERN _ SENG

Concept Evaluation Point concepts were evaluated and plotted in order to compare them from a user and business perspective.

THEMES CONCEPTS Eng

age

Fam

ily

Sup

port

Hea

lth

Fit S

ocia

l Fab

ric

Use

r Va

lue

Tech

nica

l Fea

sibi

lity

Bra

nd A

lignm

ent

Pla

tform

Rea

dine

ss

Bus

ines

s Va

lue

Ove

rall

Sco

re

Basic (activity) monitoring and feedback

Robot Plant Care 0 4 0 4 4 0 1 5 9Activity Monitor 0 4 0 4 3 0 2 5 9Glowing/Breathing 3 3 0 6 4 0 0 4 10Tamagotchi Cocare 4 4 0 8 2 0 2 4 12Action Suggestor 0 4 2 6 2 1 0 3 9

Caring for and developing something

Adopt-A-Bot 0 2 3 5 4 2 2 8 13Robot Dog 0 4 3 7 3 3 3 9 16Robot Show 0 3 4 7 4 1 0 5 12Train-A-Bot 0 3 3 6 1 4 4 9 15Bring Your Robot to Class 0 1 4 5 4 0 0 4 9Robot Hospital 0 0 2 2 3 4 3 10 12Build-A-Bot Workshop 0 1 4 5 1 3 4 8 13

Health monitoring and triggers

Health Monitor 2 3 0 5 2 2 1 5 10Robot Pill Dispenser 0 4 0 4 4 2 0 6 10Robo-Reminders 0 3 0 3 1 0 0 1 4Robo Mood Ring/Vital Stats 0 3 0 3 1 2 2 5 8Nagging Mother 0 4 0 4 2 1 0 3 7

Creating legacy

Story/Album Synth 4 1 1 6 2 0 3 5 11Building Memories 4 1 1 6 1 0 2 3 9Storytelling 3 2 0 5 4 3 2 9 14Ask and Record Robot 2 2 0 4 4 3 2 9 13Robot Channeler 4 2 0 6 1 0 0 1 7

Friend networking

Robot Planner 2 0 3 5 2 0 4 6 11Workout Buddy Organizer 0 4 3 7 2 0 0 2 9Pet Friends 0 3 2 5 2 0 3 5 10Interactive Wall 2 1 0 3 3 1 4 8 11Family Wall 3 0 4 7 2 1 4 7 14

Doing things to-gether (with robot)

Personal Stylist 0 2 0 2 1 1 0 2 4Robot Trainer 0 4 2 6 2 3 3 8 14Adjustable Resistance 0 4 0 4 4 1 0 5 9Simon Says 0 2 0 2 3 1 0 4 6Co-Giftmaking 0 2 1 3 1 0 0 1 4Shopping Guide 0 3 1 4 2 0 1 3 7Robot Caddy 0 2 4 6 3 0 1 4 10

Connecting with family (two-way)

Family RSS Feed 4 1 0 5 4 1 2 7 12Video Conferencing 4 1 0 5 4 0 0 4 9Buy Them in Pairs 4 1 0 5 4 0 0 4 9Holographic Video 3 1 0 4 2 0 0 2 6Polling 4 0 0 4 4 0 0 4 8Grandkid Profiles 4 1 0 5 4 1 0 5 10

5 10

5

10

User Values

Busi

ness

Val

ues

Adjustable Resistance

Robot PillDispenser

Robo Mood Ring/Vital Stats

Nagging Mother

Polling Glowing/BreathingRobot Caddy

Robot ChannelerRobo-remindersCo-Giftmaking

Shopping Guide

Simon Says

Family Wall

Robot Trainer

Ask & Record Robot

Family RSS Feed

Buy Them in Pairs

Grandkid Profiles

Robot to Class

Holographic Video

Building Memories

Story/Album Synth

Storytelling

Video Conference

RobotPlant Care

Activity Monitor

Action Suggestor

Robot Dog

Health Monitor

Tamagotchi Cocare

Personal Stylist

Train-A-Bot

Robot Show

Adopt-A-Bot

Build-A-Bot Workshop

Robot Hospital

Workout Buddy Organizer

Interactive Wall

Pet Friends

Robot Planner

autobots

8ID534 DESIGN SYNTHESIS _ KUMAR _ S2008ENRIQUEZ _ LINDHOLM _ MORGENSTERN _ SENG

Concept Evaluation Point concepts were evaluated and plotted in order to compare them from a user and business perspective.

THEMES CONCEPTS Eng

age

Fam

ily

Sup

port

Hea

lth

Fit S

ocia

l Fab

ric

Use

r Va

lue

Tech

nica

l Fea

sibi

lity

Bra

nd A

lignm

ent

Pla

tform

Rea

dine

ss

Bus

ines

s Va

lue

Ove

rall

Sco

re

Basic (activity) monitoring and feedback

Robot Plant Care 0 4 0 4 4 0 1 5 9Activity Monitor 0 4 0 4 3 0 2 5 9Glowing/Breathing 3 3 0 6 4 0 0 4 10Tamagotchi Cocare 4 4 0 8 2 0 2 4 12Action Suggestor 0 4 2 6 2 1 0 3 9

Caring for and developing something

Adopt-A-Bot 0 2 3 5 4 2 2 8 13Robot Dog 0 4 3 7 3 3 3 9 16Robot Show 0 3 4 7 4 1 0 5 12Train-A-Bot 0 3 3 6 1 4 4 9 15Bring Your Robot to Class 0 1 4 5 4 0 0 4 9Robot Hospital 0 0 2 2 3 4 3 10 12Build-A-Bot Workshop 0 1 4 5 1 3 4 8 13

Health monitoring and triggers

Health Monitor 2 3 0 5 2 2 1 5 10Robot Pill Dispenser 0 4 0 4 4 2 0 6 10Robo-Reminders 0 3 0 3 1 0 0 1 4Robo Mood Ring/Vital Stats 0 3 0 3 1 2 2 5 8Nagging Mother 0 4 0 4 2 1 0 3 7

Creating legacy

Story/Album Synth 4 1 1 6 2 0 3 5 11Building Memories 4 1 1 6 1 0 2 3 9Storytelling 3 2 0 5 4 3 2 9 14Ask and Record Robot 2 2 0 4 4 3 2 9 13Robot Channeler 4 2 0 6 1 0 0 1 7

Friend networking

Robot Planner 2 0 3 5 2 0 4 6 11Workout Buddy Organizer 0 4 3 7 2 0 0 2 9Pet Friends 0 3 2 5 2 0 3 5 10Interactive Wall 2 1 0 3 3 1 4 8 11Family Wall 3 0 4 7 2 1 4 7 14

Doing things to-gether (with robot)

Personal Stylist 0 2 0 2 1 1 0 2 4Robot Trainer 0 4 2 6 2 3 3 8 14Adjustable Resistance 0 4 0 4 4 1 0 5 9Simon Says 0 2 0 2 3 1 0 4 6Co-Giftmaking 0 2 1 3 1 0 0 1 4Shopping Guide 0 3 1 4 2 0 1 3 7Robot Caddy 0 2 4 6 3 0 1 4 10

Connecting with family (two-way)

Family RSS Feed 4 1 0 5 4 1 2 7 12Video Conferencing 4 1 0 5 4 0 0 4 9Buy Them in Pairs 4 1 0 5 4 0 0 4 9Holographic Video 3 1 0 4 2 0 0 2 6Polling 4 0 0 4 4 0 0 4 8Grandkid Profiles 4 1 0 5 4 1 0 5 10

5 10

5

10

User Values

Busi

ness

Val

ues

Adjustable Resistance

Robot PillDispenser

Robo Mood Ring/Vital Stats

Nagging Mother

Polling Glowing/BreathingRobot Caddy

Robot ChannelerRobo-remindersCo-Giftmaking

Shopping Guide

Simon Says

Family Wall

Robot Trainer

Ask & Record Robot

Family RSS Feed

Buy Them in Pairs

Grandkid Profiles

Robot to Class

Holographic Video

Building Memories

Story/Album Synth

Storytelling

Video Conference

RobotPlant Care

Activity Monitor

Action Suggestor

Robot Dog

Health Monitor

Tamagotchi Cocare

Personal Stylist

Train-A-Bot

Robot Show

Adopt-A-Bot

Build-A-Bot Workshop

Robot Hospital

Workout Buddy Organizer

Interactive Wall

Pet Friends

Robot Planner

autobots

21ID534 DESIGN SYNTHESIS _ KUMAR _ S2008ENRIQUEZ _ LINDHOLM _ MORGENSTERN _ SENG

Retirement communities develop services to support the new robot industry. Sue and Bob can purchase expansion packs for their robot, take it to a Robot Hospital, or trade it in for a new one.

System Concept Scenarioautobots

21ID534 DESIGN SYNTHESIS _ KUMAR _ S2008ENRIQUEZ _ LINDHOLM _ MORGENSTERN _ SENG

Retirement communities develop services to support the new robot industry. Sue and Bob can purchase expansion packs for their robot, take it to a Robot Hospital, or trade it in for a new one.

System Concept Scenario

Sketch: Nheeda Enriquez, team member

pAGE 10amber LindhoLm portfolio 2010

+ Synthesized remote research data into frameworks for understanding and creation.

+ Created interactive tool for designers to explore and engage with research fi ndings.

reSearCh CommUniCaT ion

Advanced Communication Design Workshop

OUTCOMES Created interactive piece to communicate research fi ndings and design strategies to both client and designers, allowing them to see high-level fi ndings tied to raw data. Spurred next stage concept development in workshop.

AIM To synthesize a vast amount of actual research data from a remote research study on health and create new ways of sharing research fi ndings with designers working on next stage of concept development for client.

THE NATURALIST VIEW OF HEALTH

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mind body

spirit

THE NATURALIST VIEW OF HEALTH

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!"#$%"&'()"&*+(*,+-(./+0-0123%(0453,24#2(*%(2410&/4*24-6(*%(#/**,40-%6(*%(5"*03%(7(5&024'+6("4'(*28

9(0453,24#2(-:2(:2"3-:(/5(*%(5"*03%(7(5&024'+6(9(0453,24#2(-:2(:2"3-:(/5(*%(5"*03%(7(5&024'+6(*%(#/**,40-%6("4'(*%(2410&/4*24-8*%(#/**,40-%6("4'(*%(2410&/4*24-8

;:2(:2"3-:(/5(*%(2410&/4*24-6(*%(#/**,40-%6(;:2(:2"3-:(/5(*%(2410&/4*24-6(*%(#/**,40-%6("4'(*%(5"*03%(7(5&024'+(0453,24#2+(*%(:2"3-:8"4'(*%(5"*03%(7(5&024'+(0453,24#2+(*%(:2"3-:8

mind body

spirit

ENVIRONMENT

COMMUNITY

FAMILY

ME

ENVIRONMENT

COMMUNITY

FAMILY

ME

THE NATURALIST VIEW OF HEALTH

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“It's nice to look at the label of the natural peanut butters that say: Ingredients: Peanuts.”

—Leah1 OF 3