A collaborative Enterprise IM pilot project proposed recently by Tucker-Raymond seeks to: (1) measure the reliability of access to libraries for Web-based and IM patrons; and (2) measure training time and costs for a full-scale project, including such desired library features as co-browsing for Web clients, compatibility with such adaptive technology as screen readers, shared IM screen names, and strict patron privacy controls.
In this model, individual libraries or collaborative services would provide local service and maintain local branding. However, the infrastructure would be different. Instead of contracting with a software vendor, the service would use established, existing software widely used by organizations other than libraries. It would be part of the open source community. The software would be extensible, and libraries could add new services to the software. It also would be standards-based, enabling transitions to future tools, and it would be hosted by libraries that would have ultimate control over what patron information to keep.23
This model identifies and acknowledges the shortcomings of current services and proposes solutions. It is an attempt to provide reference services that are more responsive to patron needs and sustainable from the libraries’ perspective. Support from the library community for this sort of open source initiative will allow it to realize its enormous potential.
Conclusion
Earlier in this column, marketing and promotion were discussed as essential for VR’s growth. We have a great service, the argument goes, if only people knew about it. I submit that improved marketing and promotion is only part of the answer. For VR to become a more widely used service, it has to be made simple. Users want convenience and simplicity. Librarians who want to reach twenty-first-century users must provide online reference tools that are easy to find and easy to use, and that provide a quick response.
While I agree that improvements can and should be made to the technical aspects of providing a virtual reference service (and I’m really looking forward to those improvements and innovations), it continues to concern me that much of our blame for a perceived low use of these services focuses primarily on the software. How can we definitively state that because an “…abundant evidence that millions of teenagers and young adults are using commercial chat and instant messaging (IM) services regularly, but that isn’t translating to the library realm”? I don’t understand that logic. It’s like saying billions of humans use phones, but it just isn’t translating to the library realm because our phones aren’t ringing off the hooks. What is our benchmark for sufficient usage? And how are you making the service know to your users?
Here at AskColorado we struggle to keep up with demand. We do very little marketing. Use is generated from link placement at participating library websites, library catalogs and databases, and word of mouth. Our primary users (more that 60%) are the same demographic cited as being avid IM users in the article; teenagers.
My main concern is that libraries first need to set benchmarks for sufficient use of any reference service (in-person, phone, e-mail, IM, VR) then assess usage. If you’re not happy with usage you need to look at how you are making your service available. Can users find the VR service on your website? No? Then you need to make it more visible (‘Goal of Convienence’.) Try this experiment: Add Live Help links throughout your library’s website and in your library catalog. Assess usage of the service. If your numbers still do not meet your goals then perhaps you need to assess whether it is the technology preventing usage of your service.
I know it’s not as simple as I’ve explained above. My main point is to caution librarians not to discount a service based on technology alone, without looking at other factors that may impact usage of that service.
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