2016 Salt Lake County

Year-end Fellowship Report

Kuan Butts, Developer
Ben Peterson, UX Design & Research

About the team

Fellows
Kuan Butts, Developer
Ben Peterson, UX Design & Research
Mayors Office Partners
Elizabeth Mitchell, Director of Performance and Accountability
Fraser Nelson, Director of Data and Innovation
Criminal Justice Services (Department-Level Partners)
Kele Griffone, Director
Pat Kimball, Pretrial Supervisor
Larry Haefeli, Probation Supervisor
Core Funders
Laura and John Arnold Foundation

Executive Summary

Initial Problem Statement

(Failure to Appear) is expensive, inefficient and - most of all - doesn't help address the reason
behind the original arrest.
Salt Lake County had close to a 10% Failure to Appear rate in 2014. Failure to Appear, also called
FTA, is the legal term for the failure of a defendant to appear at the stated time before a court as
directed in a summons. Sometimes FTA results in fines, sometimes it results in revoked
probation, and sometimes it results in an arrest warrant. FTA places unnecessary costs on the
criminal justice system - But more importantly, this rate means that real people arent able to
move forward with their lives.
At the start of our collaboration with Salt Lake County, the assumption was that people Fail to
Appear for court appearances and comply with other supervision requirements because they
forget. Based on this assumption, our initial problem statement was: Supervision Clients in Salt
Lake County need to be reminded (or notified) about court appearances so they stay in compliance
with supervision, and this will reduce the number of people who are arrested and taken to jail.

Quote: Mayor Ben McAdams, Salt Lake County

Reduce Failure to Appear

Goals and Solutions

Salt Lake County is struggling with having to re-arrest people for not showing up to a court
appearance or to court-ordered treatment.
Case managers were doing their very best to support their clients to get to their appointments but
are hindered by large caseloads listening and time spent responding to numerous voicemails,
documenting these interactions for their files and trying to get in touch with clients. stretching
thin their ability to dedicate time and attention to each. ClientComm, addresses these problems
by making it quick and easy for case managers to communicate and document contact with
hard-to-reach clients who often have and inconsistent contact methods.

Quote: Mayor Ben McAdams, Salt Lake County

Results
We're excited to work with Code for America to find the right technological tool that people
can use to avoid being re-arrested.
Case managers who use ClientComm on most of their caseload report time savings that can now
be spent directly serving clients, rather than engaged in phone tag or tedious manual data entry.
Overall, its meant an increase in average client communications which has enabled case
managers to develop better relationships with clients between formal visits, which has enabled
trust to be cultivated, leading to more impactful relationships.

Quote: Mayor Ben McAdams, Salt Lake County

The City Environment

Before our Arrival

Pre-existing civic tech landscape

Brigade
Open Salt Lake was small and was having trouble gaining traction with developers in the city,
when we arrived and they are still struggling with that. One possible reason for their trouble is
the culture in Salt Lake, which is very family oriented. Weve noticed that folks go home at 5:30
PM sharp (or earlier, days start quite early in SLC). Thus, after hours hacking and social events
in general seem to struggle more so than in other cities, particularly with adult audiences. That
said, there is a great deal of talent in the valley and perhaps re-orienting a Brigade towards those
who are not married (such as college students at the University of Utah) might be a good strategy
moving forward. We met with them a few times over the year to try and help them connect with
the county, but no collaboration took place.
County Partners
Our partners at the County level were terrific. One of the key mayoral-level partners, Beth, was
leading key portions of the open data initiative within Salt Lake County and was actively engaged
with improving the way in which the government was publishing data through their open data
portal. In particular, she was keen to introduce valuable data pipelines that fed data that
people would see as useful to Open Utah, the data portal they facilitated in conjunction with
other cities throughout the state.

Criminal Justice Research

In Salt Lake County

Human-centered Design & Research Principles

Dive into the problem

Investing in better understanding the problem through user research make sure we constantly are
moving closer to addressing the problem rather than deciding on what to build in isolation without
talking to the people we are creating services for.
Start Small & Ship Early

Make something small and get feedback. Testing your ideas in the roughest form or prototype allows
you to do invest the least amount of time and resources possible to learn an idea warrants further effort.
You can try a lot of things quickly and cheaply and have confidence on what to invest time in.
Data Driven Development

Measure impact, and use this as validation for next steps based on summary statistics and insights
gathered through observed user behavior.
Human-centered Development

User needs establishes metrics and bring users into the development process. They are closest to the
problem and its nuances. Bringing in diverse opinions is the best way to see the whole picture.
Create in the open

Document your work. It shows your decision making process transparently. This builds trust with users
and enables others to observe and follow your progress and decision making.

Initial Research Efforts

Our month of residency during February and the start of March (documented in the Alpha report
site here) was largely engaged in an in-depth exploration of this hypothesis. Specifically, was
Failure to Appear (FTA) the core issue and were notifications truly the solution?
We conducted interviews, observations and idea generating exercises with people in specific roles
within the system to gain a deep understanding of common issues that arise as they work and
navigate through it. This included site visitation and observation at the Salt Lake County Metro
Jail, Criminal Justice Services, Courts and in-field probation check-ups.

Beta Report, Research Methods Introduction

Research Findings: Metrics

Over the course of this residency we made a few key observations. Failure to Appear (FTA) was
not actually counted by the courts. As a result, the measure for FTA was not an absolute count
but, rather, an estimate. More significantly, there are numerous ways a client can fail the
conditions of her or his supervision prior to their court date. That is, someone can fail before they
even have the opportunity to FTA. As a result, this rate is not a useful statistic to measure
outcomes by. In response to this research we made two key notes:
1.
2.

Clients fail for a variety of reasons, and forgetting to appear in court is but a small portion
of the total number of reasons for failure.
Clients can fail long before they can even FTA, and these reasons largely stem on poor
communication practices on the part of CJS (Criminal Justice Services) - practices that
case managers themselves are well aware do not meet clients where they are.

Longform Alpha Report Section on Research Insights

Research Findings: Categorizing Users

Through our residency period, we developed key observed
archetypes of clients to help demonstrate the emotional,
behavioral, and situational complexity of each client and
how reminders is a small part of a bigger problem. In
addition, we also synthesized more in depth conclusions
about the complex nature of clients abilities to be
successful within the constraints of a Pretrial or Probation
supervision. We learned that there are other reasons why
individuals fail to comply with the conditions of
supervision and that the best way to get them help is to
enable open and consistent communication with their case
manager.

Alpha Report, Developing Archetypes

Archetypes Tree Diagram

Character Attributes

Attributes Distribution

Research Observations
1.
2.
3.
4.
5.

6.
7.

Clients use of technology varies, but SMS phone possession and text message use is high.
Case managers can spend hours in a day trying to contact with them through limited
methods.
Competing supervision requirements for multiple charges can cause failure-to-appears.
Competing supervision requirements for multiple charges can cause failure-to-appears.
Some have no problem with remembering court dates, but may have logistical barriers
such as schedule. conflicts or have no place or people to leave their children with. Some
clients are struggling to overcome addiction. Some are jaded by the system.
Different clients have a different reminder methods including smartphone apps, physical
and digital calendars, parents/friends, and reminder cards on the fridge.
If a client with mental health issues are not at Jail long enough they wont get doses of
their medication and may lead to them showing up at Criminal Justice Services off their
medication.

Alpha Report, Insights from Research

Research Takeaways
I just wanted to know what is going to happen next. I want to do the right thing.
- Client, Criminal Justice Services

Complexity in the system and lack of clear information can make it hard for a client to comply
with their supervision.

Every client comes a different kind of need. You treat each one is a separate
waysome that need more encouragement some that need more guidance.
- Case Manager, Criminal Justice Services
Attitudes toward supervision and barriers to compliance are differ depending
upon the individual.
For mental health clientsthey always forgetgive information to a caregiver, that
is who you give the information to. - Case Manager, Criminal Justice Services
Mental health clients can can struggle to understand supervision requirements,
remember appointments.

Alpha Report, Insights from Research

The Problem Restated

From interviewing people on supervision we learned that while some people are forgetting their
appointments, for others there were other problems at work: Social, emotional, financial, logistical,
and institutional barriers that account for people failing to appear at court and complying with their
supervision.
Supervision clients are juggling a number of complex, concurrent and pressing demands - such as
finding and keeping a job, staying sober, taking care of their kids, and keeping a roof over their
heads.
Clients need to communicate with their probation officers to understand how to comply with their
probation. If they cant communicate they fail to appear at court and complying with their
supervision. What happens when they dont comply? They go back to jail. Going back to jail for a
technical violation is expensive, and doesnt address the reasons behind the original arrest.

Alpha Report, Revisiting the Hypothesis

Process Mapping

Prototyping
Rinse and repeat, not, scope and implement.
Try many small things and invest in only those that show promise. Constantly delivering on
the ideas that have data showing value changes the conversation from convincing why
something should be done one way to debating active use, and whether results merit
continued investment.Why this works; Constant feedback loops allow low investment efforts
at each stage. This allows you to approach the problem from many angles with low
investment.

Beta Report, Learn + Build + Measure Process

Process: Who We Worked With

We worked with almost every department of Criminal
Justice Services (CJS) where staff and clients
communicate. Case managers in the Pretrial, Probation,
Intensive Supervision Probation, Drug Court and the
Assessment departments, as well as, Therapists who used
ClientComm to message with their clients. Throughout our
prototyping process, we won support from our partners at
the County, CJS and the jail by actively listening to the
problems they were facing and quickly synthesising these
learning into actionable hypothesis that we developed in
iterative feedback loops with county staff.

Alpha Report, Engagement Map

Process: Concurrent Trajectories

Multiple concurrent Learn, Build, Measure trajectories were
present at any given moment over the first half of this
fellowship as we determined what would be the most
impactful on. Learning most often predicated most other
activities as our time spent in Salt Lake County would
expose us to either opportunities or unknown pain points.
Such opportunities presented themselves often in time
sensitive ways. If we encountered a problem that a certain
organization was dealing with, we focused on speed and
delivery to build a tool that addressed that issue and would
deliver it within a short time frame - sometimes as few as 2
days.

Alpha Report, Engagement Map

Process: Workshopping
We created environments and held workshops that
convened people who are usually rarely are in the same
room. For example, at our Alpha presentation we had
supervision case managers to non-profit staff, police
officers and people from the mayors office all in the same
room, brainstorming solutions to better support clients
engaged with the criminal justice system. We also engaged
case managers throughout the development process to be
a part of what was built. It was through their comments
and criticisms that we decided exactly what to build next.

Probation Diagram
Pretrial Diagram

Full Alpha Report, Research Process

Continuous
Evaluation Exercises

Identifying Early Champions

Thanks! You guys are really fast .
Early adopters were critical to the success of ClientComm.
Through their use, comments, and criticisms, we were able
to work with prototyping Case Managers to prioritize what
it was that they needed most in their tool and delivering
that for them as quickly as possible.

Ill be using this a lot.

Just as the tool was iterative, so were our metrics. By
focusing first on if a tool was even being used, we could
validate further effort before any more was actually
expended on an effort. This saved critical development
time and allowed for the tight release cycles that formed
the basis of our years work.

Beta Report, Iterative Metrics

Process: Determining How to Invest Effort

ClientComms early use drove of us to invest in successive
feature development efforts. Each corresponding sprint
was prioritized with the help of users of the toolthe case
managers who volunteered to use our early prototype
because it offered immediate value. Through their use,
comments, and criticisms, they effectively voted on what
was the next most critical feature to work towards was.
This strategy created a virtuous cycle: Case managers felt
their voices were actively being heard, allowing them to
develop a sense of ownership over the process. They often
became evangelists, encouraging other case managers to
try out ClientComm.

Beta Report, Learn + Build + Measure Process

Experiments
As we worked to help improve clients connect with their case managers easier with
ClientComm, we were also looking at other ways to can help clients succeed through their
supervision. Our Beta presentation has a great overview of all the other projects we started
that did not succeed.

Beta Report, Other Trajectories

More Detail on JailRegister

One early prototype was JailRegister that was build in response to booking restrictions that were
abruptly going to go into place at the county jail. This was happening because SLC is dealing with
a growing criminal population (likely the product of decades of punitive judicial policies) and it
was resulting in overloaded or over-capacity jails. As a result, when a more serious criminal was
brought in, there was no space to put her or him.
When an individual is arrested, they are brought into a the county jail and processed. This
processing is so vital because it is how they are funnelled into the Criminal Justice Services
system. This is the system that is designed to provide that person with services and support to
ensure they make it to their court date and are generally successful maneuvering through the
obtuse judicial system. So what did JailRegister do? It simply provided a way for officers, from
their phones, to register individuals that they arrested and released. This way, the pretrial
department at Criminal Justice Services would be able to access and reach out to these
individuals and avail them of their resources. Also, police officers who were arresting these
individuals and bringing them to jail, only to be turned away, now had a material action that they
could do which, while not alleviating their frustration entirely, did enable the county sheriff to at
least have something to assuage them with.

Kuan's Blog Post, "Shipping as Stakeholder Engagement"

Form Redesign
Weve heard many times throughout our research how complex
the justice system is and part of this complexity is the density of
information presented to individuals under supervision. This
Supervised Release Agreement spells out what they needs to do to
get through supervision and avoid arrest.

While this form redesign didnt add to the software we are

developing it assisted addressing our ultimate goals of improving
communication and making supervision clearer and easier. The
redesigned form on the right gives an example of the potential
impact design has in helping supervised individuals get through
supervision successfully.

Blog post

Ideating a new Service Journey for Homeless Clients

This service journey map visualizes how a collaboration between CJS and Salt Lake Police could
work to help people experiencing homelessness become eligible for pretrial services and other
supports to increase their chances of avoiding recidivism. The two organizations will be trying
this out next year and if its successful it could reduce recidivism with a population that has high
rates of recidivism.

CJS / SLPD journey map

Blog Post

Tracking progress
Common communication between clients and case
managers revolve around where clients are in their
supervision timelines and what they need to do and when
to avoid committing a technical violation (violating an
order of probation) that could send them back to jail.
We conducted nine interviews with supervision clients to
understand how they make schedules and track their
progress towards successfully completing their
supervision. While we did not get beyond surfacing how
clients think about and understand progress tracking, this
is an area that might assist clients getting to court or other
supervision appointments.

Blog, how clients plan ahead

Downstream Value of Early Experimentation and Failures

These early prototypes helped to strengthen our
relationships with the Mayors office, Criminal Justice
Services and the jail. Even if the tool was just a temporary
solution to a broader, more political problem, they
provided a quick that was able to bring all parties to the
table which set us up for critical future wins.

Long-form Alpha Report, System Mapping and Research

Product Development

Determining Value
With each endeavor, the team focused first on identifying
a singular functionality that was desired by our users
and could move us closer toward identified solution
opportunities. This core function would be implemented
in its most rudimentary form and deployed. Use of that
function was then measured. For example, if a button was
desired, a button was deployed. The number of times this
button was used (e.g. clicked) would indicate it's success or
failure in addressing a need.

Beta Report, Metrics Methodology

Messaging Volume
+ Feature Releases

Iterations
Our development cycle iterations correlated with substantially greater and greater utilization of
the tool. Today, in our final version (Version 4.0.0+), we can see a drastically increased average
daily population over nearly 1,000 clients, most engaged in active weekly conversation with their
case managers. In addition, we have brought nearly 1,500 clients as of writing into ClientComm,
representing a vast majority of all clients that were taken into Criminal Justice Services over the
months that the tool has been in action, particularly since Version 3.0.0 was rolled out at the top
of the summer in 2016.
For other relevant content, the Tumblr blog is always a terrific resource. In addition, the
utilization graph on the main page of the website is also a solid way to see a sort of before and
after from when there was no messaging to now when there is. In addition to all of this, our
main stage presentation at Code for Americas Summit does a summary synopsis of how case
managers worked before ClientComm and then after it. You can view that here. A relevant note
from that presentation was that we can demonstrate from our research that case managers who
utilize ClientComm on a majority of their caseload can save in excess of 5 hours per week in time
spent doing tedious tasks related to data entry, chasing bad numbers, and leaving voice mails.
This is time that can be now spent directly serving clients in need.

Beta Report, ClientComm Cycles

ClientComm Development Cycles

1.0
2.0

ClientComm Development Cycles

3.0
4.0

Measures of Success

Measures of Success
We have only begun to dive into measuring the total
impact of ClientComm. Some summary results are
included in the final presentation (video on Youtube), but a
deeper dive is partially under way and the efforts related to
it have been logged in this Google document. Some key
figures cited in the video that are more summary and dive
less into the impact side of ClientComm and focus instead
on its growth include these figures:
Results Metrics
1.
Over 85% of all case managers in CJS have
been onboarded onto the tool
2.
55-60% of those case managers use the tool
on a dear daily basis
3.
Nearly 1,500 clients have been
communicated with via ClientComm at the
time of this writing

Organization-wide Adoption of ClientComm

Hours Saved
Weekly,
per case manager

Communication
Frequency
Increased from once
monthly to twice weekly

Increased Success

Clients

Staff

Pretrial Clients,
March - October 2016

annual client
population have used
ClientComm

85+% of client supervision

staff have used
ClientComm

Measures of Success: Utilization

Utilization Metrics
1.
Our research demonstrated that a case
manager who utilizes ClientComm on a
majority of their caseload can see time
savings greater than 5 hours per week (that
is time that they can now spend directly
serving clients)
2.
Communication, across the board, is
approaching an average of nearly 2
messages per week per client (this is up from
as little as once per month for some clients)

Splash Site Growth Chart

Measures of Success: Impact

Impact Metrics
1.
The Pretrial Department experienced an increase in client success from about 50%
prior to ClientComm to now greater than 80% (ClientComm played a role but is
obviously not solely responsible for these gains)
2.
The majority of the 118 clients of Criminal Justice Services who took the text
message survey we sent out last week responded that texting with their case
manager has been very helpful; for their success and their relationship with their
case manager (more responses here).
3.
Case managers feel that ClientComm is a critical tool for their work and we heard
from many of them that it is improving compliance as a channel for previously
unreachable clients, with reminders that are resulting in an increase in the number
of clients showing up for their appointment.

Observing Growth in Relation to Feature Development

Understanding Impact of ClientComm Today

We have begun to look into ClientComms impact on both case manager performance and client
success. To do this, weve pulled down performance information on clients using ClientComm
this year, over the same time period last year, before ClientComm was in place. Weve just begun
to scratch the surface here of what the results of this data extraction could be, but we do have
some interesting observations right off the bat from the summary statistics.
It appears that we take on about 2.7 times as many people with a high risk assessment score. In
terms of high risk clients in general - those that are 4, 5, or 6; we take on that group at a rate of
1.745 times more the standard distribution in CJS Pretrial. Thus, we could reasonably state that
ClientComm tends to be used with high risk clients more than average. Of high risk clients alone
(risk level 5 or 6), ClientComm has 239.5% greater representation than the overall population.
That is, case managers are far more likely to use ClientComm with high risk clients than they
are with low risk clients. Essentially, ClientComm is more inclined to be used on higher risk
populations.
*SLRPI: This is the Salt Lake County risk assessment score that is determined through an initial interview when the client
is original processed into the criminal justice system in the county.

Summary Statistics

Benefits of ClientComm

Improves compliance

Increases the number of clients showing up

for appointments

Increases self reporting of non compliance

Creates a record of what clients need to do

Normally when I wouldnt before,

I'm getting the type of communication
Im hoping for, being more open and
asking for help.

Benefits of ClientComm

Saves time

Allows for multitasking

Reduces phone tag

Less time spent listening and responding

to voicemails

This has been critical for me to keep up

with my clients. If it wasnt for
ClientComm I wouldnt have been in
touch with so many clients. I love it.

Benefits of ClientComm

Improves Communication

Clients text updates between meetings

Certain clients are more open through text

than in person

Provides a channel for previously

unreachable clients

[Ill use ClientComm] when they missed

an appointment they usually text me
back real quick and apologize and we
schedule a new one.

User Stories

Yes maam. Thank you for helping me

out today. You really motivated me to
go my best Thank you.
Thats good! Keeping busy is a huge
part of staying clean and it will
certainly help you case in the courts.
Im proud of you!
I got a job! Every day, I walk a mile and
the connecting buses only come once
an hour but Im not complaining!
Youre on top of everything youre
on the fast track into treatment. Good
luck!

Good luck on the job interview today!

Youve totally got this!
I slipped up and got high after 30 days
clean. Ive been beating myself up
about it. I just needed to tell someone
about it.
You need to share your story. Youve
been through a lot. You probably never
knew how strong you are.
Im getting really low on money and
about to find myself homeless. I missed
my appointment the other day It was
either get food for the day or spend it
on the bus and the test. Im doing the
best with the resources I have.

Quotes paraphrased to preserve client and case manager privacy.

I couldnt do it. I ended up back on the

streets. I dont want to go to jail
because I dont have a stable address.
You have court tomorrow and havent
checked in in 2 weeks. You run the risk
of having your supervision revoked. We
dont want that - please check in.
Do you think maybe I could come in
and talk to you and get some advice? I
know youre not my counselor but I was
just wondering if I could talk to you
about depression and get some help to
keep me on the straight path. If not, its
totally fine.

Client
Case Manager

Kristina talks more with her clients between meetings

Case Manager Kristina likes how ClientComm improves communication with her clients.
Communication now happens when its convenient and more frequently, with clients text
updates between meetings:
These days most everyone has the phone with them. I definitely use ClientComm text as an
outreach attempt if Im trying to reach out. If I have and they are not responding to my phone
calls and emails, [I use it] as another method to get them back into compliance.
I think it makes it a little bit easier if they dont have to physically talk to me especially if they
are not doing what they are supposed to be doing. I have a template set up for appointment
reminders and that helped a lot for clients who notoriously dont show up.
Ill send them a text the night before and theyll get it and say Oh yeah I got your text and it
reminded me. Ive seen a huge increase in clients who are showing up Its been great.

Linda found it easier to provide positive feedback

[With ClientComm] I think Im able to be more supportive of them and more personal... I just
got a text [from a client] saying hes getting his assessment and now I get to send him a text
that sends good job. Its faster to give positive feedback for them which I think they
appreciate.
Before ClientComm, if case manager Linda were to ask about noncompliance such as using drugs
in a meeting with a client: I would get a run-around for 60-90 minutes.
If I send them a text that says positive UA, Ill get back yeah, I used. For reporting
noncompliance it really helps them to send a text. When they have a problem, thats how
they are discussing it. They find it less threatening. People cop to their behavior in text much
quicker. Even with my actively using heroin client, that are active and they are saying in a
text just so you know I used, but I also did these steps to try to get into a clinic. [They]
want someone to know but it easier than saying it out loud thats one of things I noticed, that
kind of client body is more open to.

Nicole was able to contact noncompliant clients

Ive had a couple of clients who have been transferred to me the previous case manager
didnt use ClientComm and tried to call themand they were not in compliance due to a lack
of communication. I got them all on ClientComm and shoot them off a text and they
responded. They were more responsive to that, quite a few 10 who [otherwise] would be
wasting a lot of time in courtThere were notes saying if I cant get a hold them, one more
attempt, theyll go back to the judge.
I have a few clients that I get quite a few texts from. Some of them its their primary form of
communication. I have one client that has been on probation since April and he texts all the
time if he has to do a drug test, he texts and asks, What was my result? Hes just very open
with stuff over text. Hes pretty open but hell usually leave and then Ill get a text that says I
apologize I didnt tell you I used cocaine last night, or something like thathe has
anxietyhes worries about being in compliance.

Partnerships

Relationships with Stakeholders

We were successful because of our partners. They were supportive without being overbearing,
and cleared a path that gave us the freedom to explore as we needed to in order to craft a
successful intervention to help them more effectively achieve their mission.
Within Criminal Justice Services, the organisation we spent most of our time working directly
with, Director, Kele Griffone, was critical in making sure that we had total access to all aspects of
the department. Rather than directing who and how we were to work with, she gave us unlimited
access to her staff. We had employee badges that let us in anywhere in the building and we were
free to roam and engage supervisors and staff as we saw fit.
In the Mayors office, Beth V. Mitchell, Director of Performance and Accountability, was crucial in
helping us wrangle the attention of IT staff from Information Services when we needed it.

Collaboration takeaways

Development Hurdles

County accessibility

Service deployment can make using off the shelf tools hard
Limited data access

Data sharing between organizations can be haphazard

Data sharing is not standardized

Connecting to data at the county was the biggest issue we ran up against. There
was a gate keeper whos the only one with access to data we need to quantify our
success. We were also stymied by HIPAA concerns rom exploring ideas that would
have addressed the problem from a bigger perspective. APP and SLC PD were
waiting for us to show a final product before they would engage.

Longform Alpha Report Section on Research Insights

Conclusions & Recommendations

Conclusions

Employment, jobs, housing and health are all factors that can make it hard for people
involved in the justice department to become stuck. Addressing any of these issues can
help citizens move beyond incarceration and recidivism.
Technology cant solve social problems. It can only reduce barriers for people to engage
with each other. ClientComm works because it makes communication easier, and gives
back time in a case managers day to focus more or each client.
The success of this project showed us that its always worthwhile to return to our
customer, the constituents we serve, to gain insights and improve services. - Beth
Mitchell, on our human-centered design approach
Small multi-discipline teams that include technical design and development expertise are
an efficient way to quickly prototype and refine a product. Pairing this with a human
centered design lead research process that has at its core empathy for the citizen (end
user) whose experience they are hoping to improve is a great way to solve problems with
technology.
Collaboration, humility, openness and respect for different working styles are the key to a
good fellowship experience for the fellow and leads to a quick and productive year.

Project Documentation
Technical documentation for ClientComm is pending. A
refactor towards the end of the Fellowship period in August
through mid-October resulted in much of the prior
documentation becoming irrelevant. This documentation
is scheduled to be produced over the remainder of
November and December.

All work for this Fellowship remains in the

SLCO-2016 Github organization. It can be reached
at: https://github.com/slco-2016

ClientComm itself resides within this organization

at: https://github.com/slco-2016/clientcomm

Resources

Public Sites

ClientComm Site

clientcomm.org

Weekly progress blog

c4a-slc.tumblr.com
Repositories

Github Organization

github.com/slco-2016

ClientComm repository

github.com/slco-2016/clientcomm

Research Reporting

Research Synthesis

c4a.me/slco-alpha

Longform Research Synthesis

slco-2016.github.io/q1_report_long

Development Process

c4a.me/slco-beta
Self-reporting & transparency

Weekly Mayoral Reports

scribd.com/collections/16737272/Cod
e-for-America-Team-Salt-Lake-Count
y-Weeklies
Data Dive

Summary Data Analysis Document

docs.google.com/document/d/1T2hlv
em7KOj2xLGJDgWJyOgMQVHnWXnz8
vd4HF9i7qc