Web Content Management Trends

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Web Content Management
           Strategic Plan

                Information Technology
                City of Lakewood
                May 2010
Thanks to following people who helped review the document, offered new ideas, and continue
to enhance the City’s website and Internet communications channels:

Technical Review Team and respective department representation:
Aaron Halpin, Information Technology
Amber Wall, Community Resources
Arlene Garcia, Finance
Caryn Quinkert, Municipal Court
Cathy Barum, Finance
Jaime Jernigan, City Clerk Office
Janice Counts, Employee Relations
Jeannie Madigan, Employee Relations
Jeff Bray, Information Technology
Jill Mitchell, Planning and Public Works
Justin Balog, Information Technology
Kim Wonders, City Clerk Office
Megan Lowe, Employee Relations
Melissa Carey, Information Technology
Michelle Nierling, Community Resources
Nicole Kendrick, Information Technology
Rachel Griffin, City Manager’s Office of Economic Development
Rhetta Shead, Community Resources
Ron Ritschard, City Manager’s Office
Stacey Rock, Planning and Public Works
Steve Davis, Police
Tammi Dorsey, Information Technology
Walter Jauch, Planning and Public Works
Yailis Feliciano, Employee Relations

Public Committee:
Advisory Commission for an Inclusive Community

A special thanks to Ron Ritschard in the City Manager’s Office for in-depth editorial review.

Project Manager
Tom Charkut, Software Services Division Manager
Information Technology Department

Executive Summary ......................................................................................................................... vi

Purpose............................................................................................................................................ 1

Planning Process .............................................................................................................................. 1

Background...................................................................................................................................... 2

   Pictorial history of the Lakewood.org home page since 1998 .................................................... 4

Trends .............................................................................................................................................. 5

   Technological ............................................................................................................................... 5

   Demographics.............................................................................................................................. 9

   Process....................................................................................................................................... 13

Current State ................................................................................................................................. 16

   What works well ........................................................................................................................ 16

   Challenges ................................................................................................................................. 17

Future State ................................................................................................................................... 23

   Vision ......................................................................................................................................... 23

   Strategic Concepts & Actions .................................................................................................... 23

   Requirements ............................................................................................................................ 27

   Organizational change ............................................................................................................... 27

   Stakeholder Roles / Responsibilities ......................................................................................... 29

Action Plan..................................................................................................................................... 30

   Actions / Time Table / Estimates ............................................................................................... 31

   Funding ...................................................................................................................................... 33

   Moving Forward ........................................................................................................................ 33

Appendix A – Current Feature & Idea List ....................................................................................... A

Executive Summary

The City’s website is at a crossroads. In terms of both appearance and technology, the City’s
website has seen no major design change since 2002. Increased Internet use, mobile phone use,
social networking through sites such as Facebook, and increased speed with which information
flows have contributed to a vastly different Internet communications landscape than in 2002.
The City’s website is showing signs of stress and the demands for different content delivery
methods are increasing. Managing our web content is becoming more complex and blurred with
electronic records management. During 2009, over 500,000 visits to the City’s website came
from the Denver Metro Area alone, which suggests that the website is a top communication
channel for the City.

The City’s website will serve as the top communication channel for citizens, businesses, and
other agencies to collaborate with Lakewood government. Website users will have access to
online self-service functionality and timely, well-organized information in an intuitive, easy-to-
navigate design.

This vision is supported by four
strategic concepts:

1) transparency in information,

2) centralized content,

3) website as a channel, and

4) process efficiency.

As the vision of this plan
becomes reality, certain
organizational and technological
change will occur. The goals and
actions contained in this plan
serve as a guide to help realize the vision and outline a roadmap to help manage the pending
change ahead. Success will be achieved when the City’s information is efficiently created and
published through a variety of Internet channels to a variety of device types operated by our
citizens, businesses, or other information consumers.

This plan’s purpose is to help set forth direction for our City’s website, Lakewood.org. The plan
will review the website’s history, assess the current situation, outline a vision for the future, and
chart a roadmap for achieving the vision. It is intended for internal, operational use as a guide
for transitioning to a new approach to thinking about and managing web content. The actions
outlined in this plan represent a starting point for continued investment in web content
management and the technology platforms on which the City’s information resides.

Planning Process
The web strategy exists because of an internal commitment to improving how the City interacts
and communicates with its citizens via its website and other Internet-based communications
channels. The diagram below illustrates the process used to create the City’s web strategy.

Document Outline – Information Technology (IT) and the City Manager’s Office (CMO) met to
discuss initial document outline.

Discovery and CGAIT Survey – IT researched topics from document outline. IT performed a
survey of the Colorado Government Association of Information Technology (CGAIT) related to
web content management processes and technology. CGAIT is a member-association of public
sector information technologists.

Figure 1: Web Strategy Planning Process and Timeline

Staff Interviews – IT surveyed City departments to understand how they currently produce web-
related content. These interviews also helped produce an initial set of web content

management system requirements (Appendix A).

Initial Draft – Based on the topic research and the interview data, IT developed the initial draft

Comments – The initial draft plan was sent to members of the technical review committee for
initial review.

Full Draft Plan – based on the comments received, IT produced the final full draft plan.

Comments on Full Draft – the final full draft plan was sent back to technical review team for
comments. In addition, CMO and IT presented the plan concepts to Lakewood’s Advisory
Commission on an Inclusive Community (ACIC) in November 2009. The ACIC consists of residents
who advise the City Council on a variety of issues.

Final Plan – based on the comments received from the final draft plan review, IT finished the
City’s Web Content Management Strategic Plan.


The City’s entire website is at a crossroads. In terms of both appearance and technology, the
City’s website has seen no major design change since 2002, although several departments have
redesigned their pages. The City’s website is showing signs of age and the demands for more

Figure 2: Timeline of events related to Internet technologies.

and different content delivery methods are increasing. Managing our web content is becoming
more complex and blurred with everyday records management. Some people expect
transparency of our records through the website, yet it is becoming increasingly harder to
manage the organizational content through the existing toolset, Dreamweaver. As an
organization, we are looking to utilize the Internet more for publishing our content and
providing high-quality online self-services for citizens. Instead of creating a “web version” for
each original piece of content, we are looking to re-purpose the original content to the website

Due to the nature of web content publishing requests, some content is born by the content
editor tool itself and does not originate from other desktop productivity solutions such as word
processors, spreadsheet generators, or other document creation tools. Web-only “spotlights” on
events, citizens, or businesses may exist entirely within the web content editor toolset.

Whatever system is chosen to meet our content management needs, it will have to be flexible
enough to help publish a variety of file types that exist in our file servers, imaging systems, and
databases, as well as be able to create and manage original content within the tool itself.

 Pictorial history of the Lakewood.org home page since 1998

Figure 1: Lakewood.org Home Page from 1998.           Figure 2: Lakewood.org home page from May
The website pages were created, built, and            2002. Dreamweaver became the standard
hosted by a third party company. Content              toolset for managing content. The beginnings of
managed via email and phone calls to company.         the page header emerged as did quick links
                                                      along right.

Figure 3: Lakewood.org home page from July
2002. Flash-based scrolling event calendar and        Figure 4: Lakewood.org home page in October
search features are added and quick links are         2002. Revamped to simplify layout and add
grouped and categorized in various areas.             more graphic appeal. Search, “What's Hot,” and
                                                      scrolling calendar shifted to bottom.

Figure 5: Lakewood.org home page in October           Figure 6: Lakewood.org home page in July 2009.
2008. The page header, realized in 2002 with          Due to low use, "What's Hot" component was
JavaScript menus and rendered with Cold               removed. The need to start integrating with
Fusion tags, provides a common theme across           back-end systems like a centralized event
all pages on the site including a Google search       calendar is becoming more apparent. The scroll-
component. In addition, the "Green Stripe" was        through calendar at the bottom moves closer
added to provide an easy way to navigate to           toward a centralized calendar.
the site’s online services.

2007 – The Community Resources Department (CR)
redesigns its pages and manages its content via its
own content toolset, developed by a third-party.
The CR page is shown at left. The custom tool has
not met expectations and while CR continues to use
it, they want to change systems.

2008 – IT and certain City employees become more
familiar with SharePoint for the intranet site,
COLOR. IT starts exploring the possibility of using it   Figure 7: In 2007, The Department of
to manage content for Lakewood.org.                      Community Resources hired an outside
                                                         consultant to redesign the Department's pages.

2009 – Police Department launches redesigned site
using Dreamweaver toolset.

IT decides to pilot SharePoint as content
management system for the IT department pages
on Lakewood.org.

Trends                                                   Figure 8: The IT Pages pilot project using
                                                         Windows SharePoint Services.
Because the technology landscape has changed
substantially since the City’s last website rebuild in 2002, it is important to identify and describe
some of the industry trends that have surfaced in recent years. In doing so, a better assessment
can be made about the need to leverage any of the technology that supports these behavioral
and technological trends. This section describes the following trends:

 Social Networking – social networking sites have seen tremendous growth in the past 3
years. Sites like Facebook, Linked In, and Google Maps have allowed the masses to share
information with others in the world using a website as both a one-way and a two-way
communication tool. This new-found interaction between people and websites is an important
consideration for many companies and government organizations in their website strategies.
Rather than having a "publish-only" website, the City should consider the interest that both
citizens and staff have in being able to interact with both content and services.

RSS – “Really Simple Syndication” tools abound and are even embedded in common
applications like web browsers and e-mail clients. RSS essentially is a “pull” strategy whereby an
interested person who has an RSS tool can subscribe to a “feed” from a content provider. In the
local government case, an interested citizen may want to subscribe to a “Lakewood Government
News” feed that could contain news blurbs on current happenings at the City. The Friday Report
is an excellent example of a potential RSS feed from the City. Other examples include Cultural

Events, Neighborhood Meetings, or other snippets of information.

SMS – “Simple Messaging Service” – With the number of SMS text messages reaching 1 trillion
in 2008, it is clear that text messaging is a preferred way to communicate for certain segments
of the population1. According to the Cellular Telecommunications Industry Association, by the
end of 2008 there were 270 million wireless subscribers, which means that as a communication
medium, it rivals or outpaces the web at reaching more users2. We haven’t thought much about
SMS messaging at the City other than point solutions to solve particular communications issues.
For example, one idea that has surfaced is using SMS as an alternate way to schedule your
building inspection. A contractor / owner could text the permit number to a SMS gateway (i.e.
send your permit number to “55555”) and receive a text response back indicating that an
inspector would be at the job site within 24 hours.

Smartphone usage has skyrocketed in the last few years, matching pace with the original
Internet adopting trends of the late 1990s and early 2000s.3 iPhones plus iTouch users alone
represent 57 million people who have performed over 2 billion iPhone application downloads4.

Web 2.0 – While Web 2.0 has been a fluid term with a wide range of definitions and
perceptions, one definition that captures the concept of Web 2.0 well is from Wikipedia.

            “’Web 2.0’ refers to a perceived second generation of web development and design, that
            facilitates communication, secure information sharing, interoperability, and
            collaboration on the World Wide Web. Web 2.0 concepts have led to the development
            and evolution of web-based communities, hosted services, and applications, such as
            social-networking sites, video-sharing sites, wikis, blogs, and folksonomies.”5

Examples of online brands that are considered “Web 2.0-esque” include Facebook, Twitter,
YouTube, Google maps, and Bing maps.

Web 2.0 technologies along with more open programming standards have also given rise to
“mash-ups”, applications that are comprised of multiple services from existing websites. For
example, if the Regional Transportation District published its public transit route information, a
potential mash-up application could be created by the public to display it on Google Maps.

 Morgan Stanley, Mobile Internet Report, p. 87. Dec. 15, 2009. Accessed on 3/29/10 from
    Ibid, p. 86.

In a recent City-funded report by Integral Solutions, City departments viewed Web 2.0 more as a
one-way marketing channel (more places to post marketing content) than its true purpose – a
two-way communication channel. Continued monitoring of feedback was cited as a primary
deterrent to full adoption by City departments. The prospects for using Web 2.0 technologies in
Lakewood City government do exist, but the ideas are in a nascent state.

During the planning process for this plan, the City’s ACIC responded to several questions related
to their use of Web 2.0 technologies. The majority of the commission members are not using
social networking sites (viewing or contributing), but there does exist 10% to 30% participation
either as information sources (viewing) or as content contributors. The top sites known by the
ACIC members included: Google Maps, YouTube, Facebook, and Flickr.

With continued emphasis on whether and how the City should adopt social media technologies
to facilitate communication with citizens, in October 2009, the CMO assembled a team of
representatives from each of the City departments. The committee worked through these two
main questions and recommends that the City move forward with adopting social media
platforms on a case-by-case basis with oversight from CMO. The committee also looked at policy
development for usage and records management. The complete report is located at

Security – Because of the two-way interaction with social networking sites, blogs, or other Web
2.0-related channels, data, network, and application security have risen to the top of many
Information Security Officers’ project lists. In the spring of 2009, the City hired Integral Solutions
to complete an internal study regarding security and Web 2.0 from the City’s perspective.
Integral Solutions interviewed several of the departments who have expressed an interest in
using Web 2.0 technologies to reach out to constituents. Integral Solution’s recommendation
indicated that the “City should concentrate on providing an infrastructure to support
aggregation and management of information…*and push+ the relevant content type to relevant
media.”6 Integral’s recommendation touches the idea that the Web is transformational for users
and the organization – requiring changes in processes, procedures, structure, and thinking.

Cloud – Cloud computing refers to the concept of using the Internet as the conduit for
consuming services for applications, data, and network processing power. The concept’s value
proposition is “utility computing” where companies could pay for what they use. When utilizing
the “Cloud,” scalability and up-front infrastructure investments are not the business’ concern.
Some examples of cloud-computing providers include Google Apps, Amazon’s Elastic Compute
Cloud (E2C), Microsoft’s Azure, and Yahoo’s Zimbra.

SaaS – Software as a Service (SaaS) is one sliver of the cloud computing concept. Hosted
solutions for needs like e-mail or line of business applications have become more prevalent in
recent years since the increased bandwidth capacities have made data centers seemingly close

    City of Lakewood & Integral Solutions, City of Lakewood Web 2.0 Study, August 2009

regardless of actual geographic location. Prior to separating itself from the City, the Lakewood
Housing Authority had hosted solutions for asset management-related business needs.
Currently, the Family Services Division uses a hosted solution for child care management.

The significance of the Cloud and SaaS is that web content management systems could
potentially be fully hosted solutions that leverage the benefits of the latest technology and the
City would not manage the infrastructure supporting it. While this does sound attractive, IT is
recommending caution with this approach due to the City’s needs to integrate so much of our
system data (line of business system data and electronic records).

Broadband – According to Neilsen Online, as of December 2008, US broadband penetration
topped 92 percent7. Narrowband users, those that access the Internet at 56kb or less, are now
below 8 percent. As reported in the 2008 Lakewood Citizen Survey, 68 percent of the
respondents had cable or DSL internet access and 20% had no Internet access. The statistics for
the first quarter 2010 for the City’s website show that 60 percent of the visitors to
Lakewood.org use a cable modem or DSL. Taking that percentage and adding other known
forms of broadband access (T1, OC3, ISDN) the number is just over 71 percent.8

                                                                        Pages     Avg. Time on
    Rank   Connection Speed           Visits            % of Total      per Visit Site (h:mm:ss)
       1   Cable                         64,368             37.87%          4.36          0:02:36
       2   DSL                           36,673             21.58%          4.31          0:02:42
       3   Unknown                       30,903             18.18%          3.99          0:02:31
       4   T1                            18,706             11.01%          4.17          0:02:23
       5   Dialup                        17,714             10.42%          3.49          0:02:09
       6   OC3                            1,541              0.91%          3.98          0:02:19
       7   ISDN                              68              0.04%          3.62          0:01:55
Table 1: 1Q2010 website statistics from Lakewood.org for visit information by connection speed.

    Taken from http://www.websiteoptimization.com/bw/0901/ on March 26, 2010.
    Taken from Lakewood.org’s Google Analytics account on March 28, 2010.

The rise of mobile Internet
ComScore, a leader in measuring the digital world, reported in March of 2009 that the number
of people accessing the Internet from a mobile phone doubled from January 2008 to January

Frequency of Mobile         Jan-08                Jan-09                  % Change
Internet Access

Daily                       10,821,000            22,369,000              107

Weekly                      10,312,000            19,283,000              87

Ever in the month           36,870,000            63,182,000              71
Table 2: Accessed News and Information (excludes social networking) by Frequency of Access Three-month average
ending January 2008 and January 2009. Unique U.S. mobile phone users.

“Over the course of the past year, we have seen use of mobile Internet evolve from an
occasional activity to being a daily part of people’s lives,” observed Mark Donovan, senior vice
president, mobile, comScore. “This underscores the growing importance of the mobile medium
as consumers become more reliant on their mobile devices to access time-sensitive and
utilitarian information.”9
Text messaging use. In addition to accessing the Internet from mobile phones, the ubiquity of
text messaging is also growing. The following statistics from Cellsigns, a mobile applications
provider, show the text messaging volume in 200810:
       o US Mobile Content Market = 68.7 million text users
                 This represents approximately 23% of the population. Using that same
                     percentage for Lakewood’s 147,000 residents in 2008 calculates to
                     approximately 33,200 text users in the city.
       o 86% of the US owns a mobile phone
                 Using this percentage as a basis for Lakewood, the city’s share of mobile
                     phone owners is 126,420 residents.
       o 265 million mobile phones users
       o 240+million text enabled handsets
       o 65 million text & web enabled phones
       o Median age of a Text Message user is 38 yrs old.
       o 49% M / 51% F
       o Age 18-24: 19% (13,053,000 people)
       o Age 25-34: 24% (16,488,000 people)


         o    Age 35-54: 22% (15,114,000 people)
         o    Age 45-54: 19% (13,053,000 people)

Text messaging combined with mobile Internet access builds a strong case for making sure our
web content and information management strategy will support mobile devices.

Internet Usage and Population Growth

The table below shows the increasing percentage of the US population that uses the Internet.
Clearly, the web is a strong and growing communication channel and should be utilized as a
centerpiece for the City’s communication and information management strategy.

YEAR         Population        Users          % Pop.        Usage Source            Lakewood         Lakewood
                                                                                    Population         Users
 2000        281,421,906      124,000,000       44.1 %                     ITU
 2001        285,317,559      142,823,008       50.0 %                     ITU
 2002        288,368,698      167,196,688       58.0 %                     ITU
 2003        290,809,777      172,250,000       59.2 %                     ITU
 2004        293,271,500      201,661,159       68.8 %     Nielsen//NetRatings
 2005        299,093,237      203,824,428       68.1 %     Nielsen//NetRatings
 2007        301,967,681      212,080,135       70.2 %     Nielsen//NetRatings
 2008        303,824,646      220,141,969       72.5 %     Nielsen//NetRatings           147,000         106,575
Table 3: Source: http://www.internetworldstats.com/am/us.htm and US Census information for Lakewood
population. Lakewood Users column derived using %Pop percentage multiplied by the Lakewood population for
that year.

During 2009, 757,300 of Lakewood.org visits came
from 173 countries/territories. Of those, 736,591
came from the United States. Of those, 539,083
came from Colorado, and of those, 377,230 came
from the Lakewood-Denver area. The map to the
right depicts the spatial pattern of Colorado visitors
to Lakewood.org. The arrow points to the
Lakewood-Denver area. With over 1,000 visits per
day during 2009 from the local population, it is
clear that the Lakewood.org website is a well-used          Figure 9: State of Colorado map showing spatial
communication channel.                                      pattern of website visit origin. The arrow is pointing
                                                            to the Lakewood-Denver area.

Citizen Survey responses – from the 2008 Citizen Survey
The City of Lakewood has conducted a biannual survey of residents’ opinions since 2000.
Working with National Research Center, Inc. (NRC), Lakewood has used the same systematic
method for sampling residents and approximately the same set of core questions for each

survey. The 2008 survey was the fifth survey to monitor the quality of Lakewood services and
quality of life in the community.

In the 2008 survey, a random sample of 3,000 households received surveys. Of the 2,822 eligible
households, 744 completed the survey, providing a response rate of 26 percent. The margin of
error was plus or minus 3.6 points around any given percentage point for the whole sample.

Some of the survey highlights related to the Lakewood.org website include the following:
   The City Web site was used by 13% of residents as a top information source, increasing for
   each survey administration since 2002 when 6% used the Web site to learn about
   Lakewood. Assuming that the 13% is representative of the entire city population, 19,110
   residents used the website as a top information source.
   58% of the respondents never used Lakewood.org in the last 12 months. This equates to
   85,260 residents, given the 2008 city population.
   42% of the respondents did use the website in the last 12 months, which is potentially
   higher than in 2006 which was 37% (given 3.6 % margin of error). This equates to 61,740
   residents, given the 2008 city population.
   Communicating with Council Representatives by e-mail was the most popular method
   (63% preferred it) and also has been steadily increasing over the years.
   Maintenance of parks, government access channel, City Web site and code enforcement all
   had higher quality ratings in 2008 compared to 2006.
   The City’s communication services (newsletter, government access TV channel and Web
   site) also received favorable ratings with at least two-thirds reporting they were “very good”
   or “good.”
   Services receiving ratings similar to other jurisdictions across the Front Range were street
   cleaning, code enforcement, recreation programs, municipal court, City Web site and City
   More than 20% of respondents felt they could not rate these services and provided a
   response of “don’t know.”
       o Web site
       o Planning Land Use
       o KLTV8
       o Municipal Court
       o Cultural Facilities
       o Recreation Programs
       o Recreation Facilities
       o Community Service Programs
       o Older Adult Programs
       o Building Permit and Inspections
   25% of respondents work in Lakewood; 20% do not work; 55% work outside of Lakewood
   38% office workers

    53% above $50,000/yr income
    47% bachelors or higher
    30% between 18 and 34 years old
    69% between 18 and 54 years old

Key assertions derived from survey:
       The trend of the web site increasing as a top information source reinforces its
       importance as a marketing and communications channel.
       It is counterintuitive that six out of every ten respondents had never used the website in
       the last twelve months, yet the demographics as well as website usage statistics from
       Lakewood.org suggest the respondents are using the Internet. Potential explanations for
       this paradox include 1) The website usage statistics are skewed because Lakewood is
       included with Denver, or 2) Sampling error between both samples (Lakewood Citizen
       Survey and Nielsen Net Ratings in the table above) may be bigger than predicted for the
       Internet Usage questions.
       Communicating with Council via email shows that citizens will regularly interact with
       government if it is convenient. Anecdotally, many City departments have mentioned
       that e-mail is increasingly becoming the citizen preference for communicating with the
       City, since it is convenient and provides a record of communication.

Government transparency in broad terms means that the government’s records, processes, and
decisions related to providing its services are open to the public. Transparency of government
spending, which has received most of the media attention lately, refers to government opening
its books to the public so that taxpayers can see exactly how their tax dollars support the
government. Transparency helps
enable citizens to review and
question policymakers’ decisions,
examine documents, root out
inefficiencies and hold officials
accountable for the way tax
dollars are spent.

Federal, state, and local
governments are starting to
produce self-service applications
that allow citizens the ability to
search and monitor government
expenditures. The State of Colorado implemented a public-facing financial transparency system

in September of 2009. In Feb 2010, the City implemented the Lakewood Ledger, an online view
of the City’s expenses for citizen review at http://ledger.lakewood.org. Between April and May
of 2010, the City’s Ledger website received an average of between 3 and 4 unique visitors per
day who spent an average of just over 7 minutes on the site browsing City expenditures.

In the 2008 Lakewood Citizen Survey, when asked to what extent they agree with the
statement, “I feel the City is open, candid, and shares information,” 48 percent of the
respondents either agreed or strongly agreed and 15 percent disagreed or strongly disagreed.
Based on benchmark comparisons with the nation and with the Front Range, Lakewood is
similar to the national norm and below the Front Range norm. With more transparency
initiatives in government, the number of respondents in agreement with the above statement
might rise in the coming years.

In addition to a more open government model, some of the potential benefits of transparency
might include less time spent by City staff preparing public records requests, self-service
searching for citizens, and keeping pace with other government agencies. However, the City will
continue to take a calculated approach in its transparency initiatives by examining the potential
benefits of transparency for citizens while remaining cautious about any negative impacts of
transparency on confidentiality, privacy or security.

Enterprise Content Management (ECM)

Figure 10: Adapted from Alfresco's ECM model. http://www.alfresco.com/products/solutions/

The Gartner Group thoroughly defines the concept of enterprise content management and
illustrates WCM’s position in an ECM strategy11:

        “The term "enterprise content management" covers the vision and framework that
        enterprises have for integrating a broad range of content management technologies and
        content formats. ECM can help enterprises take control of their content and, in so doing,
        boosts productivity, encourages collaboration and makes information easier to share.
        ECM suites consist of applications that interoperate, but that can be sold and used
        separately. Some vendors have added extended technology components, such as digital
        asset management (DAM) for handling rich media, electronic forms and document
        composition for high-volume generation of customized documents. Gartner defines
        today's ECM suites as encompassing the following core components:

        Document management for check-in/check-out, version control, security and library
        services for business documents.

        Document imaging for capturing, transforming and managing images of paper

        Records management for long-term archiving, automation of retention and compliance
        policies, and ensuring legal, regulatory and industry compliance.

        Workflow for supporting business processes, routing content, assigning work tasks and
        states, and creating audit trails.

        Web content management for controlling the content of a Web site through the use of
        specific management tools based on a core repository. It includes content creation
        functions, such as templating, workflow and change management, and content
        deployment functions that deliver prepackaged or on-demand content to Web servers.

        Document-centric collaboration for document sharing and supporting project teams.

        Though not explicitly identified as a core component, information access, or search,
        technology has always been a critical component of an ECM suite, and it will play an
        even bigger role in helping companies sift through structured and unstructured

WCM Market Growth

In a 2008 publication, the Gartner Group painted a promising picture for the WCM market:

  Magic Quadrant for Enterprise Content Management, Karen M. Shegda, Toby Bell, Kenneth Chin, Mark
R. Gilbert, Mick MacComascaigh, 23 September 2008, Gartner RAS Core Research Note G00160668.

“Investment in WCM solutions has risen over the past four years, and continues to grow. In fact,
with a compound annual growth rate (CAGR) of 15%, it has risen faster than the 12% CAGR for
spending in the overall enterprise content management (ECM) market. As a result, worldwide
expenditure on WCM accounted for over a quarter of the ECM market in 2007, up from 2003 and
2004 when it represented just over a fifth. The trend for increased outlay on WCM is strongest in
Europe, the Middle East, Africa and Asia/Pacific.”12

Through 2009, Gartner has estimated that the WCM market is still roughly one quarter of the
entire ECM market.13 Some key trends in the WCM market include: enhanced usability in WCM
toolsets, open source and SaaS are becoming popular, and there is a growing importance on
contextualized delivery of content (i.e. “those who looked at this page also were interested in
these pages”).

WCM System use
Process is crucial to a successful content management strategy implementation. During the 1st
Quarter of 2008, Lakewood IT surveyed its counterparts in the CGAIT group, an association of IT
managers and other professionals that share ideas and experiences in managing information
technology. The survey focused on web content management strategy and processes. One of
the key findings suggests that agencies are now managing and publishing their content through
interdepartmental teams of contributors. The results are shown below:
    43% “Website content is created by the business units and some business units have the
    ability to publish content directly to the website, but other business units publish content
    through a designated individual or team.”
    29 % “Website content is created and managed by the business units (not IT) and published
    through a standardized approval process. Final publishing control exists with a designated
    individual or team. Lakewood falls into this content management process model.
    21% “Website content is created, controlled and managed by the business units (not IT)
    with no publishing oversight.”
    7% “Website content is created, managed, and controlled by an internal business unit with
    designated responsibility to manage and market the website (i.e. a marketing team).

It is important to note that since the 2008 CGAIT survey, Lakewood has taken steps to allow
certain content to be published directly to the website without going through the CMO for
approval. Examples include job postings from Employee Relations, legal publications and City
Council agendas by the City Clerk, and public events by any hosting department. Given the
situation as of March 2010, the City falls under the “43 percent bucket”.

  Introduction to the Gartner Maturity Model for Web Content Management, Mick MacComascaigh,
Gartner Research, Publication Date: 11 April 2008 ID Number: G00156759.
  Magic Quadrant for Web Content Management, Mick MacComascaigh, Toby Bell, Mark R. Gilbert,
Publication Date: 05 August 2009, Gartner RAS Core Research Note G00168694.

Current State

What works well
Lakewood staff attitudes. Whether WCM system change or other projects, time and time again
the Lakewood employees do step up to a new challenge. In interviews with staff, the message
was clear – “we will use whatever toolset we need to use, so long as it meets our needs, we get
properly trained, and it works well.”

Website as a communication channel. As reported in the 2008 Lakewood Citizen Survey, the
City Web site was used by 13% of residents, increasing for each survey administration since
2002 when 6% used the Web site to learn about Lakewood. Compared to the other
communication channels, the website is the only one that has shown increasing use each year.

Content editor tool flexibility. Dreamweaver is perceived by content contributors as a tool that
gets the job done for managing content changes. Content contributors who have been trained in
using Dreamweaver are more inclined to like managing content changes than those who have
not. Contributors who are new and have to learn HTML editing within Dreamweaver have
expressed that although the what-you-see-is-what-you-get (WYSIWYG) content editor is easy to
understand, it still takes awhile to get proficient (managing links, associated files, development
area for files, staging area for files, etc.). Translation: A WYSIWYG editor for interacting with
content changes is desired but not necessarily in the form of a file-based html editor like

Timely approval of content from CMO. In general, the departments feel that when something
needs to be posted to the web by CMO, it gets done in a timely manner. Areas for improvement
include posting changes to events (dates, times, places, cancelations) and job announcements.
Content contributors like the flexibility they have in design with Dreamweaver and are also
starting to request more publishing control of their content.

It is important to note that since the DRAFT Web Strategy document was sent out for review,
Lakewood has taken steps to allow certain content to be published directly to the website
without going through the CMO for approval. Examples of this include job postings from
Employee Relations, legal publications and City Council agendas by the City Clerk, and public
events by any hosting department.

Google Search on Lakewood.org. The Google search appliance incorporated into Lakewood.org
has proven to be effective in finding content and presenting results in a familiar way to those
information seekers. Search functionality serves as a form of navigation and will continue to
grow in importance as more content is published for the public.

Google Analytics for website analysis. In March of 2008 the City started getting Google
Analytics (GA) data regularly from the web logs files. The GA toolset is top-notch and provides all
of the features requested thus far for a web analytics solution. However, some further fine-

tuning is necessary in order to include certain content that is not being counted yet.

In-house hosting. The City has hosted its website since 2002 and has maintained high availability
since then. Because of the current and future needs of integrating the website with back-end
systems such as the building permit system, the records management system, and others, we do
not foresee the hosting environment changing.

Digital Cities survey results. In 2006, the City started participating in the Center for Digital
Government’s Digital Cities’ Award, which “examines how cities use technology to create a
seamless environment between local government and constituents.” The survey is conducted in
partnership with the National League of Cities. All United States cities, towns, villages and
consolidated city/county governments with populations of 30,000 or greater are invited to
participate in the survey. While participation in the survey helps to serve as a benchmark against
like-sized cities, the City’s technology initiatives are driven more by its organizational goals and
fiscal constraints.

City’s scoring on the national Digital Cities Survey has declined the past two years due to two
primary factors:

    A. The City’s inability to respond and score in seven (7) primary technological and web site
       practices which will be outlined below.
    B. The Digital Cities Survey raises the bar of expectations every year

    1.   Minimal Interactive Voice Response (IVR) offerings for service delivery
    2.   Antiquated Web Site Content Management methods, tools and practices
    3.   Dis-joint internal document management and web site access / visibility
    4.   Lack of wireless broadband offerings for public use
    5.   Lack of electronic citizen engagement channels
    6.   Minimal web site presence about Emergency Preparedness and alerting
    7.   Lack of online transactions for: Permits, Animal Services, Taxation,
         Occupational Licenses and Utility Bill processes

Regarding item #7, the 2008 Lakewood Citizen Survey reported that 60 percent of those
surveyed since 2002 that would do business online. Top services desired: utility payments 40%;
building permits 43%; reserving a park 59%.

Usability, Content Organization & Taxonomy. Several departments have expressed a need to
“re-organize” or “re-word” the pages that they manage because they want to keep the
terminology more in line with what the public may be thinking. With over 8,000 active web
pages and files combined, the Lakewood.org site does pose some content organization
challenges. The need to simplify and reorganize content is supported by the fact that the 2008
Citizen Survey shows declining favor of navigation since 2004 when the current navigation
structure had been implemented for a year. In 2008, 57 percent of the respondents rated the

ease of navigation on the website as ‘good’ or ‘very good’ compared with 67 percent in 2004.

The philosophy of the content organization is to structure it in such a way that crosses
departmental boundaries. The top level navigation is built similarly to other government
websites with menus for residents, businesses, or visitors. One challenge for some with this
method is that as the end user, one has to first determine if what he/she wants to do on the site
is for a resident a business or a visitor.

A different approach assumes that the typical end user of the website is browsing the site to
perform a specific task (find information on a particular topic or consume a service on the
website). This approach could sustain the philosophy of non-departmentalized content and
potentially serve as another method for content or service delivery.

Another approach leverages the search engine as a navigation tool. Through the Google search
appliance, configuration settings could be modified in ways to promote certain content to the
top of the results list based on a variety of factors such as type of content, most recent pages, or

Google Analytics research can help identify top keywords, most recent pages, and ways people
enter and exit the website. As content goes through any reorganization process, Google
Analytics should be used as a tool to aid in the decision process.

Website appearance. Complementing navigation, usability, and content organization is website
appearance. Theme choices, menu appearance and function, fonts and font sizes all help the
end user to get to the content of choice. Here is a quick compilation of the appearance elements
on the Lakewood.org site:

Appearance              Count       Examples

Themes                  12          Home page, Community Resources, Planning & Public Works,
                                    City Hall, Police, Go Green, Employee Relations, Services,
                                    Finance, City Clerk Office, City Manager’s Office, Information
                                    Technology (pilot project)

Top Level Menus         2           Lakewood.org and Community Resources

Sub Navigation          10          Police, Traffic Engineering, Street Maint., Community
Menu themes                         Resources, City Planning, City Manager’s Office, City Clerk
                                    Office, Finance, Municipal Court, Information Technology (pilot

Font types              5           Tahoma, Verdana, Arial, Helvetica, Sans Serif

Font sizes              NC          Not counted (NC) but does not follow a standard

Table 4: Appearance Components of the Lakewood.org website.

This appearance model hinders the philosophy of cutting across departmental boundaries
because in general, each department has its own theme. In actuality, the departmentalized
notion is actually reinforced when each department has its own look and feel. A more
consistent look and feel with more subtle appearance changes could greatly serve to achieve a
more unified brand and potentially increase usability.

In the screen shots on the next page, artifacts of consistency include placement of the sub-
navigation on the right-hand side of the screen to be closer to the default position of the scroll
bar in most browser windows. This design was implemented prior to roller wheels on the
desktop mouse being in production. Additionally, and not shown in the screen shots, a
consistent top navigation menu header and footer are in place. However, to help illustrate the
point of a departmentalized look and feel, both the header and the footer have been removed.

Another reason for the wide variety of themes has to do with the organizational culture and
resources assigned to maintain the web content. The website has evolved over time by the work
and ideas of numerous people who approach problem-solving in different ways. The Lakewood
culture encourages employees to think differently about problem-solving and remain open to
new ideas. As we have built internal knowledge around web design and presenting information,
collectively we have started to solidify our thinking toward more consistency within the website.
Some sub-sites however, may need to maintain a different appearance by nature such as the
City’s “green” initiatives or the Economic Development website.

The following examples visually display some of the City’s website themes and sub-navigation

Managing content. Managing content with a limited toolset has presented some challenges.
The content management needs have become increasingly complex with more desire to
integrate back-end, line-of-business systems such as building permitting, planning case
management, and GIS. In addition, the trend of more transparency in government has sparked
interest and a forecasted need to tie into the records managements system for public record
access by citizens. End users are also accessing content not only from home, but while they are
mobile from a laptop or from their phone. Citizens are starting to use RSS feeds on other sites

and are expecting the same from their local government.

The content submittal process for our content contributors is viewed as average because it
suffices for content changes with enough lead time. For content that needs more timely
change, the process can be improved. If there is a way to have content classified into
categories of needing review and not needing review, but have notification of all content
changes being sent to CMO for consistency and awareness sake, the process would be viewed
as more positive by the content contributors. Responsibility and accountability could reside
with the Department that posts the content.

It is important to note that the City has taken steps to allow certain content to be published
directly to the website without going through the CMO for approval. Examples of this include
job postings from Employee Relations, legal publications and City Council agendas by the City
Clerk, and public events by any hosting department. These actions and process changes
represent steps in the right direction for the given content types.

The following table outlines the various content types within Lakewood.org and the current
approval requirements needed by CMO before the content is published. Additionally, the
columns indicate whether the given content type can be City-generated, Citizen-generated, or

Current State                                                                                       Approval

Content Type      Example                                         City-          Citizen-      First     Modify
                                                                  generated      generated     publish

Page              New page describing one of the City                                                        

Event             Public Meeting at one of the City                                                
                  facilities or at another offsite location.

Document14        Fact sheet for Economic Development                                             
                  areas; Standards document for PW;
                  Meeting minutes for City Council or
                  Planning Commission; Budget

  No ability currently exists on the website to create or post documents directly to the website.
Depending on what level of adoption for Web 2.0 services, the ability to post documents by citizens is
technically possible, which is why the Citizen-generated column is checked.

Current State                                                                                      Approval

Content Type       Example                                        City-         Citizen-      First       Modify
                                                                  generated     generated     publish

Image              Photo used on a page; static map;                                            
                   graphic (static, animated, interactive);

Map                GIS-based interactive map that runs on                                       
                   an application such as

Video / Audio      MP3s used to educate the public about a                                                 
                   topic such as Sales/use tax licensing

Navigation         Top level and sub-site navigation menus                                                  
                   that probably use JavaScript

Form               Traffic hump request; speed trailer                                           
                   request; crime report; sales/use tax

System             Case status for permit inspections,                                                      
                   planning cases; address data; Traffic

Comment15          Comments related to a page that are                                                      
                   posted on that page, blog post, or other
                   discussion items

Form Data          Data filled out by citizens and received                         
                   for consumption by City systems (i.e. any
                   of the examples in the Form content
                   type description.)

Table 5: Content Types.

  No ability currently exists on the website to post comments directly to the website. However, emailed
comments are welcomed. The approval for posted comments is envisioned to be moderated, which is
why both approval boxes are checked.

Future State

The City’s website will serve as the top communication channel for citizens, businesses, and
other agencies to collaborate with Lakewood government. Website users will have access to
online self-service functionality and timely, well-organized information in an intuitive, easy-to-
navigate design.

Figure 11: Adapted from Alfresco's ECM model. http://www.alfresco.com/products/solutions/

Strategic Concepts & Actions
Strategic Concept 1: Transparency
Description: Create an information management process and culture that enables more
government transparency with its information.

Goal 1.1: Make online services available to the public that facilitate data sharing and
transparency. The City recognizes that there are numerous examples of services that could be
running on the web. Online services will be released according to established project selection
methods, which consider value to the citizens, value to the organization, risk, resource
availability, and budget considerations. Two examples of online services that help further the
transparency concept include:

         Action 1.1.1: Create an online ledger for City finances

        Action 1.1.2: Create a Centralized calendaring system that seamlessly publishes public
        events to the website.

Goal 1.2: Organize and classify our information in a way that serves to further the transparency
concept (publish-ready versus non-publish-ready)

        Action 1.2.1: Create a data classification scheme (DCS)

        Action 1.2.2: Incorporate DCS into information management systems

Strategic Concept 2: Centralized content
Description: The concept of creating one, centralized repository of content that is maintained
collectively and consumed by various channels is easy in theory, extremely hard in practice.
With localized applications, department- and personal-level file shares, e-mail systems, and
databases comprising the information ecosystem, information is by nature, dispersed. While
one, centralized content repository is impractical, establishing one source of truth, regardless of
its location, technology, or format.

For the City, content is spread across file servers, the intranet (COLOR), the document imaging
system, and system databases that support the various lines of business.

Goal 2.1: Create a secure, efficient, and reliable architecture for managing information that will
be consumed or syndicated by the City’s website.

        Action 2.1.1: Identify and depict applications and network infrastructure that comprise
        the web content ecosystem.

Goal 2.2: Integrate back-end systems to the website

        Action 2.2.1: Depending on Action 2.1.1, the back-end systems should be integrated on
        an as-needed basis.

Strategic Concept 3: Website as a channel
Description: Integrating the website as a channel of information rather than another location to
upload duplicate content, will be major shift in thinking technically and culturally. In addition,
with the growth in content delivery options facing us, the website channel should also be able to
re-broadcast some, if not all its information to RSS, to mobile phones, extranets, and to Web 2.0

Figure 12: Model depicting the Website as a channel.

Goal 3.1: Utilize a technology platform for the website that allows aggregation of content from
the City’s myriad sources.

         Action 3.1.1: Select a web content management system that delivers functionality that
         fits with the vision described in this plan. The system needs analysis and requirements
         development processes are underway and any system selected must be able to deliver
         enough functionality to satisfy the needs.

         Action 3.1.2: Initiate a redesign project to re-brand the City’s Lakewood.org website into
         a cohesive collection of content. Conservatively, this is a large effort. With 6,000 pages
         that are currently built on three different platforms, with 12 different themes, this
         action alone will need much discussion to strike a balance on appearance and content

         Action 3.1.3: Migrate appropriate Lakewood.org content to new web content

        management system.

Goal 3.2: Provide different delivery options for the City’s website content

        Action 3.2.1: Develop a syndication strategy that helps clarify how the City will syndicate
        its content and to which channels. Incorporate RSS feeds into the web site. As a pilot,
        look to syndicate content related to City events.

        Action 3.2.2: Establish committee to assess ideas for utilizing social networking sites as
        part of the City’s communication strategy. The City’s “Online Social Networking
        Committee” was established in October 2009 to address the issues facing the City. The
        final report and recommendations from the Committee are located at
        http://color/CityWide/onlinesocialnetworking/Pages/default.aspx .

        Action 3.2.3: As part of the architecture development in Goal 2.1, build in flexibility to
        extend the website to outside agencies, creating extranets, whereby the City can
        collaborate (document sharing, shared calendar management, discussions) with other
        agencies via sub-sites under the Lakewood.org website.

Strategic Concept 4: Process Efficiency, Effectiveness
Description: Because the content repository will evolve into a more complex architecture, steps
need to be taken to ensure that the content approval processes remain simple, efficient, and
effective. If electronic records sitting in the Laserfiche imaging system are able to be seen from
the website, the approval process for those records to be seen must also be intact. If the City
wants certain content to be re-purposed to social websites like Facebook, it follows that the
content should also go through a similar approval process. In addition, new processes for
moderating possible comments from the public on Web 2.0 sites need to be established. Finally,
for certain changes that may need to be more timely such as event cancelations or emergency
notices, an expedited approval process should be outlined.

Goal 4.1: Establish and document approval process definitions for all potential web content
within the City’s information ecosystem

        Action 4.1.1: Work with City Manager’s Office and content contributors to establish
        approval process definitions.

        Action 4.1.2: Create business process diagrams depicting workflow.

Goal 4.2: Develop policies and procedures for content contributors that help further the process
changes on the horizon.

        Action 4.2.1: Develop Web 2.0 usage policies and approval processes. As noted in Action
        3.2.2, information related to this is located at:

        http://color/CityWide/onlinesocialnetworking/Pages/default.aspx .

        Action 4.2.2: Identify Web 2.0 moderators who can monitor the City’s Web 2.0
        channels. As noted in Action 3.2.2, information related to this is located at:
        http://color/CityWide/onlinesocialnetworking/Pages/default.aspx .

Goal 4.3: Maintain adequate investment levels to support the technology platform and the
content contributors with on-going training and skills-building

        Action 4.3.1: Create a knowledge base of training information around web content

        Action 4.3.2: Establish periodic training sessions that teach the policies and procedures
        of maintaining web content and the technology used

        Action 4.3.3: Secure on-going funding to support web content management system

A preliminary list of features, ideas, and implementation examples is contained in Appendix A.
The list serves as a starting point and addresses the most critical needs as mandatory and others
as desirable. Finally, the state of the requirement is also labeled either as submitted, approved,
or delivered. The requirements list in Appendix A is only a snapshot of the “living” list located
on the Web Strategy Project site located at:


Organizational change
It is unclear at this point to know whether new positions will be required to help manage the
organization’s content in the manner described in this plan. Several items are however very
clear. To accomplish the new content management model
people will have to 1) shift their thinking about the definition         A visionary company
of web content, 2) new skills and technologies will have to be          doesn't simply balance
                                                                        between preserving a
understood, and 3) people will have to continue with on-going
                                                                      tightly held core ideology
training to keep up with the pace of content trends.
                                                                      and stimulating vigorous
Process                                                               change and movement; it
                                                                      does both to an extreme.
Because of the multi-channel strategy outlined in this plan, the
                                                                         Jim Collins, Author
need exists for an overhaul to the current content approval
processes. Conceptually, the approval processes should be
simple while involving more back-end systems such as Laserfiche, line of business databases,
and file servers. To help increase efficiency with approval, more people should be trained in

understanding the approval standards used today. Where possible, once content is approved, it
should be available to any number of the other communication channels such as Web 2.0 sites,
email newsletters, or SMS gateways.

In addition to the changes in human capital and in content management processes, the need to
change technology platforms also exists. While sweeping changes to our underlying technology
are not on the horizon, we need to move away from the current web content management
system to one that can 1) aggregate content from a variety of sources, 2) deliver content to
various device types, 3) have built-in approval processes, 4) accommodate a high level of page
design and overall site appearance, and 5) minimize the learning curve for content contributors.

Another consideration in the technology changes is that the City is a Microsoft-dominant
                              organization. IT implemented Microsoft Office SharePoint Server
    Technology is always      (MOSS) 2007 for the City’s Intranet (COLOR) and it has served well
  evolving, and companies..   as the technical foundation for collaboration and web content
 not just search companies..  management for COLOR since going live in June 2007.
   can't be afraid to take
   advantage of change.        During 4Q09 IT piloted SharePoint technologies for its
 Eric Schmidt, CEO, Google     Lakewood.org pages to assess SharePoint’s performance as a
                               public-facing website technology for Lakewood. The main driver
for the pilot centered on having one system to manage content for COLOR as well as
Lakewod.org in order to 1) minimize training impacts to content contributors, 2) create more
consistency in IT administration, and 3) reduce the number of technology platforms to support.

The highlights from the pilot project are as follows:

        Windows SharePoint Services (WSS) is not a platform to run the City’s website.
        However, MOSS should be considered an option.

        The use of cascading style sheets (CSS) is inherent with most any web content system.
        The City needs to determine how the knowledge- and skill-sets to create and maintain
        CSS fit within its web content management system. Even with CSS applied, content
        format override possible so the need exists for design standards that are followed and

        The ability to design pages in SharePoint is flexible and the page design produced during
        the pilot project illustrates that the toolset can be used to create a design that is on par
        with the rest of the City’s web pages.

The technology platform will play a key role in the decision process to select a new system, due
to the established need for system integration and on-going support from IT.

Stakeholder Roles / Responsibilities
The table below outlines potential roles and responsibilities of the main stakeholders in the web
content management processes. Some of these roles do not exist today with a specific person,
but are handled through shared responsibility between City staff. It is unclear whether new
positions will need to be created. At the outset, however, no new positions are planned. As the
system matures, the need may arise to designate new positions to the management of the
system, although every effort will be made to run the new system with current staffing levels.

Role                           Responsibility
Content Administrator          Has final approval authority for most public web page content.
                               Provides guidance on web page layout and design to content
                               contributors. Proofreading, editing, writing to ensure consistent
                               style. Final navigation oversight. Website design oversight.

Webmaster                      Maintains the WCM system policies and procedures, navigation
                               menus, site templates and master themes (CSS). Provides
                               training to content contributors regarding the WCM system

Content Contributor            Develops content (largely text and graphics) for the website
                               using the various toolsets. Is trained and proficient in using the
                               toolsets for managing web content or information that will
                               ultimately be delivered to the public.

WCM System Administrator       Ensures the availability, security, permissions, and performance
                               of the WCM system.

Content Consumer               Consumes the City’s web content through a variety of means
                               (PC, Mobile phone, kiosk, other).

Web Developer                  Integrates back-end systems with public facing websites and
                               services. Serves as technical support to the webmaster.

Web 2.0 Moderator              Creates content, monitors channels, moderates comments, and
                               reports findings.

Table 6: Stakeholders.

Action Plan
The following table lists potential projects and action items that will serve to achieve the vision
and goals of the strategic plan. It is organized by strategic concepts and goals. Each action item
or project will have a description, rough size, rough duration, and the department(s) that should
manage the project.

Actions / Time Table / Estimates
                                             Estimated   Estimated   Estimated   Project
                                             Start       Finish      Effort      Manager

Strategic Concept 1: Transparency

Goal 1.1: Make online services available
to the public that facilitate data sharing
and transparency.
           Action 1.1.1: Create an           2Q09        1Q10            1,000   IT, FIN
           online ledger for City
           Action 1.1.2: Create a            1Q10        1Q10             200    IT
           Centralized calendaring
           system that seamlessly
           publishes public events to
           the website.
Goal 1.2: Organize and classify our
information in a way that serves to
further the transparency concept
(publish-ready versus non-publish-
           Action 1.2.1: Create a data       2Q10        3Q10             100    IT, CCO
           classification scheme (DCS)
           Action 1.2.2: Incorporate DCS     3Q10        TBD             1,000   IT
           into information
           management systems

Strategic Concept 2: Centralized
Goal 2.1: Create a secure, efficient, and
reliable architecture for managing
information that will be consumed by
the City’s website.
            Action 2.1.1: Identify and       2Q10        3Q10             100    IT
            depict applications and
            servers that comprise the
            web content ecosystem
Goal 2.2: Integrate back-end systems to
the website
            Action 2.2.1: Depending on       2Q10        TBD             2,000   IT
            Action 2.1.1, the back-end
            systems should be integrated
            on an as needed basis.

Strategic Concept 3: Website as a
Goal 3.1: Utilize a technology platform
for the website that transforms it into
channel of information that aggregates
content from the City’s myriad sources.
           Action 3.1.1: Select a web        2Q10        4Q10             500    IT
           content management system
           that delivers functionality
           that fits with the vision
           described in this plan.

                                               Estimated   Estimated   Estimated   Project
                                               Start       Finish      Effort      Manager

           Action 3.1.2: Initiate a            3Q10        1Q11             200    CMO
           redesign project to re-brand
           the City’s Lakewood.org
           website into a cohesive
           collection of content.
           Action 3.1.3: Migrate               1Q11        4Q11            2,000   CMO
           appropriate Lakewood.org
           content to new web content
           management system.
Goal 3.2: Provide different delivery
options for the City’s website content
           Action 3.2.1: Incorporate RSS       4Q09        4Q09             100    IT
           feeds into the web site. As a
           pilot, look to syndicate
           content related to City
           Action 3.2.2: Establish             3Q09        4Q09             100    CMO
           committee to assess ideas
           for utilizing social
           networking sites as part of
           the City’s communication
           Action 3.2.3: As part of the        TBD         TBD              TBD    IT
           architecture development in
           Goal 2.1, build in flexibility to
           extend the website to
           outside agencies, creating

Strategic Concept 4: Process
Efficiency, Effectiveness
Goal 4.1: Establish and document
approval process definitions for all
potential web content within the City’s
information ecosystem
            Action 4.1.1: Work with CMO        1Q10        2Q10             100    IT
            to establish approval process
            Action 4.1.2: Create business      1Q10        2Q10             100    IT
            process diagrams depicting
Goal 4.2: Develop policies and
procedures for content contributors
that help further the process changes
on the horizon.
            Action 4.2.1: Develop Web          4Q09        1Q10             100    CMO
            2.0 usage policies and
            approval processes
            Action 4.2.2: Identify Web         3Q10        4Q10             100    CMO
            2.0 moderators who can
            monitor the City’s Web 2.0
Goal 4.3: Maintain adequate
investment levels to support the
technology platform and the content
contributors with on-going training and

                                        Estimated   Estimated   Estimated   Project
                                        Start       Finish      Effort      Manager

        Action 4.3.1: Create a          4Q09        4Q10             250    IT
        knowledge base of training
        information around web
        content management
        Action 4.3.2: Establish         2Q10        4Q10             100    CMO
        periodic training sessions
        that teach the policies and
        procedures of maintaining
        web content and the
        technology used
        Action 4.3.3: Secure on-going   1Q10        2Q11             100    IT
        funding to support web
        content management system

Funding required for project start-up and on-going maintenance will go through the normal
budget processes done in connection with the annual City budget. Funding will come from the
equipment replacement fund, the general fund, or a combination of both. On-going
maintenance will need to be budgeted out of the general fund.

Moving Forward
The goals, actions, and requirements contained in this plan serve to build a strong foundation
for continued investment in the City’s information and web content management initiatives. A
project site has been created to help track progress and changes throughout the 3- to 5-year
planning horizon. The site is located at:


Appendix A – Current Feature & Idea List
The following table lists out the requirements to date that help define the WCM System features and functionality. While the requirements list is
viewed as a fluid, ever-changing product, the list below is a snapshot taken in March of 2010. As needs change, technology advances, new needs
may arise which may spawn new requirements. The full list of requirements that will be maintained exists on the project website at:

The fields that describe each requirement are defined as follows:

Field Name           Description                                                          Values
ID                   Requirement ID number                                                Number (1,2,3…n)
Requirement Name     Short description of requirement                                     Text
Description          Full description of requirement                                      Text
Requirement Type     Classification scheme to help group requirements                     Feature - high level requirement that can be comprised of one or
                                                                                          more functional requirements or use cases.
                                                                                          Functional – describes a piece of functionality that the system offers
                                                                                          Non-functional – describes quality, performance,
                                                                                          Use Case – when needed, the use case provides a scenario against
                                                                                          which the system can perform. Use cases are typically done when a
                                                                                          complex process is being described and supplement the functional
                                                                                          requirements describing a feature.
Priority             To help determine relative importance of having this                 Mandatory – requirement has to be included with system operations
                     requirement                                                          Desirable - requirement is nice to have but not Mandatory
Status               Describes the state of the requirement. A requirement starts         Submitted, Approved, Delivered
                     out in a “Submitted” state. After review it will either move to
                     “Approved” or stay submitted. Once approved, the
                     requirement may be incorporated in the first release of the
                     product / system. Is so, it will move to a “Delivered” state. This
                     system help clarify percentage of requirements have been met
                     and which ones still need to be delivered.
Discussions          Notes fields to help further refine each requirements                Text

Requirement                                                                                               Requirement
Name               Description                                                                            Type          Priority    Status      Discussions
Save data in PDF   Tax payer should have the ability to save the tax return form as a pdf with the        Feature       Desirable   Submitted
form               data in the form like the IRS does. Then we can get rid of the email that is
                   generated and have the pdf sent to us instead.

RSS feeds          Ability to syndicate content via RSS                                                   Feature       Mandatory   Approved    Events, announcements, new documents
Online season      allow customers to pick and choose from a basket of performances and create            Feature       Desirable   Submitted
ticket sales       their own customized season for certain fee.

Targeted           Do special offers for people who spend above certain thresholds each year as a         Feature       Desirable   Submitted
marketing          way to show appreciation for doing a lot of business with us.

Upselling          increase revenue                                                                       Feature       Desirable   Submitted   Using Amazon's approach to online sales
                                                                                                                                                in that "customers who bought this item,
                                                                                                                                                also bought X"
establish mobile   take survey to get real-time feedback of events                                        Feature       Desirable   Submitted
survey points at
IVR                guided tours via cel phone to allow visitors to get a narrated tour without the        Feature       Desirable   Submitted   guide-by-cel service
                   use of City staff time.

wi-fi access at    will be viewed as an amenity and is expecgted for LCC facilities to rent space to      Feature       Desirable   Submitted
Rec Centers /      business customers (see Virtual Tours)
Affiliations       Need ability to easiliy see the list of affiliated agencies that are approved to use   Feature       Mandatory   Approved
management         on lakewood.org

Blogging           about art exhibits; not necessarily on Lakewood.org, but potential of linking          Feature       Desirable   Submitted
                   between LCC and various blog sites could exist on its own right now.

Centralized        Have one Citywide Calendar that is available for public to view all events going       Feature       Mandatory   Approved
Event Calendar     on at any of the City Facilities

Coupon             take survey get a digital gift card/coupon; track usage                                Feature       Desirable   Submitted   golf sending out email to newsletter sign-
campaigns                                                                                                                                       ups requesting responses to questions in
                                                                                                                                                exchange for a coupon to play a round.
Discussions        About art exhibits to promote more interactivity about the various shows,              Feature       Desirable   Submitted
                   pieces, etc. on display

Requirement                                                                                              Requirement
Name                Description                                                                          Type          Priority    Status      Discussions
Document            Ability to post documents to the website                                             Feature       Mandatory   Approved    job descriptions, agendas, meeting
management                                                                                                                                     minutes
Facebook            Page for promoting certain activities;                                               Feature       Desirable   Submitted   Climbing club
Facebook            Page for promoting certain activities;                                               Feature       Desirable   Submitted
Forms               Ability to have a standard way to implement the various forms that are a part of     Feature       Desirable   Submitted   speed hump; traffic trailer; sales tax;
                    lakewood.org                                                                                                               crime report

Games               Promote areas of the City and create more interaction with the site                  Feature       Desirable   Submitted   Online games for kids to create something
Multi-site mgmt     Ability to use the same content tool for all sites managed by the City               Feature       Desirable   Submitted   Rooney Road Recycling
Navigation          Ability to have consistent menus with centralized mgmt of the links                  Feature       Mandatory   Approved
Newsletters         Tickler to direct people to the website                                              Feature       Mandatory   Approved    Golf, Rec, HCA
Personalized        NOT NEEDED Yet                                                                       Feature       Desirable   Submitted
Photo collections   make photo collections available to the citizens online to promote the history of    Feature       Desirable   Submitted   Heritage Center is using a company called
online              Lakewood.                                                                                                                  Past Perfect to host their historic photo
Photo               Centralized photo management with approved list of files for web                     Feature       Mandatory   Approved
Photo sizing        ways to make sure photos are of appropriate size/type                                Feature       Mandatory   Approved
Project web sites   Ability to have project web sites for the different projects going on at any given   Feature       Mandatory   Approved    6th / Wads project; St A's; Zoning Rewrite
                    time.                                                                                                                      PW; St A's; Zoning Rewrite CPD; Fact
                                                                                                                                               Sheets Econ Dev
Rating events /     provide interactive feedback loop for citizens                                       Feature       Desirable   Submitted   similar to Amazon where reviews are
classes                                                                                                                                        done yb customers on a given product.
Surveys             obtaining customer feedback on programs, facilities, info for grant requests --      Feature       Desirable   Submitted   could use surveymonkey
                    headed toward customer satisfaction surveys

Text messaging      Notification for rainouts - will help get the word out faster to those who sign up   Feature       Desirable   Submitted
                    to receive text notifications

Text messaging      Voting for best artist at LCC art shows allows more interactivity and keeps          Feature       Desirable   Submitted
                    current with texting trends

Text messaging      Reminders for after school programs                                                  Feature       Desirable   Submitted   don't forget these items today

Requirement                                                                                                 Requirement
Name                Description                                                                             Type          Priority    Status      Discussions
Timeliness of       Need ability to change text / graphic quickly - more control of publihsing              Feature       Mandatory   Approved    Names change, phone number, time of
content changes                                                                                                                                   events;
Upload docs to      ability to upload one or multiple docs to the website                                   Feature       Mandatory   Approved    as as sidenote: signed PDFs are desired to
website                                                                                                                                           help maintain versioning and
                                                                                                                                                  authentication of orginal document.
                                                                                                                                                  Having a digital signtaure solution may
                                                                                                                                                  help achieve this.
Uploading           provides a channel for artists to post their work for a fee as a promotional tool       Feature       Desirable   Submitted
Video streaming     Link in traffic cameras to website for live views of the roads / traffic                Feature       Desirable   Submitted
from traffic cams
Virtual tours of    helps with selling rentable space to business customers or other groups                 Feature       Desirable   Submitted   Outside company needing off-site conf
facilities                                                                                                                                        room space
Voting                                                                                                      Feature       Desirable   Submitted
Website policy      Ability to policies built-in to system and/or ability to quickly link to policies       Feature       Mandatory   Approved
awareness           governing WCM

YouTube             Post videos of art exhibits, facilities, or other areas to help present more            Feature       Desirable   Submitted
Link                Ability to track and manage links. Check for broken links. Ability to simplify links    Feature       Mandatory   Submitted
management          (lakewood.org/whatever) or whatever.lakewood.org

Image               Ability to easily search, add, delete photos, graphics, or logos into page content.     Feature       Mandatory   Submitted
Search              Google-mini-like search. Potentially across the enterprise as well given the            Feature       Mandatory   Submitted
                    content management model. Recency and relevancy settings are key. Ability to
                    decipher between page content and documents.

Content Creation    Ability to create, modify. remove pages and page content.                               Feature       Mandatory   Submitted
508 Accessibility   Ability to have the system make 508 Accessibility standards compliance easier           Feature       Desirable   Submitted
Compliance tools    by providing system-generated utilities, or automatic, built-in functionality that
                    makes the code adhere to the standards.

Content finder      Ability to see quickly where the given content lives and to which channels it gets      Feature       Mandatory   Submitted

Requirement                                                                                          Requirement
Name              Description                                                                        Type             Priority    Status      Discussions
Media file        Ability to embed video or audio files into web pages easily rather than open new   Feature          Mandatory   Submitted
management        windows for these to keep the brand in front of the user and to keep it simple.

Authentication    Authentication should tie to Active Directory such that the content contirbutors   Functional       Mandatory   Submitted
                  are already authenticated when they access the system, rather than having to
                  login with a username/password combo.

Authorization     Ability to manage user permissions within the system quickly. Similar to           Functional       Mandatory   Submitted
                  Netsecurity, or Active Directory OUs.

Auditing          Ability to track changes to content for troubleshooting or rollback needs.         Functional       Desirable   Submitted
                  Identifies who, what, when and provides a way to rollback to previous version if
Supportable and   .Net-based solutions will allow the most support, integration, and customization   Non-functional   Mandatory   Approved
customizable by   using IT support.
3 click rule      Organize content in a way such that a website visitor can get to any content on    Non-functional   Desirable   Submitted
                  the site within three clicks

   City of Lakewood

  445 S Allison Pkwy

Lakewood, CO 80226


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