LocalGovCamp Lincoln

Last Friday saw LocalGovCamp moving to Lincoln for the first of the follow up days. Learning Pool were happy to help out with some sponsorship of the event, which was marvelously organised and convened by Andrew Beeken of Lincoln City Council.

do councils need websites? #localgovcamp

The day was an enjoyable one, with plenty of interesting sessions, including one facilitated by Fraser Henderson on ePetitions – an issue I have a professional interest in – and commentable consultations by Joss Winn.

@josswinn talks commentable docs at #localgovcamp

Some great write ups of the event have already been posted up by Sarah and Andrew – and I’m sure there will be others.

The day was more obviously web focused than the Birmingham event, with many of the attendees coming from web teams. Nothing wrong with that – although the focus at times was more on making local government websites better, rather than making government better. Perhaps the fact that I have never worked on a web team means I’m a little distant from some of these conversations.

That the web will play an increasingly important role in the way councils and people interact with one another is a no-brainer. But more interesting to me than how that will work technologically is how it will fit within the culture and processes of local government – or how local government must change to fit with the new ways of working.

Another example was the session on hyperlocal blogging and local councils’ relationship with bloggers, which spent quite a bit of time discussing issues of judgements of quality and the need for editing and the relevance of the journalist in a networked society. Again, the real issue for me is the fact that outside the main urban areas, local newspapers are dying out and will continue to do so – and how will this affect the attitude local authorities have towards reputational risk, so much of which is focused not on the needs of the organisation or the people it serves but on what might appear in the local rag the next morning?

ePetitions are a good example. How hard is it to build an ePetitions system? Not very. What’s harder, and more interesting, is how you fit those ePetitions into the democratic and governance arrangements of the local authority.

This kind of ties in with the discussion on OpenSocitm about the future of the council, where I wrote the following:

I attended one of the Council of the Future sessions at the conference and found it a little unambitious. Indeed most of the things discussed were those that councils should be doing now – that many aren’t needs to be fixed, but it was hardly visionary stuff. I’m really thinking here of things like selling buildings, paperless office, EDRMS, business continuity, remote working, etc etc.

In fact, local government will be facing a crisis far worse than the current funding situation, which will be focused on staff and people. Look at the demographics of councillors – where are the next generation of people to take on the role once the current incumbents just get too old? Who will there be left vote for?

The problem is the same with officers, if not quite as bleak. There will be a massive churn in the next two years as expensive managers are pensioned off and younger, cheaper people will replace them – assuming those younger and cheaper people exist!

Perhaps this is a chance to rethink the roles played by councils and councillors – perhaps the reason why nobody is interested is because the roles are just wrong for this day and age – ties into Will Perrin’s point that government faced 21st century problems, has 21st century technology available to tackle them, but is lumbered with 19th century governance processes – and so no progress is ever made.

The things that should be discussed when the future of the council is considered should include:

  • Who delivers services – should the council be the retailer or the wholesaler of services?
  • How can councils work more closely with the private and third sectors, and community groups, in terms of carrying out its functions?
  • How can the council manage its information assets in a more open way, to encourage reuse by the community and the adding of innovative value that local gov isn’t able to provide itself?
  • How can councils become more entrepreneurial themselves to help bridge the funding gap?
  • How can customer service, communications and service design be blended into an iterative process to help make sure services deliver what users want?
  • What will the role of councillors be when nobody has the time to attend meetings in dusty town halls? Do we need to rethink the way our local democracy works?

Perhaps one framework to answer these and other questions might be to consider – if you were to start a council from scratch, right now, how would it work? What would it look like? What would you build first – an office or a website?

Am looking forward to these sorts of conversations at future events – and online, of course!

SEO for non-experts: what you need to know

Why do so many councils have such a poor online presence? I’ve written before about some of the missed opportunities, such as here, but for me the puzzle is as much “what should a council do?” as “why don’t more of them do it?”

Part of the explanation, at least from the councillor side, is average age. Councillors are on average near retirement (58.3 in 2006), which means not many have either grown up with the modern internet age or worked in firms created by it.

The challenge then for the typical older councillor is to have enough knowledge to know what their council could or should be doing and to have some idea of whether or not its staff and contractors are doing a good job.

In some areas councillors are usually good at this; for example, councillors are often intensive email users and well placed to tell whether or not an email system is up to scratch.

Search engine optimisation is an area at the other end of the spectrum – often over-looked by councillors and often not done well by councils. So what does a councillor need to know?

What is search engine optimisation (SEO)?

SEO means a bundle of work in order to make a particular website come out near or at the top of search results when someone is using Google or another search engine.

Why does SEO matter?

For councils, it matters for two primary reasons. First, people often use Google as their jumping off point to find information. With search results, almost no-one clicks on results that don’t come up on the first page, and even on the first page the number of people who click on a search result declines rapidly as you move down the page. So if you’re not on the first page you miss out on getting people coming to your website.

Second, councils often provide information that the public don’t immediately associate with the council. Tips on how to live a greener lifestyle are a good example, Many councils put a lot of effort in to publicising this sort of information, but most online members of the public won’t think, “I’ll see what the council has to say about saving on my electricity bills”. Instead, they go to Google and look for information generally. If you want the council information to be found and used, it has to come up high in the search results.

What does SEO involve?

Most SEO work falls into a research phase and then three areas of activity.

The research phase involves working out what the key information is that the website wants to get over (e.g. recycling information) and then the phrases that the public use when searching for such information (e.g. do people talk about “waste” or “rubbish” or “refuse” when looking for such information?). Firms such as Google provide very detailed information about people’s aggregate search habits for free, so the end result of this search should be a specific list of topics and terms which the website needs to perform well on.

Tip one for councillors: ask to see the list of terms the site is being optimised for. If it doesn’t exist, then either the website team is neglecting SEO or they are doing it poorly. The list may be informally in several people’s heads, on a post-it note or in an email somewhere. So you may need to add some extra judgement about how methodical the work has been and whether that suits the size of council and the budget given to online matters.

The three areas of work then are technical, copy and outreach.

Technical works means the way web pages are coded and the content on them marked up. Some ways of producing web pages are liked by search engines, other ways hide their content from them. This is perhaps the hardest area for a non-technical person to judge. My to three tips, based on what is most often got wrong if people aren’t thinking SEO, are:

  1. Look at the photos and see whether they have any “alt” text set (this is the text that appears if you hover over the photo or right click on it, depending on your web browser)
  2. Are the headlines on the page marked up with H1 HTML tags? Don’t worry if you don’t know how to check this; it’s pretty easy to do, so just ask someone who is a bit familiar with creating websites!
  3. Do the web addresses for individual pages contain real words or are they long technical strings? E.g. www.MyCouncil.org.uk/655804231 will do less well in searches for recycling than www.MyCouncil.org.uk/recycling-news/update

The next area of SEO work is copy: does the text on the site regularly and prominently use the key words and phrases identified from the research? Pages should still read naturally, but they can be written in a way that uses the key terms more rather than less.

The third area is outreach, or “link building”, i.e. getting other websites to link through to yours. The more links you have, the better the site does in searches – though to stop abuse, search engines give more importance to links from well respected other sites. External tools can be a bit hit and miss in the number of links they list, but try going to Google and search for link:www.Islington.gov.uk changing “Islington” to your council. You can then do this for several other similar councils and see how the total number of links Google lists compares.

Improving SEO

Checking these areas should give a councillor a good idea of whether their website team is on the ball at SEO, doing it poorly or just ignoring it. Based on that, an appropriate follow-up at the senior level with council staff can be made.

Senior council staff may or may not understand SEO too! But with these answers both sides of that conversation will know whether more detailed follow up is needed down through the organisation – and how to judge whether any follow up really produces results.

Good luck!

Mark Pack worked for the Liberal Democrats 2000-2009, ending up as their Head of Innovations. During that time he often trained councillors on how to make better use of the internet. He’s now at Mandate Communications (www.YourMandate.com) and blogs about politics, history and technology at www.MarkPack.org.uk. He’s on Twitter at @markpack.

The myth of engaging with everyone

When I talk to people about the possibilities of engaging with people online, using social technology, I often get questioned about the numbers issue. Stuff like:

  • How many people in our area actually use Twitter?
  • What about people who don’t have web access?
  • What do we do about people who don’t like using the internet to communicate?

…and so on.

It’s night on impossible to give the people who ask these questions the answers that they want. Really, they’re asking the wrong questions.

That’s because they are assuming that what they are doing now already covers all the bases. The fact is, that it doesn’t.

  • Meetings usually exclude anyone with a job, because even when they are in the evening, most people are too knackered to attend or have other stuff to do
  • Printed media usually goes straight into the recycling bin
  • Few people pay attention to the Council stuff in the local paper

The first thing to be clear on is that no one engagement method will reach, or suit, everyone.

The second thing to be clear on, is that you don’t necessarily want to reach everyone, anyway.

The latter point is true of the people within organisations as much as it is people outside. A small percentage of employees couldn’t give a toss about their jobs and are generally quite bad at them. The majority are perfectly competent but aren’t so into their work that they are constantly thinking of ways that things could be done better. Then there are the small number left, the committed, enthusiastic and innovative folk who care about what they do and will put effort into improving things.

My argument would always be to focus on the small number of active, enthusiastic people first.

Likewise, when engaging with citizens, most won’t be too fussed about knowing how their council does things in too much detail, for example. They might like to know that it is being done reasonably well, and cost effectively, but in terms of getting too involved, they’d rather not. But there will be a smaller group of people, those with some social capital to burn up, who want to get involved, who actively think about making things better, and who’ll give up their time to help.

Those are the people you should go after. Don’t waste time convincing people who aren’t and never will be interested to do something they don’t want to do. It’ll make everyone, including them and you, unhappy.

So when people ask about whether 100% of the people in your organisation, or who live in the area, will be involved with a digital engagement project just be honest and say no. But add that you’ll probably get more interest than through current methods, and that they’ll be different people, and people who care.

Google blogs to follow

One of the things I like about Google is the number of blogs they have, used by many of the teams at the company to document their work and share some good stuff.

Here are some of the ones I follow that I think might be of use to others who read this blog.

You can find a directory of official Google blogs here.

Unofficial blogs about Google that I read include: