Despite the evidence and regular predictions about the central role that mobile devices will play in the future of the web, public sector agencies (most of them anyway) have yet to recognize this and build or adapt their existing sites to accomodate these users.

One obvious reason is that public sector agencies’ investment cycles are a lot longer than twelve months and that we will start to see mobile-friendly sites developed increasingly over then next 36 months. That may be the case, but it points at what I believe is the fundamental problem with the .govt.nz domain space: that the management of government websites is mostly considered to be a technical function.

These are not, however, technical issues. The technology has been developed, is already widely used and understood. It is a question of business managers understanding how they can use these tools to better achieve their outcomes.

One possibility

Let me give you an example. We know that the telephone is New Zealander’s preferred means of interacting with government. We also know that it is the channel that causes the most grief for customers (and hence materially impacts upon the agency’s customer satisfaction ratings).

Yet how many government websites offer real-time interaction via the web, using instant messaging, for example? None that I am aware of (happy to be contradicted, point to examples in the comments).

Think about the advantages. You still have people in the ‘holding pattern,’ waiting to interact with a human being, but staff can see the nature of the query/complaint and make a judgement about moving it up or down in the queue.

You can also track contact drop outs against the logged query/complaint and garner much more data about the effectiveness of the interactions, because it can all be stored and – more importantly, given the volume of data we are talking about, searched.

Now to really add public value, you could have the customer service representative tag the data as it is entered during the exchange, for example applying microformats to describe attributes like location and time, which would effectively create a rich dataset for the agency — and for any enterprising third parties, much like Adrian Holovaty’s EveryBlock.

The solution

The first couple of aspects of the scenario above are pedestrian in both conception and execution. The notion of introducing semantics to the process has the potential to transform the agency’s interaction with its publics.

As I suggested above, the lack of coordinated and strategic development of the namespace is because what are essentially communications issues are decided by technologists.

A small part of the solution is wresting back control of the way our agencies interact with their publics; the greater challenge is to understand the technology sufficiently to effectively engage with management and the technologists in these discussions. Otherwise we will be doomed to keep arriving just in time for the ribbon cutting…

Photo: Waponi

Seb’s presentation, with the rather meandering title, A brief introduction to web 2.0 for government and non-profits: a perspective from the cultural sector included a case study on how to use some simple web 2.0 tools to deliver public value.

Using search, collabularies and folksonomies and analytics, Seb and his team were able to not only reorganize content on the website to make it more discoverable to a wider range of visitors, but have begun to feed data back to the museum that informs how they exhibit in the bricks & mortar building.

One of the examples he uses in the presentation perfectly captures this process. The Powerhouse has a locomotive in one of the foyers. Extremely popular with visitors, it is not even in the top 10 items searched for on the website. The honour for the most searched item on the site belongs to a frock, which – until this data had been mined – had never been exhibited.

In his book, Creating Public Value, Mark Moore writes that the task of public sector marketers (and he makes no distinction between marketing and strategic communications) is to:

find out what features of governmental performance are judged to be relevant and important by those who pay for the organization’s product: namely, the citizens and their political representatives.
pp. 186-187. My emphasis.

As I noted in the post on Search and Govt 2.0, the amount of information on government websites is multiplying at a rate that is fast outstripping our ability to map it in any meaningful way using traditional navigation models. And, as Seb pointed out, this is the realm of the long tail; at the Powerhouse, 95% of all available objects were viewed at least once in the first ten weeks, and the most popular was only viewed 28,000 times.

By surfacing what is relevant to the Powerhouse’s online visitors, Seb’s team have done more than design a better web experience. Using that information to design exhibits that appeal to it’s physical visitors, and thereby increasing revenues as well as customer satisfaction, they have delivered on the organization’s strategic plan PDF [70 KB].

It’s true that this case study represents something of the best of all possible worlds; both the website and the physical organization are essentially object repositories, and this isomorphism lends itself to a relatively straightforward value chain.

However, the lessons learned at the Powerhouse can be readily translated across the Tasman and are equally applicable to service delivery and policy agencies here in New Zealand.

My presentation at the conference was on the Principles of public sector social media, it is an s5.