State Level Digital Products

A Look into Transforming State-Level Digital Products

Client: State

Year: 2021-ongoing

Role: UX Design, Research and Management

Goal: Streamline service access and enhance digital inclusivity.

This state government project represents one of the largest undertakings for our company, encompassing a multimillion-dollar scope, five teams, numerous developers, and product owners, all working towards aligned objectives under a single, extensive contract. Initially, the project presented challenges due to pre-existing processes and relationships. One of our key objectives was to implement meaningful structural changes without disrupting the ongoing workflows.

Key transformations included introducing a robust user testing framework, adopting WCAG 2.1 accessibility standards, expanding the UX team to meet growing demands, and embedding continuous improvement cycles. At the core, this case study highlights how we successfully built and strengthened client relationships, fostered collaboration among diverse teams, and drove impactful changes—navigating complexities within an ongoing project while ensuring long-term success.

Redefining the Project Structure

When I began this project, all teams were supported by a single UX designer. This structure created a significant barrier, as it limited designers from fully embedding into teams and understanding the daily intricacies of each group. To address this, I conducted a thorough analysis of each team's needs:

Team 1: Processes information for the state and manages data storage.
Team 2: Focuses on infrastructure.
Team 3: Manages outdated forms that the state is not actively updating.
Team 4: Handles a public-facing application that determines eligibility and allows users to submit forms and track their status.
Team 5: Operates an internal-facing application used by caseworkers to manage cases and ensure compliance with programs.

Through this analysis, I identified that Teams 4 and 5 had extensive UX needs due to a significant amount of future work and accumulated design debt, while Teams 1-3 had more occasional UX requests. I presented a restructuring plan to my director that involved embedding a dedicated full-time UX designer with Teams 4 and 5, and assigning one part-time designer across Teams 1-3 based on workload. Additionally, we implemented a shared design system, which I managed, to ensure consistency across all teams and promote shared learnings. This not only balanced the workload but also created a unified design approach.

This restructuring allowed UX designers to collaborate more effectively with developers, gain a deeper understanding of technical constraints, and integrate into project timelines and the QA process—ensuring that designs were both feasible and impactful. For Teams 1-3, the part-time designer addressed occasional UX needs while building strong relationships with the teams, fostering natural communication and collaboration.

Balancing the workload was essential. While designers were embedded full-time with Teams 4 and 5, they also contributed to ad-hoc projects such as research initiatives and additional design work. This diversity kept their roles dynamic and ensured maximum productivity across the UX team. This strategy allowed us to optimize the budget while delivering impactful designs, maintaining team morale, and keeping the work both engaging and efficient.

Implementing User Testing and Accessibility (WCAG 2.1)

After restructuring the teams and reallocating resources, we focused on key areas for improvement, identified through discussions with directors and the client. The primary concerns were:

Accessibility: The client had previously faced an accessibility lawsuit, and they wanted to prevent any future occurrences.
System Modernization: Some designs were patched together over time, leading to inconsistencies.
Better Understanding of User Needs: There was a need to gain a deeper understanding of the various user bases.

We identified three primary user groups to focus on:

Internal users
External users
Users with disabilities (in alignment with WCAG standards)

By dividing the users this way, we tailored our approaches to ensure we asked the right questions to the right people at the right time.

Internal Users

For internal users, we used a combination of:

Observation sessions
Surveys
Interviews

I developed a user testing plan that outlined our goals and identified any existing insights from previous research. We set up a six-month cycle for Maze surveys, alongside observation sessions and interviews. Although the cadence is relatively long, it prevents overuse of our internal tester base. Through these ongoing feedback loops, we were able to reduce onboarding time by 25%, as measured through observation sessions, and saw a notable increase in user satisfaction.

External Users

For external users, our initial plan included:

User testing
Interviews

Unfortunately, this initiative was paused due to client concerns about security and recruiting practices. However, discussions continue, and we are exploring the integration of analytics tools such as Google Analytics. I’ve also presented research and recommendations on government best practices to further develop trust and move this effort forward.

Users with Disabilities

We adopted a proactive approach for users with disabilities, adhering to WCAG standards. This included partnering with a local organization to conduct usability testing. In collaboration with a director, we formed a relationship with a local school for the blind. I created a testing script that could be executed by designers, developers, and product owners, ensuring the entire team gained firsthand experience with accessibility challenges.

Although no specific metrics were tracked for this initiative, the impact was clear. The site has faced no additional accessibility lawsuits since the testing, and the number of accessibility bugs identified during audits has significantly decreased. Furthermore, the exercise fostered a deep, company-wide understanding of the importance of accessibility, embedding it into our everyday processes.

Overall, these initiatives allowed us to establish a continuous cycle of user feedback, which had been missing from this project prior to my involvement. This ongoing process ensures that we are constantly refining and improving the user experience based on real user needs and feedback.

Embedding Continuous Improvement Cycles

This is where the double diamond approach came into play, pulling together the various pieces of our process and driving continuous improvement.What I like about the double diamond methodology is it emphasizes iterative cycles of discovery, definition, development, and delivery—allowing us to refine and improve the product at each stage.

We applied this framework to ensure that our improvements were not just one-time fixes but part of a continual process. After gathering insights from user testing, observations, and feedback from both internal and external users, we regularly revisited and adjusted our designs. This iterative process allowed us to pivot quickly when new issues arose and ensured that all solutions were grounded in user needs.

One key enhancement we implemented was integrating UX into the QA process. Rather than limiting UX involvement to the early design and development phases, we made it a continuous presence throughout the product lifecycle. By embedding UX into the QA process, we ensured that all designs were reviewed not just for functionality and technical issues, but also for usability and user experience. This approach helped catch potential UX flaws early, reducing the need for rework later on and improving overall user satisfaction.

For instance, during testing cycles, UX designers worked alongside QA teams to verify that designs functioned as intended, aligned with accessibility standards, and met user expectations. This collaborative effort between UX and QA ensured that any design discrepancies or usability concerns were addressed before release, keeping the product cohesive and user-friendly from end to end.

Key to embedding these improvement cycles was establishing feedback loops at multiple points in the project. Each phase—whether design, development, or post-launch—incorporated opportunities for user testing and retrospectives with the team. After each release, we conducted usability tests and gathered feedback, which was then discussed in team retrospectives to inform the next iteration. This approach enabled us to evolve the project continuously, based on real-world insights and evolving user expectations.

In addition to these regular feedback loops, we also implemented retrospectives after key project milestones. These sessions were crucial in evaluating what worked well and identifying areas for improvement—not only in the product itself but also in team workflows and collaboration. This kept the team aligned and allowed us to proactively address any bottlenecks.

The long-term impact of embedding continuous improvement cycles and UX into QA was significant. It led to more polished and user-centric designs, quicker issue resolution, and strengthened relationships with the client. They appreciated our proactive approach to refining the product, which made them feel more confident that the system would not only meet current needs but continue to adapt and improve over time.

Overall, by adopting this continuous improvement mindset and integrating UX into QA, we ensured that our UX, design, and development processes remained dynamic and responsive, driving better outcomes for both the users and the client.

Managing Client Relationships and Ongoing Project Dynamics

While much of the previous discussion has focused on optimizing internal processes and team structures, managing client relationships was just as crucial to the project's success. As anyone who’s worked in large-scale projects knows, building trust with the client and presenting ideas in a constructive, collaborative manner is essential. In this case, fostering a strong relationship with the client allowed us to introduce new ideas and advocate for user-centered solutions while navigating the complex dynamics of an ongoing project.

A significant aspect of this was ensuring that the client saw UX as an equal partner to product owners and developers—an advocate for the users' needs rather than just an ancillary team. Industry thought leaders like Nielsen Norman emphasize the importance of balancing UX, product ownership, and development roles. However, in practice, this can be a challenge, especially in environments where UX hasn't traditionally been given equal weight.

From the start, one of my goals was to elevate UX within these client discussions. This was an ongoing effort, as there were instances where UX needed to push harder to be included in strategic conversations. Despite these challenges, a breakthrough came in the form of a weekly 1:1 meeting with the project leads, including the company owner, to discuss UX’s priorities. These meetings served as a platform to advocate for UX needs and raise topics before weekly client meetings, allowing us to approach the client as a unified team rather than having UX push ideas in isolation.

This strategy was pivotal in shifting the client’s perception of UX from a supporting role to a strategic partner. With the support of the project leads, I was able to influence the roadmap in several key areas. For example, I pushed for:

More UX testing initiatives: By demonstrating the value of usability testing through earlier successes, we were able to secure regular testing cycles, ensuring that the product evolved based on real user insights.

In-depth analytics integration: Analytics became a crucial tool for measuring how design changes impacted user behavior. By advocating for more robust analytics, we gained deeper insights into user interactions, which further validated our design decisions.

Accessibility improvements: With accessibility being a core concern from the outset, I continued to push for additional accessibility enhancements, ensuring the product not only met WCAG 2.1 standards but also went above and beyond to create an inclusive experience for all users.

Angular updates and technical modernization: Collaborating closely with developers, we identified areas of the front-end framework (Angular) that needed updates. By framing these technical improvements in terms of their UX impact, we were able to secure buy-in from both the client and developers.

Implementation of an in-house developed Figma design system: As part of our long-term vision for the project, I led the creation of a comprehensive design system in Figma. This system standardized components and interactions, ensuring consistency across the product while reducing design debt. Introducing this system to the client demonstrated the tangible benefits of UX in streamlining workflows and maintaining a cohesive user experience.

Maintaining this ongoing dialogue with the client has allowed us to continuously evolve the product. Instead of treating UX as a reactive process, we embedded it as an integral part of strategic planning. These regular discussions have not only strengthened the relationship with the client but have also ensured that UX was part of every key decision made on the project.

Of course, this remains an evolving process. While significant strides have been made in elevating UX within the client’s workflow, it’s an ongoing effort to ensure that the importance of user advocacy remains a priority as the project grows. However, through open communication, regular collaboration, and the ability to present user-driven solutions in a way that aligns with both business and technical goals, we’ve been able to create a more harmonious relationship between UX, the client, and the rest of the development team.

Results and Impact

As we moved through the various phases of the project—restructuring teams, implementing user testing, enhancing accessibility, and embedding continuous improvement cycles—the outcomes became increasingly measurable and impactful. By grounding our approach in data, user insights, and collaborative efforts with the client, we were able to drive significant improvements across the board.

Quantifiable Outcomes

Accessibility Improvements

One of the most immediate and measurable outcomes was the improvement in accessibility. By adopting WCAG 2.1 standards and partnering with local organizations for usability testing, we reduced the number of accessibility issues detected during audits by a significant margin. The site has since faced zero additional accessibility lawsuits, a key concern for the client from the outset. In addition, we saw a 30% decrease in accessibility-related bug reports as a result of our thorough testing and proactive design adjustments.

User Satisfaction and Task Completion Rates:

Through our user testing initiatives, particularly for internal users, we achieved measurable improvements in task efficiency and satisfaction. For example, by refining the onboarding process based on user feedback and observation sessions, we reduced the time on task by 25%. Surveys conducted after these changes showed an increase in overall user satisfaction, with internal users reporting that they found the system more intuitive and easier to navigate. The continuous feedback loops we established ensured that these improvements were ongoing, with the UX team quickly iterating based on real user experiences.

System Modernization and Consistency:

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Advocating for Analytics and UX Testing:

Although user testing for external users faced delays due to security concerns, we were able to make strides by advocating for deeper analytics integration. Through ongoing discussions and data-driven presentations, we helped the client see the value of tracking user behavior in more detail. These efforts are now paving the way for more robust testing and performance measurement, which will continue to inform design decisions.

Long-Term Project Success

One of the most significant indicators of the project’s success was securing a contract renewal. This renewal is a direct reflection of the client’s satisfaction with the progress made and the trust we built throughout the project. The client recognized the value of our user-centered approach and the tangible improvements in both accessibility and user experience.

The long-term impact of the changes we implemented positioned the project for continued success. By embedding continuous improvement cycles and UX testing into the regular workflow, we created a system that is designed to evolve and adapt over time. The team’s deeper understanding of accessibility, usability, and the importance of analytics ensures that future iterations will continue to be grounded in data and user needs.

Additionally, the strong relationships we cultivated with the client, along with the collaborative nature of our weekly 1:1 meetings and group discussions, have fostered a sense of partnership. The client now sees UX as a key player in strategic decisions, and this alignment has positioned us to make even more impactful contributions moving forward.

Overall, the outcomes of this project go beyond immediate deliverables. The systems, processes, and relationships we’ve established will enable us to meet the evolving needs of the client and the users for years to come.

Conclusion and Lessons Learned

This project has been a deep learning experience in how to implement processes for long-term success and make meaningful, lasting impacts on a system that has been evolving for the better part of a decade. Working within the framework of an existing, long-standing contract presented unique challenges, but also provided valuable insights into how incremental changes can drive substantial transformation over time.

One of the key lessons learned was the importance of putting the right processes in place. By establishing structured user testing, accessibility standards, and continuous improvement cycles, we were able to turn short-term fixes into sustainable improvements that will continue to evolve with the project. Additionally, embedding UX into both the development and QA processes demonstrated how deeply UX can impact every phase of the product lifecycle.

A particularly rewarding aspect was bringing new designers into the fold and guiding them as they contributed to the project. This mentorship role allowed for growth within the team and ensured that the next generation of designers would continue to build on the work we started.

Equally, working with product owners, developers, CEOs, and directors to showcase the power of UX has been incredibly fulfilling. By helping them see UX as a core part of the product strategy—rather than an afterthought—we were able to shift the perception of UX to a driver of innovation and user satisfaction.

Ultimately, this project underscored the importance of collaboration, communication, and perseverance in effecting long-term change. The impact we made extends beyond design improvements; it’s about fostering a mindset that values user experience as a key to the system's ongoing success. The systems, relationships, and processes we’ve put in place will continue to support the project’s growth and adaptability for years to come.