Evidence & Customer Journey: For the Evidence and Customer Journey, we wanted to provide an overall understanding of how volunteers actually experience the NYPL Volunteer Program at every touchpoint. To achieve this, we collected Evidence in three categories. First, digital artifacts such as emails, confirmation messages, and web pages were gathered. Second, physical artifacts including printed forms, signage, and volunteer badges were collected to capture and support the in-person aspects of the experience. Third, observations and touchpoints were gathered during the volunteer journey to highlight how people engage and move through both digital and physical elements of the service. 

The Customer Journey was then mapped to follow potential volunteers from their initial discovery of the program, through application and onboarding, to active participation within NYPL. Each stage was annotated to show how volunteers engage with digital and physical touchpoints, giving a clear picture of their actual experience. This approach helped identify where the service succeeds and where improvements or standardization are needed.

Front Stage: The Front Stage in the blueprint are all the touchpoints, actions and experiences that are directly interacted with the end users during their journey through the service. In this context of the NYPL Volunteer Program, the front stage comprises every moment that volunteers, staff, and library patrons engage in face-to-face or digital interactions. This includes staff greeting volunteers as they arrive, volunteers providing assistance or information to library visitors, and any real-time activities that take place within the library.

Backstage / Support System: These are the actions staff do “behind the scenes” that volunteers don’t see but that make the program run. If something goes wrong backstage, the volunteer often feels it as a delay or confusion. Support processes are the bigger systems, rules, and tools that allow both frontstage and backstage to work. This includes NYPL’s volunteer policies, Equal Opportunity rules, scheduling software, IT systems, accessibility standards, and training guidelines. 

Using the Good service scale helps show where the NYPL volunteer program can improve. All the Forms and information should be easy to read and same across the branches. We realized every volunteer got the same kind of orientations, and recognition no matter where they serve. The research question we have was about fairness which meant that volunteers should be spread out evenly so some branches are not overloaded while others have too few. Accountability means there should always be a backup plan if a manager or staff member is not available, so volunteers know who to go to for help.

Legend: In our blueprint, we created a color- and shape-coded legend to make the layers and roles clear. Squares show different elements: purple for layer titles, light green for evidence actions, peach for image descriptions, pink for issues volunteers face, orange for employee actions, bright green for backstage tasks, yellow for frontstage technology, and blue for support processes. Bear-shaped notes represent roles This system helped us keep the blueprint structured and easy to read while separating actions, evidence, and support clearly.

Journey Phases

Here are the following phases:

Exploration Phase: Starting the Volunteer Journey

Potential volunteers begin by exploring what opportunities exist at NYPL. They then browse the library’s website, consult pamphlets, or read signage at branches to find potential volunteering opportunities. Some reach out via email or visit a branch in person to ask questions. Staff then respond to these inquiries, keep program information current online and in print, and help guide interested individuals to appropriate resources. Behind the scenes, IT and marketing teams ensure the website is functioning and materials are up-to-date.

Application Phase: Engaging with the Process

After deciding to pursue volunteering, applicants fill out online or paper forms. They get invited for interviews or orientations after submitting their applications. Evidence in this phase includes digital forms, confirmation emails, printed materials, and interview schedules. Staff review forms, verify eligibility, manage interview logistics, and communicate next steps. Application tracking and onboarding software, along with well-trained staff, support a smooth experience for volunteers.

Volunteering Phase: Active Participation

Once accepted, volunteers undertake training and begin assigned tasks such as helping at programs or events. They log service hours and receive artifacts like ID badges or recognition gifts. Staff onboard and supervise volunteers, coordinate events, and monitor service quality. Throughout, volunteer management systems help automate scheduling, record-keeping, and recognition initiatives that sustain positive engagement for both volunteers and library teams.

Clarity

Information about volunteering was scattered across multiple platforms, website pages, flyers, and in-branch posters  each offering slightly different details. This made it difficult for potential volunteers to know where to start or what steps to follow.

Consistency

Each library branch seemed to follow its own process for applications and onboarding. The experience varied depending on which staff member or location a volunteer interacted with, resulting in confusion and uneven expectations.

Fairness

Volunteer distribution was not balanced. Some branches were overstaffed while others lacked help. Additionally, there was no transparent way to track applications or ensure everyone received timely responses.

Accountability

Applicants often submitted forms without receiving confirmation or follow-ups. This lack of visible progress reduced trust in the system and created uncertainty about whether applications were reviewed.

Inclusivity

Accessibility and role flexibility varied by branch. While some offered inclusive programs, others lacked accommodations for volunteers with disabilities, language barriers, or limited availability.

These findings made it clear that the volunteer experience was inconsistent not because of lack of effort but because of disconnected systems and unclear communication.

The Good Services Scale gave us a way to measure these gaps objectively and set the foundation for developing targeted improvements in the next phase of our research.

Problems Identified Across the Blueprint

Evidence & Customer Journey Problems

While observing the blueprint and understanding evidence of the service. This included printed brochures, posters in library branches, email confirmation  as well as pages from the NYPL website. We noticed some inconsistencies, some branches listed opportunities that no longer existed. The website used different wording and key information like eligibility and scheduling wasn't always aligned. Even the tone was varied, some were formal, some friendly, some missing altogether. 

Following this we traced the customer journey of a potential volunteer. We found that the process often starts with excitement but quickly turns uncertain. Volunteers have no confirmation of applications, and neither do they receive  any communication or next steps. Without visible progress tracker users we left confused and uncertain if their application was even received. In-person applicants experience some different processes altogether, some are guided by helpful staff while others are redirected to check the website. We realized that the intent of the program is strong but the journey is scattered.

Frontstage, Backstage & Support Problems

Mapping the frontstage revealed that staff interactions are highly variable, Some coordinators offer detailed introductions while others rush through the process or provide conflicting information. We realized that there was no standardized guideline for how to communicate with volunteers or how to run orientations.

As we layered in the backstage activities, the complexity became visible. Applications were being reviewed manually, badges were printed individually and scheduling was done by hand. This meant the experience was only as efficient as the individual staff member's time allowed. 

We discovered that volunteers experienced weren’t inconsistent by accident; they were inconsistent because the system itself had no central structure to support staff. 

In the support layer, we found even deeper challenges. There was no citywide database to track volunteer hours or balancing staffing needs across branches. Not just that there were no clear escalation steps if a manager wasn’t available and accessibility standards differed widely.

Through these observations we began to see patterns that the service intent is very strong but it was weakened by disconnected tools and even communication. Our blueprint made this visible and that visibility became the first step toward redesigning the system for clarity consistency and fairness

Interventions: Designing a Cohesive Volunteer Experience

Interventions (Application + Onboarding)

As mentioned earlier we found that the application phase laced clarity and consistency which were two main pillars of the Good Service Scale. The information about volunteering was scattered, unclear and often outdated. Volunteers felt lost and unsure. Guided by these findings we developed interventions that directly respond to the principles Clarity, consistency and accountability:

1. Centralized Volunteer Portal (Good Service Principles - Clarity) : 

   1. All volunteer opportunities are now listed in one unified easily accessible hub linked from the NYPL homepage

   2. Filters by interest, skills and location help volunteers find suitable roles without navigating multiple pages. 

2. Application Tracker (Accountability and Clarity): 

   1. Replaces manual confirmation emails with automated responses that acknowledge receipt and provide next steps. 

   2. A simple status bar : Received - In review - Interview - Orientation this helps users visualize their progress. 

   3. This ensures every volunteer feels seen, informed and supported.

3. Volunteer Playbook & Staff Training (Consistency):

   1. Establishes uniform language, tone, and expectations across all NYPL branches. 

   2. Helps staff deliver the same experience to every applicant, regardless of who they speak with.

   3. Simplifies orientation and reduces volunteer confusion caused by inconsistent communication.

4. Orientation Redesign & Welcome Kit (Fairness + Inclusivity):

   1. Combines digital pre-orientation materials with in person sessions, ensuring flexibility for volunteers with accessibility or scheduling needs. 

   2. The Welcome Kit provides a single reference point with contact info, role expectations and library policies.

Interventions (Participation + Recognition)

1. Coordinator dashboard and Central Scheduling (Fairness + Accountability): 

   1. Allows coordinators to view real - time volunteer coverage across branches. 

   2. Prevents overstaffing or understaffing by automatically balancing schedules. 

   3. Ensure every volunteer receives equal opportunities to participate. 

2. Volunteer Recognition Dashboard & Reward System (Consistency + Motivation):

   1. Highlights total hours, completed events, and earned badges. 

   2. Reinforces continued engagement and celebrates contributions equally across branches.