Transition Tests Leadership

Ah – I remember it well…during the last transition, new requirements for our website were coming from all directions. Web managers and team members all over the Department were being urged by the new political team to do this, that, and the other. Many of the new political staff didn’t give a hoot that the Department had policies and procedures for what goes on the website and how it gets there, nor did they care about making sure we retained our goal to look like “one HUD.” It was every branch/division/office for itself.

Transition was a great opportunity for rogue web team members, itching to do their own thing, to go off in their own direction. All they needed was the ear of a new political aide (who probably was unaware of Department web policies), and they had their sanction. Indeed, we eventually saw a major section of the Department break off and create its own website. That we were able to retain as much stability and make as much progress as we did was a minor miracle. And HUD wasn't the only government agency facing this phenomenon.

The last transition was a huge challenge to the leadership abilities of government web managers. This transition will be no different.

How do you keep a web organization together and on track, when you have no legitimate (delegated) authority over all the players? How do you show the incoming political executives and aides the value of a unified strategy across the agency and across government, to improve government websites? How do you keep all you’ve accomplished from falling apart? You have to lead!

It’s as simple (and challenging!) as this: you have to get in to see the new team; and you have to articulate what you want to do and where you’re headed, in terms that this political audience understands. You have to persuade them that it’s the right thing to do for the American people. You have to show your passion for, and conviction in, the strategic direction of the web manager community. You have to know your message and stick to it. You have to repeat it over and over, like a broken record. And you have to make sure that your entire web team can articulate the same principles and direction.

You must be a strong leader to be successful in managing government websites - always. But your leadership abilities have never been more critical than they are now. Hold your team together through your leadership. Inspire them – and your new bosses – to work together across the agency and across government to create websites that provide first-class service to the public. Speaking as a citizen, we are counting on you to do that. Lead!

Ready, Set, GO!

Finally, the Presidential election is behind us! We have our new President-elect, and the very good news for government web managers is that President-elect Obama is web-savvy and very ambitious about using technology to make government more open and transparent to its citizens. So…are you ready?

The transition teams are moving into your agencies right now. You’ve been planning for months. But just in case you still need some pointers on strategy, here are three.

Make an appointment to meet with the transition team TODAY! Find out the name of at least one person on your agency’s transition team and call or email that person, asking for no more than 30 minutes to brief him/her on the agency’s web plans. Go to that meeting well-rehearsed.

Plan a 20-minute presentation, leaving 10 minutes to answer questions and to ask how you can help them succeed. Give them just 3 pieces of information:

• Who are we serving? Describe your web audiences and what they want/use most (top tasks). Use a few stats, and explain why those stats are important to the new administration. Don’t overwhelm them with “what is” because they’re going to be more interested in “what will be.”
• What are the goals for improving public service via the web? Give them a copy of the Web Managers Council White Paper, and describe how the web manager community is working together to improve all government websites. Again, make sure they understand how this will help them implement their objectives.
• What help do you need from the new administration? Tell them what policy changes you need to improve service to the public. If your governance structure needs to be fixed, that should be one of the first items on your agenda. Talk in terms of the value of these changes to the new administration. Keep it short; keep it positive.

Make sure your name and contact info is on each piece of paper you leave behind. Offer to meet again to discuss specific goals and strategies.

Tip for success: take a member of the Web Managers Council with you to this briefing. Show that the community stands together.

Meet with your web organization. You must keep your web team informed. Tell them whom you’ve met, what you’ve said, and what’s been said to you. Your team may be getting information, too. Pool your knowledge to get a better picture of the new team and what they want and need. Players and information will be changing quickly, so find a good way to communicate regularly with your web organization.

Stay plugged in to what’s going on across government. Don’t skip over that email from the Listserv or the Web Council leaders – you need to know what other web managers are learning. Listen in to all Forum calls. Check webcontent.gov frequently. We serve best when we serve together. So keep alert to information your colleagues may be getting or giving – it could really help you be successful with the new team!

It’s an exciting time! Change is good. You’re prepared. Be steady. Ready, set, GO!

Work Together Through This Transition

It’s just weeks away…the both longed-for and feared “T” word: transition! It doesn’t matter where your politics lie…when you’re a Fed, you psych up for this event. New bosses. New initiatives. New energy. New challenges. And a new opportunity to show how government web managers are working together to improve public service.

The federal Web Managers Council has crafted a strategy for achieving cross-government goals. They based it on ideas from the web manager community. It’s all right there. Now you have to sell it to the new administration. You have to tell them why it’s important to your agency, to all agencies, and – most of all – to the public. You have to convince them that it’s critical and worth their attention and support. So here’s a thought: if it’s a web community plan, why not do your briefings in web community teams?

How you convey a message often is as critical to success as what you say. If your message is "we have a cross-government strategy," couldn’t you underscore your point by having 2 or 3 web managers from other agencies with you? It's that whole actions speak louder than words thing.

Be strategic. And remember: we serve best when we serve together.

Related links:
5 Things Government Web Managers Should Do Before Transition
Three Wishes

Leading Strategically

Gwynne Kostin, web manager at Homeland Security, jumped right into a leadership role after Hurricane Katrina hit in 2005. A member of the federal Web Managers Council, Gwynne marshaled government web managers into information “lanes” and managed a governmentwide effort to provide consistent, concise information for hurricane victims, relatives, and friends. It was a real milestone in the government web manager community –the first time we really worked together to create and manage content on a specific topic, across government websites. Gwynne recognized a management problem and stepped in to provide a strategy and the leadership to solve it.

Since then, Gwynne has led subsequent disaster responses, improving the process each time. She doesn’t wait to be told what to do. She just does it. That’s real leadership.

Now, Gwynne has done it again. As part of the government’s most recent response to devastating hurricanes, Gwynne developed a “widget” – a piece of computer code – that shows 6 simple links:

Federal Hurricane Response

• Get Prepared
• Find Friends & Family
• Health & Safety
• Donate & Volunteers
• What Government Is Doing
• En espanol

This widget appears on the Homeland Security website and – from there - can be copied by other web managers and placed on their own websites, helping the public get the same consistent hurricane information from the government, no matter which website they visit. It saved time and effort for individual web managers because they didn’t have to replicate or create their own set of links; and it provides commonality across government, a bonus for the public. Once again, Gwynne identified a management problem – need for quick, consistent information across government – and used a web 2.0 technology to solve it.

One of my greatest concerns about the Web 2.0 revolution is that web managers will use these technologies and applications because they’re “cool” – not because they are the right solution to a management problem or goal. Gwynne Kostin has demonstrated the right way – the strategic way - to do it. That’s real leadership.

An Inventory Is A Place to Start

24,000 + federal government websites…where do you begin to address that massive amount of clutter (not to mention overlap, waste, vanity, etc.)? A good inventory is a place to start.

Federal web managers would be doing their new bosses – and all Americans – a big favor if they just simply count the websites. Collect basic data:

• Title
• URL (.gov, .mil, .fed.us, .com, .edu – come on…ferret out all those hidden sites!)
• Purpose (that should be entertaining)
• Average monthly visitors (unique visitors per month, over a 3-6 month period)
• Cost (ah-ha! No cheating. Count FTE – both full-time and at least half-time, contracts, and IT costs, at a minimum)
• Calculate a cost/visitor ratio

Put it all together (Web Managers Council) and see what you’ve got.

Want to help the next President (and his team) figure out what they’ve got and what they need to do next? Start with an inventory. I double-dog dare you.

Another Voice on Common Look and Feel?

Darrell M. West, formerly of Brown University and now of the Brookings Institution, has released his latest review of e-gov: “State and Federal Electronic Government in the United States, 2008.” Like most federal web managers, I have some concerns about West’s studies…how is it that an agency’s score can change so dramatically from year to year, when virtually no changes were made to the website? But that question aside, West’s reviews always are interesting reading.

One recommendation that West makes in this year’s report really jumped out at me. It’s way down on page 8, under “Policy Recommendations:”

“The most striking discovery while researching state and federal websites was the importance of consistency. States that had websites that were completely inconsistent from one agency to the next were harder to navigate, because each site seemed like an independent entity. Sites that were consistently formatted, however, were much easier to use because one knew where to find certain links with the prior knowledge of their relative locations on other state sites.”

And in a box on that same page:

“Agencies should have layouts similar to the portal page so that users can automatically identify that agency’s website as a government unit.”

On this concept, I am in total agreement with Darrell West.

Years ago, we figured out that if an agency used a common template for all of its component offices and divisions, it makes us look better to the public; and, more important, it makes it easier to use our website(s). I remember when I forced all of HUD’s field and Headquarters offices to move to a single template, back in the mid-1990s. I was nearly tarred and feathered. I was pulling all the creativity and fun out of web management. I was too controlling. I was hated. But you know what? It was the right thing to do. The public loved it. We immediately began getting email from our website visitors saying how much easier it was to use the site and how much it made us look like a single, unified agency, speaking with one voice.

Many federal agencies now “get it” and have pulled all (or most of) their component sites into a single look and feel. USDA did a dynamite job doing just that a couple of years ago. So if it’s the right thing to do across an agency or – as West suggests – a state, why wouldn’t it be the right thing to do across the federal government?

Further, I agree with West that agencies should have layouts similar to the portal page, so that visitors recognize us as a unit. The portal for the federal government is USA.gov. You’ve heard me harp on this over and over – it’s a great design, it’s been tested and tested for usability, so why not use it across the board?

Read Darrell West’s report. It’s worth it. And keep mulling over that idea about a common look and feel across the federal government. The time for tough love may be coming.

USA.gov Shines the Light on a Big Problem - Redundancy

USA.gov is a terrific website. I love the design – simple, uncluttered, pretty easy to use. The USA.gov team has done a good job sorting through and categorizing thousands (and thousands and thousands and…) of links to government websites. And in doing that, they have exposed one of government’s biggest problems: redundancy. Duplication. Overlap. Waste.

Go to USA.gov and pick any topic…let’s say “Family, home, and community.” That’s a category that touches all of us. Drill down through “Homes and housing” to “Home buying and financing.” On that list, you find 12 links that mention “loan,” “mortgage,”
“finances,” “down payment,” or some derivative of these terms. These links lead to information at or from at least 6 different federal agencies (some are publications posted on the Pueblo, Colorado site). One of them takes you to another page of links on mortgages, from even more agencies. Two of the links on that page go to mortgage calculators (one from Ginnie Mae; one from the Federal Reserve).

OK – I’m a citizen looking to my government to give me some good, objective tips on getting a mortgage. And you expect me to plow through all this stuff, sort the wheat from the chaff, and figure out where to start? Come on, folks. Don’t you people talk to one another? Can’t you pull this together in one easy, step-by-step guide? Don’t we pay you to make our lives easier – not harder?

There’s nothing like seeing these long lists of links, topic-by-topic, to recognize inefficiency. I didn’t take time to read through all this info (few would), but I’d be willing to bet there’s at least some duplication (duh) and possibly even some conflicting advice. After all, when you let that many different players publish without coordination or editing, you’re bound to find some conflicting opinions.

We who work(ed) in the federal government know that duplication and lack of coordination across government is rampant. But the internet has really exposed this problem to the public.

So how do you solve it? Well, we’ve already got a model in many agencies: distributed authorship. You create one template with a good set of rules, put someone in charge of enforcing those rules, and let many authors contribute to a single website. You make sure that each topic has a good editor who sees to it that redundancy is eliminated and conflicts are resolved. You scrap all (or at least most) of those individual government websites and use those resources to create content for that single site…content that incorporates all the facts, tips, and services from all the relevant agencies, content that leads the reader through the steps.

USA.gov has sorted out the topics. We know which agencies need to work together, to pool knowledge and resources. The next step is to agree on the goal. That will take courage and humility (it’s hard to give up autonomy). Would it be easy? No. Is it the right thing to do? Yes.

Related links:

• What’s Missing from E-Gov? A Mandate to Communicate
• Common Look and Feel – Why Go Further Than USA.gov?
• Three Wishes
• Follow Those Brits!

Today’s Government Web Team Needs to Cover the Bases

Government websites are evolving into service stations where the public can drive up, find and use the service they want, and drive away quickly. Government agencies are starting to use the power of “social networking” sites to deliver information and advertise services. Government web managers are paying more attention to what the public wants and are using sophisticated metrics and usability tests to make sure they get it right. And – more than ever – the public is clamoring for websites that talk their talk…that communicate. So what kind of web team do you need to handle this big job? You need one that has all the knowledge, skills, and abilities to cover the bases.

If I were creating my “dream team” today, here’s what I’d want (and let’s just pretend money is no object):

1 Content Manager (note: I did not say “Web Content Manager” – more on that later). GS 15.

• Major functions: Overall leadership and strategy for content management operations. Representative to agency executives and interagency efforts. Overall editor-in-chief.
• Why? There’s got to be one leader at the top.

1 Deputy Content Manager GS 15.

• Major functions: chief problem solver; chief surrogate for the Content Manager.
• Why? You’ve got to have a trained and knowledgeable surrogate. You’ve got to build redundancies. And you’ve got to create a training ladder so that, by the time you need a new Content Manager, you’ve got one ready. Oh – and you’ve got to have a chief problem-solver…someone who can really dig in on those complex problems, sort them out, and come up with the right answers.

1 Technology Analyst (OK – you could call this person “Webmaster”) GS 13/14

• Major functions: look for new technologies to carry out content goals; analyze how new technologies could be used to improve content; oversee technology contractors; liaison to CIO.
• Why? You no longer can dump all that tech responsibility on the CIO. You need to have someone on your own team who can be looking down the road, who understands the content goals and can bridge the gap between communicators and the CIO staff. Whether the next President has an E-Gov Director or a Chief Technology Officer or some other IT lead at OMB, you need to have someone on your team paying attention to that side of the house.

1 Audience Analyst GS 13/14

• Major functions: develop and analyze metrics; do usability testing; analyze email, correspondence, call-ins to determine what the public wants and what the agency is telling them; recommend new/revised content to meet audience needs.
• Why? No more guessing allowed. The public expects us to know what they want and give it to them efficiently and effectively. You need an expert analyst who can make sure your content does just that.

1 Director of Local Content GS 13/14

• Major functions: lead Regional Content Managers; develop local content; coordinate with agency program office outreach operations; direct marketing and outreach.
• Why? The public wants that local touch. Sure, they want to know how to buy a home. But what they really want to know is how to buy a home in where they live (or want to live). Most agencies have field operations – you’ve got the people out there who have that local expertise. Use it.

1 Intranet Manager GS 13/14

• Major function: manage the intranet.
• Why? Employees deserve to have someone paying attention to their wants and needs, someone who will make sure content up-to-date and served in ways that make sense to them. No more making this one of many tasks assigned to one of your team members. Give it the resources it deserves.

2-3 Project Managers GS 11/12

• Major functions: plan, coordinate, implement, evaluate specific projects such as training, management controls, quality control, documentation, quarterly certifications, foreign language pages, developing new content, editing, etc.
• Why? So many projects – so little time! You need skilled project managers to make sure none of those balls drop. And this is a great training opportunity for aspiring content managers.

5-7 Regional Content Managers GS 13/14 located in agency offices outside of Washington DC.

• Major functions: Lead content operations for an assigned geographic area; develop content by state (or city); direct marketing and outreach at the local level; editors-in-chief for local content.
• Why? Folks in the field know this stuff. And you’ve got to have someone on site who can lead the effort, who have personal touch with the public

5-7 Deputy Regional Content Managers GS 11/12

• Major functions: assist Regional Content Managers and act as surrogates
• Why? Redundancy and assistance

1-2 Staff Assistants GS 7/9

• Major functions: Assist in day-to-day operations of the content team, assist in project management
• Why? Someone’s got to keep you going…cross those ‘t’s,” dot those “i’s.” And it’s a great way to pull entry-level employees into your career ladder, train them for bigger jobs.

OK – so why “content” and not “web content”? Well, for a couple of reasons. First, I believe that “web” limits the thinking of agency executives. When they hear or read “web,” they think of a website and computers – not about the tasks being served or the words on the page. They pigeonhole the content manager into a “techie” slot, rather than in the more appropriate “communicator” slot.

More important, I think it’s inevitable – and right – that, one day, all communications operations will be put under one organizational umbrella…websites, publications, call centers, and any other methods of content delivery. Someday (hopefully soon), government leaders will realize that we need to create content once and deliver it many ways. So let’s get those leaders thinking of us in terms of “content” management – not just “web” management. And when they staff those umbrella organization jobs...well, there we’ll be.

It’s transition time – use it. Get your staffing plan ready. Let your new bosses know what you need to run a successful contemporary government web team. The next President is sure to know the power of government websites. He is sure to make new demands that will affect you. This is a great time to take a hard look at your web team and make sure you’ve got what you need to cover the bases.

Related links:

5 Things Government Web Managers Should Do Before Transition

Are We Ready for E-Democracy?

Steve Clift recently published a thought-provoking article called, “Sidewalks for Democracy Online,” part of the Personal Democracy Forum’s “Rebooting Democracy” series. Steve is a long-time proponent of “e-democracy” – creating government of and by the people – not just for the people, using the internet. I’m with Steve. Involving citizens in the work of government in meaningful ways is the right thing to do. We should have online forums. We should create online work sessions allowing citizens to interact with their government to define issues and solve problems. We should use social networking options and wikis to bring government and citizens together. We should draw on the energy and ideas and talents of the public to improve the work of their government. But I wonder…are we ready for e-democracy?

Is there enough real interest among citizens – beyond the advocates – in being involved in government to make it worth the cost? Is the government (at least the federal government) ready to take this on – to change its culture - even with a President who is behind it? Is Congress ready to fund it (because we all know that unfunded mandates never last)? Are we ready to do the kind of promotion that it will take to change the skepticism of the American people?

Let’s be honest - the current culture of the federal government – like it or not – is very authoritarian. It’s, “we know what’s best for you.” Come on, feds…when was the last time you were encouraged to go out and listen to citizens? Sure, we take comments on proposed rules; but don’t we sometimes put more energy into rebutting them than embracing them? Aren’t we more likely to pull out that regulation or handbook and tell a citizen, “no” than to talk with that citizen about options?

And on the other side...many citizens want their government to be all-knowing. They want to trust their government to give them the right answer. So – to some – creating e-democracy might cause dissonance. “I’m so glad you listened to and adopted my idea, Government; but that means you weren’t completely right in the first place. If that’s true in this case, is it true in others? Can we really trust you to be right? I thought we were paying you people our tax dollars so you can solve these problems.”

Actually, e-democracy is not a new concept for government. Many agencies made attempts in the past. In the late 90s, we jumped all over the online discussion possibilities at HUD. We had a number of discussion rooms, both for HUD partners and for citizens. Some were around specific topics. Some were pretty much wide open – “let’s talk about what citizens can do in their communities to make them better.” What we found – nearly across the board – is that we got very little citizen participation; and those that did participate often used the discussion rooms to ask specific questions about HUD programs. There really wasn’t much discussion.

The bigger problem was managing the discussion rooms. Though a HUD employee was responsible for each discussion room, too often they didn’t visit the rooms regularly. Thus, we’d see nasty comments from people who had asked questions that weren’t answered or discover other participants (non-government) giving wrong information. We also saw discussions going way off track; and in a couple of cases, we saw small groups of regulars basically hijack the discussion room for completely different purposes. Managing discussion rooms is a workload item that needs appropriate staffing. Without that staffing – we learned - they fail.

E-democracy could work. What would it take?

• A change in culture. A President who makes it a priority, gets Congressional backing, creates the policies, dedicates the resources, and holds government employees accountable – from top to bottom – for results.
• A change in values. Government managers and staff have to be rewarded for listening and discussing alternatives with the public – involving them in the process. They have to value a new way to do business.
• Planning. Agency executives have to incorporate e-democracy in their management plans. They have to allocate appropriate (underscore “appropriate”) staff to engage in online forums, analyze and respond to citizen questions, take action on the solutions that are generated, and follow up to let citizens know what became of their ideas so they’ll want to participate again.

For our part, web managers need to think it through. We need to prepare. We need to use our experience to identify potential pitfalls and be ready with solutions. We need to develop practical implementation strategies based on a realistic assessment of resource needs; so if we’re asked, we can propose a sound, thoughtful, realistic method for ensuring success. We need to do this as a community - engaging those with knowledge, experience, and ideas - so we all can succeed.

E-democracy is a concept that is gaining attention from both parties. It’s a good thing. Are we ready?

Don't Make Your New Bosses Do All the Thinking

You’ve read their intentions, on their campaign websites. You’ve speculated and pondered what they may want to do, as far as the internet is concerned. But here’s the question: what should they do?

You’re the pros. You’ve been running government websites for a long time now. You know where the candidates are being idealistic and where they’re being practical. You know what policy issues will have to be addressed to make their promises come true. More important, you know what else needs to be done, to improve the way the government serves citizens. So what advice will you give them?

I’ve read a couple of interesting articles recently. Both got me thinking. The first was an article in the Wall Street Journal, “The Next American Frontier,” by Michael S. Malone. Malone talks about the change in America – especially in the behavior and expectations of young people. He describes many of them as “entrepreneurial” – wanting to work for themselves, do their own thing. How can we help our new bosses respond to this new generation of citizens? How can we help them use the internet to attract those young people to government service? Certainly work-at-home situations and virtual teams could help. What else could we suggest?

The second article was on Atlantic.com…an article called “HisSpace,” by Marc Ambinder. It’s specifically about Barak Obama and his intentions to seize the power of the internet to involve the public in government. But the author wonders if Obama can succeed, if he’s elected. Can he meet the expectations of the public?

Read both of these articles. Share them with your web friends. Talk about them. Look for more “think piece” articles. Throw what you read into the mix, along with your experience and knowledge; and really think seriously about what we can do to help our new President (whoever he or she is) succeed. What can we propose to our new bosses to help them (and us) move toward the future?

Don’t make your new bosses do all the thinking. All three of the Presidential candidates are outsiders – they haven’t worked in the Executive Branch (OK – you might say that Hillary has been close…but she hasn’t been where you are). Give them a break. Do the right thing. Give them some meaty proposals - some really forward-thinking ideas that are based in the reality you know - that could really improve the way the government serves citizens.

Good Things Do Happen to Good People

I was absolutely delighted to see Sheila Campbell chosen one of the top 10 innovators in government information technology this week, with the presentation of the 2008 Technology Leadership Awards. Bravo, Government Computer News! You got it right.

Being a web innovator is a thankless job. It’s tilting at windmills, rolling the stone uphill, and all those other old (but accurate) clichés. I don’t know anyone who has worked more tirelessly to make government websites meaningful to citizens than Sheila.

I first met Sheila as she was coming off maternity leave, in 2004. We were designated co-chairs of a cross-agency working group charged with developing policy recommendations for OMB, in compliance with the E-Gov Act of 2002, Section 207. Sheila was on the FirstGov (now USA.gov) staff and was not especially well-known in the web manager community. But she dug into that task like the dedicated pro she is.

We had a tight deadline (mandated by the legislation); and we had a geographic challenge – I was in Tucson, and Sheila was in DC. That meant that she had to do all the legwork in Washington. Sheila earned her place in the web manager community – and my trust and respect – by going way beyond the call of duty. She’s a born leader, and she was a great partner on a pivotal project.

Since then, Sheila created a website for government web managers (webcontent.gov), shepherded a new training academy for government web managers (Web Manager University), and – at the same time – served as a leader of the Web Managers Forum and Web Managers Council. Those are great credentials. But that’s not what makes Sheila such a deserving honoree, in my book. It’s her sincere passion for using the web to serve citizens that puts her on one of my pedestals. It’s how she puts her heart and soul into that goal. It’s how she worries about doing the right thing and how she pushes the web manager community toward better service. Sheila is a true “public servant.” She never loses sight of her raison d'être. She never gives up. She’s a true leader.

Way to go, Sheila! You definitely earned this affirmation.

When Web Managers Gather...

On Monday and Tuesday, some 450 government web managers from across the country will gather in Washington to hear new ideas, network, and - this year - build energy toward that action-packed time of change that comes with electing a new President. This annual meeting of the web manager community is perhaps the best use of their time all year, as far as the public is concerned, because – for a few hours – they are “government” web managers – not HUD web managers or State Department Web Managers or Indiana web managers or Chicago web managers. And when web managers start thinking and acting collectively, their power – and their results – increases exponentially.

For those couple of days, they raise their heads and look around at all that they have in common. They share ideas. They nod at common problems and common goals. They make notes about new ideas they want to try. They seek out one another at lunch or after a session to talk more about pet peeves or get more “how to’s.” They form alliances and talk about working together to make all government websites better. They take time to think about those they serve: the public. They get re-charged…they get excited. That’s a good thing for you and me, Citizen.

If you’re one of those smart web managers going to the Web Managers conference, have a great time! Soak it all up. Meet your colleagues. Seek collaboration. Get on board with the community’s plans for transition. Go home inspired!

(Oh – and if you aren’t going this year, be sure to sign up early next year. This is a “don’t miss” opportunity! It’s good for you. It’s good for those you serve.)

5 Things Government Web Managers Should Do Before Transition

A couple of weeks ago, I taught a Web Governance course for Web Manager University. To get ready for that class, I polled some of my former colleagues to see where web governance stands, across government. After all, we’ve been running government websites for 13 years now; so I expected that most agencies would have most pieces (roles, responsibilities, relationships, rules, and review) in place. Wrong! I was surprised to see how many lacked some of the basics.

With transition coming, web managers need to pin down their governance structures. Even if it’s not perfect, document what you’ve got – if only to show where there are holes. Find out what you're spending to run your website(s) and be ready to talk about return on investment.

Imagine a new boss walking in and asking you for your policies or procedures or management controls or strategic plan; and you reply, “I don’t have them.” What if your new boss asks what you're spending on the website and you say, "I don't know?" What if those new bosses walk in with a long list of ideas for using the web, and you don’t have a strategic plan and firm knowledge of your budget and resources so you can point out what trade-offs will have to be made to accommodate those new initiatives? You’d be putting your new bosses in the position of making a bad decision because you didn’t have the facts to help them make a good one. Not a great way to start.

Here’s my advice to government web managers. If you do nothing else, do these 5 things before the November election (and the arrival of those transition teams):

1. Document everything NOW! Write down your existing governance structure, policies, publication procedures/standards, and operating procedures. Have them ready for the new team. Identify deficiencies and plans to correct them.
2. Identify and document management controls (procedures) to prevent fraud, waste, abuse, and mismanagement of web content. Make sure you’re using them.
3. Find out how much you’re spending to run the website(s)! Include FTE (staff) – both full-time and part-time – and contract dollars spent on content support. If you can find out technology costs, that’s good, too. Know your budget. Be ready to discuss return on investment and justify costs.
4. Come up with at least one or two performance measures tied to mission achievement and/or public service. Traffic and customer satisfaction measures are not enough to justify a website.
5. Develop/document a strategic plan. Be able to show your new bosses where you’re going and explain why, in terms of impact on mission/public service. Incorporate governmentwide goals. Include goals to correct deficiencies in governance structures, policies, procedures, and management controls, as well as goals for progress. Be ready to discuss all your initiatives (including web 2.0 initiatives) in terms of the strategic goals they help achieve.

Do yourself a favor. Get these ducks lined up. You’ll look like an effective manager and be on much better footing when you talk to your new bosses. Tick, tick, tick.

Is It Better to Give or to Receive?

In the mania that is “Web 2.0,” I wonder why no one is talking about message boards?

A recent article about the official who is managing the United Kingdom’s reorganization of government websites got me thinking. At the end of the article, this official mentions that he thinks government should get active on message boards, answering the questions of citizens. You know what? I’d kind of forgotten about message boards.

Many of us tried using message boards/discussion boards fairly early on, in the evolution of our government websites. I ended up taking ours down because – honestly – we just didn’t have the staff to manage them. We learned pretty quickly that you have to have someone – preferably a glib subject matter expert - who can step in to monitor the discussions, keep everyone on course, and correct any misconceptions. Once I took it down, I forgot about the message board capability. But this article got me thinking about it again.

Blogs are a great option for government agencies to deliver information to citizens in an informal way. They let government officials step out of the formal “governmentspeak” and behave like normal human beings. I’ve seen a couple of pretty good government blogs, including Gov Gab and EPA’s Flow of the River. Blogs do offer the opportunity for citizens to comment and respond. But it seems that few do. I wonder if we’ve got it backwards? I wonder if – as that UK official suggests – we should let citizens frame the questions, and government officials can comment or respond?

Maybe it’s time to resurrect that old message board/discussion board technology and see if it might have merit, in this “social” revolution. Maybe those officials who are writing blogs could serve citizens better if they spent that time answering the questions that citizens pose. Maybe we should reconsider our strategy. Maybe in addition to - or instead of – giving out advice, we should receive our cues from the people we serve. Something to consider.

Beware the "Google is King" Strategy

This morning, I read another article about what’s going on with government websites in Great Britain. For those who don’t know, they’re in the process of shutting down many (most?) of their websites, focusing on two supersites: DirectGov and BusinessLink. Actually, I like that idea.

But the thing the struck me about this article is that, apparently, some officials in Great Britain – like some of the officials at our own Office of Management and Budget – think that all we need to do is post our vast government libraries online and let citizens use Google to sort it out. It’s not a bad concept. But is it really “public service?” Is our only responsibility to the public to make information available? Or do we have a responsibility to help the public find what they want and use it?

I still think there is value to organization, navigation, and - most of all - pointing out a path to follow toward the goals citizens want to achieve, on government websites. That's the value that web managers/editors can add. That’s something that Google cannot do.

Web managers need to be ready to address the “Google is King” thinking because if that becomes our government’s web strategy, then web managers could end up being relegated to the role of (as Gerry McGovern calls it) "putter uppers."

What's Missing from E-Gov? A Mandate to Communicate!

Early this week, I mailed a copy of my assessment, "What's Missing From E-Gov? A Mandate to Communicate!" to each member of the Senate Committee on Homeland Security and Governmental Affairs. That's Senator Joe Lieberman's committee, and they're working on reauthorization of the E-Gov Act of 2002 (E-Government Authorization Act of 2007, S. 2321, if you want to look it up). I made a plea to the Senators to consider adding some provisions to encourage (force?) government to communicate more effectively with citizens. Will I be heard? Who knows. Maybe one of the staffers will read it and ask some questions. I'd consider that to be a victory.

If you'd like to read the entire report, you can download it (in Word). If you'd just like a summary of what I recommended, here goes:

1. Issue a “Citizens Bill of Rights” to serve as the guiding principles – and government’s promise – for communicating with the public.

When citizens interact with their government, they should be able to:

• Get the information or service they want without knowing which agency supplies it.
• Get answers to their questions promptly, completely, and in words they understand.
• Complete government transactions – including applying for programs and filling out forms – online, and those processes should be easy to find and easy to use.
• Talk to a human being when they want to.
• Get the same answers to their questions, no matter who they ask or how they ask them (online, in writing, on the phone).
• Get clear and accurate instructions on where to start and what happens next.

2. Appoint a Director of Communications at OMB, comparable to the Director of E-Gov and responsible for governmentwide communications policies.

3. Designate GSA to be the operations center for government communications. Charge GSA to develop and implement a plan to coordinate the agencies and to consolidate content and communications across government. GSA’s Office of Citizen Services and Communication already has many of the right pieces, including the USA.gov staff and USA Services. They just need the authority to bring it all together, across government. As part of the strategy, they could:

• Establish a common design for most government websites. We’d save money across government (do you know how much it costs every time you design a website?), make it easier for citizens to use all government websites, and probably eliminate a lot of vanity websites.
• Establish a common dictionary of terms, so agencies use the same words to mean the same things. Develop these terms based on words that the public uses and would recognize – not based on terms the government commonly uses. Train government writers to use them.
• Create 3-5 “supersites” to serve as one-stops (but not just “portals” or link lists) for citizens. For example,
  o USAServices, where citizens would find brief, well-written narrative to lead them through the top tasks that they seek most often
  o USANews, where the public could find news and information about the administration’s initiatives and accomplishments
  o USAInfo, to serve as the library for important, but less requested information. Give it a great search engine.

4. Establish a senior level Chief Communications Officer at each Cabinet level agency and at other agencies that carry out programs of interest to citizens. Charge the CCO with overseeing and coordinating content operations (including web, print, telephone) so agencies create content once and deliver it in many ways. Create a staff with strong communication skills – writing, editing, and communicating with the public. While Public Affairs could be part of this operation, it has a distinct function and audience (press), not to be confused with the broader audience of “citizens.”

5. Issue a mandate to all agencies to assess the effectiveness and efficiency of current government communications (web, print, telephone) and to develop plans for streamlining and improvements, to include:

• Identifying and improving the efficiency of those “top tasks” that many citizens seek.
• Developing an inventory of all information delivery devices (including all websites) and justifying each.

6. Commission a study to assess how the public wants to interact with government in the future. Work with the Pew Research Center or another entity focused on how the public interacts with government to learn:

• What critical information and functions the public would like to be able to get from the federal government that they can’t get now,
• Which critical information and functions currently available to the public could be delivered better if it were streamlined or improved, and
• Which critical information and functions the public think are most important to get from the federal government (“top tasks”).
  
  Use the results to direct improvements.

Agree? Disagree? I'd love to hear your thoughts.

Forewarned is Forearmed

If you haven’t been watching what’s going on with Great Britain’s websites, government web manager, you should be. Those who don’t learn from history are destined to repeat it.

To bring you up to date, the UK government (wisely, in my view) decided to shut down a large number (951) of its agency websites in favor of consolidating content – by topic/service area – on two “super” sites: Directgov and Businesslink.gov. Now, watchdog groups are starting to ask questions- not only about the advisability of that course, but also about what led to that decision. In an article published by The Register, entitled “Watchdog Criticises UK Gov Websites,” some very interesting issues were raised at a recent hearing of the Commons Public Accounts Committee.

Don’t be distracted by the poking at Directgov (though there is one interesting issue about that site, which I’ll mention later). The questions that should draw your attention (and possibly chill your blood!) are these:

1. How many government websites are there? What do you mean, you don’t know?
2. How much are you spending on these government websites? What do you mean, you don’t know?
3. Who is using your websites and what are they looking for? What do you mean, you don’t know?
4. Why were government websites allowed “uncoordinated growth” for 10 years?

Many U.S. government web managers have been struggling with these same questions for years. The Web Managers Advisory Council (and its predecessor, the Web Content Management Working Group, of the Interagency Committee on Government Information) continues to work to address these issues. In fact, one huge step forward toward getting a handle on U.S. government websites was OMB’s 2004 policy that government websites – for the most part – must have .gov, .mil, or .fed.us domains. However, to my knowledge, there still is no official inventory of all U.S. government websites.

In the early days of the web, citizens were just so grateful that the U.S. government was putting information on the web that actually could help them. Now, however, citizens are raising their expectations – even demands. They want content to be “searchable.” They want content to be written so they can understand it. They want to be able to find those “top tasks” that they often use, and they want them to be easy to use. That brings me back to that one interesting issue about Directgov…according to The Register article, the watchdog group wondered why Directgov doesn’t offer more “functionality.” “It’s not a very awe inspiring website is it when the only thing you can do is renew your car tax?” Hmm. Could they be suggesting that citizens want better access to those “top tasks” and that they want those “top tasks” to be easier/more efficient to use?

When the new administration comes onboard next year, they’ll be asking questions about past actions and strategies on a myriad of topics. With the growing dependence on the web to communicate with citizens, someone in the new administration is likely to zero in on what the government is doing with its websites. Get ready, folks. Document your history. Publish your policies, procedures, governance structure, management controls, and strategic plans. Inventory your agency websites and be prepared to defend the reason for each. Identify those “top tasks,” make them easy to use, and put them on the front page. Know what you’re spending on your websites – and be prepared to justify it. Forewarned is forearmed!

Related links:
The Answer for Better Searching? Better Content!
We Need a Communications Czar

The Answer for Better Searching? Better Content!

Yesterday, the Washington Post reported that the Senate Committee on Homeland Security and Government Affairs was to hear testimony from Google, Wikipedia, and others about the failure of government agencies to make their content “searchable.” The article claimed that some of the authorities scheduled to testify blame poor organization of content for the search problems. Well, that’s certainly part of the problem. Where web managers place content definitely contributes to its accessibility. But there is a bigger culprit: the words on the page are not words that the searching audiences use or recognize or – in many cases – even understand. This isn’t rocket science: if people are searching using terms that don’t appear on your web page, they probably won’t find that page. We’ve just got to do a much better job getting the words right.

The Web Managers Advisory Council has worked for the past 2 years to help agencies focus on improving their “top tasks” – those processes and pieces of information that a significant number of citizens seek, routinely. Again – no rocket science here. You need to make sure those tasks are worded properly so that citizens can understand them; you need to make sure that they’re efficient – especially if it’s a process; and you need to put them in places where citizens can find them (dare I suggest front page links?). Seems like that should be an easy thing to do – right? Wrong.

It’s stunning how many agencies are struggling to identify their top tasks. Improve them? That can get very political. Is there funding to make a process more efficient? How do you get the agency to make that a priority? Will “the powers that be” permit you to replace those front page news releases and photos of the agency head with links to top tasks? And here’s a biggie: do agency authors and web editors know what words citizens use and recognize? If you do know, can you get agency managers (and lawyers) to permit you to use simple, plain language wording?

Web Manager University offers web writing courses every session. Indeed, they’ve typically been full. My take? They should be required. And not just of web managers. Anyone who contributes (or approves) web content needs to know how to make the words work. If you get the words right – searching is bound to get better.

One more thought on this issue (I can’t resist beating this drum)… I had a boss once who taught me that the only way to solve a problem is to deal with the root cause. So what’s the root cause of this problem? The Federal Government doesn’t really value communicating effectively with citizens. Some federal managers don’t even recognize “citizens” as their audience. Agencies don’t put money and resources into good communications. Content – for the web, for publications, for call centers – isn’t written and edited by skilled communicators. We don’t even have a mandate to put web content management under a professional communicator. Communicating isn’t something that just anyone can do. It takes skill. It takes experience. It takes understanding of the audience. It takes commitment.

We can make our websites more searchable if we fix the words. We can make government more effective if we make communicating with citizens a priority.

Related links:
We Need a Communications Czar
Three Wishes
Somebody Needs to Say “No!”

Stop Blaming Your Bosses!

I hear, over and over, such comments as: “my boss just doesn’t get it,” “I can’t get support from my boss,” “we need to educate our bosses so they’ll do what we want them to do.” OK – I’ll admit it…I actually uttered words to that effect, once or twice. But now, I realize we were (are) wrong. It isn’t our bosses’ fault that things aren’t going our way. It’s our own fault. And there is something we can do about it. We can communicate.

In my experience, most bosses do their best to make good decisions that forward their missions and goals. Most bosses really are good people who want to do the right thing. Heck, I was a boss a few times. I know I always tried to do right things, based on what I knew about the issues. And that’s the key. We need to make sure that our bosses have all the facts, in a timely way, so they can make good decisions (ie - decisions that we like!).

We need to communicate well and often, to make our bosses aware of what we’re doing, the issues we’re facing, the options for making things better, and - yes - that we are hard-working, talented individuals who know what we're talking about. That means we’ve got to take the time to send those bi-weekly accomplishments reports (don’t wait to be asked!). That means we’ve got to write those issue papers - laying out problems along with our proposed solutions - in a timely way, so our bosses have time to consider and ask questions and make good decisions. That means we’ve got to make appointments with our bosses and get on the agenda of management meetings and use our ingenuity to let them know both what we’ve achieved and what we’d like to achieve. ‘Tis better to err on the side of over-communicating, than under-communicating. ‘Tis better to be a pest, than a hermit. ‘Tis better to be in your boss’s face, than off your boss’s radar.

Bosses do sometimes make decisions we don’t like. Sometimes, that’s because they know things we don’t know. But don’t let them make a bad decision because they don’t know something you do know. Don’t blame your boss for your failure to communicate.

Related links
What If Our Bosses Don’t Want to Be Educated?
Make Time to Lead
9 Questions Every Web Manager Needs to Ask

Have You Seen "Gov Gab?"

The USA.gov team rolled out it’s latest innovation: Gov Gab, the government blog that helps citizens figure out government. They’ve done a great job. The look is good. The posts are well-written and friendly and generally the right length (one of the entries had a few too many photos…but they’re just getting their feet wet). So, great blogging!

But actually, this is better than a blog. This is the kind of content I’d love to see on USA.gov. It does what Google can’t and lists of links don’t: it makes sense out of the top tasks. It is the right length. It talks to citizens in their language. This is what I’ve been yipping about!

If the Web Managers Advisory Council could figure out how to deliver cross-agency (both horizontal and vertical) content this way – get the agency web managers to work with the USA.gov writers to “tell the story” (at least for the top tasks) - and integrate it into the USA.gov website, I think it would be a huge step forward in communicating with citizens.

Really well done, Bev Godwin and company at USA.gov. Kudos to all!

Related links:
Make the Words Work
Why Have All These Government Websites When We've Got Google?
It's All About the Content
Connect the Dots

Common Look and Feel – Why Look Further Than USA.gov?

I was looking at USA.gov this morning; and it struck me that the design they’ve got could work for most government agencies.

I like everything about the masthead. It’s clean and simple. The branding is perfect. It’s got tabs, which - for agencies - could be “Citizens,” “Partners,” and “Media.” I like the “top services” section. It gives prominence to the “top tasks” that the web manager community is working to identify and enhance. And the content below that section could be customized to the agency, using the directory layout (and – where appropriate – taxonomy) on USA.gov as a model.

I know the USA.gov team did a ton of usability work on the design, so why reinvent the wheel? Why not just use this template across government?

I think part of the fear tied up with the common look and feel discussion is the thought of coming to agreement on a design. Well, why not use what we've already got? I know I could have fit the HUD content into that format. Maybe you’d exempt the Smithsonian and a few others. But certainly the cabinet level agencies could adopt this design easily.

If I were pitching to the new administration, I’d pitch this. Shouldn’t THE government look like THE government?

Related links:
Three Wishes
Serving the Public - What Lies Ahead
Common Look and Feel - Maybe the Time Has Come

We Need a Communications Czar

One of the issues that web content managers have faced for years is that there is no “content” advocate at OMB to help sort through the policy challenges we encounter trying to manage these huge communications vehicles (websites), effectively. The general content policies that exist have come through the technology Offices. While they are helpful, they don’t go far enough to ensure the excellence that U.S. citizens deserve. Content and technology are different beasts. They need different shepherds. We need a Director of Communications Policy at OMB.

We need someone at the top who is looking across government, at all the ways we communicate with the public (web, telephone, publications, etc..), and developing policies that ensure we’re providing consistent information and services in ways that audiences can use it. The technology folks are working hard to make sure the “how” is effective. But who is looking governmentwide to make sure the “what” is effective?

Right now, web content managers use “best practices” and critical mass to institutionalize cross-government web management procedures. Some argue that this is appropriate, within the grassroots culture of the internet. But we’re talking about the government here. We’re talking about public service. Shouldn’t our content be consistent, no matter how it is delivered and no matter which agency(ies) provide it? Shouldn’t our services be communicated effectively, so citizens can use them easily? Even the best oven won’t make a lousy cake taste good. Even the best technology won’t make lousy content serve citizens effectively. We need more than evolution and critical mass to ensure that the government (collectively) communicates well with the people we serve. We need a communications policy chief at the table.

It’s time. It’s needed.

Related links

• Three Wishes
• A Couple of Thoughts About Governance...Thought Two: Across Government
• Somebody Needs to Say "No"
• Working Best When We’re Working Together

Playing Links Ping Pong

Let me start by saying that I’ve never liked to play ping pong. It makes me dizzy and – because I’ve never been especially adept – it makes me frustrated. So when I got dumped into a game of “Links Ping Pong” the other day, I felt the same way.

I was helping a friend find some information from the government. We started at the agency that made most sense…did a search…didn’t find exactly what we wanted. So we started through the topics, each of which led to pages of links. Within 2 clicks, we were playing “Links Ping Pong.” We’d click on an item in one list of links, only to be linked to another list of links. We chose an item from that list of links and – yep – got linked to another set of links (this time, on another agency’s website – in another window!). OK. So we picked one of those links and – you won’t believe this (or maybe you will) – we went right back to the first agency’s website…to – you guessed it – another list of links.

At that point, we gave up.

The lesson is this: yes, the web is all about linking. But the value that the web manager brings to a website is making sense of all those links. I can go to Google and get a list of links. The reason I’d go to an agency website – instead of Google – is to get real content or to be guided through links in some sort of logical way (“first, you do this” or “go to this site and look for this”). I don’t go to government websites to play links ping pong.

If you do use a link, I’d appreciate it if that link took me to real content – not just to another menu of links. If you do take me to a set of links, please describe what I’m going to find – or I should look for – on that set of links. Don’t abandon me! And please, oh please, don’t use acronyms or program names that don’t make any sense to me, as your linking text. At least provide an explanation for those of us who don’t speak your language.

The saddest part of this whole adventure is that my friend turned to me and said, “See, this is why I never use government websites.” We all are judged by the performance of each. So dig in and do the work, web managers. Make your links count. Do it for your own agency. Do it for all government agencies.

Three Wishes

OK, folks – the clock is ticking down to the next Presidential election. In a little more than one year, transition teams will be walking into your agency, nosing around, looking for opportunities to make changes that will improve operations (and, quite honestly, make them look good). So, if that transition team were to call you in and tell you that they are going to grant three – and only three – wishes, what would you tell them?

Remember, bosses – especially new bosses – want to do things that will promote their own objectives, make them the first to do something, improve efficiency and effectiveness, and – most of all - reflect well on them. If you can articulate your wishes in terms that will meet both your new bosses’ needs, as well as your own, it’s a win-win situation. You’ll have a much better shot at having those wishes granted.

I already have my three wishes (yes, I realize I probably won’t be asked…but who knows?):

1. Combine all content operations into one single office, in each agency. Create content once and serve it many ways. I’d combine web content, publications content, and call center content – at least that which is targeted to the general public in one “Office of Communications” or “Office of Citizen Services” in each agency. Improve consistency. Staff the office with people who know what the public wants and who can write content from the audience’s point of view.
What do the bosses get? Efficiency and improved service to the public.
What do we get? The same. In addition, this should stop the madness about where web content management should live in the organization (not IT, not Public Affairs – communications!).

2. Use one common web design for most of government. I know, I know – you guys don’t like this. It would limit your creativity and autonomy. I was there. I know how you feel. But if you step back and look at it from the public’s point of view, having one design would make it easy to recognize a website as an official government website. More important, it would make it easier to use all government websites if the public only has to learn one navigation system and taxonomy. It finally would make us look like one government (which is what the public thinks we are!). And – here’s a biggie - it would save a boatload of money that currently is being spent agency-by-agency for web design. We could hire the best usability and design specialists to put it together, and we’d still save money across government.
What do bosses get? Significant cost savings and very visible evidence that they’re making government more efficient and effective.
What do we get? We can use our funds to do other things: improve critical tasks, eliminate outdated content, and develop new functionality. Also, it may help stop the proliferation of government websites – at least if the motivation is only to look different.

3. Split out “top tasks” and “message” content and feature them on their own governmentwide websites. Use USA.gov for critical tasks (the tasks that many citizens want to find and use). Create USAnews.gov for information about the goals and accomplishments of the administration. Let Public Affairs offices manage that content, and get it off agency websites. Agency websites, then, could remain libraries for other public information and sources of information and services for business partners.
What do bosses get? Better management and visibility for “message” information and a legitimate claim that they improved service to citizens.
What do we get? Solutions to long-standing design conflicts. We’d eliminate those front-page press releases and pictures of political bosses that use valuable real estate, making it hard to spotlight other important information. And our critical citizen tasks would be featured on usa.gov, making it easier for citizens to find them. It also might help us toward the longer range goal of consolidating content, by topic, across government.

So what would you wish for across government? Across your agency? If you don’t know, you’d better start thinking about it right now.

Transition offers a wonderful opportunity to reassess and to start in new directions. But the window of opportunity may be very short, and it may not open again for 8 years. So be ready. Know what you want. As important, know how to ask for it. Be ready to present your requests so that bosses see the value to them, as well as to you. If you do, you just might find that your wishes will come true!

PS: This same advice works at the state and local level, too!

Related links:
What Are We Going to Be?

Serving the Public – What Lies Ahead

Common Look and Feel – Maybe the Time Has Come

What Are We Going To Be?

Government web managers are at a real crossroads. Since government websites began to appear – back in 1995 - web managers’ primary goal has been to stir up business for the website. We begged, borrowed, and linked (no “stealing” with the web!) to create more content, to make as much government information public as possible and to serve as many citizens as possible. But here we are now, with these behemoth websites that are trying to be all things to all people. And it just isn’t working. There’s too much to categorize and maintain effectively. We don’t have the horses to keep up with it. The key services (aka “top tasks”) that most citizens want are buried among information that may be interesting to just a few people. And on top of all that, our bosses want to use the prime real estate on our sites to advertise their accomplishments (I’ll call this “message”). What’s a web manager to do? More important…what are our websites going to be?

The Web Managers Forum has been encouraging web managers to identify the top tasks and focus on improving them, both in placement and in efficiency. It’s a great idea and a worthy goal, since it acknowledges the fact that citizens want – and expect – to be able to get basic government services online. And if you don’t believe that there is a real need to fix these tasks, just take a half hour and see if you can find what citizens want on government websites. Seeing is believing.

I’ve been fascinated to listen to colleagues who are bewildered by this effort, often because they don’t know where to begin. Why isn’t this obvious? Why haven’t they been featuring top tasks all along? And then it hit me: they’re confused because they’ve got conflicting goals. If your goal is to create the great online government library, how does that jell with featuring only the top tasks (and “clearing out” the clutter that makes it hard to find them)? How can you feature top tasks when your bosses want you to feature their initiatives and successes? I think we have to step back and hash this out. We have 3 goals operating across government – and each is a worthy objective, with a vocal constituency. We need to figure out how to address them, while – at the same time – straightening up our websites so they don’t continue to look like schizophrenic free-for-alls that many of them have become. I think there are some options.

One option is to simply pull off the administration “message” into a separate website called “USANews.” Put it under the aegis of the White House communications office, and let the Public Affairs Officers populate and manage it. The media and those who want to find out what the administration is doing will have one-stop shopping, rather than having to go looking at each agency website. Agencies will continue to have the ability to put forth their messages. If we pulled out the “message” content, at least our agency websites only would need to balance the goals to publish everything, while featuring top tasks.

Another option is to feature top tasks on a separate website called “USAServices.” The tasks would remain on agency sites, but web managers wouldn’t have to be so worried about stripping away other content, to feature them. They’d be organized by topic – not agency – on the USAServices site.

Since we’re all facing a lack of resources to really manage all the content on our sites, maybe we should consider setting up a common content management system that dumps content into one major “USAInfo” site. Ask NARA, working with a consortium of internet librarians and records management officers, to guide classification; and make content creators (agency program managers) responsible for keeping content current or pulling it down. At the same time, web managers could turn agency sites into slimmer, trimmer, more usable service centers, focusing on top tasks.

Or, if we’re reluctant to give up control of any of the three goals, maybe we could just set up agency sites with three tabs (similar to amazon.com): news, services, information. If we did it across government, our audiences soon would learn which category suits their purposes. USA.gov could aggregate the content under each tab, across government.

We do have 3 goals, and each is legitimate. None of them is likely to go away. So we need to deal with them. And there are solutions. The place to start is to recognize the problem and start working together to sort it out. We need to figure out what we want to be.

One caution: don’t wait too long…the citizens are getting restless!

Related links:
Serving the Public - What Lies Ahead

Doing the "Big Think"

From the beginning, the internet has challenged the creativity of government web managers who struggle to improve the reach of citizen services, amidst the constraints of government. The list of strategic issues has not dwindled over time. In fact, it has lengthened.

Last week, I taught a leadership course for web managers, part of Web Manager University’s spring curriculum; and we spent a good part of the afternoon talking about some of the broad strategic issues that web leaders face, including:

What should/can government websites be? Massive libraries? Most requested/used tasks? Can we manage the growing volume of information? What does the public really want? What does the public really use? How do we keep information accessible without overwhelming the public with its mass?

Managing more with less…how much are we really spending on web operations? Do we know? When someone asks (and they will), can we justify it? Can we find ways to share web management resources across government? Can we add new technologies and uses of technologies (wikis, blogs, interactive media, etc.) while maintaining the quality of current content?

Consolidating content operations within agencies…can we consolidate content operations (web, publications, call centers) so we create content once and deliver it in many ways? How do we make sure the public is getting the same answers, no matter how they receive the information? Do we have staff that are skilled in writing and editing content, based on a sound understanding of citizens as the primary audience? Should each agency have an “Office of Citizen Services?”

Consolidating content across government horizontally…the public thinks we are one government, yet we promote agency (organization) websites. Should we rethink how content is organized across government? Could it be organized by topic, instead of organization? Could we serve content through one (or a few) sites, instead of 24,000? Can we consolidate “top tasks” across agencies?

Consolidating content across government vertically…citizens don’t know which level of government provides what services How can we integrate content among levels of government?

Common “look and feel,” taxonomy across government… More than 24,000 federal public websites, each with its own design and taxonomy…can we bring some commonality across government to improve our service to citizens? Is it the right thing to do?

The students in this class came from all parts of government web organizations: field offices, tech operations, small sub-agencies, and agency web teams. They weren’t the top agency web managers, but – at least by the end of the day – they realized they are web leaders. They discussed these big issues, and more, enthusiastically. They engaged. They enjoyed it. And they did a great job delving into strategic challenges we all face. They did the “big think.”

It’s a mistake to assume that, if you aren’t on the agency-level web team, you don’t need to spend time analyzing broad strategic challenges. You do. The government needs web leaders at all levels – especially those out in the field and down in the branches of headquarters operations – to be part of problem-solving. You can’t just sit in your corner of the world and assume/hope that someone else is doing the thinking. You have to stick your head up and look around, see what’s coming down the pike, and talk about it. You have to help your agency web manager and web managers across government lead change, no matter where you are in the organization.

And agency web managers: you need to create opportunities for emerging web leaders to do the Big Think. You need their insights and help to meet these challenges. You need to stimulate discussion and encourage these leaders to spread their wings. We need web leaders at all levels to create the critical mass that enables change and progress.

Strategic thinking isn’t just the responsibility of the top web managers in the organization – it’s the duty of every single person in the content management community. So look around you. Start a conversation with other web leaders. Do the big think!

Can YOU Find What Citizens Want on Government Websites?

We want citizens to think of government websites first, when they have an everyday problem to solve - don’t we? We want them to use our websites (collectively) to do all sorts of common tasks – find a home, get answers about household poisons, prepare their kids for school, get the best medical information. And citizens WILL come to our websites repeatedly – if they continue to have good experiences…if they consistently can complete the tasks they want to complete in a reasonable amount of time.

Like it or not, citizens think of “the government” as a single entity. And – like it or not - citizens make judgments about all government websites, based on their experiences with any government website. So it’s in the best interest of each of us to know how all of us are doing. How do you do that? It’s simple. See if YOU can find what citizens want on government websites.

Here’s a little test. Take a half hour, and see how many of these questions you can answer. Here is the only rule: you only can use government websites to do your research. You may use USA.gov or Google’s U.S. Government search to help you. But that’s it. These are common scenarios that any citizen might encounter. Ready? Go.

1. Housing: Your younger brother is a school teacher, making $35,000 a year. He’s single. He wants to buy a home. He lives in Iowa. He’s only got $5,000 saved for a down payment and closing costs, so he hopes there might be some government programs that could help him. He has no idea how to buy a home, and he doesn’t know where to begin in the process. You’ve volunteered to help him figure out what steps he needs to take.

2. Health: Your 75-year-old mother-in-law has just been diagnosed with gall bladder disease. She has to see her doctor tomorrow to discuss options for treatment. She has no idea what the gall bladder does, much less what this disease means. She only has Medicare, so she’s concerned that the best treatment won’t be covered. She’s called you asking that you help her figure out what’s going on, what to expect, and what questions to ask.

3. Food: Your office has decided to “adopt” a low-income family for Christmas. One of the things this family desperately needs is help buying healthy foods, on a very tight budget. They probably qualify for some government programs, but they don’t know what. As important, they really need some tips on how to buy healthy foods, on a low-income budget. At least 2 of the children are suffering health problems as a result of obesity. You’ve been given the task of coming up with some advice for them.

4. Education: Your neighbor’s daughter is a good student – not top of the class, but in the top quarter. Her parents had some hard times, and they just don’t have the money to send her to college. You’re thinking that there must be some government programs that could help this promising young woman go to college, without creating a debt so heavy that she’ll never be able to dig out.

OK – so how did you do? Could you complete your tasks quickly? Could you find what you need easily? Was everything written so you could understand it? Were the searches helpful, or did they overwhelm you? Did the most useful information turn up high on the list? Did you believe that you got comprehensive information?

If you had a great experience, then woo hoo! That’s victory for all of us. But if you didn’t have such a great experience – if you found it easier or harder in some cases than in others – then let’s talk about it. Let’s use the Web Content Managers Forum and the Web Managers Advisory Council to raise concerns and think about better options. If we want citizens to come to government websites, then we have to work together to make sure all of our sites deliver efficient and effective service. We do serve best when we serve together.

What If Our Bosses Don’t Want to Be Educated?

For years, government web managers have bemoaned the fact that we can't make the progress we hope to make because our “bosses” don’t listen to us. They don't give us credit for knowing what we’re talking about (because anyone who uses the internet thinks he/she is an expert in web design), don’t understand that you can’t give front page links out like chits, and don’t get it that citizens don’t want to see photos of political officials on the front pages of government websites. Sound familiar? I’ll bet. So, for years, we have talked about how we need to “educate our bosses,” so they’ll understand and support us (and let us do our jobs).

Now, as I reflect – and as I continue to hear my former colleagues talk about the need to “educate their bosses” – it occurs to me that maybe we’ve been barking up the wrong tree. Maybe it's time to realize that strategy isn't working. Maybe our bosses don't want to be educated. Maybe they have too much else on their minds. Maybe we should use what has worked for us before: the power of our grassroots community...the power of critical mass.

Look at the change we caused just two years ago, with the recommendations to OMB we made through the Web Content Management Working Group. We didn’t suggest that everyone start doing a bunch of new things. No – we went out and found those “best practices” that already were being used in many or most agencies, and we asked OMB to incorporate them into policy. The result was that agencies that hadn’t implemented the practices (in many cases, because they couldn’t get their bosses’ support) now had a mandate. Further, now that the practices have been sanctioned, they will be less susceptible to changing bosses and changing administrations.

If one web manager wants everyone in the agency to start using standard metadata so that search engines can help citizens find what they want more easily, he or she may not get very far. But if several web managers in several agencies get together and decide to use the same metadata and if the usa.gov staff jump onboard and agree to start harvesting certain content by using that metadata, you can cause change. You can control your own destiny.

So, yes – do keep briefing your bosses and telling them ways they could help you improve your websites. Do share your knowledge of your audiences – especially citizens. Do seize opportunities to use management support to make your websites and content practices better. But be realistic. Your bosses have a lot of other things to worry about. So instead of getting frustrated and feeling powerless when your bosses don’t give you a blank check, apply your energy and leadership to something that works. Build critical mass. You can cause right things to happen. You just have to work together to do it.

"Change from the top down happens at the will and whim of those below.” --Peter Block

A Couple of Thoughts about Governance – Thought Two…Across Government

Everyone who knows me or who has read prior blog entries knows I am a strong advocate of cross-government web governance. I think it’s absolutely the right thing to do and the only way to achieve the quality web content that the public (aka – taxpayers) deserve. But I do think getting from where we are to a successful cross-government governance structure is tricky. Why? Because we’re going to be moving from the current (and long-standing) grassroots governance structure to a centralized governance structure. And existing grassroots leaders – often agency web managers – aren’t going to be eager to give up their autonomy. I’ve been there – I know. So the key is to use that leadership within the cross-agency structure.

“Well, of course,” you think. “That’s what the Web Managers Advisory Council is for.” Yes, the Advisory Council is an important part of this process. But I don’t think it’s enough to effect the kind of change in governance I hope for.

I’ve already written that I think GSA’s Office of Citizen Services should be given the lead – and the authority – to coordinate web content operations across government. If GSA is given that role, they need to implement it with great thought and complete understanding of what they’re undertaking. In my opinion, the first thing they need to do is hire a few of those experienced agency web managers – those grassroots leaders. Get those skills and that perspective on the staff. Build goodwill. Further, it would be great to rotate agency web managers through the Office of Citizen Services routinely, to keep the agency perspective fresh within the Office of Citizen Services and to give agency web managers a taste of the big picture point of view.

Four years ago, when we formed the Web Content Management Working Group, we agreed that how we went about developing our recommendations to OMB was as critical as what we recommended. We knew we had to involve all the key players - in a meaningful way - and listen to all the key constituencies or – no matter what we recommended and no matter what OMB said – change wouldn’t happen. The same concept applies here. The only way cross-government governance will work is to seize the power of the existing grassroots leadership and incorporate it in the new governance structure.

A Couple of Thoughts about Governance – Thought One...At the Agency Level

CIO or Public Affairs? Public Affairs or CIO? The debate of the past 12 years lingers. No doubt it will become an issue – again – as the administration changes in 2009. I’m not sure why these are the only two choices (more on that in a minute), but if they are – why hasn’t this been settled long ago?

The logic seems clear. Websites – at least internet websites – are about interacting with the public. CIOs aren’t about the public – they’re internal service providers. They exist to serve internal clients – the program managers. They don’t interact with the public, nor should they. They don’t have staff who are knowledgeable about the public, nor should they. They don't have writers and editors on staff, nor should they. Public Affairs, on the other hand, is all about the public and writing and editing. The fact that most Public Affairs operations focus entirely – or almost entirely – on the press aside, if the only two choices for the web content management function are the CIO and Public Affairs, then the answer to this long-standing debate seems clear. It’s Public Affairs.

But wait – how about another option? Actually, two.

One of the really great guesses that the executives at HUD made way back in 1995 – and subsequent executives have retained – is that the web management function belongs with the chief management officer in the agency - in HUD’s case, the Deputy Secretary. Why does that make great sense? Two reasons. First, agency websites should be about mission and program delivery. The chief management officer is the top official in charge of day-to-day achievement of mission and program delivery. So it’s a perfect match. Second reason…the Deputy Secretary is organization-neutral. The CIO and the Assistant Secretary for Public Affairs are peers on the organizational chart, along with all the other chief program officers. If there is a disagreement with a web policy, can the CIO or Assistant Secretary for Public Affairs really tell a peer “no?” Of course not. Either they’ll acquiesce (which is deadly for the website) or the issue will get elevated to the Deputy Secretary anyway. So why not just put the function with the executive who really has the final say?

But here’s an even better option: create a new organizational unit with a single mission: serving the public. Staff it with people who are experts in audience analysis and communications. Set it apart from other organizational components – so it remains neutral – and give it the authority to act as editor-in-chief for all program content served by any means to the public. I won’t go on more here – I’ve already written about this in prior entries (linked below). But I do think agencies have to get a grip on the fact that there is a huge "public" out there that is neither business partner nor press, and their web governance structures need to reflect that fact.

Related links:
Serving the Public – What Lies Ahead?
Somebody Needs to Say “No”