Skip to main content

How I learned to love the LGSL

Last week I wrote about why we're developing two websites one for council services, the other for information. Because we're writing new guidelines for content and changing the model we use for publishing, it seems an ideal opportunity to not just to review our existing content, but pretty much start again.

There’s some great content on our site and some that’s than less than good, which unfortunately is usually the result of a devolved content management model. This is something SocITM highlighted back in February of this year.

So given a clean slate, where would you start?

Everything on a council website should relate to a public service provided (whether provided or commissioned by the council or provided by another public body) in their area and there seems no better start than the Local Government List (LGSL).

Council websites seem to be abandoning the Local Government Navigation List (LGNL). I think that's probably the right move because as different authorities have varying priorities and serve demographics and geographies, there is no "one size fits all" taxonomy for council websites.

The ESD toolkit contains a mapping of LGSL by Interaction, which provides an easy way of deciding what content to populate our new sites with. Interaction Type 0 is Request for service, 8 is Information which fits in exactly with what we're trying to do. It's something other councils such as Barnsley have already done and provides a catalogue of council service with which to work from.

We won't be sticking rigidly to one entry, one page nor will there be a page for every entry in the list. We're a landlocked area, so it would be daft to include pages relating to the coast or ports for example.

So before you look at taxonomy, content style, service design, and if you're looking for a starting point and catalogue of content and services to define your council website rather than just revising what you already have, you could do much worse than use the LGSL.

Comments

  1. I usually advocate starting with user needs.

    But I don't see why this could not be done alongside analysing the services that one does and/or should be providing (especially if you're thinking in terms of channel shift).

    The existing LG taxonomies are a great aid. I find LGSL and LGIL particularly useful in terms of information management and interlinking.

    But, as the GDS points out (https://www.gov.uk/designprinciples#fourth), users shouldn't have to understand these taxonomies in order to use our websites.

    As a matter of fact, the way content on websites is organised might well be 'invisible' to the user, as long as the visible navigation is user-friendly :)

    ReplyDelete

Post a Comment

Popular posts from this blog

Digital best practice checklist

This week I finished the draft of a digital best practice check-list. It's not digital strategy, in fact I'm increasingly thinking organisations don't need a digital strategy, they need a delivery strategy. My draft has check-list of seven questions and recommendations, with one overall recommendation regarding best practice for delivering digital. Ideally it would be incorporated into a wider service and information delivery strategy. Below I've omitted the bulk of the content, the reasoning behind arriving at the recommendation from the question because it's still in draft, but here are the seven questions and eight recommendations: 1. Is the council properly promoting its digital services and content, to reduce avoidable contact? Recommendation: Establish a “digital first” ethos to the promotion of services and better targeting what, when and where they're promoted. 2. Are the digital services the council offers, especially where the design and...

Carl's Conundrum of Internal Influence

I'm writing this partly as a reply to an excellent piece that Carl Haggerty published about the disconnect between internal and external influence and partly due to various conversations over the past month about how to make using tools like collaboration platform  Pipeline common practice. This isn't really about Carl though, or Devon County Council, or any other council specifically, it's more a comment on the influence of digital teams in local governments, or lack of, and how to resolve this. So here's the question that prompted this piece. How can someone who's been recognised nationally for their work, first by winning the Guardian's Leadership Excellent Award and who has more recently been placed in the top 100 of the Local Government Chronicle's most influential people in local government , "sometimes feel rather isolated and disconnected to the power and influence internally". First, let's consider whether is this a problem to...

Pipeline Alpha

In September 2014, officers from 25 councils met in Guildford to discuss a platform to enable collaboration across Local Government. A "Kickstarter for local government" is the missing part to Makers Project Teams , a concept to enable collaborative working across different organisations put forward by LGMakers the design and development strand of LocalGov Digital . Based on the user needs captured at the event, LGMakers created collaboration platform Pipeline and by October people from over 50 councils had signed up . Pipeline is an Alpha, a prototype set up to evaluate how a Kickstarter for councils might work. It is a working site though, and is being used as the platform it is eventually intended to be, at present without some of finer features a live offer might have. So what have I've learnt in the eight months since we launched Pipeline? There's a strong desire to collaborate  LocalGov Digital isn't a funded programme. I wrote about how much it ...

Superfast highways

You may have seen this slide I put together to help explain digital transformation This week we launched a new beta service to report speeding traffic. It looks fairly simple but to give you an idea of what's happening in the background I thought it might be useful to show you the before and after. So here's the before and as you can see it's completely a manual process. Stuff might be recorded electronically but it takes someone to do something seven time to make the process work and send it to the parish or the district. Here's the after What this doesn't tell you is that it's basing whether the request is for the parish or district on three questions. It's also doing a spatial look up to find the parish and returning the parish clerk details using the Modern.Gov API. Because these are already part of our platform this is data that we currently maintain, so there's no additional work to keep this up to date and we've reduced the h...

Defining transformation to a wider audience

For the past month I've been putting together a paper on the next steps of digital transformation, for the organisation I work for. I'm proposing we look at two capabilities and two business areas, and if approved I'll be writing more about it. It's been a great exercise in gathering my thoughts and helping me to define digital transformation to a wider audience and how it fits into the bigger picture of service improvement. Here's some of the stuff I've learnt or had affirmed: Transformation, digital or not, starts with understanding the needs of the user through research. This should be obvious, but in local government too often I've seen "build it and they will come" approach applied. It's unlikely a commercial operation would launch a new product without first researching the market, so why would a digital service be any difference? A couple of years ago I wrote how the phrase "digital transformation" was hindering digit...