web governance for government websites
DESCRIPTION
Have you ever heard the expression "democracy is a precious ambrosia carried around in the rusty bucket of human endeavour"? Well, rarely has that bucket been more rusty than when applied to government online. Experience shows that after lots of heady enthusiasm and conspicuous spending, many official sites quickly go into decline. The problem is that creating a web presence has become little more than a box-ticking exercise -characterized by poorly understood goals and inadequate support. Back in 2009, I wrote that many governments would be far better off spending their web budgets “on newspaper ads, on door-to-door visits, on sky writing aeroplanes, on anything” – just not another unsupported website. Of course, I am not the only person who thinks so. “It’s Groundhog Day. Hundreds of millions of dollars, large-scale IT enterprise technology, no real user testing, no real focus on users, all done behind a black box.” These are the words of Mike Bracken describing his dismay at the problems experienced by Healthcare.gov last year. And there are some excellent reasons to listen to Mike. As Executive Director of Digital for the UK government he has led the greatest transformation yet seen in how state services are delivered online. It was in response to precisely the type of issues seen in the Healthcare.gov project, that in 2010 the British cabinet commissioned a critique of its digital services. The report concluded that things were coming perilously close to the classic definition of insanity as regards web - “by doing the same thing over and over again and expecting different results.“ To turn things around, a revolution would be needed - but not just in the usual things like design & content, but also in leadership and authority. To this end, one of the reports’s key recommendations was to “appoint a new CEO for Digital with absolute authority over the user experience across all government online services and the power to direct all government online spending”. Note the use of the words “absolute authority”. Everyone knew that the scale of change required would be doomed in the absence of better leadership. To its credit, the British cabinet responded with exactly what was needed. In 2011, Mike was appointed head of a new team with a remit to be the “unequivocal owner of high quality user experience between people and government” and “the engine room of digital service provision”.TRANSCRIPT
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In conjunction with A presentation by
Online Governance for Government with Shane Diffily
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Shane Diffily www.diffily.com
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Shane Diffily @diffily
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“Democracy is a precious ambrosia carried around in the rusty bucket of human endeavor.”
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Action #5: … Action #6: Create a website. Action #7: …
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Lots of units do work completely unrelated to
each other, e.g. libraries vs. road repair
– yet they all need to be catered for online.
Exceptionally diverse There are many stakeholder groups,
representatives, unions & others – & all want
a say in your web presence.
Special interests
More departments are online, they want to do
more, more often & to a higher standard –
increasing your management burden.
Growth in ambition
Government is It has many
And there has been a huge
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Many new sites & social networks
Huge content volumes
Massive user engagement
High user expectations
High internal expectations
Online Ambition
Even the smallest government
organization online today has great
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Promotion
Social
Networks
Strategy
Planning
Content Design
Build
Hosting Performance
Review
Publishing Feedback
Technical
monitoring
QA
Data & security mgt
Change
control
Governance policies
KPIs
Architecture
mgt
Testing
Approve
activity
Systems
Teams
Budget
Roles
Tools
Procedures
Documentation
Skills
Manpower
Technology Performance
monitoring
Missing manpower or skills
Missing essential tools
Redundant roles or structures
Unclear decision making authority
Unclear leadership
Web Management
But this ambition has often
not been matched by change in
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If a Web Team has little authority, individual
departments can do their own thing.
Lots of solo-runs Solo-runs mean that every department can
do things differently.
Design & technology
Some departments maintain great
content & others let things fall apart.
Online quality
This has led to symptoms like Great diversity of
Huge range of
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Web Governance is a system for managing an online presence in a controlled & orderly way.
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It delivers the certainty & stability your Web Team needs to focus on online goals.
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Promotion
Social
Networks
Strategy
Planning
Content Design
Build
Hosting
Performance
Review
Publishing Feedback
Technical
monitoring
QA
Data & security mgt
Change
control
Governance policies
KPIs
Architecture
mgt
Testing
Approve
activity
Systems
Teams
Budget
Roles
Tools
Procedures
Documentation
Skills
Manpower
Technology
Performance
monitoring
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For m
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Activities
Resources
Scale
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Activities describe everything you must do to manage an online presence effectively.
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Activities describe everything you must do to manage an online presence effectively.
Resources describe everything you must have to make the Activities happen.
For m
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Set strategy & KPIs
Set policy & standards
Acquire resource & budget
Police online activity
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The subelements of Leadership
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Planning
Content
Design
Build
Testing
Hosting
Review
Publicity
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The subelements of Development
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Publishing
Quality assurance
Engagement monitoring
Performance monitoring
Infrastructure monitoring
Change control
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The subelements of Maintenance
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Architecture selection
Architecture management
Performance management
Data & security management
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The subelements of Infrastructure
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Manpower
Skills
Roles & responsibilities
Teams & authority
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The subelements of People
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Standards
Procedures
Policies
Documentation
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The subelements of Process
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Technology
Systems
Software
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The subelements of Tools
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Salaries
Software
Other, e.g. contractors
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The subelements of Budget
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Scale measures the Size, Complexity, Engagement of your online presence.
Complexity measures the management
impact of technology, especially hosting.
Size measures the management impact of
the production of web content/services.
Engagement measures the management
impact of traffic, comments & feedback.
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Using the 3 elements of the Framework we
can predict the balance needed to oversee
the many subsites & social networking
presences it has online.
City of Birmingham For example, let’s take
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1. Birmingham is large in Scale Birmingham City generates lots of content,
has high user engagement & complex technology.
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1. Birmingham is large in Scale Birmingham City generates lots of content, has high
user engagement & complex technology.
2. Operational Activity is very granular Scale predicts a large burden – which means lots of
detailed Activity should be happening very frequently.
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1. Birmingham is large in Scale Birmingham City generates lots of content, has high
user engagement & complex technology.
2. Operational Activity is very granular Scale predicts a large burden – which means lots of
detailed Activity should be happening very frequently.
3. Sophisticated Resource is needed To support this level of Activity, Birmingham needs many
highly skilled staff in structured teams, with specialist tools,
following formal processes & a large web budget.
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Growth in Scale
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Growth in Scale
Growth in Activity
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Growth in Scale
Growth in Activity
NO growth in Resource
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Growth in Scale
Growth in Activity
NO growth in Resource
It should grow too…
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Growth in Scale
Growth in Activity
NO growth in Resource
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Step 3. Optimise Step 2. Organise Step 1. Discover
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“We have lots of quality issues
& my Web Team is in revolt!
Step 1. Discover
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“We have lots of quality issues
& my Web Team is in revolt!
“My management team is ready
to invest in web operations.
Step 2. Organise Step 1. Discover
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“We have lots of quality issues
& my Web Team is in revolt!
“My management team is ready
to invest in web operations.
“Now I have stability, I can start
doing things better.”
Step 3. Optimise Step 2. Organise Step 1. Discover
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“We have lots of quality issues
& my Web Team is in revolt!
“My management team is ready
to invest in web operations.
“Now I have stability, I can start
doing things better.”
Step 3. Optimise Step 2. Organise Step 1. Discover
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GOV.UK
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DirectGov Previous UK citizens’ portal
BusinessLink Previous UK business portal
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Huge overspend on IT with very little
benefit - & the taxpayer carrying the can.
IT overspend New government eager to look for big
cuts in state expenditure.
Credit crisis
Do everything (& more) but better
- and save over a billion a year.
Vision & clarity
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1.
2.
3.
4.
Online strategy… Online governance…
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A centralized site with excellent content &
services, wrapped a high quality UX.
1. Single site
Release more APls & adopt a new
technology incl. Open Standards.
2. Open data
3.
4.
Online governance… Online strategy…
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A centralized site with excellent content &
services, wrapped a high quality UX.
1. Single site
Release more APls & adopt a new
technology incl. Open Standards.
2. Open data
A new team with absolute control of
everything web - including content & UX.
3. Central team
Top level support & a new CEO with authority
over all online services & spending.
4. Better leadership
Online governance… Online strategy…
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A centralized site with excellent content &
services, wrapped a high quality UX.
1. Single site
Release more APls & adopt a new
technology incl. Open Standards.
2. Open data
A new team with absolute control of
everything web - including content & UX.
3. Central team
A new post with absolute authority over all
online services & power to direct spending.
4. Better leadership
Online strategy… Online governance…
Balance!
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Government Digital Services (GDS) team
“Unequivocal owner of high quality user
experience between people and government &
the engine room of digital service provision”
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Service Leader IT Dept
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Service Leader IT Dept
Service Provider Communcations
Marketing
PR
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Service Leader IT Dept
Service Provider Communcations
Marketing
PR
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Service Leader IT Dept
Service Provider Communcations
Marketing
PR
Service Leader 2.0 Central Digital Unit
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Service Leader IT Dept
Service Provider Communcations
Marketing
PR
Service Leader 2.0 Central Digital Unit
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“Accelerating Digital Transformation” Didier Bonnet (Cap Gemini)
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GDS Team
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For m
ore
deta
il, go to
diffily.c
om
/dow
nlo
ad
s
Activities
Resources
Scale
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For m
ore
deta
il, go to
diffily.c
om
/dow
nlo
ad
s
Activities
Resources
Scale
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Size measures the management impact of
the production of web content/services.
Complexity measures the management
impact of technology, especially hosting.
Engagement measures the management
impact of traffic, comments & feedback.
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Size measures the management impact of
the production of web content/services.
Complexity measures the management
impact of technology, especially hosting.
Engagement measures the management
impact of traffic, comments & feedback.
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Size measures the management impact of
the production of web content/services.
Complexity measures the management
impact of technology, especially hosting.
Engagement measures the management
impact of traffic, comments & feedback.
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1. Manpower
2. Skills
3. Roles & responsibilities
4. Teams & authority
People
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Government Digital Services (GDS) team
• Drive online strategy & development.
• Set and enforce standards.
• Be a home for core skills & manpower.
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Subsidiarity
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2. Standards
3. Procedures
1. Policies
4. Documentation
Processes
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“The real problem is systemic.”
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Wa
terf
all
Ag
ile
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Tools
1. Technology
2. Systems
3. Software
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#1 Save labor #2 Collect data Web management tools… Web management tools …
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Read more in my article “The New Analytics of Web Governance” at www.diffily.com
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1. Salaries
2. Software
3. Other, e.g. contractors
Budget
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£300 million £1.2 billion
300 people
Operational savings Productivity savings
GDS team
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If your strategy demands a large web presence, you need a large Governance system to support it.
Anything else is wishful thinking…
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If your strategy demands a large web presence, you need a large Governance system to support it.
Anything else is wishful thinking…
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Governance issues lead to delays,
errors, uncertainty & poorer web quality.
Lower quality Uncertainty & poor tools leads to duplication,
inefficiency & lower productivity.
Higher costs
Errors & delays put government online at risk
… & the public (aka. voters!) are watching.
Risk to reputation
Low governance investment means And
And
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Huge demands & no authority lead to
fractious relations & high staff turnover.
Dissatisfied staff Quality issues & outages mean users stop
interacting with you – leading to lower ROI.
Unhappy users
Poor governance leaves everything hanging by
a thread - & needs just 1 issue to bring it down.
Anxious managers
This leads to And
And
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Staff with the right tools & guidance, will
produce consistently better content.
Better quality A web team with clear authority, can get
more done & a lower per-unit cost.
Better productivity
Clear roles, coherent teams & defined processes
reduces risk & the chances of embarrassing errors.
Certainty & stability
Balanced investment leads to And
And ultimately
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$350k
$420k
$300k
$600k
100% 20%
Investment
Revenue
RoI
Web Store
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“Do the stuff that matters - and make sure to get
digital capacity into the heart of government. “
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“The 4 MegaTrends of Web Governance”
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Email me at [email protected]
Arrange your FREE webinar at www.diffily.com
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In conjunction with A presentation by