Archive for Category: ‘General‘

Noun qualifiers of other nouns are ambiguous, especially when there are two or more.  Newspaper editors know this – they use them extensively in their headings, as research shows that people interpret them in different ways.  It helps persuade the headline skimmer to read, or at least start to read, the article.

The one that bugs me most is ‘content management system’ (CMS).  Two different noun qualifiers, but which qualifies which of the three?  From my experience they are content systems and management systems but rarely a system for managing the aggregated collection of content.  Let me explain.

Many of the larger CMS come from an enterprise background where the task was to get in control of the many documents wandering around.  They have a lot of functionality including nifty conversions from one format to another.  And good tracking of where these documents are.   They also often contain many tools for managing the workflow in their production, authoring, approving and publishing.  The last is usually done by moving to a pre-publication area with a publisher role making the final act of releasing to the intended audience.  Then Web came along and a functionality was added to send to a website.

There are also many content systems that store words, pictures and other media, in a structured way in a database and then publish to the Web by adding in (X)HTML coding and style sheets and, if the developer is smart, rules for displaying one or another type of content depending on the situation in the system or type of viewer.  These come from a background of Web publishing and although they do that well, they usually don’t offer tools that work across the database.

What we need in government though is the third – content management:

  • ‘Give me all the content that does not contain an entry in a particular metadata field and list with the contact emails of the authors.’
  • ‘List all the pages that have been viewed only by internal staff.’
  • ‘Find all the content containing expression X and change to Y and add to a new metadata field’

And, most of all,

  • ‘Extract out all the content according to these rules, structure them in this particular way and send to go off to another CMS’.

It’s all do-able but so much hard work at present.  We should have easy interfaces to manage content.  I care, because we have many talented digital media staff in government (maybe not enough, but they are certainly there), who waste much of their time and effort in struggling with getting content in and out and between CMS’s. Usually because there is so little functionality to manage content across the whole collection and because exchange between systems is so difficult.  There must be a much better way of doing this and so releasing government and public sector expertise to contribute to the public agenda.  I’m carrying a banner to all those providers of CMS and web publishing services to say ‘Free our digital media experts!’

By doing more information structuring and using common structures, as we’ve been introducing for jobs and consultations, and have been done for a long while in press releases and descriptions of documents, we should be able to build systems that easily exchange information when there are machinery of government changes and that make it easy to manage the content. (And, of course, add in semantic web coding in a supported way!)  Then we might be able to start describing systems as those that enable and facilitate content management.

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I was in Boston last week.  It was lovely – the sun streaming through the red fall leaves and it was warm enough to walk around in just a shirt.

The event was the 10th anniversary of a publisher service that I had conceived and proposed. Others have taken it on to create one of the most significant developments in academic publishing.  The idea is simple, but its execution hard.  That is to link the references at the end of an academic article to the article in another publishers’ database.  The problem is knowing where that other article is and coping with the fact that publishers buy and sell journals, thus shifting them around the place. The journal reader shouldn’t have to know where the cited article is, only to click and (with suitable permissions) get access to it.

We have similar issues in government.  We have data and information that the end-user wants to find that is distributed across many different places, and usually the user doesn’t care about which bit of government provides it. Moreover, there are changes that occur when Departments get closed and created, thus moving their online content around the place.

The two problems are similar – how do you get separate bodies to collaborate and how do you find and link to relevant information and data that will outlast major changes.

The publishers use a handle technology on which is built a Digital Object Identifier system.  Attached to each is a searchable metadata store that includes the current location.  By each publisher uploading all their bibliographic data to a central store, you can form automatic processes that link citations to the location of the cited article.  As articles move, their unique handle stays the same and only the location in the central datastore needs updating.

For government, we considered this but took a different approach to ensure all links work.  This is because government is essentially a closed system. So that is why we have adopted use of URLs as Unique Resource Identifiers, rather than a handle approach.  All websites are archived by The National Archives in such a way that the original URLs can be identified. Then each Department needs to introduce a piece of software that automatically redirects the link to the Department website if still there or to The National Archives if not. That way, links always work.

Both academic publishers and government share another important value for end-users.  They need to be able to know that the information they reach is authoritative. For publishers this means that it is peer-reviewed and the title of the journal broadly indicates the degree of reliance they can place on the results.  For government, the fact that it is a .gov.uk site means that it is the authoritative source of information.  Trust lies at the heart of both systems.

Likewise, end-users need to know if information is the most recent.  In academic publishing the date is the indicator with other information such as whether or not an article has been retracted (for example the original MMR vaccine paper was retracted).  In government, it is important to replace old information with new, while making sure that the old is still available through the archive, to avoid losing part of the history of the country.

This approach also underlies the Semantic Web applications we’ve been introducing.  Different types of information are distributed across the public sector, for example jobs and consultations. The question is how to find them and create useful aggregated services from them, both by government itself and for others.  The solution we’re implementing is the use of semantic web and specifically RDFa.  This is because RDFa is being searched and used by Google and Yahoo! and so is findable.  Single point of access services can then be created that point the user back to source.

There are many analogies between academic journals and website publishing in creating a good service for its customers and users.  It is useful to consider these and see how citizens can be given a better experience.  It is also useful to look at a lot of other channels – for example, news and information services.  Websites bring together many different aspects of information and communication and there is value to be had in looking at precedents and taking the best from them, while exploring how to use the Web most effectively to deliver services that online users want.

I felt proud to be back in Boston among old friends from around the world, celebrating something so significant. I’m looking forward to what we can achieve by working collaboratively across the public sector to make an equivalently important step change in user experience.

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It’s been a busy week.  I have often talked about the way users now behave on the Web, in response to organisations’ approaches to branding.  Mostly people use search, not only for finding things they don’t know about, but also locating the sites for things they do, but either cannot or don’t see the need to recall the URL.  Recognising this changes the way that we promote and advertise services. 

It’s not that Web search engines are the new government portals (see Persuasive Content’s nice comments on my keynote address to public sector IT Directors) but, because that is the way that the majority behave, they have become portals to all information.  What we are doing in government is working with people’s habits to make it easy for them to get to the public sector information and services they need and that we want to encourage them to use. 

There are implications for branding – and that has been the focus of most conversations this week.  Many still think of branding as the logo or, more generally, the visual image.  But that is a tiny aspect of branding.  Thinking of John Lewis or Waitrose or Morrisons, conjures up notions of quality, reliability and cost with associated personal and internalised reactions, such as ‘my kind of place’ or ‘good value for money’ – which their straplines reflect and differentiate from each other.

The key is what people know and think about the organisation and what you want them to know and think about you. That is done through language and positioning relative to other services – hence the importance of the Title and Description fields in the Web page metadata along with Search Engine Optimisation, and straplines that people use to describe the site.  The kinds of words we are working to have associated with many government digital services are authoritative, trustworthy, up to date, and comprehensive. 

Search engines are not the only routes; link text on other websites, blogs and tweets are also widely used word-based access points and create an aroma about your site.  What people say in the blogosphere is influential – hence the guidance to civil servants that moves beyond mere permission towards a positive encouragement to get involved and participate on the issues for which they are responsible (see Engaging using social media).  

Web presence is about building reputation and credibility for a particular audience through what is offered and their experience of interactions with the organisation.  A branded Web presence has to think through SEO, SEM, linking and social media strategies to do this.   It is what you and others say, and what you choose to use, that currently create brands on the Web rather than a logo.

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I’ve been pondering on what kind of online feedback would best help improve our public services.  Of course, government already has it in some places – on NHS Choices, through third parties such as Patient Opinion, and for many local government services (that’s where I live).    

 The citizen might give a description and rating of an experience (just like restaurant and hotel reviews), an observation note (low hanging trees over pathways, abandoned cars) or photographs with GPS reference.  What we lack is any kind of consistency. 

  •  How might the citizen expect to do it? 
  • Where would they find where they could give such feedback?
  • What kinds of descriptions and information will be required?
  • Are they hampered by yet another interface, or are there similarities to make the feedback process familiar?

 There are a number of approaches:

  • Set a common framework, so that when feedback mechanisms are implemented, people can learn what to expect
  • Adopt some leading examples and copy across the different public sector websites
  • Setup a few Web Services that deliver the feedback functionality to many different websites, so that users have the same experience wherever they go.

 We not only hinder the citizen in their ease of reporting (thereby potentially adding to their distress or preventing them from complimenting the service), we also lose something much more valuable – the ability to analyse where small changes across public services could result in maximum effect.

 Those are systemic aspects that are not visible because believed specific, until some grunt work is done on the feedback in a comprehensive way.  For example people’s experience of hospitals may  be coloured by the difficulty or ease of getting there, or delays in responding to enquiries may be a generic response within certain organisations, rather than team specific.  We don’t get that kind of information unless we start to listen to citizens in a more comprehensive way about their experiences of public services. 

 So how can we best do that online?

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My very first blog, and yes I have been having nightmares about it as I have not done this before. But hey, there is always a first time for everything. So this is mine….

Hi everyone, this is Linda Morakinyo blogging all the way from the Central Office of Information. I’m certain you are aware of what the digital policy team does. But if you are not, I’ll rectify that.  In one sentence, our team is set up to improve public services online, making information easy to find, easy to use and easy to re-use. How do we do this? By setting up standards, guidelines and policy, monitoring and measuring performance plus compliance, co-ordinating and advising cross governmental activities and departments etc…

I manage the .gov.uk domain process; I’m responsible for delivering website naming and registration. The general rule is that each Department should have one corporate website for information that relates to the workings of the Department (e.g. Policy, Ministerial and PSA targets) and should use Directgov and Businesslink.gov.uk for customer information, self-service transactions and campaign support.  Did I hear you ask how we implement this rule?   There’s a Service Transformation Agreement, where Ministers have asked Departments, Executive Agencies and Non-Departmental Public Bodies to reduce the overall number of websites they own, by encouraging a convergence of citizen and business facing information on www.direct.gov.uk and www.businesslink.gov.uk respectively, or on the site of the applicant’s relevant parent department.  In adhering to this rule, departments avoid the expense of setting up and maintaining a website.

The aim is to have all government content accessible through the very minimum of self-standing sites – the objective of the government’s website review programme is to be audience -focused and close confusing non-approved  sites. So when the .gov.uk applications arrive, I have the enviable task (sometimes referred to as power, but I totally disagree!) to grant or reject the initial application. You’ll be surprised at the number of organisations that want the .gov.uk domain name attached to their websites to give them an increased level of credibility. Pretty exciting stuff huh?

Government website usage audits! Now this is a totally exciting, interesting and very challenging project. This project was initiated by the Public Accounts Committee placing a requirement on government websites to measure and report a consistent set of metrics on cost, quality and usage on a regular basis. Bringing to a close an era riddled with government websites that are not as user friendly as their private counterparts and ushering in a new era of professional websites that are user friendly usable, efficient, accessible and used as benchmark.

The website usage audit is a relatively new project which started in June, and presently we have a little over fifty websites registered for the audit. Not bad, eh!  Hang on…email alert. Oh my goodness!!! We just received six new registrations for the website audit. Gradually bringing us closer to the big seven five…..Whoo hoo!!

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I may be leaving Digital Policy, but this is probably not my last blog…

Today I leave Hercules House – and my team! The happy little team of geeks! Wacky Webrat Guy, Groovy Guidance Guy, Slinky Audit.gov Girl and of course The Doctor! I almost forgot F1 RDFa man (he’s always been around – but only just started coming to meetings).

I’m heart broken! Gutted. But I am trying to leave with a little dignity – I’m not going to cry…

In the last 11 months I’ve learnt so much! Lots on standards and guidance, how we inform people about that guidance, what we might do better, and what Digital Policy actually means to Government websites. I now know the who’s who of Heads of e-Comms, the difference between an NDPB and an Accredited NDPB, why it’s essential to implement an XML Sitemap, why you need ABCe to audit your website… it’s a long list, it’s been a challenge, but it’s actually been a lot of fun. It’s not the technology I like – it’s the people who press the buttons. It’s a fascinating world of rapid change, but it’s not as hard as it sounds. However I do quite like dabbling in a bit of jargon now with my mates – dropping Semantic Web into conversation – as long as you don’t meet a proper geek a little bit of knowledge goes a long way.

The good news is that I am just about hanging in there with my favourite project Civil Service Jobs Online. Although the site is currently very active – with almost 600 jobs posted at any one time, most of the development has been put on hold, while we explore the best way to proceed. There are some exciting proposals coming out in October, which could make a massive difference – but I’ll write more about that nearer the time (such a tease!) We do know it’s not finished – and we will finish it, I promise. Sooner or later (by Spring?) it really will be one form per job, maybe even one application form per candidate… all in one place, all searchable.

I wont really miss Livelink (our filing system) or Groupwise (email – don’t even ask!) – although I mastered them both in the end.

Again, it’s not the technology, it’s the people. COI has been very good to me, and although I’m very sad to go, I’m very happy I was here!

K.I.S.S.

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Welcome to Digigov!

September 1st, 2009
Adam Bailin

Welcome to Digigov, the new blog brought to you by the Digital Policy team at COI. The purpose of this blog is to share information and get feedback on digital policy  across government and to stimulate debate around digital policy with other departments, agencies, web developers, bloggers and academics.

COI Digital Policy roles and responsibilities include:

  • Developing guidelines for public sector websites
  • Co-ordinating Departmental Website Reviews
  • Approving or rejecting applications for new government websites
  • Reporting on government website costs, quality and usage
  • Advice and consultancy on all aspects of website management

We started blogging on CivilBlogs to share our work with other civil servants and foster greater collaboration. It was a good starting point and gave us the chance to experiment with the safety net of keeping communication internal to Government. Unfortunately, we only reached a limited audience and didn’t really get the volume of feedback hoped for. Steph Gray (Head of Digital Engagement at Business Innovation and Skills) commented that we should open up to the wider digital community by blogging publicly.

More recently we ran the Improving Government Online review. Several interesting issues were raised including:

  • Evaluating the cost-benefit of Government’s digital engagement, not just websites
  • Measuring re-use of government information
  • Measuring use of content delivered through Flash and AJAX interfaces

We want to use this blog to continue those discussions and to start many others.

For further details of the review, see fellow COI blogger Ross Ferguson’s excellent evaluation.

Other subjects we want to discuss include:

  • digital policy and strategy development
  • website evaluation and measurement
  • accessibility and usability
  • semantic web and information re-use
  • web analytics and auditing
  • convergence, continuity and archiving
  • URLs and the .gov.uk brand
  • search and findability
  • web performance management
  • digital engagement
  • training, toolkits and events

Please let me know if there is something specific you wish to debate on Digigov, either via the feedback form or emailing digigov@coi.gsi.gov.uk.

You can also follow us on twitter: @digigov.

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