2025Clarifying library services through visual systems
Context
UTS Library operates across a complex service landscape—spanning a shared building alongside other university services, as well as managing Library spaces and touchpoints across multiple buildings and digital environments.
Over time, this created service ambiguity: users struggled to identify when they were engaging with Library services, and staff found it difficult to apply visual guidelines consistently across physical and digital contexts beyond the Library’s core footprint.
This project repositioned UTS Library’s visual identity as service infrastructure—a system designed to support clarity, consistency and confidence across service touchpoints, while still sitting within the broader UTS brand framework.
The challenge
The existing visual identity lacked clarity and distinction. As other UTS departments adopted a similar visual style, the library’s capacity to communicate services with impact diminished. Combined with a diverse service portfolio—wayfinding, signage, digital platforms, spaces, exhibitions and events—this resulted in inconsistent application and unclear guidance for staff.
As the sole designer, the challenge extended beyond execution. It required stakeholder alignment to establish the need for change and collaboration to ensure the system represented the entire Library, not just individual teams.
Approach
Guided by the library’s mission—A creative library and trusted place of knowledge—the work focused on strengthening existing systems rather than introducing unnecessary change.
Research and sense‑making
I conducted comparative research across GLAM institutions to understand how similar organisations use visual systems to support credibility, coherence and service clarity. Internally, I mapped shared values and expectations through strategy sessions, committee meetings and cross‑team conversations. This identified three foundational principles the identity needed to uphold to genuinely reflect the organisation.
Stakeholder co‑design
Collaboration with managers occurred early in the change process to ensure the identity was co‑designed, not imposed. Rather than presenting polished options, I shared early, research‑led explorations to invite candid critique. This highlighted key tensions:
Navigating constraints
As university-wide cost pressures and organisational fatigue emerged, the appetite for disruptive change decreased. In response, I evolved the existing system—improving clarity, accessibility and flexibility while maintaining continuity to reduce cognitive load and support staff adoption.
During rollout, central UTS marketing teams raised concerns that the identity diverged too far from the master brand. Through negotiation, selected UTS elements were reintroduced, balancing institutional alignment with the library’s service needs.
Implementation and rollout
Rather than a handover, rollout was treated as a shared responsibility. I worked across management levels to assess impacts on frontline signage, academic‑facing materials, digital platforms and long‑term governance—ensuring the system was understood as usable infrastructure, not an abstract guideline.
Outcomes and impact
By treating visual identity as infrastructure rather than decoration, the library now communicates more clearly when and where its services are present—enabling staff and users to navigate a complex environment with greater confidence.
Clarifying library services through visual systems
Context
UTS Library operates across a complex service landscape—spanning a shared building alongside other university services, as well as managing Library spaces and touchpoints across multiple buildings and digital environments.Over time, this created service ambiguity: users struggled to identify when they were engaging with Library services, and staff found it difficult to apply visual guidelines consistently across physical and digital contexts beyond the Library’s core footprint.
This project repositioned UTS Library’s visual identity as service infrastructure—a system designed to support clarity, consistency and confidence across service touchpoints, while still sitting within the broader UTS brand framework.
The challenge
The existing visual identity lacked clarity and distinction. As other UTS departments adopted a similar visual style, the library’s capacity to communicate services with impact diminished. Combined with a diverse service portfolio—wayfinding, signage, digital platforms, spaces, exhibitions and events—this resulted in inconsistent application and unclear guidance for staff.As the sole designer, the challenge extended beyond execution. It required stakeholder alignment to establish the need for change and collaboration to ensure the system represented the entire Library, not just individual teams.
Approach
Guided by the library’s mission—A creative library and trusted place of knowledge—the work focused on strengthening existing systems rather than introducing unnecessary change.Research and sense‑making
I conducted comparative research across GLAM institutions to understand how similar organisations use visual systems to support credibility, coherence and service clarity. Internally, I mapped shared values and expectations through strategy sessions, committee meetings and cross‑team conversations. This identified three foundational principles the identity needed to uphold to genuinely reflect the organisation.
Stakeholder co‑design
Collaboration with managers occurred early in the change process to ensure the identity was co‑designed, not imposed. Rather than presenting polished options, I shared early, research‑led explorations to invite candid critique. This highlighted key tensions:
- The identity skewed toward undergraduate audiences
- Academic-facing staff felt it lacked authority
- The system needed to flex between informal and institutional contexts
- Colour choices felt overly energetic, lacking calm
- Green had become embedded as operational infrastructure—from uniforms to furniture—making a complete departure impractical
Navigating constraints
As university-wide cost pressures and organisational fatigue emerged, the appetite for disruptive change decreased. In response, I evolved the existing system—improving clarity, accessibility and flexibility while maintaining continuity to reduce cognitive load and support staff adoption.
During rollout, central UTS marketing teams raised concerns that the identity diverged too far from the master brand. Through negotiation, selected UTS elements were reintroduced, balancing institutional alignment with the library’s service needs.
Implementation and rollout
Rather than a handover, rollout was treated as a shared responsibility. I worked across management levels to assess impacts on frontline signage, academic‑facing materials, digital platforms and long‑term governance—ensuring the system was understood as usable infrastructure, not an abstract guideline.
Outcomes and impact
- Increased staff confidence in applying the identity independently
- Clearer understanding of how visual systems support service visibility
- Stronger sense of Library presence within shared environments
- Improved consistency without increasing governance load
- Greater pride and ownership across teams
By treating visual identity as infrastructure rather than decoration, the library now communicates more clearly when and where its services are present—enabling staff and users to navigate a complex environment with greater confidence.
2025Clarifying library services through visual systems
Context
UTS Library operates across a complex service landscape—spanning a shared building alongside other university services, as well as managing Library spaces and touchpoints across multiple buildings and digital environments.
Over time, this created service ambiguity: users struggled to identify when they were engaging with Library services, and staff found it difficult to apply visual guidelines consistently across physical and digital contexts beyond the Library’s core footprint.
This project repositioned UTS Library’s visual identity as service infrastructure—a system designed to support clarity, consistency and confidence across service touchpoints, while still sitting within the broader UTS brand framework.
The challenge
The existing visual identity lacked clarity and distinction. As other UTS departments adopted a similar visual style, the library’s capacity to communicate services with impact diminished. Combined with a diverse service portfolio—wayfinding, signage, digital platforms, spaces, exhibitions and events—this resulted in inconsistent application and unclear guidance for staff.
As the sole designer, the challenge extended beyond execution. It required stakeholder alignment to establish the need for change and collaboration to ensure the system represented the entire Library, not just individual teams.
Approach
Guided by the library’s mission—A creative library and trusted place of knowledge—the work focused on strengthening existing systems rather than introducing unnecessary change.
Research and sense‑making
I conducted comparative research across GLAM institutions to understand how similar organisations use visual systems to support credibility, coherence and service clarity. Internally, I mapped shared values and expectations through strategy sessions, committee meetings and cross‑team conversations. This identified three foundational principles the identity needed to uphold to genuinely reflect the organisation.
Stakeholder co‑design
Collaboration with managers occurred early in the change process to ensure the identity was co‑designed, not imposed. Rather than presenting polished options, I shared early, research‑led explorations to invite candid critique. This highlighted key tensions:
Navigating constraints
As university-wide cost pressures and organisational fatigue emerged, the appetite for disruptive change decreased. In response, I evolved the existing system—improving clarity, accessibility and flexibility while maintaining continuity to reduce cognitive load and support staff adoption.
During rollout, central UTS marketing teams raised concerns that the identity diverged too far from the master brand. Through negotiation, selected UTS elements were reintroduced, balancing institutional alignment with the library’s service needs.
Implementation and rollout
Rather than a handover, rollout was treated as a shared responsibility. I worked across management levels to assess impacts on frontline signage, academic‑facing materials, digital platforms and long‑term governance—ensuring the system was understood as usable infrastructure, not an abstract guideline.
By treating visual identity as infrastructure rather than decoration, the library now communicates more clearly when and where its services are present—enabling staff and users to navigate a complex environment with greater confidence.
Clarifying library services through visual systems
Context
UTS Library operates across a complex service landscape—spanning a shared building alongside other university services, as well as managing Library spaces and touchpoints across multiple buildings and digital environments.Over time, this created service ambiguity: users struggled to identify when they were engaging with Library services, and staff found it difficult to apply visual guidelines consistently across physical and digital contexts beyond the Library’s core footprint.
This project repositioned UTS Library’s visual identity as service infrastructure—a system designed to support clarity, consistency and confidence across service touchpoints, while still sitting within the broader UTS brand framework.
The challenge
The existing visual identity lacked clarity and distinction. As other UTS departments adopted a similar visual style, the library’s capacity to communicate services with impact diminished. Combined with a diverse service portfolio—wayfinding, signage, digital platforms, spaces, exhibitions and events—this resulted in inconsistent application and unclear guidance for staff.As the sole designer, the challenge extended beyond execution. It required stakeholder alignment to establish the need for change and collaboration to ensure the system represented the entire Library, not just individual teams.
Approach
Guided by the library’s mission—A creative library and trusted place of knowledge—the work focused on strengthening existing systems rather than introducing unnecessary change.Research and sense‑making
I conducted comparative research across GLAM institutions to understand how similar organisations use visual systems to support credibility, coherence and service clarity. Internally, I mapped shared values and expectations through strategy sessions, committee meetings and cross‑team conversations. This identified three foundational principles the identity needed to uphold to genuinely reflect the organisation.
Stakeholder co‑design
Collaboration with managers occurred early in the change process to ensure the identity was co‑designed, not imposed. Rather than presenting polished options, I shared early, research‑led explorations to invite candid critique. This highlighted key tensions:
- The identity skewed toward undergraduate audiences
- Academic-facing staff felt it lacked authority
- The system needed to flex between informal and institutional contexts
- Colour choices felt overly energetic, lacking calm
- Green had become embedded as operational infrastructure—from uniforms to furniture—making a complete departure impractical
Navigating constraints
As university-wide cost pressures and organisational fatigue emerged, the appetite for disruptive change decreased. In response, I evolved the existing system—improving clarity, accessibility and flexibility while maintaining continuity to reduce cognitive load and support staff adoption.
During rollout, central UTS marketing teams raised concerns that the identity diverged too far from the master brand. Through negotiation, selected UTS elements were reintroduced, balancing institutional alignment with the library’s service needs.
Implementation and rollout
Rather than a handover, rollout was treated as a shared responsibility. I worked across management levels to assess impacts on frontline signage, academic‑facing materials, digital platforms and long‑term governance—ensuring the system was understood as usable infrastructure, not an abstract guideline.
Outcomes and impact
- Increased staff confidence in applying the identity independently
- Clearer understanding of how visual systems support service visibility
- Stronger sense of Library presence within shared environments
- Improved consistency without increasing governance load
- Greater pride and ownership across teams
By treating visual identity as infrastructure rather than decoration, the library now communicates more clearly when and where its services are present—enabling staff and users to navigate a complex environment with greater confidence.
