16 crimes per day occur in Seattle. This is 115% higher than the national average. Working directly with The University of Washington’s Police Department, our mission is to increase the sense of safety on campus by keeping University Residents informed of nearby crimes in real-time. The core of our project is to amplify the accessibility of UWPD’s crime data for technical users through a public API, and for non-technical users through a public visualization dashboard. Through these tools, residents will be empowered to make better decisions surround their safety.

Industrial Control Systems (ICS) are cyber-physical systems that allow operators to monitor and control complex industrial processes, such as those found in energy, manufacturing, and other critical infrastructures. ICS operators face numerous challenges, especially information overload, reliance on disparate information sources, and a lack of aggregated, consumable, and intuitive ways to gain insights on ICS vulnerabilities and risks to protect their assets. By leveraging thoughtful user-centric design, we worked with FireEye to create and organize a structure for meaningful relationships between vulnerabilities and assets, designing a user-friendly system to display information that is both easy to understand and actionable.

To learn about the potentials of Virtual Reality, we designed a curriculum for teenagers, called VR Camp, taught over spring break at Snoqualmie Public Library. It was divided into three modules; each exposed students to different ways of interacting with VR and paired those experiences with participatory design activities. This VR program served as a pilot for a larger research project at the UW. Funded by a grant from the IMLS, this project brought VR to incarcerated youth in Snoqualmie Valley. Findings from VR Camp and the larger project will help inform the creation of a library practitioner toolkit.

The Mt. Angel Public Library does not currently conduct outreach in the wider community and their outreach efforts in the past have been limited in scope and impact. Our outreach plan contains a detailed strategy and two different budget proposals for expansion of Mt. Angel’s outreach efforts. The community will benefit from increased contact with the library’s services, and the library will benefit from increased use and impact in the community. Our outreach plan is designed to ensure that everyone in Mt. Angel is aware of and uses all the library services available to them.

The goal of this capstone was to revise the Drama and Theater taxonomy in Resources for College Libraries to make it more equitable in its classification and consistent in its structure. Revisions were informed by targeted readings about controlled vocabulary development, and domain research from The Essential Theater by Oscar G. Brockett. I was able to update the taxonomy to make it more equitable and consistent by using these resources and feedback from my sponsor. These changes will make the taxonomy easier to keep current going forward and easier for librarians to use for collection development.

For people with visual impairments, navigating the Seattle public transportation system without assistance is challenging due to the reliance on visual cues. With the help of Where-able, people with visual impairments are able to input their bus number and route so that the wearable vibrates when the bus is approaching, signaling the arrival of the bus. Our app and hardware enables users with visual impairments to be better supported when getting around the city of Seattle by eliminating one of the struggles of the public transportation system.

“William S. Boyd School of Law: The First 20 Years” is an online archives and physical exhibit which invites members of the Nevada legal community to reflect upon the growth of our state’s only law school since its founding in 1998. The Wiener-Rogers Law Library at the UNLV William S. Boyd School of Law sponsored this project. From the sponsor’s existing holdings, over 200 artifacts were selected for digitization. Roughly half of the digitized artifacts were added to a newly created online collection. Certain other artifacts were selected for physical exhibition, on display in the sponsor library through December 2019.

Companies are being called to change their policies around harassment response and the enforcement of these policies to better support reporters and to create positive cultures. Despite this pressure, only 20% of companies have made systemic change to end harassment (EEOC June 2016 Report). Currently, there is no clear, direct way to report harassment or communicate resolutions. Our solution is an enterprise system that allows for both first person and bystander reports. By digitally tracking reports, trends of behavior can be visualized within our system and targeted policy changes can be made to improve company culture in regards to harassment.

In 2015, the Santa Monica Public Library (SMPL) established a Strategic Plan (SP) that identified four focus areas, Vibrant Learning Center, Wellbeing Cultivator, Dynamic Third Place, and Community & Cultural Connector. Unfortunately, a year into the project the Library underwent some changes in administration, causing the Plan to be neglected. The new Director of Library Services seeks to revitalize the SP. The project includes reassessing and updating the Plan, its four focus areas, the SP website, creating an internal (staff) and external (public) communication plan, and the actual reintegration of the Plan in a fun way.

Refugee Women’s Alliance’s Early Learning Center is a preschool for children three to five years old, providing multilingual and multicultural childcare and education. The ELC’s classroom libraries are made up of primarily donated materials, and therefore have no cohesive organizational structure. ReWA’s ELC preschool teachers needed an organizational system for their classroom collections, as well as instructor guides to aid them in identifying books for lessons on specific subjects. After completing an inventory and evaluation of the collection our team developed an organizational system, identified gaps in the collection, and offered recommendations to fill those gaps.