That #localgov #contentstrategy stuff is spreading

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You know when you start to see or read more about a topic as soon as you start focusing on it…well I’m getting that feeling with content strategy and in particular content strategy in local gov and the public sector.

I’ve come across 3 great posts today, one of which was highlighted via my content strategy partner in crime @sarahlay on twitter…

When I picked this tweet up I was actually already reading and digesting this post on Creating Content that serves a civic purpose… and what made this seem more than a coincidence was the related link at the bottom of the article that Sarah linked to (see image below) – was actually a link to the article I was already in the middle of reading.

Anyway, moving beyond the strangeness that happens in the social web and onto some of the interesting points that are highlighted in these posts.

One of the most basic levels which I think we often forget is this list provided in the Civic Purpose article

To make sure the content you create in the public interest fulfills its responsibilities, there are a few standard rules you should follow:

Use plain English and avoid jargon, as the diversity of the audience will likely span the socio-economic spectrum.

Focus on what the consumer needs to know, and how the particular services or information offered on the site can help. Limit information about why or how the government entity achieves its goals, as this extra information can confuse or frustrate people who visit the site looking for answers.

Format content in a clear, compelling way. Government websites must compete with consumer websites that offer similar information (and all the bells and whistles they offer such as compelling graphic design, widgets, social media icons, and content rich blogs).

Check — and double check — your facts. For many citizens, information shared by the government has an innate relevance and gravity, while others automatically doubt information from any level of government, and dismiss it as self-serving. To gain the trust of both audiences, it is critical that the content be factual, accurate, have transparent input, and be beyond reproach. It may also be appropriate to have your content reviewed by experts to ensure accuracy.

Information needs to be easily accessible and relevant, even though government services rarely compete with private sector services.

A .gov (or equivalent such as gov.au, gouv.fr) extension provides an air of authority, so be sure to reserve these URLs for your content, if possible.

The last point about the domain providing an air of authority rings true for me right now, as one of the key outputs of the content strategy that I am writing is that we aim to create a “Single Domain” and this in local gov terms may not be a single technology platform either. But the key point is that we should recognise that our content has a level of trust already and we should be able to build on this and ensure that wherever our content is pulled or pushed across the web the trust and authority remains, otherwise it may lose its purpose and meaning.

Moving onto the post that Sarah linked to written by Rahel Bailie - the examples of how engagement of content should be seen is a great way to explain how traditional local government webpages should evolve and reuse content from across the wider website as well as incorporate other relevant content. Rachel suggests:

….Encouraging engagement means presenting content that presents opportunities to get involved, at opportune places on the site. To do that, the architecture of the website needs to be well thought out, and the content should always appear in consistent ways and in consistent places. In the case of home owners recycling, a home owner interested in a greener community should be able to find information about how the recycling program fits into the larger sustainability initiative, and ways they could get involved, from participating in a neighborhood initiative to sitting on an advisory committee. The logical places to show these opportunities is not only on a community advisory page, but in the places where interested constituents might go for other information such as on a neighborhood page, on a page with other recycling-related information, in a Facebook post that links back to information on the site, or in a sidebar on a page about green communities….

….The decision of whether or not to engage with a government organization is a choice on the part of the constituent; providing that opportunity is the responsibility of the organization…

The last post which I found really interesting was primarily aimed at “how non-profits can profit from content strategy“.  It highlights some key areas when thinking about content strategy which are equally applicable to localgov in my view…I’ve not copied the whole post but have simply listed the headings below.

  • You’ve gotta start somewhere
  • Document what you have and what’s working.
  • spend time on workflow
  • Know your audiences
  • Pay attention to your business model
  • Use your money wisely.
  • Keep hope alive

The first and last points for me are probably (right now anyway) the most important to keep hold of, as it is very challenging for many people to unlearn what they know about local government web management.

 

The “local government” website

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I haven’t blogged for a while now and that isn’t because I don’t have anything to say, in fact the opposite. I have so many things in my head it’s about knowing what to get down first really. So apologies for the long post…I won’t take offence if you don’t read on… :)

My new role is very interesting and also very busy, which also contributes to the lack of posts, but this is something I want to resolve as I think it is an important part of my role to sharing thinking and seek feedback on how we can approach certain areas of our work.

An immediate priority for my team is the Corporate Website and Intranet, they are in pretty bad shape and need a good tidy up in terms of data, documents, content etc as well as a complete reboot from the bottom up in terms of technology and infrastructure. One example of how bad the public website has got is that we identified 44,000 pdf documents which make up around 80% of the total size of the website…personally I feel this can be traced back to when we worked on eGovernment and it was deemed acceptable to “bung” up pdf’s as an alternative to actually providing a meaningful and useful service…some even called it  an “acceptable cheat” to meeting the BV157 indicator…but that is history and we are where we are…so my team and some colleagues have started work on reducing that size, by understanding what each pdf is, whether it needs to be published at all (is it current) or whether it needs to be moved to our records management system.

The key principle we are applying is our content management system should not be the place for these documents, so as long as they aren’t in there we are making progress… The ideal scenario of course, as I’m sure some of you are thinking “no documents on the website, that is mad, how will you do that?” is that we use the appropriate technology for the job, so documents reside in a document management system and are presented to the website via an integration or web service in some way… This really is simple stuff, but it never happened when we first moved to a Content Management system about 10 years ago…

Anyway we are making progress, albeit slowly but we have had to overcome some very simple but significant issues around ownership and access which has resulted recently (last week in fact) in a very good and consistent understanding around the role of my team in and around the web.

The bigger challenge of course is working out and agreeing what we believe the purpose and business strategy should be for a local government website.

Now for some this may seem a pretty simple question and one which I really shouldn’t be spending much time on, but it really is the most fundamental thing a local council should do before developing, building or even investing in a new website and the technology that it runs on…

I believe this question isn’t as simple as it used to be since the consultation on Open Public Services White Paper. Now the interesting thing with this is  - and some of it I agree with in principle but in practice, I’m not sure how that would play out – is that it actually means that local government would essentially disappear…we would have no obligation or responsibility to deliver any service at all… Now when you think about that, for a moment….it is actually quite dramatic change and one which local councils have not yet articulated or perhaps understood… many are seeing the decentralisation as a positive thing which will reinforce their position but I’m not sure the paper actually has the same outcome in mind as current local government colleagues think.

So when you consider a local government website in that situation what is it? A yellow pages of local services really…not an all-encompassing site with service transactions and top tasks or whatever the latest fad is for the local government homepage…it is simply a searchable directory of services which clearly and I think this is the critical part in local accountability shows who is responsible and who to complain to when something goes wrong…

It is almost like Amazon, except we won’t have anything of our own in it to sell…

That is of course quite an extreme view and not a logical conclusion but it is certainly one potential outcome which fundamentally changes the purpose of a local government website…my questions is are we adaptable enough to change as quickly as we need to?… Currently we are nowhere near that level of agility and adaptability…but we are heading in that direction.

Coming back to Amazon model (the current model), I actually believe this is more likely the representation of how local government website will and should work. For example you go online, search the website for a product/service and you get a range of options (choice in Coalition Government terms) from a variety of suppliers (diversity in Coalition Government terms).  You as the consumer of that service get to choice which option or provider you wish to purchase from and it clearly states whether or not this will be fullfilled by Amazon or by someone in their marketplace (Accountability in Coalition Government terms).

So when it comes to writing a web strategy, we also need to consider the “marketplace” and how that impacts on the development of a website and its infrastructure and core technology…We would actually become an integration hub instead of a primary service provider… That changes the proposition of a council website and any investment plan considerably.

Another angle which has recently been floating in my mind is the role of a local authority website as an economic development tool…not entirely by itself but more the data and information being freely available for other to commercially benefit from.  I like the approach being built on beta gov, which allows a user to download the data used to make and create that page…

To go back a bit for context – when I first started in local government web around 8 years ago, my ambition was that the councils website was the best, had the best functionality, best little widgets, best information, the best of everything…just like all other web managers I’m sure…However now and I’m not sure if this is age related or simply #lazyweb taking over my thinking or the episode of The Simpson’s where Homer runs for Sanitation Commissioner offering the new slogan “Can’t Someone Else Do It?”.

But why should local councils develop their website alone…why can’t we open the whole thing up and allow local developers, businesses etc and develop on top of our platform as well as using the data to build things that are meaningful for people… Well we can, there isn’t really anything stopping us other than the infrastructure and technology as well as the data….so just a few minor things to resolve then…

I know that no matter how hard you try as a web manager in local government, you’ll never consistently develop anything that is really that good (no disrespect to fellow web managers/developers out there, who do build some great individual things). But the challenge is making all this stuff a priority in a council balanced against resources who are looking at maintain an Adult Social care system or developing a small widget to search bus timetables…i know which one the organisation would want done first…

AlphaGov are doing some great things but we can’t compete with that level of investment or resources, so I’m hoping what they build, learn and develop will be reusable to the whole public sector community…not as one big thing but in small modules/widgets etc that can add value locally.

So I come back to a web strategy and the purpose of a local authority website…it doesn’t really seem straight forward, but it certainly is an interesting area to work right now.