Redesigned how members access and act on program information, replacing staff-dependent enquiries with a self-service participation pathway
Improve member participation by redesigning how people access and understand program information — shifting communication from announcements to a usable service
Members were interested but unsure how to join or what to do next
Information scattered across emails, committees and informal channels
Website did not support user tasks (only announcements)
Volunteers repeatedly answered the same questions
Participation depended on personal guidance rather than self-service
I mapped member interactions across enquiries, emails and committees to understand how participation actually occurred. The organisation’s service interface was volunteers, not the website. Participation depended on insider knowledge
Evidence → Mind Map
Analysed enquiries to identify participation barriers and confusion points
Mapped member journeys (events, resources, membership, opportunities)
Rewrote instructions into clear step-by-step guidance (plain language)
Structured information into predictable sections: what it is / how to join / requirements / who to contact
Designed and built a central website as a single source of truth
Converted email-based communication into a self-service information hub
Created templates, schedules and standard messaging for consistency
Translated committee operational details into practical user actions
Developed teacher resources and participation guides enabling independent delivery
Significant reduction in repeated clarification enquiries
Volunteers spent less time providing manual support
Members accessed information and registered independently
Teachers ran programs without direct assistance
Organisation shifted from admin-dependent communication → self-service service model
Participation confidence and adoption increased
The barrier was not awareness — it was usability
By treating communication as a service interface, the organisation moved from “people needing help” to “people able to act"
DETAILS:
In 2018*, Reeya began working with the Victoria Indonesian Language Teachers Association (VILTA), a not-for-profit community organisation supporting teachers, students and volunteers across Victoria. While the organisation was highly valued, communication relied on fragmented messaging and unclear information structures. This made it difficult for members—especially newcomers—to navigate activities and participate in programs.
Pic: Indonesian Language Model UNITED NATIONS (UN) event for students at the Treasury Theatre, 1 MacArthur Street, Lower Plaza, East Melbourne.
The "Hidden" Barriers
VILTA’s information was scattered across emails, informal channels and a one-way website. Members wanted to participate but lacked confidence they had understood the process, leading to inconsistent engagement and heavy manual coordination by volunteers.
Frequent clarification emails about schedules, requirements and registration showed participants weren’t disengaged — they were cautious, often relying on personal contacts instead of clear guidance.
Reeya identified the core problem wasn’t awareness or marketing, but clarity and reassurance.
Clarity and Predictability
Working remotely and independently, Reeya rebuilt how information was communicated across the organisation — focusing on clarity rather than promotion.
The mind map structured the website across three functional areas — Membership, Admin and Public — each mapped to specific user needs and administrative requirements. The structure ensured that regardless of where a member arrived on the site, their next step was visible without requiring staff assistance.
Based on her mind mapping, Reeya restructured, redesigned, rebranded and built the new VILTA website* using Canva and Wix
*) Note: VILTA's website has evolved since Reeya's involvement ended in 2023. While the visual presentation has been updated, the information architecture and functional structure remain as originally designed
From Hesitation to Participation
Repeated clarification enquiries decreased. Volunteers who had spent significant time answering the same questions found they were no longer needed for routine guidance. Members — including newcomers — could find what they needed, understand what was required, and take the next step without asking anyone.
The organisation's communication had shifted from something people needed help navigating to something people could use on their own.
The project showed that participation problems were not caused by lack of interest, but by uncertainty. Clear and reassuring communication allowed people to take part confidently.
Interested in how this thinking applies to your organisation?
Let's collaborate!
