Re-designing Absent without Leave (AWOL) Guideline
Improving safety, clarity, and equity in inpatient care protocols
In early 2024, Ara Manawa supported a cross-directorate working group of Clinical Nurse Managers to review and update the AWOL (Absent Without Leave) Guideline for Te Toka Tumai Auckland. This guideline helps staff respond when a patient unexpectedly leaves an inpatient setting without notifying staff, across Adult, Women’s, and Child Health services at Auckland City Hospital and Greenlane (excluding Mental Health).
A formal review was initiated following an event where a patient went missing from care. The AWOL guideline, last updated in 2016, was identified as a priority for redesign to ensure clarity, safety, and alignment with Te Tiriti o Waitangi obligations.
My Role
Collaboration is at the heart of Ara Manawa’s interdisciplinary work. I co-led this project from the start, scoping the opportunity, facilitating co-design workshops with nurses, and engaging more than 30 kaimahi across services. I conducted interviews, synthesised insights in Miro, and mapped real AWOL journeys to uncover system gaps.I designed the new printed flipchart guidelines, updated the policy text, and shared drafts across stakeholder forums for feedback. Midway through the project, when my colleague transitioned off, I took full responsibility and delivered the work through to completion.
The Opportunity
Our goal was to simplify the guideline, align it with current best practice, and assess it through a Te Tiriti o Waitangi lens.Key Challenges:
Through interviews, journey mapping, and data analysis, we identified several systemic issues:- Inconsistent pathways: Staff responses varied across wards, creating uncertainty during AWOL events.
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Knowledge gaps: Many new graduate and overseas-trained nurses were unfamiliar with the AWOL process.
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Communication barriers: Missed opportunities for building trust and to discuss outside whānau and work obligations with patients.
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Equity concerns: Māori and Pacific patients were overrepresented in AWOL incidents, highlighting cultural safety gaps.
- Language issues: The existing guideline used terminology that did not reflect patient-centred or mana-enhancing communication.
Our Approach
We collaborated with over 30 kaimahi through interviews and user testing, including CNMs, NUMs, ward nurses, SMOs, Māori and Pacific Health teams, security, contact centre staff, and police. We also analysed a sample of Datix AWOL entries to identify trends and safety risks.Key activities included:
- Data Review: Analysed historical qualitative data and Datix reports to understand trends and safety risks.
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Journey Mapping: Documented a real AWOL scenario from a senior nurse’s perspective to identify system gaps.
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User Interviews and Testing: Conducted interviews with 15 kaimahi and tested the flipchart-style visual guideline prototype with another 15 kaimahi for usability.
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Critical Te Tiriti Analysis: Applied CTA to ensure the guideline reflected whakawhanaungatanga, wairuatanga, and patient-centred language.
- Guideline Redesign: Updated the guideline structure, references, and roles involved in the process for clarity and alignment with best practice.
Key Outcomes
- Patient-centred language: e.g., “patient absconded” changed to “patient missing from our care”
- Improved accessibility: printed flipcharts for every ward and updates to Ko Awatea and Te Toka Tumai intranet
- Education support: flipcharts and an education pack to help onboard new nurses
- Process improvements: revised documentation to align with current best practice and more consistent data reporting
- Te Tiriti alignment: incorporated CTA recommendations and included Māori health leads in design and review
Our Learnings
- Key relationships mattered (working group, sponsor)
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Critical Te Tiriti Analysis as a transformation driver
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Foundation in whakawhanaungatanga & Te Whare Tapa Whā strengthened cultural safety
The bi-weekly working group with nurses and our sponsor were instrumental in the success of this project. By grounding this work in relationship building between the designers and the nurses, we were able to effectively document and understand the nuances of this process.
What was particularly exciting for us was the ability to apply Critical Te Tiriti Analysis (CTA) to the guideline supported by our wonderful Māori Health Lead, Lizzie.
CTA is a five-step process, developed by Community Research Org, which is used to strengthen and review public policy in relation to the articles and provisions of te Tiriti o Waitangi.
This really allowed us to transform this guideline into something that upholds the wairua of everyone involved in the process and hopefully stands out as a benchmark for other guidelines and policies.
There was an opportunity to align this work with related Policies which helps streamline knowledge.
Conclusion
This work not only delivered a clearer, more equitable guideline but also supported systemic alignment across related policies, ensuring safer and more culturally responsive care.The result I designed and developed two versions of the guidelines as printed flipcharts that will sit in every ward (one for Adults and another Child inpatient services).
Project Leads:
Jenna Hagan
Elina Ashimbayeva
Contributer:
Deepa Swami
Sponsor:
Jo Wright, Nurse Director, Cardiovascular Directorate, Te Toka Tumai Auckland
Māori Health Leads:
Lizzie Kanivatoa, He Ara Whiria (Adults)
Hera Watkinson, TamaAriki Ora Team (Child)
Other Collaborators:
Pacific Health Team, CNMs, NUMs, Nurses, Security, Contact Centre at Te Toka Tumai Auckland
Increasing clinical efficacy with a visual design system
Designing Starship Hospital’s clinical pathways for better patient outcomes
In early 2021, Starship Hospital’s Pathways and Outcomes team approached Ara Manawa with an opportunity to improve patient outcomes by standardising care through clinical pathways. To support this, I partnered with the team to design a visual system that would make clinical pathways easier to use and implement across services.
My Role
I led the design work on this project, collaborating closely with the Pathways and Outcomes team to create a scalable visual system. My responsibilities included researching best practices, auditing existing pathway formats, and leading the design. I translated insights from user feedback into a modular design kit and comprehensive style guide, ensuring the system could be adopted long-term by Starship’s team.The Opportunity
Clinical pathways are structured, evidence-based algorithms that help clinicians deliver consistent, high-quality care for specific conditions or procedures. While their clinical content is essential, the way they’re presented is just as important. Our challenge was to create a visual design system that could support ease of use, clarity, and consistency. This ensures pathways are not just clinically sound, but also practical and accessible for frontline teams.Key Challenges
Through research and initial engagement, several challenges emerged:-
Lack of consistency: Existing pathways varied widely in format and layout, making them difficult to follow.
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High cognitive load: Dense content without clear hierarchy slowed decision-making.
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Limited scalability: Without a standardised design system, pathways were recreated from scratch each time.
- Workflow alignment: Visual solutions needed to fit seamlessly into existing clinical practices to gain adoption.
Our Approach
I began by researching clinical pathways from other leading institutions to understand how design could support clinical decision-making. This audit helped identify best-practice approaches to layout, hierarchy, and visual communication.Key activities included:
- Audit & Benchmarking: Analysed pathways for layout, typography, colour use, and hierarchy.
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Prototyping: Developed early design concepts and tested them with clinicians.
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Iterating with Feedback: Refined structure and visual rules based on usability testing.
- System Design: Created a modular visual design system, including templates, usage rules, and style guidance for consistency.
Key Outcomes
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Visual consistency: Delivered a reusable design system and template for sustainable, long-term use.
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Ease of use: Improved clarity and navigation of pathways, reducing cognitive load for clinicians
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Clinician engagement: Early testing helped ensure the system aligned with real clinical workflows
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Scalability: The system can be applied across departments to support consistency in care delivery
Our Learnings
Design has a key role to play in improving clinical decision-making. By embedding human-centred design into the early stages of pathway development, we ensured the system was shaped around clinician needs—not just policy or compliance. Working alongside Starship’s Pathways and Outcomes team helped us balance clinical integrity with design clarity.Conclusion
The visual design system created for Starship’s clinical pathways supports better care through better communication. It has laid a foundation for future pathway development and demonstrates how design can tangibly improve clinical efficacy and patient outcomes.Project Lead:
Jenna Hagan
Sponsor:
Sarah Wilson, Director of Starship Pathways and Outcomes Team
Contributer:
Amelia Tunnicliffe, Starship Pathways and Outcomes Team
Aeromedical consultation proposal synthesis and support
How do you convey complex information for a proposal critical to building a more sustainable air ambulance service for New Zealand?
New Zealand’s air ambulance service is a lifeline for patients, particularly in rural communities. It connects people to the care they need quickly and safely. The national Air Ambulance Team recently developed a ten-year vision for the service and sought sector-wide feedback on their proposal to shape the future of aeromedical care.
To enable meaningful engagement, the Air Ambulance Team asked Ara Manawa to transform the draft operating model into a clear, accessible consultation document and an online submission platform for stakeholders across the country.
My Role
As Visual Designer, I worked alongside the Air Ambulance Team and my Ara Manawa colleagues to craft a visually compelling and user-friendly consultation document. My role included designing the document’s layout and narrative flow, ensuring key messages were accessible at different reading depths (5, 30, or 60 minutes), and aligning the design to national brand and accessibility standards. I also supported copy refinement and collaborated with UX designers to adapt the proposal for the online feedback platform.The Opportunity
The proposal needed to balance clinical complexity, operational detail, and strategic vision while remaining easy to understand for a broad audience—clinicians, service providers, and system partners. It had to be visually clear, inclusive, and adaptable for both print and digital formats to support engagement nationwide.Key Challenges
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Complex content: Translating technical and policy-heavy material into a digestible format without losing accuracy.
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Multiple audiences: Designing for different reader needs, from quick overviews to deep dives.
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Tight timelines: Delivering a national consultation document and digital adaptation within a short timeframe.
- Remote collaboration: Building relationships and shared understanding quickly with a team we hadn’t worked with before.
Our Approach
We began by holding whakawhanaunga sessions to establish relationships and align on context and ways of working. The project was broken into three workstreams:-
Content refinement: Copy-editing the operating model for clarity and tone.
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Visual design: Creating a consultation document that used strong hierarchy, clear layouts, and approachable visuals.
- Digital adaptation: Preparing the content for an online submission platform to collect structured feedback from stakeholders.
Key Activities Included:
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Stakeholder Engagement: Held whakawhanaunga and onboarding sessions to align goals and context.
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Content Synthesis: Edited and restructured the operating model into a clear consultation narrative.
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Visual Design: Created a layout system with tiered information for 5-, 30-, and 60-minute readers.
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Digital Transformation: Adapted the document for an interactive online platform to support feedback submission.
- Collaborative Workflow: Implemented a clear process for moving between copy-editing, design, and UX to meet tight deadlines.
Key Outcomes
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A national consultation document that conveyed a complex proposal in an accessible, visually engaging way.
- A tiered information design system allowing readers to engage at different depths (quick scan or detailed read).
- Improved clarity and engagement with the proposed ten-year vision for air ambulance services.
Our Learnings
- Relationship-building matters: Starting each meeting with whakawhanaunga helped establish trust and streamline collaboration.
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Audience-driven design is essential: Designing for multiple reading depths simplified planning and improved engagement.
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Clear process drives speed: Having defined workflows across editing, design, and UX ensured we delivered on time.
Conclusion
This project highlighted the power of design to make complex proposals understandable and actionable. By applying human-centred design principles, we enabled broad engagement on a critical national service proposal.Our work contributed to exceeding consultation goals—513 participants, 319 thoughts shared, and 13,824 ratings. Stakeholder feedback praised both the clarity of the content and the visual design:
“We are really grateful for all the support and hard work from the Ara Manawa team in shaping and developing the consultation document. With your help, we exceeded our consultation goals... We also had feedback that the document looked great, which is all a credit to your amazing skills.”
— David Richards, Group Manager Ambulance – Living Well
Participant feedback included:
“Thanks to the team for the huge amount of work you have done!”
“This proposed future operating model represents a mountain of hard work. Thank you for bringing us together.”
“Thank you for all of your efforts in preparing and undertaking this vital piece of work.”
“Incredible work done by all involved, well done.”
This mahi reinforced the impact of clear communication, thoughtful design, and collaboration in shaping the future of health services.
You can take a look at the proposal on the Aeromedical Commissioning Programme webpage.
Project team:
Jodi Meadows - Project support
Natalie Parke – Project support and copy editting
Livvy Carey - Copy editting and UX support
Charlotte Cooper, Copy editting and synthesis
Jenna Hagan – Visual design and narrative support
Deepa Swami – UX support
Sponsor:
Kate Randhawa, Programme Manager
Other Collaborators:
Jon Gaupset and Kathryn Steel, Air Ambulance Team
Agreement to Treatment Consent Form redesign through user trial
Redesigning the Agreement to Treatment Consent Form for clarity, safety, and national consistency
Following a recent HDC report and an audit against the Ngā Paerewa Health and Disability Standards, Health New Zealand identified a need to improve and standardise how informed consent is documented nationally.
Ara Manawa was engaged to redesign the Agreement to Treatment Consent Form to ensure it better reflected clinical, legal, and patient needs—while supporting clarity, usability, and equity.
My Role
I led the project end-to-end, from scoping through to delivery. My work included shadowing clinicians to observe consent conversations, facilitating a co-design workshop with clinicians and a consumer representative, and synthesising insights into design iterations. I developed the prototype, led engagement with legal and clinical governance groups, and managed a 10-week in-situ trial across operating rooms and procedural settings. I also implemented feedback and refined the form for national alignment.The Opportunity
Our aim for this work was to ensure that the new form provides more space to document risks, includes the option to consent for the presence of students and has a more streamlined layout.Key Challenges
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Complex requirements: Balancing legal, clinical, and consumer expectations in a single form
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Limited real estate: Adding fields for documentation without making the form overwhelming
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Cultural safety: Ensuring the language and structure aligned with equity principles
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Variation in use: Accommodating different workflows across surgical and procedural settings
- Stakeholder alignment: Managing feedback from multiple disciplines and governance groups
The Approach
I began by shadowing clinicians—both surgeons and anaesthetists—to observe the consent process in real-time with patients. This gave us valuable insight into how the form was used during clinical conversations and where friction points occurred.We also held a co-design workshop with clinicians and a member of the Consumer Engagement Council, whose lived experience added critical perspective to our understanding of what good informed consent looks like for patients and whānau.
Key Activities Included:
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Observation: Shadowed surgeons and anaesthetists during real consent conversations to identify workflow needs
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Co-Design: Facilitated a workshop with clinicians and a Consumer Engagement Council member to shape design priorities
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Prototyping: Developed early versions of the form based on insights and stakeholder feedback
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Expert Review: Engaged legal and clinical experts to ensure compliance and best practice
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In-Situ Trial: Ran a 10-week usability trial across operating rooms and procedural settings, gathering feedback from surgeons, anaesthetists, and proceduralists
- Iteration: Incorporated critical feedback by week eight to deliver a near-final version for broader engagement
Key Outcomes
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Improved usability: The new form is easier to navigate and supports informed consent conversations effectively
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More space for critical details: Risks, benefits, and alternatives documented clearly
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Patient-centred features: Option for consent to the presence of students included
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Streamlined structure: Reduced cognitive load for clinicians and patients
- Readiness for national alignment: Form now meets Ngā Paerewa standards and supports future standardisation across Health NZ
Our Learnings
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Forms guide conversations: The consent form is not just a legal document—it shapes how clinicians discuss care with patients and whānau
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Collaboration builds better tools: Bringing surgeons and anaesthetists together during co-design fostered shared ownership
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Design sprint + real-world testing works: Combining rapid prototyping with a 10-week usability trial ensured we delivered a solution that worked in practice
- Partnership with governance matters: Early engagement with Clinical Forms and Māori Health leadership helped mitigate risks and ensure cultural alignment
Conclusion
The new Agreement to Treatment Consent Form is more user-friendly, fit for purpose, and ready to support a nationally consistent approach to consent. Beyond this specific form, the process and learnings offer a pathway to improve other consent documentation through human-centred design.There’s also an opportunity to develop a clinician-facing guide to designing and trialling clinical forms—helping scale best practice across the health system. Further exploration is needed to assess how specialty-specific consent forms might be consolidated or redesigned to meet a broader range of user needs.
Project Lead:
Jenna Hagan
Project Support:
Deepa Swami
Sponsors:
Dr Michael Puttick, Department of General Surgery
Dr Justine Wright, Department of Anaesthesia and Perioperative Medcine
Māori Health Lead:
Dawson Ward, RN
Other Collaborators:
Liza Labuschange, Clinical Forms
Fiona Downs, Fujifilm Account Manager
Using Visual Cues to Improve Our Ward Doors
Making sensor doors make sense at Te Toka Tumai Auckland
Many wards at Te Toka Tumai Auckland are equipped with automated doors. These doors support infection prevention by eliminating the need to touch surfaces, enhance security by requiring staff ID access, and improve mobility by allowing beds and equipment to move freely. However, because the doors are triggered by motion sensors, they can open unexpectedly—leading to confusion and occasional collisions.
In response to this, the Security for Safety Team approached Ara Manawa for help designing a safer, non-disruptive solution.
My Role
I led the design concept, testing, and implementation of the intervention. My work included analysing environmental constraints, designing visual cues, prototyping solutions, and ensuring the final intervention could scale across multiple wards. I collaborated closely with security and clinical teams to ensure the solution aligned with infection control requirements and spatial limitations.The Opportunity
The challenge was to reduce door-related incidents and improve spatial awareness without altering sensors, reconfiguring doorways, or adding more signage to already busy environments. The solution needed to be low-cost, quick to implement, and easy for staff and visitors to understand at a glance.Key Challenges
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Environmental constraints: No structural or sensor changes allowed
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Visual clutter: Existing signage competed for attention in high-stress spaces
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Usability: The intervention had to be intuitive without additional instructions
- Safety-critical: Changes needed to avoid introducing new hazards or workflow barriers
The Approach
I proposed using visual design to influence behaviour and spatial awareness. By applying vinyl decals directly to the floor and doors, we created clear, intuitive visual cues to guide users.Key activities included:
- Environmental Analysis: Reviewed spatial layouts and observed how doors were used in real-world conditions
- Design Development: Created vinyl decal concepts highlighting ID keypads, safe standing zones, and door swing paths
- Implementation: Scaled the solution across multiple wards at Te Toka Tumai Auckland
Key Outcomes
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Improved safety: Fewer accidental collisions through better spatial awareness
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Increased clarity: Visual cues made it easier to identify where to stand and how to activate the door
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Low-impact implementation: A scalable, non-invasive solution that avoided additional signage clutter
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Positive staff feedback: Clinical and security teams supported the rollout across more wards
What We Learned
Small, thoughtful design interventions can have a big impact on clinical safety. By working closely with the Security for Safety Team and observing real-world use, we were able to develop a scalable, low-cost solution that aligned with environmental constraints and user behaviour.Conclusion
The vinyl decal intervention shows how thoughtful visual design can improve safety and user experience in healthcare environments without requiring major infrastructure changes. This project demonstrates the power of human-centred design in solving everyday challenges at scale.Visualising care systems to strengthen the regional pandemic response
Visualising care systems to strengthen the regional pandemic response
In March 2020, as the Covid-19 pandemic accelerated, the Northern Region District Health Boards urgently needed a way to understand how care systems were functioning under pressure. To respond effectively, a cross-functional team was assembled to map out the full patient and whānau pathway—capturing how information, decisions, and support systems were operating during Covid-19.
My Role
I led the visual design work for this project, transforming fragmented process knowledge into a clear, integrated system view. My responsibilities included creating a modular visual language, designing custom iconography, and producing swimlane-style pathway maps that could adapt to multiple scenarios. I worked closely with subject matter experts and improvement specialists to ensure accuracy and usability, while maintaining visual clarity under complex conditions.The Opportunity
While many experts had deep knowledge of individual processes, there was no single, unified view of the patient journey. A consolidated, visual resource was needed to:-
Make complex, fast-moving processes easier to understand
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Support system coordination and decision-making
- Enable rapid scenario planning as the pandemic evolved
Key Challenges
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Time sensitivity: Delivering a high-value tool during an active pandemic
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Complexity: Integrating diverse pathways across multiple teams and services
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Dynamic environment: Processes were evolving daily, requiring flexibility in design
- Clarity under pressure: Information had to be immediately understandable to clinical, operational, and leadership teams
Our Approach
We adopted a co-design process, bringing together subject matter experts, performance improvement specialists, and visual designers to create clear, adaptable pathway maps. This included developing a visual design system for consistency and rapid updates.Key Activities Included:
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Expert Workshops: Facilitated sessions to capture end-to-end processes from clinical and operational leaders
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Visual System Design: Created a modular design language, including custom icons and flexible layout components
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Pathway Mapping: Designed swimlane-style diagrams to distinguish roles, actions, and patient touchpoints
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Scenario Development: Produced multiple pathway maps to reflect varied patient and whānau experiences during Covid-19
- Iterative Testing: Refined designs with feedback from cross-sector stakeholders to ensure accuracy and usability
Key Outcomes
- Shared understanding: Created a single source of truth for complex, fast-moving care processes
- Visual clarity: A custom icon system and modular layout improved readability and engagement
- Systems thinking: Enabled cross-sector insights and identification of improvement opportunities
- Strategic value: Set the stage for ongoing discussions and future system enhancements
Our Learnings
- Visualisation drives alignment: Mapping made invisible system gaps visible, creating a shared mental model for all stakeholders
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Modularity matters: A flexible visual system allowed updates as protocols changed in real time
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Design is critical in crises: Clear communication tools are essential for decision-making under pressure
Conclusion
Mapping the Covid-19 patient and whānau pathway proved to be a crucial tool in the regional pandemic response. It provided clarity, enabled strategic conversations, and showcased how design can support health system resilience in high-stakes, rapidly evolving contexts.Project Team:
Jenna Hagan, Visual design
Abbi Hardwood-Tobin, Programme Director, Performance Improvement
Contributers:
NRHCC IT Team
NRHCC Welfare Team
healthAlliance
Developing and Testing the Patient Deterioration Mandatory Training Sorting Tool
Helping 12,000+ kaimahi navigate mandatory training with confidence and clarity
The Patient Deterioration Programme at Te Toka Tumai Auckland aims to ensure staff can confidently identify, manage, and escalate care for deteriorating patients. It consists of three workstreams: Korero Mai, Recognition and Response, and Shared Goals of Care—all supported by mandatory training delivered through Ko Awatea LEARN.
With over 12,000 staff across clinical and non-clinical roles, assigning the correct training pathway was complex. Training requirements differ by role and include both e-modules and practical assessments (e.g., Basic and Advanced Life Support). The Patient Deterioration leadership team asked Ara Manawa to design a tool and supporting resources that would make this process clear, user-friendly, and accurate.
My Role
I led workshops with the project manager to co-create the algorithm underpinning the tool, refining the decision-tree structure to input into Qualtrics. I also designed a consistent visual language across Qualtrics, Ko Awatea, and Hippo to ensure a seamless user experience and tested the prototype with a diverse group of staff.In addition, I collaborated with data analysts to integrate reporting into the process via Power BI, enabling real-time tracking of self-reported errors. This feature allowed users to self-correct and report perceived errors directly within the tool, reducing the number of one-on-one support requests for the programme team and improving overall system efficiency.
I worked closely with stakeholders throughout to iterate the design and prepare the final tool for launch.
The Opportunity
The primary goal was to make a Sorting Tool that accurately directs staff to their mandatory Patient Deterioration training pathway in Ko Awatea LEARN. Secondary aims included:-
Making the tool easy to use and understand
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Ensuring staff are correctly sorted into certification pathways
- Building a scalable, visually consistent solution that integrates across platforms
Key Challenges
- Scale & Complexity: Assigning over 12,000 staff into the correct pathways
- Platform Limitations: Designing a seamless experience across Qualtrics, Ko Awatea, and Hippo
- Multiple Roles & Pathways: Requirements varied significantly across roles and services
- Tight Timeframes: Launching ahead of a December 2023 policy update
Our Approach
We used human-centred design methodology, combining research, prototyping, user testing, and iteration to ensure the tool was accurate, intuitive, and scalable.Key activities included:
- Stakeholder Engagement: Partnered with clinical leads, Ko Awatea, and programme manager to align goals and constraints.
- Algorithm Design: Led workshops to refine the decision-tree structure that powered the sorting logic.
- Information Architecture: Created a high-level certification pathway document for clarity.
- Prototyping: Developed an early version in MS Forms, tested with over 100 staff from clinical and non-clinical roles.
- UI and UX Design: Built a consistent design language across Qualtrics, Ko Awatea LEARN, and Hippo for a seamless user experience.
- Integrated Reporting: Worked with data analysts to embed Power BI dashboards for error reporting and ongoing monitoring.
- Final Build & Launch: Delivered a Qualtrics-based tool supported by visual materials and Ko Awatea content updates.
Key Outcomes
- Launch Success: Training programme published on Ko Awatea LEARN in December 2023.
- High Adoption: By February 2024, 1,565 kaimahi had used the tool, with 88% correctly sorted (goal: 80%).
- Continued Growth: By June 2024, 4,675 staff had completed the tool.
- Reduced Support Load: Built-in self-correction and reporting drastically reduced one-on-one help requests for the programme team.
- Data-Driven Improvements: Power BI dashboards enable ongoing monitoring and iterative design updates.
- Process Innovation: Introduced a replicable testing and design process for future education projects.
Our Learnings
- Testing at scale matters: Engaging a wide range of users early improved accuracy and usability.
- Consistency across platforms reduces friction: Unified visual and interaction patterns helped avoid confusion.
- Build feedback loops: Real-time error reporting created a self-correcting system and reduced admin load.
- Design thinking supports systemic change: Embedding testing and iteration into policy-driven training improved adoption and usability.
Conclusion
The Sorting Tool helped thousands of staff navigate mandatory training with confidence and accuracy. By combining design thinking, cross-platform consistency, and integrated reporting, we delivered a simple, scalable solution to a complex organisational challenge.Four months post-launch, the tool exceeded accuracy expectations and continues to improve compliance while reducing operational burden. For Ara Manawa, this project reinforced the impact of co-design, iterative improvement, and user-focused design in clinical education.
Project lead:
Jenna Hagan
Project support:
Elina Ashimbayeva
Sponsors:
Dr Mike Gillham, Clinical Lead & Chair for Education and Training
Natalie Rees, Programme Support
Contributers:
Ko Awatea Team, Data & Intelligence Team