Victorian Government, Department of Innovation, Industry and Regional Development

Website Governance Framework (April 2004 – July 2004)

This project shows the options and benefits of organisations adopting a sound governance framework to facilitate decision making, accountability and maximise website investment.

Chris Sampson was the lead Parisfirst consultant, with Melissa Rogerson providing support and analysis.

Parisfirst was commissioned to develop a website governance framework for DIIRD essential in moving from the current distributed model for managing their 27 websites to centralised management of a Single Site.

Our recommendations were based on research and analysis and numerous interviews/consultations with key stakeholders in DIIRD and across all Victorian government departments. The framework:

> Specified options for department structures and control mechanisms.

> Defined roles & responsibilities adapted to DIIRD’s mgt culture.

> Identified and defined policies and processes in the context of DIIRD’s strategic objectives and principles.

> Mapped high-level business and workflow decision-making processes.

Two options were offered that both recommended the setting up of new Department structures and new roles and authorities.

Option 1 - a Web Services Unit accountable for central direction and quality control of all website activities.

Option 2 - a Web Editorial Group with representation from all Divisions and a Web Services Unit, with shared accountability for website quality and editorial control.

Option 1 was selected as the best option for DIIRD as it facilitated changes in existing stakeholder relationships and supporting organisational structures which were considered fundamental to maximise website publishing efficiencies and the quality of Single Site website initiatives.

The significant cultural challenges and implications of the recommendations were also identified and strategies proposed to address them.

Client

Victorian Government, Department of Premier & Cabinet

Project

Whole of Victorian Govt Websites Assessment, Consolidation Planning & Performance Improvement (Jan – April 2004)

Relevance

This project established new approaches for evaluating website performance. Such evaluation is critical to justify an organisation’s investment in websites and to ensure customers are satisfied with the level of services provided.

Parisfirst role

Chris Sampson was the lead Parisfirst consultant.

Description

Parisfirst was commissioned to develop an Assessment, Consolidation Planning & Performance Improvement kit to assist departments in conducting an initial evaluation of their website portfolio and prioritise any websites that could benefit from consolidation and to identify areas for improvement in performance.

The first whole of Victorian Government Composite Benchmark Index (CBI) of performance measures and targets was developed for measuring the levels of Victorian Government website compliance and service. The CBI was developed following extensive research of similar work overseas and was based on performance criteria that reflected the requirements of users and aspects of government website performance needing immediate attention. Baseline measures for common practice were developed for each performance criterion that focused on the level of performance that is expected from current Victorian Government websites. Weightings were also established on a case-by-case basis to reflect the priority of the measure in evaluating the websites.

A performance scorecard for each of the 175 Victorian Government websites was produced, providing a preliminary analysis and benchmarking of all websites within each department.

Victorian Government, Department of Primary Industry

Web Environment Business Case (Nov 2003 – Jan 2004)

This project is an example of a business review of an organisation’s web environment, in particular to establish the level of human resources needed to actively manage an effective web presence.

Chris Sampson was the lead Parisfirst consultant, with Ian Stanley (SKM) providing support and analysis.

Parisfirst was commissioned to identify and analyse DPI’s key requirements for a viable web presence including service outputs, Full Time Equivalent (FTE) requirements and costs.

Investment options, risks and the benefits of a DPI web team and recommendations for the preferred option to least preferred options were identified before preparation of a business case.

The business case identified DPI internal and external client needs and requirements from both the Internet and Intranet perspectives in terms of human resources and team structures.

The project involved interviews and workshops across DPI with key internal stakeholders and managers from corporate services and the branches

Interviews with three other Victorian Government departments (DOI, DVC and DPC) were also conducted to benchmark requirements and potential DPI web team models

Client

Victorian Government, Office of the Chief Information Officer

Project

Victorian Government Website Management Framework (Oct 2003 - July 2004)

Relevance

The project provides Parisfirst with a deep understanding of the practical difficulties of large organizations managing diverse website portfolios. The project also provided current best practice case studies and research into website governance and management.

Parisfirst role

Jonathan Roper was project manager and lead of consultancy consortium (Stage 1) involving SKM, Terranovate and MKS. Parisfirst was then successful in winning the initial implementation work (Stage 2).

Description

The project involved the research and development of a website management framework for approx 200 Victorian Government websites. The project developed governance structures, and website standards backed up by performance monitoring and reporting processes. The WMF project was carried out via an extensive series of workshops and discussions with website practitioners and executives across the VPS, under the guidance of an executive Project Board.

The Website Management Framework project resulted in:

> Creation of a multi-disciplinary taskforce in each Agency to coordinate website activity;

> Adoption of a business case process for all websites;

> Creation of authoritative policies and standards for websites, and;

> Implementation of a consistent approach to monitoring and reporting on websites across VPS.

Victorian Government, Department of Premier & Cabinet

Whole of Victorian Govt Website Review (July 2003 – Nov 2003)

This project provides the first detailed overview of the costs and value of public facing (internet) government websites in Victoria.

Chris Sampson was the lead Parisfirst consultant, with Jonathan Roper providing support and analysis (Aug-Sept 03).

Parisfirst was commissioned to complete the first comprehensive review of 175 Victorian Government internet sites. An accurate picture of the numbers, types, uses and similarities and differences between Victorian Government websites, and an insight into their associated costs and benefits was delivered.

The Review developed a base set of data that reflects many of the perceived issues around the management of websites. While Departments in the main did not consistently track website financial or performance data, the results of the Website Review have been accepted as an adequate summation of the situation today.

The research process entailed interviewing the majority of web managers across all departments, developing a questionnaire for circulation to all web managers and a comprehensive statistical analysis of the resulting data. Jonathan Roper built a statistical tool as an Excel spreadsheet to enable cross-analysis of the complex data and the generation of comparative graphs.

The Website Review identified significant government-wide trends and issues that culminated in seven key recommendations to provide a framework for ensuring a more coordinated and accountable approach was put into place to reduce costs and provide a better service to the public. The findings and recommendations supported a case for change in future website development and management.

Client

Victorian Government, Office of Training and Technical Education

Project

Business Driven Model of Operation for TAFE Virtual Campus (Jan – June 2003)

Relevance

Websites are more than just brochures or one-way information channels. This project provides valuable insights in how government online services can be structured to exist within a business environment.

Parisfirst role

Parisfirst consultants, Chris Sampson and Jonathan Roper were lead consultants.

Description

The project was commissioned to develop a business-driven model and implementation plan for moving towards a self-sustaining TAFE Virtual Campus. TAFE sector needs were analysed via interviews with senior TAFE executives and stakeholder workshops as well an assessment of national and international business models and trends for flexible elearning platforms. Recommendations developed were for:

Key success criteria – these criteria set the benchmark for change and provided the framework to evaluate options and monitor ongoing success.

Product and service development – this included maintaining research and development of new products and expanded infrastructure, to ensure that TAFE VC continues to meet customer needs and can service potential new markets.

Expanded markets and customer base – this included TAFE VC targeting critical new markets including Victorian government agencies, medium to large private sector enterprises and training providers in other states.

New business structure – requirement of a different business structure for TAFE VC that includes a new ownership / management model and a new financial direction.

Ownership / management models – two models were provided as options: Model 1 – Consortium of public providers; Model 2 - Company owned by public providers and others.

Financing – TAFE VC introducing fee-for-service across all core products over a 3-5 year period. Over this period OTTE will progressively phase out financial support to ensure a smooth and equitable transition for Victorian providers.

Risk analysis – OTTE and the new ownership / management organisation will have to carefully manage a range of risks that are likely in implementing these changes. These risks have been identified and analysed in detail.

Client

Queensland Government, Department of Employment and Training

Project

Customer research and benchmarking for new employment portal (April 2003)

Relevance

This project has contributed to Parisfirst’s ability to effectively interact with a wide range of research participants including those from rural and remote areas, indigenous Australians, and divergent socio-economic profiles.

The benchmarking study provides a readily adapted approach that enables the quick and effective comparison of multiple websites based on typical users tasks, content quality and scope and usability principles.

Parisfirst role

Parisfirst consultant Jonathan Roper was project manager and lead consultant (conducted through by Stanley & Milford).

Description

The customer research component included interviews and focus groups all over regional Queensland with a range of audiences including young unemployed, students in training programs, mature students, mature unemployed, business owners, and educational providers.

The benchmarking involved the expert review and comparison of 16 TAFE and Agricultural College websites, with analysis of key usability problems, content alignment and gaps and suitability to be included in the portal.

Client

Australian Tax Office

Project

Review of content on ATOassist, from the users' perspective (May 2002)

Relevance

Tax Office content is diverse and difficult due to a range of legislative constraints. The project provides valuable insights into best practice in the development and management of web content for large agencies.

Parisfirst role

Parisfirst consultant, Jonathan Roper, was project manager and lead consultant on this project conducted by Stanley & Milford.

Description

The review included expert analysis of over 200 documents, complemented by workshops and one-on-one testing to identify strengths and weaknesses in ATOassist's content. Research participants were drawn from ATO's core target audiences - individuals, business, investors, non-profit organisations and tax professionals – and represented regional and metropolitan areas.

This project was conducted over a tight 6-week period and delivered prioritised strategic recommendations aimed at improving the site's content in terms of its readability, usefulness and appeal.