Comfama housing subsidy
Helping Colombians buy their first home
Role
Design Lead
Client
Comfama
Disciplines
UX Design
Industry
Banking
Comfama housing subsidy
Helping Colombians buy their first home
Role
Design Lead
Client
Comfama
Disciplines
UX Design
Industry
Banking
Comfama housing subsidy
Helping Colombians buy their first home
Role
Design Lead
Client
Comfama
Disciplines
UX Design
Industry
Banking
3
X
Program KPI's in 2023
Program KPI's in 2023
+
10
Subsidy applicants interviewed
Subsidy applicants interviewed
3
Prototypes tested
Prototypes tested
Summary
Only 1 in 5 of the Colombians who receive Comfama's first-time home buyer's subsidy successfully use it to buy a house. After two weeks of interviews with former applicants and internal stakeholders, we tested three paper prototypes that redefined the end-to-end service. Parts of those prototypes were implemented in the following years, enabling them to exceed their housing subsidy KPIs by 3x in 2023.
Summary
Only 1 in 5 of the Colombians who receive Comfama's first-time home buyer's subsidy successfully use it to buy a house. After two weeks of interviews with former applicants and internal stakeholders, we tested three paper prototypes that redefined the end-to-end service. Parts of those prototypes were implemented in the following years, enabling them to exceed their housing subsidy KPIs by 3x in 2023.
Summary
Only 1 in 5 of the Colombians who receive Comfama's first-time home buyer's subsidy successfully use it to buy a house. After two weeks of interviews with former applicants and internal stakeholders, we tested three paper prototypes that redefined the end-to-end service. Parts of those prototypes were implemented in the following years, enabling them to exceed their housing subsidy KPIs by 3x in 2023.
Discovery
We conducted interviews with more than 10 families in order understand their mental model of the process and the emotions they felt along the way. To identify the characteristics that determine success we recruited people who were unable to get a subsidy, who got it but were unable to use it, and those who had used it to purchase a home.
We interviewed Comfama staff and stakeholders to understand how policies and organizational structure shape the process. We also attended a public information session on the housing subsidy to see how Comfama explains the process to the public. We asked attendees to complete a quick survey afterward to see what information was most valuable and what open questions remained.
Discovery
We conducted interviews with more than 10 families in order understand their mental model of the process and the emotions they felt along the way. To identify the characteristics that determine success we recruited people who were unable to get a subsidy, who got it but were unable to use it, and those who had used it to purchase a home.
We interviewed Comfama staff and stakeholders to understand how policies and organizational structure shape the process. We also attended a public information session on the housing subsidy to see how Comfama explains the process to the public. We asked attendees to complete a quick survey afterward to see what information was most valuable and what open questions remained.
Discovery
We conducted interviews with more than 10 families in order understand their mental model of the process and the emotions they felt along the way. To identify the characteristics that determine success we recruited people who were unable to get a subsidy, who got it but were unable to use it, and those who had used it to purchase a home.
Findings
Research with staff and applicants revealed that the organizational structure and timing of the application were crucial to whether a subsidy is successfully used to buy a home.
One of the first things staff made clear to us is that the subsidy alone isn’t enough to buy a home, but is meant to work together with a loan and savings. This was a clear disconnect for the applicants, who focused on the subsidy alone as the key to homeownership. Many didn’t realize until receiving it how unprepared they were with savings.
With the relationship to loans and savings made clear, the timing of the application becomes crucial. Applicants only have 1 year to use the subsidy, so they need to make sure they will have saved enough within that time period to make a down payment. This created a clear opportunity for goal setting, both in providing an exact number to save for and for the motivation that comes with having a specific house in mind.
Findings
Research with staff and applicants revealed that the organizational structure and timing of the application were crucial to whether a subsidy is successfully used to buy a home.
One of the first things staff made clear to us is that the subsidy alone isn’t enough to buy a home, but is meant to work together with a loan and savings. This was a clear disconnect for the applicants, who focused on the subsidy alone as the key to homeownership. Many didn’t realize until receiving it how unprepared they were with savings.
With the relationship to loans and savings made clear, the timing of the application becomes crucial. Applicants only have 1 year to use the subsidy, so they need to make sure they will have saved enough within that time period to make a down payment. This created a clear opportunity for goal setting, both in providing an exact number to save for and for the motivation that comes with having a specific house in mind.
Findings
Research with staff and applicants revealed that the organizational structure and timing of the application were crucial to whether a subsidy is successfully used to buy a home.
One of the first things staff made clear to us is that the subsidy alone isn’t enough to buy a home, but is meant to work together with a loan and savings. This was a clear disconnect for the applicants, who focused on the subsidy alone as the key to homeownership. Many didn’t realize until receiving it how unprepared they were with savings.
Testing
A two day prototype fair revealed a unanimous preference for changes to the program site that would integrate Comfama’s housing subsidy with its banking services and financial education resources.
After generating over 100 ideas, and fleshing out 12, we landed on 3 top concepts that we wanted to test: a chatbot that could answer questions and help with the form, an improved application experience, and a new homepage with a tighter integration of Comfama’s services.
In order to maximize the amount of feedback in my limited time in Colombia, I planned a 2-day prototype fair. Each day I invited a group of the research participants to provide feedback on our synthesis, check our problem framing, and test our prototypes.
I included stakeholders from Comfama in each interview so they could hear the feedback firsthand. At the end of the first day, I facilitated a synthesis of what we learned and made changes to the paper prototypes for day two. After the second day, I had the Comfama stakeholders vote on one idea to develop.
Testing
A two day prototype fair revealed a unanimous preference for changes to the program site that would integrate Comfama’s housing subsidy with its banking services and financial education resources.
After generating over 100 ideas, and fleshing out 12, we landed on 3 top concepts that we wanted to test: a chatbot that could answer questions and help with the form, an improved application experience, and a new homepage with a tighter integration of Comfama’s services.
In order to maximize the amount of feedback in my limited time in Colombia, I planned a 2-day prototype fair. Each day I invited a group of the research participants to provide feedback on our synthesis, check our problem framing, and test our prototypes.
I included stakeholders from Comfama in each interview so they could hear the feedback firsthand. At the end of the first day, I facilitated a synthesis of what we learned and made changes to the paper prototypes for day two. After the second day, I had the Comfama stakeholders vote on one idea to develop.
Testing
A two day prototype fair revealed a unanimous preference for changes to the program site that would integrate Comfama’s housing subsidy with its banking services and financial education resources.
After generating over 100 ideas, and fleshing out 12, we landed on 3 top concepts that we wanted to test: a chatbot that could answer questions and help with the form, an improved application experience, and a new homepage with a tighter integration of Comfama’s services.
In order to maximize the amount of feedback in my limited time in Colombia, I planned a 2-day prototype fair. Each day I invited a group of the research participants to provide feedback on our synthesis, check our problem framing, and test our prototypes.
Phase 1
As a quick demonstration of value, Phase 1 was a redesign of the program homepage that combined existing subsidy and credit calculators with information about a family’s savings. The design centers how these work together to approximate a family’s housing “budget”.
I aggregated links to related banking services, trainings, and educational resources that Comfama already offers, that would help people on the journey to their first home.
Phase 1
As a quick demonstration of value, Phase 1 was a redesign of the program homepage that combined existing subsidy and credit calculators with information about a family’s savings. The design centers how these work together to approximate a family’s housing “budget”.
I aggregated links to related banking services, trainings, and educational resources that Comfama already offers, that would help people on the journey to their first home.
Phase 1
As a quick demonstration of value, Phase 1 was a redesign of the program homepage that combined existing subsidy and credit calculators with information about a family’s savings. The design centers how these work together to approximate a family’s housing “budget”.
I aggregated links to related banking services, trainings, and educational resources that Comfama already offers, that would help people on the journey to their first home.
Phase 2
No longer just calculators, Phase 2 enabled a logged in experience that would serve as a hub for all activity related to purchasing a home. By linking their subsidy application, credit application, and savings accounts, applicants can monitor their real-time status.
To encourage goal setting, Phase 2 integrated Comfama’s real estate listings, allowing applicants to choose the specific home they’re working toward. After selecting a home, the progress bar at the top switches from your total “budget” to instead show the difference between how much you have and the cost of your selected home.
To help close that gap, Phase 2 also introduced a savings calculator that estimates how much the applicant needs to save each month to reach their goal before their subsidy expires or the down payment is due.
Phase 2
No longer just calculators, Phase 2 enabled a logged in experience that would serve as a hub for all activity related to purchasing a home. By linking their subsidy application, credit application, and savings accounts, applicants can monitor their real-time status.
To encourage goal setting, Phase 2 integrated Comfama’s real estate listings, allowing applicants to choose the specific home they’re working toward. After selecting a home, the progress bar at the top switches from your total “budget” to instead show the difference between how much you have and the cost of your selected home.
To help close that gap, Phase 2 also introduced a savings calculator that estimates how much the applicant needs to save each month to reach their goal before their subsidy expires or the down payment is due.
Phase 2
No longer just calculators, Phase 2 enabled a logged in experience that would serve as a hub for all activity related to purchasing a home. By linking their subsidy application, credit application, and savings accounts, applicants can monitor their real-time status.
To encourage goal setting, Phase 2 integrated Comfama’s real estate listings, allowing applicants to choose the specific home they’re working toward. After selecting a home, the progress bar at the top switches from your total “budget” to instead show the difference between how much you have and the cost of your selected home.
To help close that gap, Phase 2 also introduced a savings calculator that estimates how much the applicant needs to save each month to reach their goal before their subsidy expires or the down payment is due.
Phase 3
A theme from the research was the connection that people feel with Comfama; it’s where they learned to swim or brought their kids to daycare or took classes that enabled them to get a new job. While they care for Comfama, when they have to reintroduce themselves at each interaction, it feels like Comfama doesn’t care about them.
Phase 3 represented a future vision where all of a person’s activity with Comfama lives in one place. They’d be able to manage and monitor their applications, registrations, and information online, and staff would have access to the same when they go in for a service.
To further reshape the relationship between Comfama and the community and create more warmth with each visit, I recommended they redesign the waiting area and staff stations. Rather than having staff on the other side of a desk with a computer in between, I suggested moving staff and applicants to the same side of the desk. To demonstrate this during the final presentation of this work to Comfama’s CEO, we acted out a Phase 3 scenario with the new software and furniture arrangement.
Phase 3
A theme from the research was the connection that people feel with Comfama; it’s where they learned to swim or brought their kids to daycare or took classes that enabled them to get a new job. While they care for Comfama, when they have to reintroduce themselves at each interaction, it feels like Comfama doesn’t care about them.
Phase 3 represented a future vision where all of a person’s activity with Comfama lives in one place. They’d be able to manage and monitor their applications, registrations, and information online, and staff would have access to the same when they go in for a service.
To further reshape the relationship between Comfama and the community and create more warmth with each visit, I recommended they redesign the waiting area and staff stations. Rather than having staff on the other side of a desk with a computer in between, I suggested moving staff and applicants to the same side of the desk. To demonstrate this during the final presentation of this work to Comfama’s CEO, we acted out a Phase 3 scenario with the new software and furniture arrangement.
Phase 3
A theme from the research was the connection that people feel with Comfama; it’s where they learned to swim or brought their kids to daycare or took classes that enabled them to get a new job. While they care for Comfama, when they have to reintroduce themselves at each interaction, it feels like Comfama doesn’t care about them.
Phase 3 represented a future vision where all of a person’s activity with Comfama lives in one place. They’d be able to manage and monitor their applications, registrations, and information online, and staff would have access to the same when they go in for a service.
Learnings
Giving stakeholders first-hand exposure to user feedback saved time, increased empathy, and shifted the nature of our relationship. It allowed them to connect directly with their users without me in the middle, and made them more confident in their decision making.
I should’ve similarly introduced the development team sooner. Their perspective would’ve helped scope the capabilities of the concepts in their infancy, saving time in the development process.
Rather than sharing a representative user journey in the final presentation, I invited a woman who had participated in the research and prototype fair to share her story directly. This was incredibly effective at conveying the emotion around this process and what’s at stake.
Instead of presenting projected slides to the CEO and leadership team, I printed research photos and diagrams and taped them to the wall. While it wasn’t the most practical for people in the back during the presentation, it did serve as a gathering place that the team could return to as they left it up for weeks after the project was over.
Learnings
Giving stakeholders first-hand exposure to user feedback saved time, increased empathy, and shifted the nature of our relationship. It allowed them to connect directly with their users without me in the middle, and made them more confident in their decision making.
I should’ve similarly introduced the development team sooner. Their perspective would’ve helped scope the capabilities of the concepts in their infancy, saving time in the development process.
Rather than sharing a representative user journey in the final presentation, I invited a woman who had participated in the research and prototype fair to share her story directly. This was incredibly effective at conveying the emotion around this process and what’s at stake.
Instead of presenting projected slides to the CEO and leadership team, I printed research photos and diagrams and taped them to the wall. While it wasn’t the most practical for people in the back during the presentation, it did serve as a gathering place that the team could return to as they left it up for weeks after the project was over.
Learnings
Giving stakeholders first-hand exposure to user feedback saved time, increased empathy, and shifted the nature of our relationship. It allowed them to connect directly with their users without me in the middle, and made them more confident in their decision making.
I should’ve similarly introduced the development team sooner. Their perspective would’ve helped scope the capabilities of the concepts in their infancy, saving time in the development process.
Rather than sharing a representative user journey in the final presentation, I invited a woman who had participated in the research and prototype fair to share her story directly. This was incredibly effective at conveying the emotion around this process and what’s at stake.
Instead of presenting projected slides to the CEO and leadership team, I printed research photos and diagrams and taped them to the wall. While it wasn’t the most practical for people in the back during the presentation, it did serve as a gathering place that the team could return to as they left it up for weeks after the project was over.