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Web Management Workshop 2002 Andrew Aird - November 2001 1

Virtually everything virtually everywhere: pursuing a radical web strategy

Andrew Aird, Director of Web Services,

King’s College London


Founded in 1829, 1721, 1553 and 606AD

King’s College (1829) merged with United Medical and Dental Schools in 1998 (itself a merger of Guy’s [founded 1721], and St. Thomas’, [founded 606AD,1553 in ‘modern form’])

10 schools 4 main, several subsidiary sites c. 120 departments 16,200 students


Web Staff

Director (since May 2001) Establishment of 2 senior web officers, 1 junior

(none yet appointed) Currently 1 part-time (.4) officer Increasing use of contractors for training and

programming Temp clerical help as required


Statistics

Over 400 ‘IP’s 616,000 files 15,000 visitors a day Average time over 14 minutes 70 % overseas 49% of applicants cite web as first contact


The impossible job

Amateurs responsible for 90% of content Balance between corporate/departmental

interests Politics No realistic strategy No resources Other usual problems


The coming crisis

London HE recruitment difficult• Present situation worsening post 9/11

More places available• Importance of clearing

Overseas competition• ‘Value for money’• Post 9/11 worries

Web is under exploited tool and weapon


The web is over

Content Management Strategies for:

• Marketing (external communication)• Internal Communication• Learning and teaching• Personal web publishing


Key strategy planks Everything on the web Variety Integration Core datasets feeding many applications Scalability Universality Publishing not filesharing


Good things

So much content! Willing contributors Resources not a problem for current

infrastructure Increasing belief/support from top Good technology available


Bad things

So much content! Low quality of content Lack of corporate EVI We’re coming from behind Incompatible technologies Inadequate structure Centre/parts tension


The Strategic Vision• For the web to become the primary means of the distribution and

exchange of information within the College• Where possible and appropriate the web will replace conventional

documentation as the definitive source of that information• All members of the College community can become consumers

and contributors to the KCL web regardless of their level of technical expertise

• Access to the web is global, permanent and resilient• Appropriate mechanisms and systems are implemented to protect

the security of users, contributors and subjects of the KCL web • The infrastructure, content and management structures must be

sufficiently scalable to adapt to ever increasing demand


Strategic goals Material primarily created by and for consumption by

members of the College (e.g. departmental handbooks, staff phone numbers, financial information, etc.)

Information and resources in support of the Learning and Teaching in the College (e.g. lecture notes, student timetables, on-line study resources, etc.)

Content designed for users outside the College (e.g. Prospectuses, ‘What’s On’ information, Schools page, etc.)

Personal web publishing


How? Pre-emptive structure Electronic or paper (not both) Controlled contributors Different facilities Resources Accountability The right team


Unpopular goals No subdomains

(e.g. kcl.ac.uk/pharmacy rather than pharmacy.kcl.ac.uk) Search engine submission blocked Strict content lifespans (content dies) No Word or PDF files Adherence to style, presentation and content Ban Dreamweaver and all other web editing software No FTP access or local servers Web contributions produced by groups not individuals Web Team has ultimate say-so. No buts.


Popular goals No software to learn Publishing process much quicker Programme/group/person orientated navigation

(rather than school/faculty/department) Clear role of contributions Less photocopying, money saved Currency of information Resilience


Pre-emptive structure

Hierarchical, inevitably based on structure of institution

Every programme, group, person has a place and default information (from core sources)

Simplification of urls – intuitive Better navigation Subject/person orientated access


Electronic or paper

Strategy covers all publishing Specifies which type of documents Electronic or paper Electronic always definitive Implies low technology Everything through the browser No web-based paper distribution (PDF, Word

etc. banned)


Controlled contributors

System of responsibilities Web co-ordinator job descriptions Form based content Devolved server licensing system Support / SL agreed with web team Audit Cascade training


Different facilities

Everyone a publisher Facilites for staff, student homepages; un-

moderated, not guaranteed, independent Development server No public departmental servers Best-in-class technology, servers with 300%

capacity


Resources

Savings from paper printing costs – prospectus £50,000 each minimum

MIS functions in web team Identify stakeholders Income generation Manage in-house Use of contractors better value


Accountability

Promise accountability – how much does it all cost?

Performance indicators Publish results Do some sums on page turnover, shelf-life,

‘stock value’ Prove the web has value / value added


Balance sheet

Pages are assets They depreciate They have a falling value After a point they have a negative value Cost of page / value of page not the same Good =1, absent=0, bad=-1 So what’s it worth?


The right team

Clout at the top Clear strategic and operational roles Formalised support Blend of skills Focus management of areas Manage stakeholders too!


Electronic prospectuses- for the user Up-to-date Self-contained Interactive Attractive Instant Relevant and focussed


Electronic prospectuses- for the institution Resources released Demonstrates commitment to medium More pervasive Resolves contractual issues Content better managed


Recruitment implications?

Students with higher IT skill base Medium is strategic message Special needs access Better teaching and learning Better retention rates


Let’s do it

MIS has 18 staff (Web team will have 4 - hopefully!)

Separate content, ‘form’ controlled centrally De-technologise Act like bureau Recognise distinct web areas, get right

expertise Other models include PR, Finance, Estates etc. Control of appropriate resources


Loss of freedom?

Staff / student publishing facilities The place of paper Information policies Sticks and carrots


Added value

E-commerce 24/7 webcast channel Conferencing L & T applications Resilience Standards Accountability


Conclusion

Web has a value No going back, only forward After strategy everything else is tactics Someone will jump higher, sooner Where do we want to be in 3 or 5 years? Are we the right people for our jobs? MBA for web managers?