Enter a search term such as “mobile analytics” or browse our content using the filters above.
That’s not only a poor Scrabble score but we also couldn’t find any results matching
Check your spelling or try broadening your search.
Sorry about this, there is a problem with our search at the moment.
Please try again later.
The government is not having the best of weeks, what with all the Hobnobs, moats and dog food controversy, so I decided to give our not-so-esteemed leaders a break and concentrate on what they can sometimes get just right: using the web to communicate with citizens.
Unfortunately, excellence online is not found across the whole of the public sector, in fact, many departments and local government offices are dreadful at this stuff. However, there are some real pockets of superiority, where the private sector could even learn some lessons.
I thought I would take a look at some of these today. If you are having a hard time working out how this relates to you, just substitute the word 'consumer' for 'citizen'.
Going where the citizens are
The public sector was woefully left behind when Web 2.0 first took off. Its static pages left no room for comment, feedback or discussion and citizens naturally set up their own forums and communities where opinions, advice and problems could be shared.
The Student Room, Netmums, even the Poultry Keeper website became valuable sources of information for various groups of UK citizens.
So, when some public sector departments realised their users were going elsewhere for information, they followed.
The NHS made arrangements with Netmums to distribute useful information through the portal, while the Department for Innovation, Universities & Skills contacted undergrads through the Student Room.
In fact, a number of large government bodies have sought out their users and communicated with them through their platforms of choice. This is clearly challenging in a world where the popularity of a community can change so quickly.
Any shift online requires leadership and companies cannot hope to simply move their marketing online without someone giving direction.
From appointing a minister for digital engagement (Tom Watson, check him out on Google News for some top expenses scandalage), to a director for the same, Andrew Stott, the government is looking for leadership in this brave new world wide web.
Too often have I seen companies decide to embrace online potential, only to fail because it was no one's responsibility. Let's hope this move helps the public sector get it right.
Cutting useless content
The government has now shut down more than 600 websites and it is pretty pleased with itself for doing so. Oddly enough, this closing down of sites is actually an attempt to free information.
Instead of wasting time and money creating specialist sites that pretty much no one uses, such information is now being collated onto more general pages or presented as part of the Directgov offering – a 'supersite' our leaders hope will eventually be a starting point for anyone seeking public sector information.
One thing I hate about government websites is the amount of information stuck in PDFs.
Whether it is the minutes of my local council's yearly meeting on egg consumption in schools or the government's new white paper on climate change, I want properly accessible text and the chance to leave my feedback or comments at the bottom, particularly if it is a consultation.
Now, the .govs have not yet given me this but at least the public sector recognises the value of content presented this way. Its digital engagement team is now working to end the use of such self-contained content and has expressly criticised such methods.
Managing its reputation
Proactive press offices, like that of the NHS, are also monitoring the spread of information online and using it to inform campaigns, strategy and content.
Sources like Facebook and Twitter can reveal what large portions of the public are getting frustrated with, passionate about or confused by, giving such proactive press officers a real insight into citizens.
This then allows them to manage their department or MP's reputation and respond to public criticisms they may previously have been unaware of.
And yet so many departments, MPs and local services get the web so very, very wrong. Come back next week when I explore some of the more ghastly attempts to galvanise the public online and just why these methods failed.