Doorbells of despair

Back in the old days, Oh Best Beloved, when your parents were still young and didn't have mortgages, I used to work with council one-stop-shops. At one place I worked the need for a separate customer services service was self-evident as everything about the corporate culture and customer journeys screamed out that it couldn't keep the public far enough away for its own comfort. Its council offices had the nearest I have seen to a moat filled with crocodiles that could be practicable in a 20th Century building.

The most frequent customers were council housing tenants, or hopeful tenants-to-be. The customer experience was painful. They had to:

• Know that they had to go to the council offices for a particular service and not one of nineteen other offices scattered around the town;
• Know which floor to go to;
• Know that when they got out of the lift at that floor they had to turn right and go through the big, wooden, unmarked door;
• Know that once inside the reception room (not a lot bigger than a telephone booth) they had to ring the appropriate door bell for assistance;
• Know which of the six doorbells on the wall to use, which wasn't obvious as they were hand-labelled with the names (or even initials) of the housing teams, not their function.

If you picked the wrong doorbell you were tutted at and left to your own devices to have another guess.

I'd hoped those days were long gone but looking round at public service web sites I begin to wonder. The vogue now is for pages to be stripped down bare save for a small number of icons taking you to the services you are most likely to want.

I have a few issues with the more extreme instances of this:

• Where's the information telling the user who you are and what you do? Not a mission statement (God help us!) but a simple narrative explanation of your function. Don't assume that because you know then so does everyone else.
• Where's the support? What if these icons and labels mean nothing to me? What do I do? Who do I ask for help?
• Who says these are the services I am most likely to want? You don't know me, you don't know what I want.
• Who says these are the services that the average user is most likely to want? Customer insight might be able to tell you which of the existing options the customer is most likely to find and use but that isn't necessarily the same as "want." Is a page popular because it is useful or because it's easily accessible (or least-inaccessible)?
• Beyond the metrics, who determines which services are promoted? Is it the comms team? Is it the web team? Is it the service? Is somebody waiting for the research to demonstrate a demand for resources that have effectively been hidden?

But most of all, whenever I see one of these web sites I have to ask myself: have we really gone back to the customer having to guess which doorbell to ring for attention?

Library audiences: talking to the other 54%

A couple of months back I had an interesting Twitter conversation with some local government comms folk which got me wondering why so few English public library services have much in the way of child-centred content on their web sites. I asked the very splendid Ian Anstice if he could canvass for examples of good practice on his Public Libraries News site. The good news is that he got some positive responses, including Devon's "The Zone" and Stories from the Web; the bad news is that there are so very few examples. Ian's musings on this point are here.

For me there are a few contributory factors to this famine:

• The web is still seen as largely "something other" to the public library's service offer. At best a way of promoting activities in the library and somewhere to keep the catalogue and the e-books; at worst an abstraction of resources from beleaguered libraries. (There are plenty of exceptions to that rule, thank Heaven!)
• If you're doing it right it's going to take time and people to do it. These are increasingly scarce resources.
• It's difficult to reconcile the needs of a children's page with those of a council's corporate branding, particularly if the brand requires a single monolithic corporate voice.
• It's a complex and sometimes unforgiving audience: what's great for a five year-old may be acceptable to a seven year-old but puerile to a nine year-old and beyond the pale to an eleven year-old.
• There's often a confusion as to whether the audience is the child or the parent. Ironically, the younger the intended audience the older the people you're going to be talking to.

Despite these problems there are still some things that can be done without too much expense and hassle.

Customer-created content

There are easy ways of adding children's voices to your content:

• If your OPAC includes the facility to publish readers' ratings and reviews, actively encourage children's reviews. You might need to do it for them; if so, an ethical solution would be to set up a dummy customer account specifically for posting them.If you have children's reading groups, encourage the groups to post their reviews, too.
• You'll probably already include links to writers' web sites with the rest of their works in your catalogue; why not also include links to appropriate fan sites?
• If your children's reading groups have their own web pages link to them from your site.
• Many OPACs have the facility to build saved lists and incorporate them into URLs to create canned searches. Canvas ideas for reading lists, "top tens" and the like and build them into links in your site. If you can present these as carousel galleries of books covers - yay!!!
• If you have good working relationships with schools and youth workers, get them involved, too.

Changing rooms

If you can't have child-centred pages on your council's web site, can you provide separate versions of your OPAC for children?

• The basic model would just be to have a version of the OPAC that's limited to the children's collections (this is where we're at in Rochdale at the moment).
• A modification of this would be to change the wording for this version's home page and search forms (which could probably do with simplifying anyway). You'll need to be pretty clear about which particular audience(s) you're addressing here. You might want to do a CBeebies/CBBC split.
• If you have a useful working relationship with your comms people and if your corporate brand is either flexible enough to deliver or allows permissible exclusions in particular circumstances, then you could do some interesting work on the stylesheets, etc. to make the look and feel more friendly. This isn't necessarily about using primary colours and Comic Sans (catalogue records look really horrible in Comic Sans, I've tried it). It's usually about: 
• Simplifying elements, or eliminating them altogether. Is the link to the corporate web site useful to a nine year-old?
• Adding pages specifically aimed at your audience. The obvious ones would be your help pages.
• Illustrating ideas and instructions with graphics.
• Perhaps even having its own character-based branding (like Bookstart Bear).

These are just a few potential quick-win options. Given time and resources there's a lot more that could be done but I think there's a danger of ignoring the basics in pursuit of the cutting edge and sexy.

Coping with Twitter

I'm not yet a convert to Twitter. I've been having a play with paper.li and have converted my Twitter into a daily newspaper. And suddenly, I can not only cope with it, I quite like it. I'm still not convinced as to how this deals with non-business tweets so I've had Albert Shark RN tweet something so that I can see how it fits in, or not.

Besides the fun of having a bit of a play I think there's a serious point here. We need to be careful to provide a variety of user interface formats for our service channels, not just in order to meet the needs of different platforms and delivery mechanisms but also the needs of the different customers. You'd like to think that was a given, wouldn't you? I'm not always convinced of this: the needs of the body corporate can too often force a one-size-fits-all, lowest common denominator type of usability testing. To a large extent this is unavoidable with the core corporate web site as that really is required to be one-size-fits-all. The important thing is to re-use and refocus the content in as many different additional channels as can be practicable.

Demonstrating the Return on Investment: God is watching, give him a good show

By any objective measure a large sum of money is invested in the public library service. We can make a good case for its not being enough, or the wrong kind of investment, but it's still a goodly sum.

The return on that investment can be relatively colossal, whether you measure the impacts in terms of literacy or well-being, supporting economic or community development. But we sort of take it for granted that people know that, don't we? While other services make damned sure that everyone who matters knows every single thing that they do (and every one of them dressed up to the nines as a major success) public libraries tend to pootle along, doing their thing until there's talk of cuts and closures, when suddenly all the positives are wheeled out. In many ways that's too late: to be sure, you may be able to stave off the major cuts in bad times but are you in a position to be able to capitalise on the good times?

• Libraries do a lot of stuff. In practice this is great, but it's difficult to sell "we do a lot of stuff" as a single message without looking and sounding incoherent. So let's not do that. Let's work with small, digestible lumps of news and information that make a single, sensible, positive point.
  


• Little and often is good. The individual message is: "this is something the library does/did and it is A Good Thing." The repeat message is "libraries do good things." Importantly, the message is sustained over time.
  


• "We're not doing anything we can make a fuss about." Bollocks. Take a look around you. Other people's high-profile media events: the festivals; the open days; the big-name events. How many people turned up? And how many people do you get to your events? Have a look round at your local context and be more realistic about what you're able to achieve. Then celebrate what you do achieve!
  


• "That's been and gone. What's the point in putting that on the web?" You've done something. It cost time and money to do it. Why? What did you get for it? More importantly, what did the public get for it? Tell them what you've spent their money on.
  


• "Yes, but it's history, isn't it? What's the point of telling people what we've done?" You and your staff aren't standing round waiting to "stamp out a few books" are you? That's precisely what a lot of people do think you do. Your overall message needs to be: "we do lots of stuff and here's just some of it!" You can't prove that you do lots of good stuff without having a good range readily available to demonstrate the point.
  


• "Yes, but that's just politicking or swank, isn't it?" NO!!!! This is an important part of your catalogue of services. Just as your library catalogue (remember that?) tells your customers what resources may be available for them to use, this collection of news and information items tells your customers and potential customers about the kinds of services and activities that you're delivering, or have delivered, in your libraries. And, importantly, it gives people with money and influence an idea of what you can do given the time and resources.
  


• Spread the word: don't rely on a single channel of communication. If you've got something good to say, say it in a few places. Take the message to your intended (or hoped-for) audience, don't sit back and expect them to hunt you down.

None of this is difficult and none of it is new. We just need to do it.

Library web page development

It occurs to me that if I do a web page for each library pulling in the appropriate news and events it would be a good idea to also populate it with appropriate statistics and factoids.

Just making a note before I forget.

Playing with the news

We've changed the way that we do the news items on our web site. Up to now I've just been plonking new copy at the top of a "news and events" web page, which is pretty inelegant and often means that the news loses quite a lot of impact. The council's web team have tweaked the content management system (Immediacy, I'm not a big fan of this software) and we can now work with each news item as a separate page, aggregating the headline copy onto the news page. The potential effects on the "news and events" page are obvious.

• The page is now more easily readable;
• We can point people to individual news items by giving them the URL, which means we can also share the news on facebook, etc.
• The aggregating tool used on this page can be used, with tweaks elsewhere. This means that the front page can always be dynamically updated.

Less obvious, but potentially very, very useful, is the mother-daughter relationship of the news item. At first we worked with the news items' being daughters of the news and events page. Then we realised that if the news item was the daughter of the children's library page, for instance, then that page could have a news feed just about the children's library (it's in the right-hand column under the contact details). This is a potentially very useful way of providing news in context.

Taking this a step further led me to abandon some work I'd been doing a while. I'd been working with the web team to set up a new underlying taxonomy of pages that reflected the work we actually do rather better than the National Local Government Navigation structure does. We'd got as far as starting to set up some parts of the children's library structure when this new development came round. I've not entirely abandoned the proposed taxonomy but it was mapped out on the basis that we'd be using static web pages. There's a lot of scope for delivering the same outcomes with a simpler taxonomy using a mixture of static and dynamic pages in a way that should be easier for the reader to use. It's early days yet: I'll concentrate on the children's library and the books & reading sections first as they have the most incoming news and the greatest potential for me to over-complicate things. If I can deliver something manageable with these the rest of the library pages should be straight forward.

One thing I can't do easily with this function is to deliver a news feed for each library (assuming, of course, that each library provided news!!!). Because the news item have a simple mother-daughter relationship with another web page I have to make either/or choices when it comes to something like the page about Middleton Library's reading group, for instance. Does it go under "books & reading" or does it go under "Middleton Library?" The convention I'm using is that the theme always overrides the location. Which doesn't mean I can't rig something up about events at Middleton Library: I just have to be a bit creative about it. Probably the least messy way to do it would be to have a page providing an periodic report (realistically at the moment this would be annual in most cases; millennial in one or two) with a combination of a news feed of items attached to that library and links to appropriate items elsewhere on the site. One to look at in a couple of months.