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Presentation to web team
- 1. Redesign & Migration Update UC Denver Website
- 2. . It always seems impossible until it’s done
- 3. Well, we’re done! And we’ve achieved the impossible
- 4. It's kind of fun to do the impossible Walt Disney
- 5. In less than 2 years we’ve Redesigned 13 Schools and Colleges 74 Academic & Administrative units All top level/general webpages
- 6. Top 5 Jobs we’re now qualified for 5. Data Entry
- 7. Top 5 Jobs we’re now qualified for 5. Data Entry 4. Mob Enforcer
- 8. Top 5 Jobs we’re now qualified for 5. Data Entry 4. Mob Enforcer 3. Cattle Herders
- 9. Top 5 Jobs we’re now qualified for 5. Data Entry 4. Mob Enforcer 3. Cattle Herder 2. Punching bag
- 10. Top 5 Jobs we’re now qualified for 5. Data Entry 4. Mob Enforcer 3. Cattle Herder 2. Punching bag 1. Air Traffic Controller
- 11. Blast from the not so distant past:
- 12. Where we were:3 disparate and outdated websites
- 13. Where we are today: A consolidated website
- 14. Targeted Designs w/Visual Consistency Each school and college received a unique visual identity that appeals to their audiences, but maintains the university’s visual identity. This successfully established a family resemblance that supports the mission and messaging of the university.
- 15. Tracking Benefits: Goal-driven design that can be quantifiably measured and improved
- 16. Tracking Benefits: User centered design A successful website balances strategic goals with visitors’ needs.
- 17. Shared (reusable) Content Benefits: Calendar
- 18. Behind the curtain: From dozens of authors/contributors to 3,726. Tens of thousands of pages of wrong and outdated content removed. 20,259 new pages built in system. Redundant & scalable server farm with 24hr support. Retired uchsc & cudenver domains, 6 legacy web systems and migrated/retired ~ 650 webs sites/apps Created shared web application system currently supporting ~ 50 for SOM, VCAF and other units. 681,000 visits in July
- 19. In the end, our web presence is: Strategic and Goal Driven More collaborative, community developed process. User-centered navigation, content, design. Measurable effectiveness More easily maintained, extended, and revised Ready to accept new technology/features
- 20. Project/Fiscal Management Original Project Scope: Ahead of time and under budget by $24,000 Additional school and college assistance: On-time and on-budget CLAS: re-assigned a dedicated full-time writer, project manager and three developer resources for August launch deadline. An additional $30,ooo will be spent on migrating CLAS department websites to meet the deferred December deadline that CLAS cannot otherwise meet.
- 21. Next Steps: Homepage Redesign
- 22. Next Steps: Audience Gateways & Themes
- 23. Next Steps: Virtual Tour
- 24. Next Steps: SharePoint 2010 Upgrade Easier to use Browser support for Safari (Mac), Firefox, IE) Easier editing with familiar Microsoft Office Ribbon Increased performance (speed)
- 25. Next Steps: Ongoing Central Support Training: Online, classroom and one-on-one Support: Helpdesk, email, self service website, reporting Strategic Consulting: Search Engine Optimization (SEO) Support enrollment management strategies Improved usability Analyze effectiveness and identify opportunities for improvement Web Development Feature release and implementation WebParts, templates, etc. that promote website development efficiencies Campus priority web applications (e.g., policy database). Brand Management Content Development Maintain information currency and refine language , …. Develop inventory (e.g., photo, stats..)and disseminate reusable content.
- 26. Unresolved issues/decisions Continued (permanent?) funding for 2 ongoing web developer, support/training positions, contractors. Units that cannot assume responsibility for ongoing maintenance and update of their sites. Strategy? Intranet. Approval and Funding Portal(s). Develop in conjunction with web and intranet for consistent goals, content, navigation… Enrollment Management recommendations requirements for web development.
Editor's Notes
- A single entry page
- Get current homepage screenshot
- This included conducting a competitive analysis, focus groups with internal and external audiences, hiring a design firm, creating student “personas” and new promotional materials that interacts with the new websites ultimately improving recruitment efforts and strengthens their brand. Maintainability: Control brand elements centrally and can easily distribute changes throughout the entire site. Cost savings by reusing elements and economies of scale. Template driven system $10k vs. $50k. New features will fit into sites without much customization.
- Goal is to move students through funnel using engaging content, multimedia and features
- A successful website balances strategic goals with visitors’ needs. Provides real data to drive decisions about homepage content, links, navigation, etc.
- Label events so they can be strategically placed throughout the site where they are relevant. For example, an event can be tagged with an audience as prospective student or donor and place on a page where that type of visitor frequents
- Not driven as much by personal preferences of developers.Shared system and governance with units.
- It’s worth noting that the three schools/colleges resisted from the beginning were the most challenging, consumed the most amount of resources and were the last to launch. This due to personnel issues, not technical.SOM was a partnership, CLAS was a rescue ultimately costing the university an additional $30k and staffing resources.
- * Talk about committee formed.* Innovative ways to provide more content on the homepage for the diverse audiences. University brand will be reflected in the new homepage design.
- Outcome from research
- 1. Need balance needed for FY11 and when we should move toward FY12 decision? 2. If units don’t keep their sites current we will be where we were a couple years ago. What is going to be the campus strategy? Let em go? Require them to dedicate resources? Get more central resources to support. - Give examples of who has and who doesn’t have resources. 3. In regard to public website we need to have an option for putting content behind authentication. (e.g., HR forms….). Put more content from facilities, police, HR, IR, ITS and other units serving internal customers. Also priority on BPA and BI/dashboards/reporting. When will a decision be made?4. The same users were go from public web to portals and need consistent content and experience. Assign UWS and IUC same responsibility for portal development as for web and intranet. 2 positions budgeted post-december assigned to ATEL. ATEL will evaluate and propose plan for future portal devt. 5. EM project will likely generate recommendations which have web development requirements. (need to be included in requirements for web appl/sites that come out of EM project. )