Improving access to justice starts with understanding the real challenges people face when using government services.
Many of those who most need legal help are also the least likely to take part in traditional research. This can be due to low digital confidence, language barriers, or a lack of trust in online systems.
Public libraries are where these challenges often surface. They are trusted, familiar spaces where people regularly go for advice, support and help with using digital services.
When we needed to understand how people were using the legal aid pages on GOV.UK, recruiting in libraries allowed us to speak to people we would not have reached through standard recruitment routes.
1. Know who you need to reach
Libraries sit at the heart of local communities and host a wide range of services used by people who also rely on government services, including:
- Citizens Advice pop-ups
- Immigration and visa support
- council advice points
- homelessness services
- parent and baby clubs
- English language classes
- digital support
- warm hubs
2. Getting agreement from the right person
Phoning the library was the most effective way to get permission. Rather than emailing a shared inbox and waiting for a response, calling first allowed us to identify the right decision maker immediately and move things forward quickly.
Once on the phone, we asked for the email address of the person who could approve our request and followed up directly. This avoided delays, reduced back and forth, and gave us the opportunity to explain the research clearly and in plain language.
On the call, we were explicit about:
- who we are: civil servants working to improve access to legal help
- why libraries matter: library users often face the same challenges as people using our services
- what we needed: direct feedback from the public to improve the legal aid service
Being clear, direct and upfront helped build trust and made it easier for libraries to say yes.
3. Position yourself where people pass by
We set up where people naturally pass through: the foyer or entrance. This maximised visibility and made it easy for people to stop without committing to anything upfront.
Our setup was deliberate and minimal:
- a clear paper sign with the MoJ crest to signal legitimacy
- short, direct wording like “Share your feedback”
- participant information sheets ready to hand
- a small number of chairs so people could pause and talk
Many people told us they were “not good with computers”. Instead of seeing this as a barrier, we used it as the starting point for the conversation. We explained that this was exactly why their views mattered. We also worked around people, not the other way round. Conversations were shaped around their time, availability and comfort, whether that meant a quick chat or a longer discussion.
4. Recruit with a research buddy
Spend the day with another researcher. Working in pairs allows one person to lead conversations while the other observes, takes notes, or manages consent. It also means you can take breaks without losing momentum, support each other in challenging interactions, and make better decisions in the moment.
This approach protects both researchers and participants and leads to higher quality research overall.
5. Be friendly, patient and helpful
Some days, may be slow without signing up a participant. Being approachable helped us make the most of quiet periods.
We stood or sat by the table, smiled and said hello. Many people walked past, some stopped to talk. Knowing the layout of the library and the day’s events helped start conversations. For example, we could direct people to language classes or the toilets.
We kept our main messages short because we often had only a few seconds to explain why we were there.
6. Collect more than one contact method
Always collect a phone number as well as an email address. Relying on email alone will limit who you can reach.
Many participants did not check their email regularly or found it difficult to navigate. Having a phone number allowed us to confirm sessions, reduce drop‑off, and support people to join video calls when needed.
Learning from real people, in real places
Approaches like this can take more time and effort than traditional recruitment, but they lead to better outcomes. They help ensure services are shaped by real experiences, not assumptions and reflect the realities of the people who rely on them.
If you try recruiting in libraries, we would love to hear what works for you and what you learn along the way.
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