Balancing Transparency With Volume and Accuracy

Transparency is a terrific concept. Heck, government web managers were trying to make our agencies “transparent” from the get-go. Oh, we didn’t call it that back in 1995. We muttered the mantra: if it can be public, then it should be public. But it was the same concept. We worked hard, scouring the nooks and crannies of our agencies to shine the light on everything that had been said, published, decided, or discussed. We built up huge websites, full of everything imaginable. We ended every meeting or conversation with, “and let’s put this on the website.” Now, we have wonderful new ways to inform and serve citizens through the web – new ways to make our agencies even more transparent…blogs and Facebook pages and Twitter accounts and videos on YouTube and wikis and more. But I’m worried.

I worry about the fact that we couldn’t keep up with the web content we had 5 years ago. I worry that, despite noble goals, web managers have not been able to trim their bloated websites or take down websites that no longer are needed. I’m guessing way more new content has gone up than has come down, in the past 5 years. Who is monitoring all this content to make sure it’s current and accurate? How are web teams and program managers dealing with all that volume?

And now, with new content going up on sites not even belonging to the agency (e.g., Facebook, YouTube), who is monitoring that content to make sure it’s current and accurate? Who is making sure that those blog posts done by officials who have left the building are pulled down or moved to some archive area? How are you making sure that important information contained in those posts is maintained?

I worry about this. Why? Because public trust suffers when you publish content that is outdated or no longer accurate. What if someone uses that content to make a decision or take an action that turns out to be bad or wrong? What if your outdated content contradicts other official government content that is current? What does that do to public trust? How does it make your agency look?

Isn’t part of doing the right thing making sure that everything is right?

So what’s the answer? Well, I guess one strategy is to just do nothing and let nature take its course. If you hear about something that’s wrong, fix it. No news is good news. Maybe that strategy will work…for awhile… But I’m optimistic…I think you want to get this right. So here are a few management actions that could help:

• Certification: When we finally faced this problem at HUD, we started a quarterly content certification program. Every quarter, each top executive had to certify, in writing, to the Deputy Secretary that all his/her organization’s web content was current and accurate. The very first quarter we used this process, one sub-organization alone pulled down some 5,000 files that were obsolete. And every quarter thereafter, web managers scrambled to make hundreds of content corrections discovered in the review process. It’s not a perfect process, but it’s a good start. I’d like to see every agency adopt a similar review process.
• Archives: Five years ago, Sam Gallagher (at HUD) had the great idea to create a separate “archives” site…a website that would contain all those reports and memos and initiatives from former administrations, information about programs that had been killed or expired, old funding decisions, and other content that was no longer current, but that the public – especially researchers and historians – might want to use in the future. Every page would be clearly labeled “archive,” and the public would be warned that the content was no longer being reviewed. Even the URL for the content would include the term “archive.” Great idea. Every agency should consider it.
• Metadata: I’ve had mixed emotions about metadata. Is it really worth the effort? Well, I think it is IF you really use it to manage your content. If you do no more than use “creator” (listing the organization) and “date created,” you can sort out older content and know which organization to hold accountable for review. Put in a “last reviewed” date, and you can flag anything older than 3 months or 6 months and make sure it’s checked. The trick, of course, is to establish standard metadata across the agency and make sure all content contributors are entering it. Then you (the web manager) have to make the time to pull reports and use them to monitor and update content. It can be quite a process…but it also could really improve the quality of your content.
• Tagging: I hope your agency has policies and procedures that specify what you post and, more important, who can post content on outside websites, such as Twitter, Facebook, and YouTube. That will help control your content. In addition, some of these sites allow you to “tag” the content with generic terms that can help people who search on those terms find that content. Establish rules for tagging and use standard tags on any content your agency posts, and you should be able to search on those tags to find and review your content. Again, you need to do this regularly to make sure your content stays current and accurate.
• Spring cleaning: Let’s not forget the most obvious action: reduce the amount of content you have to manage. An annual “spring cleaning” initiative can work wonders. Challenge your web managers and contributors to go through their content and see where they can consolidate or edit or delete. Use your stats to identify those pages that are never used (come on – we all have them). Either make them worth visiting or just get rid of them.

Transparency is great! But in your quest to be open with the public, don’t lose sight of the importance of making sure all that content is correct. Maintaining public trust is worth the effort.

Oh Top Tasks, Where Art Thou?

For the past 5 years, the Federal Web Managers Council has had one priority: improve the efficiency and effectiveness of citizens’ top tasks and make it easy for citizens to find them. Why are “top tasks” so important? Typically, the public comes to a website to do something…I want to get a passport…I want to buy a home…I want to sign up for food stamps. They want to accomplish those tasks quickly - get in, get it done, get out, and move on to something else in their busy lives. If you want to satisfy your customers, you put those frequently-used tasks (think of them as the most popular tasks) where citizens can find them easily…you put them on the screen where the web user’s eye goes first.

So I got to wondering…how easy is it to find those popular tasks?

Nicole Burton – GSA’s Usability Specialist – uses this chart when she teaches courses on website usability. It’s based on user experience, showing how people scan a web screen. The red areas are the places their eyes go first; yellow areas second; and green areas third. If you want your web audience to pay attention to something, then, you should put it in the red area.

I went through several of the Cabinet-level agency websites, doing two things:

• Before I visited the site, I picked one or two “tasks” I thought a large number of citizens might want to complete and then I tried to find a path to those tasks on the home page; and
• Once I got to the site, I tried to identify that agency’s top tasks by the wording and placement on the home page.

My experience was mixed. I’ll give you a just a couple of examples.

On the EPA site, my pre-determined tasks were:

1. I want to know what environmental problems are in my neighborhood
2. I want to do something to protect the environment

Good news. I did find a path to the answers for both. In a section called “My Environment,” I can type my zip code and get maps and other information about the environment in my area. I can “Pick 5 for the environment” or click on “Protect the Environment” and get clear and specific ideas for things I can do to help the environment. So EPA gets an A for letting me achieve my top tasks. But placement should be better. “Pick 5…” and “Protect the Environment” are in the red quadrant – but just barely. “My Environment” is in the lower left corner of the screen – in the green area (and my screen is set at 1680 X 1050, so I see more content in a screen than others may see).

A large rotating billboard graphic at the top of the screen takes up a lot of space. Might be better to shrink (or get rid of) that (annoying) feature and move the top tasks up. Still, I think EPA does a pretty good job.

On the Department of Interior site, I looked for a list or a map showing the national parks. Surely that would be a top task. I thought I’d hit a “bingo” right off the bat. First thing I see in the navigation column on the left is: How Do I…” and the first item is “Get a National Parks Pass.” OK – it’s not exactly a listing of parks, but I figured this could be a path to that list. Wrong. I came to a very wordy and long press release.

I looked through the rest of the topics in the left…webcams, For Teachers, For DOI Employees…I don’t see anything there for me. In fact, I don’t see anything in the first screen about national parks. So I started scrolling down. In the lower right of the second screen (and this home page is way too long - over 4 screens), I found a link to the National Park Service website. When I clicked on it, it went to an (annoying) pop-up that, indeed, did have a link to a map of parks. So I was eventually able to complete my task – but it took a lot of work. Further, I really wasn’t sure what Interior’s top tasks are, based on my review of the home page.

Oh top tasks, where art thou?

I’ve come to 3 conclusions.

• Top tasks probably are there – somewhere - on most agency level sites…but they can be very hard to find. Often they’re mixed in with more esoteric items or links. Often they are articulated using terms that the general public wouldn’t recognize or use. So the best practice here is to separate the top tasks from other links and to use terms that the public uses to describe the task. Action words (e.g., apply for passports, learn how to buy a home) really help.
• There’s no consistency across government about where to place top tasks on the home page. Something as simple as agreement across government to put the top tasks on the left side of the home page, in that top “red” quadrant could make it easier for the public to find and use top tasks across government.
• There’s no consistency across government about how to label top tasks. Again, something as simple as agreement across government to put the links to top tasks under a header, “Do you want to…” or “Most Requested” or “Most Popular” could make the public’s experience so much better.

One thing more…and it’s important. How you organize your website says a lot about your priorities. Many of the cabinet agency sites I reviewed use much of the “red zone” space on narrative, topics, or links that promote the agency or the administration, when most of the public comes to government websites looking for narrative, topics, or links that get them to the tasks they want to complete. Frankly, it’s annoying to have to wade through that organization-centric content when I just want to do what I want to do. I'll think better of you if you put my needs first.

Oh top tasks, where art thou?

Related Links

Top Task Management For Websites (Gerry McGovern)

It’s Time for Chief Web Communications Officers

So many exciting things going on in the government web world…so many opportunities. The Chief CIO is out there with a great agenda. The White House Director of New Media is turning government as we knew it upside down. The advocates for transparency and citizen engagement are getting action. But I still don’t see any movement to address the huge void in the way the government manages the content of its websites. So – once again (because I’ve been yipping about this for years) – I say: it’s time for Chief Web Communications Officers!

There’s no need to restate the case for the critical role government websites play in delivering government services to citizens, offering a platform for transparency and engagement, and communicating government news. Who isn’t already convinced? So let’s get down to the point…these huge communications devices need real top-level leadership.

The Federal Web Managers Council is fighting mightily to get attention on critical problems, convene the various players to try to get consensus on major policy issues, and muster the advocates to bring focus to the plight of government websites. But they don’t sit at the Office of Management and Budget, where policy is made. They need someone who does. Most of them (as agency Web Managers) don’t even sit in the executive management meetings where agency management decisions that involve using the websites are made. The quality and potential of government websites cannot advance as it should until someone with substantial knowledge and experience with managing government websites is sitting at those tables where key policy and management decisions are made.

The Director of OMB should designate a Chief Web Communications Officer (CWCO) for the government and should direct each agency head to designate a Chief Web Communications Officer for the agency. The CWCOs should have the same stature in the agency as the CIOs and Public Affairs Directors/New Media Directors, with whom they must work. That would give the agency a powerful triumvirate for implementing the President’s directive for transparency and engagement and for ensuring that the public gets the high quality of service that their taxes pay for.

OK – some of you are still scratching your heads. What exactly does the CWCO do? Three major roles:

1. Serve as editor-in-chief/publisher of the agency’s website(s). Make sure editorial guidelines and standards are in place and enforced to ensure the quality of website content…make sure that content really communicates. Work with the CIO and Public Affairs Director/New Media Director to take advantage of new technologies to improve the quality and delivery of content. Work with agency managers to produce and maintain quality content to carry out the agency mission. Ensure that content is created once and delivered many ways.
2. Serve as director of citizen services. Assess and monitor citizens’ wants and needs and work with agency managers to address those needs. Establish and enforce customer service standards. Measure customer satisfaction and work with top management to improve customer service.
3. Work with other CWCOs, CIOs, and Public Affairs/New Media Directors across government to create governmentwide strategies to improve web communications. Collaborate, consolidate, and coordinate web content and content delivery governmentwide. Work with the Office of Citizen Services at GSA to improve citizen service across government.

The Chief CWCO at OMB directs web content policy and strategy, with the Council of CWCOs. I can even tell you who’d be great in this job, By Golly (but I won’t…hmm…spell it out here because she’d probably clobber me!).

And what happens to the FWMC? Well, hopefully, many/most of those agency web managers will be elevated to CWCO status - the same way many IT Directors were elevated to CIO status 15 years ago. Many of those agency web managers have all the knowledge, skills, and abilities needed for that executive status. They’re ready to sit at the table – they just need an invitation.

Citizens depend on government websites for government information, services, data, and interaction. Agencies depend on government websites to carry out their programs. Many agencies couldn’t function anymore without websites to help them do their work. The people who run government websites need (and deserve) status to improve performance and impact. They need someone at OMB whose agenda is their agenda. Yes indeed…it’s time for Chief Web Communications Officers.

Related Posts

Three Pieces Make a Whole Better Online Government
Can’t We Have One Federal Government – At Least Online?
Worried About Too Many People In the Sandbox? Governance to the Rescue!
It’s Time for Governance

What Does the Public Want on Government Websites?

Last week, I wrote about how important it is for agency managers to listen to – and honor – what the public wants on government websites. So I got to thinking: I wonder what the public does want on government websites these days? I’ve always championed using government websites to provide services. But with the emphasis on transparency and engagement and a new administration at the helm, is that still what the public wants? I decided to run my own little unscientific survey to find out. Some of the results were a bit surprising.

OK – big disclaimer: there is nothing statistically valid about this survey. It was completely informal. I set up a short survey form on Survey Monkey and sent out an email to 110 family, friends, and acquaintances asking them to respond. I also asked them to forward it to their friends. I did not collect any identifying information, so I have absolutely no idea who took the survey. I can tell you that my mailing list included people diverse in age, race, geographic location, economic background, and political preference. I specifically excluded anyone who is a web manager or who is an advocate or consultant for government websites. I gave them 6 days to take the survey, and then I stopped responses. In all, 50 people took the survey.

The Results?

Question 1. In your opinion, what purpose(s) should federal government websites serve? You may choose more than one answer.

• To provide government services to citizens (42 of 50 chose this)
• To make government data available to citizens so they can use it as they see fit (35/50)
• To communicate the administration's policies, initiatives, and accomplishments (30/50)
• To engage citizens in their government so they can be part of the decision-making (27/50)

Question 2. In your opinion, what is the most important function of federal government websites? (choose one)

• To provide government services to citizens (40%)
• To make government data available to citizens so they can use it as they see fit (26%)
• To engage citizens in their government so they can be part of the decision-making (24%)
• To communicate the administration's policies, initiatives, and accomplishments (10%)

Question 3. In your opinion, what is the second most important function of federal government websites? (choose one)

• To make government data available to citizens so they can use it as they see fit (38%)
• To provide government services to citizens (22%)
• To engage citizens in their government so they can be part of the decision-making (22%)
• To communicate the administration's policies, initiatives, and accomplishments (18%)

Question 4. In your opinion, what is the third most important function of federal government websites? (choose one)

• To communicate the administration's policies, initiatives, and accomplishments (37%)
• To engage citizens in their government so they can be part of the decision-making (26.1%)
• To provide government services to citizens (23.9%)
• To make government data available to citizens so they can use it as they see fit (13%)
  * Note – only 46 responded to this question

I gave respondents an opportunity to explain their choices, and I found some of the answers quite interesting. Here are just a few examples:

• Websites are the primary way to access government services. It is extremely difficult to gain access to a real person in almost any agency
• No one needs any administration – Republican or Democrat – telling us their accomplishments. That’s unproductive advertising for a cause. Give the people the facts and let them tell the administration how effective they are at the ballot box.
• Informed engagement is an essential part of an “educated citizenry,” a cornerstone of our democracy…
• …The more open we are, the more honest a democracy we’ll have…
• Notification of existing or proposed policies and initiatives is essential for private and commercial planning and decision making.
• 80% of data manipulation is performed for selfish or wrong reasons, usually by amateurs…Let serious individuals (scholars, experts, investigative reporters) obtain data thru freedom of information laws.
• …In a democracy, the state is obligated to present neutral, nonpartisan information…
• …the average citizen needs to be able to express his/her opinions so government can base their decisions on what the REAL public wants and not what some for-profit activist THINKS we want
• Clear communication concerning government services is essential

What Did I Learn?

Well, first I learned that I’m not very good at choosing the words for surveys. I should have explained the first option – “to provide services to citizens.” A couple of people said they didn’t know what I meant by “services.” So FYI – by “services” I mean such things as “apply for a passport” or “learn how to buy a home” or “apply for student loans.”

The number one thing people (still) want on government websites is services. Confirms what I always heard when I was a government web manager. So keep featuring those “top tasks,” web managers!

I wasn’t surprised to see “data” come in second – transparency is of great interest these days. But I was very surprised to see “engagement” come in last! The more I thought about it, the more I realized this mirrors some conversations I’ve had with people who said they weren’t so interested in participating in government, through the web or any other way; but they definitely wanted government websites to provide services so they didn’t have to go to an office or try to get a human being on the phone to get them.

The biggest surprise to me was the third place: "communicating the administration’s policies, initiatives, and accomplishments" (aka “message”). I wonder if this came in third because we’re still in the early stages of a new administration and there’s a lot of interest in finding out what the new administration is doing. Would it remain in third place (instead of dropping to fourth place) if we were further along in this administration of if another President were in office? Not so sure.

What’s The Point?

The point is this: listening to the public is not a one-time thing. Government managers – both web managers and program managers – need to keep asking the public what they want on government websites and respect what they tell you…no matter how excited you are about what you think the public wants and needs. Do those reality checks. And when they tell you what they want, allocate your time, resources, and website space accordingly. Listen to them. Honor what they tell you.

If We Engage, Will You Listen?

Citizen engagement is a big ticket item in all parts of government these days. That’s wonderful – long overdue. But I wonder – will government leaders really listen?

Here’s something you may not know. Web managers have been “engaging” citizens since 1995 and – more important – listening to, and using, what we learned from the public. How?

• We got thousands and thousands of emails from the public, telling us what we were doing right and – more often – what we were doing wrong. We made changes based on what they said and asked.
• We did usability testing, where we literally watched the public use our websites and sort content into piles that made sense to them, and we made improvements based on their experience.
• We went out and talked to the public in focus groups and at public demonstrations of our websites, asking them what is most important to them. We adjusted our sites (both design and words) accordingly.
• We looked at the words they use when they search and then tried to incorporate those terms in our websites (OK – maybe that’s stretching “engagement” – but it is using their input to improve government).
• We analyzed our metrics – what pages do the public use most? What pages do the public use least? How can we clear the clutter so we can get them to what they want most?
• We posted customer satisfaction surveys and used “comments” forms to get feedback…and we changed our websites – both design and content - based on that feedback.
• We shared our best practices for listening to our audiences and encouraged our peers to use the same techniques, so all government websites would be what the public wants them to be.

For years, government web managers have operated from this basic truth: if you listen to your audience, they will tell you what to put on your website – and where to put it. Most government web managers know what their audiences want. The problem is this: too many times, agency leaders don’t listen to the public or don’t share the goal to feature what the public wants; and web managers are over-ruled.

Go to any of the Cabinet-level agency websites today. Look at the front (home) page. Can you tell what citizens want most from that agency? Imagine what you, as a citizen, might want from that agency – do you see it on the front page? If the public is the customer/partner, shouldn’t what we want most (or what most of us want) be front and center on that home page, so we can find it easily?

Here’s a fact – the public doesn’t care much about press releases. Yet if you look at just about any of those Cabinet agency websites, you’ll see prime real estate (the top left and center of the screen – the way the eye scans) devoted to news from and about the agency. I fold into that category those ubiquitous photos of agency heads that are featured prominently on home pages (does Google post photos of its executives on the home page?). In many cases, you have to look pretty hard to find that information or those online services that citizens want most. Agency leaders – are you listening?

I remain optimistic that this is a new day and that the voices – both inside and outside government – who are calling for citizen engagement and involvement in their government will cause agency leaders to really listen to the public – and act on what they hear. I’d like to think that if the public tells you that they care more about how to get a loan or how to apply for a passport or how to find a job than about your news announcements or speeches, you’ll listen to us and organize your websites accordingly.

Please – don’t ask us to engage if you won’t listen.

Related Post
USANews.gov?

Related Links
Best Practices for Home Pages (from the Federal Web Managers Council)
Press Releases Are Awful Web Content (Gerry McGovern)

Government Of, By, and FOR the People

I just read a little article quoting Congressman Mike Honda saying, "...Congress must take advantage of Web 2.0 technologies to transform the relationship between citizens and government. Instead of viewing the public as a customer for services, I believe that we should empower citizens to become our partners in shaping the future of our nation." I realize he was talking about Congress – not necessarily the Executive Branch. But my feeling is the same - this doesn’t have to be an either/or situation, folks. It should be both. It must be both!

Be clear. I’m all for citizen engagement. I’ve been advocating using the internet to involve citizens in their government longer than some of the current prominent advocates (see HUD’s State of the Web report that I wrote back in 2001). But Lincoln got it right, in my book. Government should be of, by, and FOR the people. So in our quest to start the “of” (transparency – because we own it) and “by” (engagement – because we should be part of it), let’s not forget the “for” (the services that government provides for its citizens, paid for by their taxes).

Believe it or not, some folks really don’t want to engage in their government. I’ve been surprised when I’ve talked to folks who have no interest. But they still want – and depend on – government services. Whether or not they become your partners, they always will be your customers.

So why did this article get my dander up? Because, Web Managers, I worry that – in your excitement to work on the “of” and “by” stuff right now – you might be neglecting the extensive work that still needs to be done on the “for.” I know that many of you have been chomping at the bit to move out on transparency and engagement for years. I know that there’s a lot of pressure/support both inside and outside government for you to move out on this. And, heck, it’s fun! But you’ve still got that elephant in the room – those way-too-many, morbidly obese, poorly written, poorly organized websites that citizens do (and often must) use to get government services.

When I look at some of the major government websites, I still see press releases and agency news where top services (tasks) should be featured, so the public can find them. When I look at some of those services, I still find convoluted organization that makes no sense to me and, more commonly, explanations and instructions (writing) that are – well – just plain bad. I haven’t come across one single government website recently that doesn’t need pruning and cleanup and improvements to make those services easier to find, more useful, and more usable.

I know fixing that “for” stuff isn’t glamorous. I know it can be slow-moving, thankless drudgery. I know you sometimes have trouble getting support for making the changes that turn worthless web junk into real online service. But I believe it’s the most important thing you do. If not you – then who?

So yes, absolutely facilitate engagement and transparency. Proselytize. Encourage policy makers to use the web to interact (both ways) with citizens. Design your website so that opportunities for engagement are obvious and usable. Encourage program managers to get their data out there and make government more transparent. Take advantage of the backing you have now to make government “of” and “by” the people. But don’t lose site of your obligation to finish (if that's possible) what you started – to improve the way government provides services FOR its citizens.

Government should be “of,” “by,” and “for” the people. We can – and should - have all three.

Related post:

To Everything There Is A Season

Super-sites: Let's Not Forget the Basics

Like many Americans who are interested in government transparency, I looked forward to seeing Data.gov, one of the new "super-sites" being developed to carry out and monitor the President's initiatives. Not much there, for now; but I know they have big plans. Kudos on that!

But wait a minute. As I looked closer, I noticed that some things were missing. For starters...who owns this site? It should be obvious, if not by branding on the page or a statement at the bottom of the page that tells you clearly that this site is an official site of the U.S. Government, at least by the information on the "about" page or the "contact" page. Not there. I finally, clicked on the FAQ link, and...skim, skim, skim...there it is! FAQ 6 tells me that GSA is managing the site on behalf of the federal CIO Council.

Intrigued, I wondered if other web content requirements and best practices were missing from Data.gov. So I pulled one of the convenient checklists that the Federal Web Managers Council has published on Webcontent.gov and did a spot check.

Well, I don't see a linking policy. Maybe they aren't using any links yet. I'll give them the benefit of the doubt. Oh...but there's no "search" tool for the site. Yes, you can search the databases. But you also should be able to search the site. Or at least there should be a sitemap. And plain language. Hmm...not so sure about that.

OK - enough on Data.gov. What about some of the other new government super-sites that have debuted recently? Are they following the content requirements and best practices? I took a look at Recovery.gov. Better - but not perfect. Similar problems on the branding. I was able to learn that the site is owned by the Recovery Accountability and Transparency Board, under both the "about" and "content" tabs. But then I read the FAQs and learned that the Board isn't functioning yet and that an interim cross-agency council is doing the reporting. Wish I could have found that information in the "about" or "contact" sections. And I'm betting that someone (Treasury? GSA?) is actually managing the site on behalf of the council. But no mention of that. Also, no linking policy that I could find. Might be other issues - I stopped there.

Look folks. This isn't about nit-picking. This is about making every single federal government website - including super-sites - as useful, usable, and visitor-friendly as possible. The content requirements and best practices for government websites are readily available on Webcontent.gov. I can tell you - because I was part of the group that put them together - that those requirements and best practices aren't just some arbitrary bureaucratic nonsense. They come from laws, regulations, OMB policies, and other official documents aimed at aiding and protecting the public. They come from thorough research; extensive discussion and vetting among many, many government and non-government web content professionals; and current usability research. The purpose was - and is- to "make U.S. government websites the most citizen-focused and visitor-friendly in the world."

As my sainted grandmother told me repeatedly, "a job worth doing is worth doing right." I know there's great pressure to get these super-sites up quickly. But it just doesn't take that much extra time to get it right.

So...to the owners of these super-sites (both those that are out there now and those that are being developed): please, consult with the Federal Web Managers Council and use Webcontent.gov to make sure the content of your sites is as useful and uasble as it can be and that it complies with all the same requirements that agency websites must meet. In your sincere desire to move ahead, please don't forget the basics that make U.S. government websites the most citizen-focused and visitor-friendly in the world.

Three Pieces Make A Whole Better Online Government

Last week’s Government Web Manager Conference was historic in many ways. But one of the most significant outcomes is that Macon Phillips (the government’s New Media lead) and Vivek Kundra (the government’s head CIO) acknowledged the third distinct group of players at the table: Web Managers. Neither of them was there to assert authority over Web Managers or suggest that Web Managers should be subject to their oversight. They simply encouraged them to step up and do what Web Managers do best: deliver government online services to citizens so they are useful, usable, and effective. There are three distinct pieces to this puzzle of online government, and we citizens need all three to fit together seamlessly if we are to be served well.

So why is this significant? Well, let’s clear the air. It's no secret there have been some rubs between Web Managers and CIOs and Public Affairs Offices (where New Media Directors are emerging) over the years. If we can put those on the table, learn from them, and move on, citizens will be much better served.

Web Managers and Public Affairs Offices have grappled over “mission” versus “message” from the beginning. Web Managers are most interested in featuring top tasks – those government services that citizens want most. Public Affairs Offices are charged with promoting the agency’s and administration’s message. Where’s the rub? Sometimes there are issues over top billing, and sometimes that line between “mission” and “message” can be pretty thin.

I think the rub between Web Managers and CIOs goes back to the “E-Government” program. Congress, the President, and OMB gave the lead (and the money) for the E-Gov program to the CIOs and pretty much ignored Web Managers. In fact, you need both strong technology and strong audience knowledge and communication skills to serve the public online. So it was destined to be a problem from the get-go.

But all of that is history. The good thing about history is that you can learn from it and not make the same mistakes. Which brings me back to last week’s Web Manager Conference. Our current leaders put all of that behind us and said, basically, “we recognize that there are three pieces in this puzzle and we need all three if we’re going to create the best possible government.” Bravo! Onward and upward.

So what, specifically, should we look to each group to do?

New Media

Macon laid out three objectives for his team:

• Support the President's message,
• Use technology to introduce a new level of transparency, and
• Public participation: trying to understand how people can have an impact on their government, and how to better structure those things.

CIOs

Vivek has identified 5 major goals

• Open and transparent government
• Lowering the cost of government. Doing a better job defining requirements and making better choices about technology investments.
• Cyber-security.
• Participatory democracy. Creating meaningful ways for citizens to engage in government decision-making.
• Innovation. Finding new and less-costly ways to use technology for the benefit of all.

Web Managers

The Federal Web Managers Council – and the broader Government Web Manager Forum – has laid out this strategic plan:

“We believe the public should be able to:

• Accomplish their most top government tasks online quickly and easily
• Access government content online whenever and however they need it
• Have direct online interactions with their government
• Trust government web content to be accurate, timely, easy to understand, and coordinated across agencies

To achieve this vision, we’ve chosen one primary goal on which our community will focus: Improve how the public accomplishes their most top government tasks online.”

These are all great goals, and many of these goals are pretty distinct. But yes – there are a few areas of overlap…transparency and citizen engagement are the most obvious. Those overlaps will have to be discussed, and the groups will have to collaborate. Sure, there will still be rubs. But you know what? That’s healthy tension. Where they don’t have complete agreement (or autonomy), they’ll have to be innovative in finding ways to satisfy them all. And healthy tension normally produces the best possible results for citizens, in the end. I read a great quote recently: “Without resistance, we cannot fly!” Indeed.

So now what? Well, a good place to start would be for the leaders of those three puzzle parts to get together to agree on: what each will do, where they will coordinate, and how they will communicate regularly, so they can address any issues before they become debilitating.

What's past is past, and the future looks incredibly bright! These are the right three pieces, and – together – they can make a whole better government for you and me.

Courage, Web Managers!

Web management is not for the faint of heart – at least not in the government. You must have the courage of your convictions. You must show your passion to serve through your willingness to try – and fail. You have to bang your head against the wall over and over until you break through. You have to speak up until you are heard. No, you won’t always succeed. But you must never stop trying to do the right thing to serve the American people, including venturing into brand new territory. That takes courage.

Web management in the government has been a grassroots effort from the beginning. That mantra, “proceed until apprehended,” came legitimately. We were doing things our bosses had no knowledge of. We stepped up and took our chances, doing our best to make right guesses so no one would stop us. At first, our bosses left us alone because they really didn’t know how many people were out there seeing our websites. Eventually – and I believe this is true today – they had to rely on us because we knew more about web management than they did. You know what? There’s nothing wrong with that. But it is such a foreign concept in government where control is the culture. And not every boss is comfortable with the risks involved.

I’ve been reading the notes from the recent Government Web Managers Conference – oh, I am so happy for and proud of my former colleagues! – and two things jumped out at me.

• Though some web managers are still stymied by their bosses – and wish there would be top level endorsement/push, telling their bosses to listen to them and/or get onboard – most understand they have to take the lead and are willing to try, risk, proselytize, be fearless, and act on their passion to serve.
• Top experts, both within and outside of government, were consistent in their advice: try it; risk failure; do the right thing to serve the public. Don’t wait to be told what to do – just do it. Figure it out. Make it happen. Oh, I do so love this way of thinking! But it takes enormous courage for a government employee to act on this advice. This is NOT the way government works, normally.

One colleague recently told me that, indeed, he did proceed…but he was apprehended. That does happen, and I am not diminishing the impact of those roadblocks nor the honest fear they generate. Government lawyers can be formidable. But they also can be reasonable. Government bosses can make bad decisions – but they also can change their minds if they are convinced that it’s the right thing. Sometimes you have to table an idea and wait for more favorable conditions to try it again. Sometimes you have to wait out a boss or some other obstacle. But don’t give up. Look for the opportunities. Muster your courage. And squeak! You might be surprised who will show up with that can of oil.

Government web managers, as a whole, have enjoyed way more success than they have suffered setbacks, in large part due to their courage. That the Federal Web Managers Council published two White Papers and got those in the hands of the new administration is testimony to their courage. That this Government Web Managers Conference took place, with high level administration officials from the White House, OMB, and GSA wanting to be there, urging web managers to be innovative, respecting your enthusiasm and ideas, and applauding your moxie…oh my gosh…that’s a huge tribute to your courage.

So my message is this: if there ever was a time in government web management to step it up, it’s now. You have more high level support than you’ve ever had. If you hit that wall, start looking for the way around it. If you are certain that something is the right thing to do, find a way to do it. If you get scared or beat down or over-ruled, “pick yourself up, dust yourself off, and start all over again.” Use the web manager community to help you. Don’t let fear and isolation paralyze you and prevent you from moving forward. Your colleagues are a huge resource. Collaborate. Partner. Work together.

If you take risks to do the right thing, others will, too. So be brave. Show your courage. We citizens are counting on you to stand up for what’s right for us.

“A great leader's courage to fulfill his vision comes from passion, not position” - John Maxwell

“Do not let what you cannot do interfere with what you can do” - John Wooden

When Web Managers Gather, It's Good For You and Me

Note: I posted this blog piece just before the last annual government Web Managers Conference, in May 2008. That wonderful conference is being held again this week, and I think it’s worth it to voice these thoughts again and cheer on my former colleagues.

This week, some 500 government web managers from across the country will gather in Washington to hear new ideas from administration leaders, network, and build energy toward implementing the initiatives that come with a new President. This annual meeting of government web managers is a terrific use of their time, 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 hear from thought leaders. 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 possibilities 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, fellow 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 top tasks and social media and all the other challenges and opportunities ahead. Go home inspired! And stay connected with your peers, after the conference. Strengthen those ties. You serve us best when you serve together.

Oh – and if you weren't able to attend this year (the conference is sold out!), 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.

Can’t We Have One Federal Government – At Least Online?

The public views the federal government as “one.” They say, “I pay my taxes to THE government”…not to “THE HUD” and “THE EPA” and “THE HHS.” Yes, I know…there are thousands of federal agencies and sub-agencies, and you are not accustomed to working together to present a united face to the public. But from a citizen’s point of view, you are THE federal government. So can’t you act like one, at least online?

Why should you act as one? Well, citizens don’t know which agency handles what; and frankly, we don’t care. We just want you to do it or fix it or answer it. We don’t like getting redundant or conflicting information, depending on which agencies we talk to. We want one answer – the right answer - and we want it fast. We don’t want to have to bounce from one agency to another to accomplish a task. We want seamless public service. We want you to tell us where to start and what to do next. We want you to connect the dots…don’t make us figure it out. You may be physically located all over the place, and you may report to different agency heads. But at least on the web, you should be one.

OK – you get it. So, what could the federal government do to look/act like “one,” at least online? Most of you have already figured this out. Do across government what many agencies already have done across the agency:

• Organize content by topics – not by organizational components
• Move to one common design
• Establish one style guide (publication rules) that covers all content

Consolidate content around topics

We who managed government websites in the early days learned very quickly that citizens want content by topic – not by organizational segment. Today, I couldn’t find a single major government website designed around organizational components. Yet citizens have to navigate through multiple federal agencies to get all there is to know from THE government, on a subject. And they have to do their own analysis of all that content to figure out what works for them, filtering out duplication and – sometimes - even conflicting information.

Government web managers have talked about consolidating content by topic for many years. In fact, there have been some preliminary efforts in this direction. Certainly, one of the main goals of USA.gov is to aggregate content across government, by topic. But USA.gov is a directory of links. It does not attempt to consolidate and prune “like” content or tell citizens which links are better than others or tell you where to start and where to go next. Pick just about any topic page on USA.gov, and you can see the problem. Way too much content…way too redundant…way too hard to figure out which is best for you.

Create cross-agency content groups on major topics (housing, food, health) convened by staff at USA.gov, to sort it out…eliminate duplication…put it in logical sequences. Post basic information about a topic right on USA.gov and then link to more specific or esoteric information on agency sites, organizing it in logical sections or sequences and using good link text to tell citizens exactly what they’ll find or what to look for when they get there.

Move to one common design

On this point, some of my colleagues are rolling their eyes and shaking their heads. In fact, this particular subject – adopting a common design across government - was so contentious when I was on the Federal Web Managers Council that we had to table discussion. But look what agencies are doing. They’re going to one common design. Even a huge agency like USDA has implemented a common design. Why? Well, it saves millions in designing and testing separate sites - money and time that could be used in much better ways…like making the writing more citizen-friendly and services more efficient. It makes the agency look like “one.” And – most of all – it makes it easier for the public to use all parts of the agency’s website(s). If it works across an agency, why shouldn’t it work across government?

In his report,” State and Federal Electronic Government in the United States, 2008,” Darrell West notes: “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.”

Develop a common template. Do it through a partnership between the USA.gov staff and the Federal Web Managers Council. Let agency web managers have their say. Test it to death for usability - get it right. Then use it both for agency sites and USA.gov. Make it easy for citizens to use all government websites. Make the federal government look like “one” online.

Establish one style guide (publication rules) that covers all content

What am I talking about? A good style guide or set of publication rules would help bring consistency and quality to online content, across government. It will make you look like “one.”

A good style guide tells web writers and editors how to do everything from formatting telephone numbers (do we use dots to separate phone numbers or dashes? Do we use parens around area codes?) to using the conversational second person (“you”) in writing to using key words strategically to help search engines.

The Federal Web Managers Council already has begun developing best practices in publication procedures/style guides. Many agencies have developed more extensive guides that can serve as prototypes. Coming up with one standard style guide/publication rules shouldn’t be a big stretch. Mandating its use governmentwide might be harder. It should come from OMB or the White House Office of Communications or GSA's Office of Citizen Services and Communication, based on the recommendation of the Federal Web Managers Council.

Getting everyone under one set of content rules would be a huge step toward making the federal government look more like “one” online and making it easier for citizens to use all government websites.

Citizens think they have one federal government. It’s time to act like one – at least online. Come on, folks. Make it easier for citizens to interact with THE federal government.

The 5 “R’s” of Governance – Get It Right…Get It Done

Web governance has perplexed government web managers for years. Because web management has been – basically – a grassroots effort in the government (many government websites were born bottom-up…not top-down), web managers have struggled to get the attention of higher-ups to get the right pieces in place.

What are the right pieces? I think of it in terms of the 5 “R’s" of governance: Roles, Responsibilities, Relationships, Rules, and Review.

• Roles: who, by job, must be included in the governance structure so that websites are managed and coordinated properly? Web managers. Public Affairs Officers. CIOs. Program heads (responsible for content on their programs). Contracting Officers (to make sure contracts for websites or content that will go on the web comply with agency web policies). A top management official (who has authority to issue policies all parts of the agency must honor). And others.
• Responsibilities: what must each person do? What functions, related to web management, are they responsible for?
• Relationships: with whom must each person interact and when? For example, if the CIO is planning to do maintenance on the servers, he/she should coordinate with the Web Manager far enough in advance to warn the web audience of outages.
• Rules: what are the policies, procedures, and standards that keep web management moving along efficiently and effectively? How do you manage web content? How do you manage all the other activities that support the website?
• Review: how do you evaluate performance, of the website and of the people with the various responsibilities for the website, of web governance? How do you make sure all the roles, responsibilities, relationships, and rules are being used? How do you know where there are problems in the governance structure so you can fix them?

In Spring 2008, I did a very quick and dirty survey of 14 web managers at the Cabinet agencies and select independent agencies, asking questions about governance. I was preparing to teach a Web Governance course, and I wanted to get a feel for the problem areas. I learned that most agencies have a way to go to get good, solid governance in place. For example:

• 58% had not documented their governance structures. If the structure isn’t documented, how can you be sure that all the players know what they’re supposed to do (in fact, they may not even know they’re part of the governance structure!). Write down and communicate what you have – the roles, responsibilities, and relationships - even if it’s imperfect. Then make it better.
• Most agencies (83.3%) had documented web policies. But only about half had documented publication procedures and/or a style guide that describe the rules for managing content. Only about half had documented operating procedures…how you run other web functions like training and marketing and analytics and communications and all those other functions essential to good web management. You need to write down what you do and how you do it. Everybody needs to know the rules to play by.
• 70% had not documented management controls (though I suspect most have them). Management controls are a critical part of the rules. You have to protect the agency and the public from fraud, waste, abuse, mismanagement (see OMB Circular A-123). How do you make sure that only authorized people post to the website? How do you make sure that content is correct? Write down your controls, and make sure you’re using them.
• Most agencies measured customer satisfaction (81.8%) and site traffic (90.9%). But less than 2/3 did usability testing. Usability data is your best indicator of site effectiveness and top task efficiency…and one of your best justifications for improvements. Only about a third had performance measures that tie the website to mission achievement and/or public service. You need to have meaningful review processes to make sure your site is performing well.

The Federal Web Managers Council has encouraged agencies to work on web governance; and – hopefully - things have improved. Strong governance is a must, if you want to provide the best possible public service through the web. Governance needs to be reviewed periodically, to make sure all the right “R’s” are in place. That’s especially true as the new administration takes up the reins and new players (including New Media Directors, who should be part of governance) come onboard.

Take the time to get this right now – you’ll save yourselves a lot of grief later. And you'll serve the public better.

Related links
HUD's web governance structure and policies
HUD's web publication standards and style guide
HUD's web management operating procedures

Proceed Until Apprehended!

I had many lucky breaks in my career; but one of the luckiest occurred back in 1993, when George Latimer - former Mayor of St. Paul, Minnesota - came to HUD to help new Secretary Henry Cisneros unleash innovation. George had been a very successful innovator as Mayor (you’ll see his name mentioned several times in David Osborne’s book, Reinventing Government) and had a strong track record. He was in charge of the Secretary’s “Special Actions Office,” a small staff to the Secretary that served as an incubator for new ideas.

Lucky me…George plucked me from the rank and file to help him navigate the government bureaucracy and keep things organized. Like the obedient public servant I had been trained to be, I waited for George to tell me what he wanted me to do. And the very first lesson George taught me was this: don’t make your boss do all the thinking. Figure it out. Make it happen. If there’s something you need the boss to do, bring in the options – along with the memo to sign; and we’ll make it happen. But don’t sit around waiting to be told what to do. And while you’re at it, be a little gutsy. Remember: it’s often easier to ask for forgiveness than permission.

Whew! George’s philosophy opened a whole new world for me, as a public servant. What a terrific atmosphere for me to work in, as I became HUD’s first web manager and went through those first months of trial and error, growing a new form of service delivery. George taught me if you see a void that you think you can fill - in a right way - go for it. Proceed until apprehended!

I was reminded of George when I read a quote by White House New Media Director, Macon Phillips, at last week’s Government 2.0 Camp. When someone suggested to him that agencies will look to the White House for direction on innovation, he replied, “Go! Do it! Don’t wait for the White House to solve your problems. Learn, evangelize, and implement yourselves.” If George Latimer had been sitting in that audience, I can tell you he would have jumped to his feet and cheered loudly!

We who were the first government web managers learned quickly that, with no path to follow, you pretty much were on your own, figuring out what to do with government websites. As long as I based my actions on doing the right thing for the American people, I was OK. No one had a better answer, so I just proceeded (and I seldom was apprehended!). But now, government web managers often are shackled by bureaucracy that has become much more web-wise and cautious.

A new wind of innovation is blowing in government. But innovation only succeeds to the extent that people at all levels feel free to be innovative. That’s what George Latimer taught me, and that was Macon Phillips’ message. Figure it out. Make it happen. Involve the bosses when they’re needed to give an order or break down a barrier (and don’t forget to bring along that memo to sign!), but don’t wait for them to tell you what to do.

Whenever I speak to a group of government web managers, the last thing I say is, “Proceed until apprehended!” Thank you, George. Thank you, Macon.

Worried About Too Many People In the Sandbox? Governance to the Rescue!

This week, we learned that agencies are hiring “new media directors.”

As one who held a “web manager” job description for 10 years, I can tell you that I was a bit alarmed when I saw the new media directors’ duties that would include:

• “The overall technical performance, maintenance, and development of websites outreach platforms
• Interpreting and reporting various site statistics on a regular basis, and using these results to improve traffic and the effectiveness of the agency's content and outreach efforts”

Hey – those were MY duties! If I were still a web manager, I’d probably be more than a little concerned.

And then I heard that some CIOs are holding “social media” briefings in agencies. Hey, there’s a whole sub-group of the Federal Web Managers Council who thought they were the champions for social media! What’s the deal here?

Well, there’s good news: there’s plenty of room in this sandbox for everyone – web managers and new media specialists and CIOs. In fact, we need them all. But – and this is so critical – each of them needs to understand and respect what the others bring to the sandbox so they can work together, and not at odds. After all, we all want to build the same thing – an open, transparent government that delivers the services that its citizens want and need. We just need a governance structure to keep us organized.

So – let’s sort this out (and I’m writing this to web managers because…well heck, that’s what this blog is about). Web managers – new media directors will help you market the services you work so hard to provide through the web. They’ll open up new ways to carry the message that government has something for every citizen, help the public see what’s going on in their government (transparency), and help engage the public in the way their government works.

The CIOs will continue to evaluate and bring in new technologies to accomplish agency mission and management goals and to solve management problems. And the new emphasis for CIOs is to figure out how the often atrocious legacy data systems can be coaxed to spew out something that might be useful to the public, to use in ways they want to use it.

You need these folks. And they need you, web managers. They need you to do what you always have done so well: serve as editor-in-chief of websites that exist to deliver government services to citizens as effectively and efficiently as possible. You need to keep identifying “top tasks” – the cream of government services that citizens use most - and working with program managers to make those top tasks as easy to use as possible. You need to continue to look for content that is obsolete and redundant and little-used, so you can strip away clutter that makes top tasks hard to find and use. You need to make sure that the words on the website are words that citizens understand, and you need to organize content in sequences that are logical to citizens. You are the communication and service specialist. You make sure that government websites communicate effectively, so they serve citizens effectively.

Together, new media directors, CIOs, and web managers can be a powerful team. There’s plenty for everyone to do. But here’s the key: you need structure.

You need to figure out – right from the start – how you’re going to work together. Pin down those 5 “R’s” of governance I always talk about: Roles, Responsibilities, Relationships, Rules, and Review. Who does what? How/when will you relate and coordinate? Take a look at your rules (policies, publication procedures, and operating procedures) and see where they need to be adapted to incorporate new media, transparency, public engagement, and public access to data. Make sure everyone knows and understands them. And bosses – make sure you review performance and hold all the players accountable for doing what they’re supposed to do.

Beware: governance can’t be left to happenstance. It must be planned and communicated to all the players. In the absence of governance, you risk misunderstandings, inefficiency, and even chaos. Who has time for that? It won’t just “all work out.” When you have so many players, working for different bosses, you must have a governance structure.

Who should create this governance structure? Well, I have been a proponent of a top level Web Policy Council... But absent that Council, I’m thinking Macon Phillips, New Media Director at the White House; Vivek Kundra, Chief CIO at OMB; and – ut oh…there’s no one at that top level to represent the Web Managers. Hmm… Well, thank goodness - GSA’s Office of Citizen Services and Communication has stepped into that void. So GSA, with representatives of the Federal Web Managers Council, can front the web manager community.

This can be sorted out. It’s a big sandbox – everyone can fit. Get the governance in place, and we’re going to build an awesome open, transparent government that delivers the services that its citizens want and need (and pay for!).

Related post

It's Time for Governance

A Shout Out to Rachel Flagg – Headed to the Web Best Practices Team at GSA

If you’ve never met Rachel Flagg, you’ve missed something.

I’ll never forget the first time I saw her…we were doing a web clinic in Seattle, and Rachel was one of the Seattle staff who attended. She stood in the back of the room and beamed the entire time. After the session, I walked back to her and asked her why the big smiles. She said she was just so excited about what we were doing with the web. I liked her immediately.

Her rise in the web manager community has been earned. In 2001, Rachel became one of HUD’s first class of regional web managers (she manages web content for 5 HUD offices in 4 states); and she quickly proved herself to be a great leader and an outstanding web manager. She got involved in the work of the government Web Managers Forum, helping develop – among other things – a list of best practices in web management from other nations’ governments. In 2005, Rachel was chosen to be one of the first field representatives on the Federal Web Managers Council. In 2007, Rachel became Co-Chair of the Council, partnering with Sheila Campbell to lead this great group of government web managers in producing some excellent work, including the recent white papers on transforming online government and social media.

Now, Rachel is going on detail to GSA’s Office of Citizen Services and Communication to work with Sheila on Government Web Best Practices. There’s no doubt in my mind that Rachel will be a great asset to GSA. She’s a master strategist, a terrific writer, and a born leader. Her passion for serving citizens through the web is unmatched, and her enthusiasm is contagious. Now that she’s able to devote all her time to the web manager community, like Sheila, watch out! This dynamic duo will do even greater things.

If you don’t know Rachel Flagg yet – believe me, you will. And you’ll be as dazzled as I was!

Congratulations, Rachel (and Sheila)!

Reach Out to Web Managers in the Field

In the past month, I’ve taught two courses for government web managers. I learned something important from those courses: there are still government web managers working around the country who are operating in a vacuum. They don’t know about webcontent.gov or the government Web Managers Forum or all the requirements and best practices for government websites.

One class participant told me she doesn’t even know who else in her federal agency works on websites. Another one told me he gets no encouragement from his higher-ups to get together with other web managers and web contributors – even just in his own federal agency – to compare notes and collaborate. Web Managers Forum: you’ve got some outreach to do.

The Web Managers Forum has grown to more than 1,500 federal, state, and local government web managers from across the country. It truly is a community of practice success story and a tribute to the power of grassroots organization. This group, which is led by the Federal Web Managers Council, “meets” monthly on conference calls that often exceed 100 phone lines (with many people sitting in a room listening on one line) to discuss hot topics and best practices. They also communicate through a listserv and are moving to an online social networking site. This is all great news.

But think about it. If there are 24,000+ federal government websites out there, then there also must be a whole lot of people running those websites; and they’re not all sitting in Washington DC. There are many government “web managers” (including employees who may not have the title but still do that job) out in “the field" (the term used in Washington to describe everyone working for the government who is NOT in Washington). There are field web managers out there operating on their own, reinventing the wheel. You need to find a way to bring those web managers into your circle.

You need to get them up to speed with best practices and strategic plans and social media and other initiatives. You need to make sure their local perspective is integrated in the information and services you deliver to citizens. But most of all, you need to collaborate across government - and up and down, through the ranks - to improve the quality of all government websites and service to the public.

You need to advertise the Forum and webcontent.gov, through every federal agency, regularly. You need to get out of DC and organize training sessions and meetings in major cities across the country. It’s much cheaper to take a small training team out to local venues – places where field web managers can drive in for the day at almost no cost – than to bring them into DC.

You need to organize and nurture local and regional cross-agency web manager forums and groups, encouraging them to meet and compare notes regularly, in addition to becoming members of the larger Web Managers Forum. You need to identify and cultivate regional web leaders who can serve as conduits and local organizers. And – most of all – we need those at the highest levels (OMB, agency heads) to recognize and ensure that all government web managers (including those who work under other titles but who perform web manager functions) – at all locations – are properly trained and are encouraged to collaborate, both throughout their agencies and across government.

Reach out. Seek out your peers in the field. Bring them into the community. Government web managers serve the public best when they serve together. Inside and outside of Washington DC.

Related posts

When Web Managers Gather…
Bring Government Home

Kiosks - An Old Program That Still Has Potential

I’ll bet you didn’t know this. The federal government has a small, little-known, kiosk program that has produced great results serving citizens, particularly low-income citizens. Maybe – with a little TLC – it could do even more.

More than 10 years ago, HUD rolled out its first citizen “ATM,” – a touch-screen kiosk that provided basic information about HUD’s programs. It was then Secretary Andrew Cuomo’s baby. He wanted to harness technology to deliver information to citizens where they lived, worked, shopped, and played.

Eventually, HUD placed more than 100 kiosks around the country in locations specifically chosen because they are frequented by low-moderate income Americans – shopping malls, grocery stores, libraries, community centers, and street corners. Four years ago, EPA, Education, IRS, and Labor joined the effort, turning the “HUD Kiosks” into “Government Kiosks.” At a touch of the finger, citizens get simple, basic information – in English or Spanish - about buying a home, getting rental help in the local area (including a searchable list of government-subsidized rental units), retirement savings, free tutoring, student financial aid, poison prevention, and earned-income tax credits. And they can print it all out and take it home.

Because the kiosks are web-based, content can be updated quickly and easily. They’re not intended to be internet workstations – you can’t use the kiosks to surf the web. Content is light – about 100 pages – because they’re intended for quick service. Stop by, spend 5 minutes getting what you want, print, and move on. The ATM concept.

But what’s really terrific about the Government Kiosks is that they actually help citizens improve their lives. How do I know? Well, when the Bush administration came in, they commissioned a study of the program to decide if they should continue it. The answer? You bet! The study concluded that 74% of the 1,500+ kiosk users across the country who were observed and/or interviewed in the study acted on the information they found on the kiosks – from talking to a housing counselor to visiting a HUD office to returning to the kiosk for more information. Those are pretty impressive results.

But I also want to tell you about a personal observation. While I was working out of HUD’s Tucson Office, 4 years ago, I noticed a young man standing at the kiosk that was located right outside the office door. He seemed quite intent on copying something he’d seen on the screen, so I decided to watch for awhile. I walked across the street and checked my watch. 17 minutes later, he left. When I walked over to the kiosk to see what had interested him so much, I saw a list of local homeless shelters. If the kiosk helped him - or someone he knew - find a place to sleep...well, isn't that what public service is all about?

But, you say, pretty much everyone has access to the internet these days. Why do we need kiosks? Well, they serve a different purpose. They reach people who might not think to come to a government website for help. Or maybe a person has tried to use a government website but found it too complicated. Or maybe they just didn’t know the government had free tutoring programs, until they passed by a kiosk and saw it on the screen.

According to the February statistics (which you can find on the HUD website, for those of you who care about transparency), 31,000 visitors stopped by one of the 64 Government Kiosks currently operating.

I’d like to see the Obama team look into this program – see if it could/should be expanded…more kiosks in more cities with state-of-the-art equipment and publicity to let citizens know about them. Deliver government to more citizens. Maybe add real-time chat or other interactive citizen support services. Or don’t add anything. After all, it’s working.

Kiosks aren’t a new idea – but sometimes, old ideas deserve a fresh look.

Take a Deep Breath – We’ve Got to Be Patient

Mea culpa. Like my fellow Web Passionistas, I am guilty of being terribly impatient for the Obama team to make long-awaited changes in the way government does business through the web. I've read a good number of blogs and tweets, sounding the frustrations many of us share. A few weeks ago, I even sent a whiny email to Macon Phillips, complaining about the introduction of multiple new websites around the economic situation (recovery.gov, financialspending.gov, usaspending.gov, economicrecovery.gov). Sorry about that, Macon (at least I didn’t use all caps!). I know a lot of us are so eager to see change…we idealistically thought these folks would walk in the door, wave their magic wands, and – poof! – all better. Well, darn it…I think we’re going to have to be patient.

I'm sure the Obama team is as frustrated as we are. They came in with the same high expectations, only to face a dearth of office space, lengthy staffing processes, complex procurement requirements, and other laws and regulations that have been making government employees groan for years. For example, I know the privacy and accessibility laws and regs complicate jumping into some of the new technologies that most of us agree will help government interact with citizens. But it’s the right thing to do to protect the privacy of citizens who use government websites – citizens hold government to a higher standard on this issue. And we must make our web content accessible to all citizens (and if it’s not important enough to make it accessible, then – gee – maybe it shouldn’t be there at all).

It’s gonna take some time to get over these hurdles. They have to sort through the laws and regs and figure out which ones have to be preserved and which ones can be modified. I worked for the government for a long time; and one thing I learned is that you can accomplish most anything, if you just keep looking for options. I think this team is up to the task.

Now, if we haven’t seen progress a year from now, we can – and should - really yammer. And, sure, we should keep reminding them about the things that are really important to us – making top citizen tasks as prominent and easy-to-use as possible, transparency, engagement, and (my own personal pet peeve) downsizing the absurd number of government websites (each with its own look and feel) and unattended government web content.

But for now, let’s be patient, fellow Web Passionistas. If the past is prologue, it will be another 3-5 months before they get all the people in place. Macon and his team are working hard at the White House. Vivek Kundra just got his foot in the door at OMB; and while I know we all have high expectations of him, even Gandalf himself couldn’t bring about change as fast as we want it. Everything we’ve seen indicates these folks are on the right track. So let’s give them a chance.

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It's Time for Governance

I just returned from DC, where I taught another Web Manager University course. I always love teaching and seeing my former colleagues. But this trip was especially interesting because government web managers are truly excited about the connections they are making with the executive (read: political) level of government. And why is that so important? Because that strong connection has not existed in the past 14 years. Because that connection is absolutely essential if the issues that the Federal Web Managers Council spotlighted in their recent white papers are to be resolved. Because it’s time to create a true “governance” structure for government web management.

Lisa Welchman wrote a terrific blog post a couple of weeks ago about the progress our friends in the United Kingdom are making in consolidating and focusing their government websites, largely because they have strong web governance. She calls for similar top-level support and direction in the U.S. I couldn’t agree more that the top-level governance void needs to be filled. But – as always – how we do it is as important as what we do. It’s got to be the right players at each level, and there have to be the right, formal, connections between levels.

I think there are three key issues here.

1. First (and I do mean in this order), top government executives need to recognize and declare that government websites (at least those in the Executive branch) are major assets for mission achievement and public service – not just a jumble of massive bulletin boards for the plans and achievements of whatever administration is in power – and they must be managed that way.

Citizens are the primary audience for most government websites. Web managers know that. They also know that citizens come to government websites to get the information or services they want and need quickly and easily and get out. They don’t want to waste their time wading through photos of agency heads, press releases on agency actions, and way too many home page links to esoteric content, put there to appease the egos of agency managers who think what they do is so important that it warrants front-page feature.

The problem is that top political and career executives – at least in the past – either didn’t know or didn’t care that taxpayers see our websites as service centers that should be focused on their needs. So we need that top layer to get behind the notion that government websites are about serving citizens and that they must be run as the critical products that they are, with appropriate resources dedicated to their success.

2. Which brings me to issue two: government websites MUST be run by web managers who have appropriate knowledge, skills, and abilities (KSAs). Fourteen years ago, when U.S. government websites were born, we didn’t have a cadre of employees with the KSAs to manage these assets. Now, we do.

Web managers must have 7 basic KSAs: leadership skills, communication skills (both writing and speaking), organizational skills, analytical skills, entrepreneurial skills, basic knowledge of the agency and its programs, and basic knowledge of web technology. Top agency web managers need experience in government web management, as well. Agencies need to hire web managers with these skills and train upcoming web managers to build these KSAs. They also need to be sure they have adequate numbers of skilled web managers to manage their websites.

3. Finally, issue three: we need a formal governance structure at the top that supports the wonderful and successful grassroots structure that already has emerged in the Web Managers Forum and the Federal Web Managers Council. That structure needs to address and coordinate policy-making and strategic planning for web content operations, across government.

So what do I propose? It’s pretty simple, really.

1. Create a governmentwide Web Policy Council, comprised (at least) of the Director of Communications at the White House (or his/her designees which could/should include the Director of New Media), the Director of E-Government and Information Technology at OMB, the Chief Performance Officer at OMB (and that might be someone who holds one of these other titles), the Director of Information and Regulatory Affairs at OMB, and the Chief Technology Officer (again, those duties may be subsumed by one of these other officials).

The Director of the Office of Citizen Services at GSA (or his/her designee) and the Co-Chairs of the Federal Web Managers Council should be participants in all policy discussions, so they can bring practical issues to light and carry back the thinking of the Web Policy Council to the web manager community. If there were a Director of Communications Policy at OMB (I so wish and believe there should be), that officer also should sit on this Council.

Each of these policy managers has a strong stake in the efficiency and effectiveness of government websites. In addition, it will be important for each of these players to coordinate his/her requests of government web managers with the others. The Policy Council presents the opportunity to establish priorities.

2. Sanction the Federal Web Managers Council as the implementation coordinating body for web policies. They already are empowered to develop and distribute guidance and directions on implementing OMB policies and to identify and publicize best practices. They just need public (re)endorsement. Further, the Federal Web Managers Council can raise issues to the Policy Council that need higher level guidance and/or support or coordination.

3. Take care of outstanding business. The Web Policy Council should do 3 things, right off:

• Prepare a memo from the Director of OMB to all Agency Heads, informing them that web management policy and strategy will now be directed by this Web Policy Council and will apply to all agencies; that agency websites are to be viewed and used as public service centers, focusing on using the best available technologies to deliver services – especially “top tasks” - as efficiently and effectively as possible; and that they are to review and assign appropriate resources – including web managers with appropriate KSAs – to managing government websites. This memo also should sanction the Federal Web Managers Council.
• Act on the White Papers prepared by the Federal Web Managers Council.
• Develop and publicize strategic goals for web management for the coming year(s) to guide the Federal Web Managers Council and government web managers in all agencies. Everyone – top to bottom – must have the same vision and path, to accomplish all that must be accomplished.

It’s time to fill this void. We need a strong governmentwide, top-to-bottom governance system for managing government websites as the critical citizen service products they are.

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Great News, Web Managers…You Have a Place at the Table!

I’ve wanted to write a blog piece about Bev Godwin for a long time. But now, I have a terrific excuse. Bev just announced that she’s gone over to the White House, on a detail, as the Director of Online Resources and Interagency Development on the New Media Team. This is unbelievably good news, not only for my dear and deserving friend, Bev, but also for the government web manager community. Why? Because – finally – you have one of your own sitting at the policy table.

I met Bev about 13 years ago when she was chairing an interagency group tasked to create a website that would help state and local governments work with the federal government. Bev was on the Vice President’s Reinventing Government task force at that time, and this was one of the first efforts to develop an interagency website. As you can imagine – there were a lot of opinions and a good deal of stumbling. But finally, we got the job done, thanks to Bev’s leadership abilities and political finesse. When Bev got the assignment to create FirstGov.gov (thankfully renamed “USA.gov”) as THE federal government’s online “front door,” I knew she’d do a terrific job and that agency web managers could count on her to include them in the process. That’s just the way Bev works.

In late 2003, Bev called to ask me to work with her on a new assignment: recommending policies to OMB for implementing the E-Gov Act of 2002, Section 207. Well, you know how that turned out (and if you don’t, just take a look at the report). Once again, Bev used her leadership skills, her political acumen and her plain ol’ smarts to guide an effort that resulted in creation of interagency web governance (the federal Web Managers Council), the first training institution for government web managers (Web Manager University), and the first website targeting government web managers (Webcontent.gov). Powerful achievements.

And now our Bev is at the White House, working with Macon Phillips and others to lead change in the way government serves citizens via the web.

It’s fun to watch the organizational and personnel decisions the Obama administration is making and to imagine how they’ll impact government web management. In addition to the New Media Team at the White House, we anticipate the new E-Gov Director at OMB (TechPresident and others are speculating that DC CTO Vivek Kundra will be named to that job. Vivek has been a superstar in using technology to inform citizens in DC, so this surely would be good news). And though I’m still not exactly sure what the Chief Performance Officer will tackle, an office that’s looking at improving efficiency and effectiveness in government surely will want to extend those efficiencies through web applications and content (maybe an advocate for “top tasks?”). So that’s three high-level operations that could – and probably will - play a part in setting the agenda for government web management in the next few years. It will take good coordination to head off the “too many bosses” syndrome.

But now you’ve got one of your own at the policy table, web managers. Bev knows the web manager community and its challenges; and she will be in a position to raise those issues when it counts – as decisions are being made. And if I know Bev, she’ll make sure that your ideas and concerns are considered in the discussion phase, rather than after the fact. You couldn’t have a better, more savvy and more capable advocate. This is great news.

Congrats, Bev! We’re all cheering for you!

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Start With the Problem - Not the Solution

I was quite taken with a recent interview with Vint Cerf, Vice President and Chief Internet Evangelist for Google, about what the new Chief Technology Officer might be asked to do. Instead of just being a super CIO, Cerf sees the CTO as a strategist, offering technology solutions to the range of government problems and challenges that the President has defined. It’s not technology for the sake of technology. It’s not solutions in search of problems. Just start with understanding the most critical management problems – the priorities - and then look at possible solutions, which probably will include technology in concert with other actions.

I’m a Facebook junky, a Twitter lurker, and – after all – I’m writing this for my blog. It’s very tempting to start looking around for management problems to solve with all the cool new things we can do with technology. But Vint Cerf has it right. We’ve got to keep the horse in front of the cart. Be strategic. Start with the management priorities. Then figure out the best solutions.

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