Service blueprint supporting Library membership joining

In January 2018, I created a service blueprint exposing inefficient and painful internal processes of how the business delivers membership.

In January 2018, I created a service blueprint exposing inefficient and painful internal processes of how the business delivers membership. I began my new role as Digital User Experience Manager in the Digital Experience team at State Library Victoria. My first task was to map the current experience of joining the Library, both from offsite and onsite.

Short of emotional data and user pain points, I relied on my heuristic review of the artifacts and backstage processes, as well as information gathered from internal sources including:

  • conversations with key colleagues
  • YouTube channel content
  • Google Analytics reports

Analysing and synthesising the data at hand, I created the following map, a service blueprint, not a customer journey map.

Where journey mapping focuses on exposing the end-to-end of your customer’s front stage experience, blueprinting focuses on exposing the surface-to-core of the business that makes up the backstage and behind the scenes of how you deliver and operate, and ties that to the customer’s experience.

The difference between a journey map and a service blueprint by @erik_flowers and @meganerinmiller
Service blueprint exposing the business of how membership is delivered and operates.
A service blueprint of joining the Library through stages of: initiate; web form; collection choice; manual processing; welcome; and membership.


Whether onsite or offsite, people either self-directed or were staff-mediated to start their join the Library task. Some people arrived via a Register link in the website masthead, others were directed to a dedicated computer at a staffed registration desk.

Web form

Users completed a web form that lacked optimisation for touch devices. It took 40 seconds longer to complete on a mobile compared to a desktop device! Thankfully the HTML and server-side technologies are bespoke. These frameworks give us the freedom to design, develop, test and iterate mobile form improvements and more over the following months.

Collect choice

One question on the form asked people how they’d like to receive their Library card: at the Library; or by post. The vast majority, 77%, chose to receive their card by post. Choosing by post means:

  • traveling to the Library is unnecessary
  • finding your way through a complex building to a registration desk is avoidable
  • interacting with staff is not required

By post has slower delivery and is a kind of self-service method of receiving your Library card. This option also required “great lengths to patch it together” in terms of intensive manual processing efforts.

Manual processing

At the Library

Only 23% chose to present identification to staff at the registration desk in order to receive their Library card. Staff would retrieve a plastic card from stock, make record adjustments in a computer system, then issue the card.

By post

After removing spam registrations, and resolving incomplete or incorrect addresses, staff would:

  1. Retrieve a plastic card;
  2. Make record adjustments in a computer system;
  3. Match the card with the corresponding named and addressed envelope;
  4. Pack in a welcome letter.

Then a batch were taken to dispatch where, on business days, Australia Post would commence delivery.


Members who chose by post received their card and a generic welcome letter. No longer was the letter personalised. It wasn’t even customised: members residing outside Victoria got the same messages about accessing e-resources – a privilege non-Victorians are ineligible for!

Membership begins

Once people found their way to the registration desk, joining onsite only took a few minutes. For Victorians to receive their card in the post, it took between 2 to 6 days, then they could begin accessing member benefits.

After sharing the blueprint

This service blueprint indicates “inefficient and painful internal processes” surrounding postal delivery of member cards. Five months after sharing the blueprint, in June 2018, I lead a project which would bring about:

  • digital distribution of membership
  • faster delivery of member benefits
  • automation of manual processes

In future posts I’ll describe pertinent aspects of the project, including manual accessibility testing the web form wizard. With over 20,000 registrations per year, this simple transaction fits neatly into what Gerry McGovern calls a sweet spot for digital self-service.