|
|
Information management and dissemination: the public sector challenge
One of the prime tasks of government and the public sector is information dissemination: |
|
|
to the general public |
|
|
to business |
|
|
to clients of their services |
|
The demand for information is increasing relentlessly: |
|
|
|
legislation and regulation are increasingly complex |
|
|
advice and guidance services are proliferating, stimulating demand |
|
|
the growth of 'consumer power' drives more citizens to demand more information and explanation |
|
|
taxpayers, ratepayers etc are increasingly seeking demonstrations of value for money from public and government services |
|
|
electronic channels for requesting - and delivering - information instantly are multiplying rapidly |
|
The amount of information produced and acquired is growing similarly: |
|
|
|
databases, archives, libraries are expanding continually |
|
|
government- and public sector-funded research - from demographics to drugs to public health and lifestyles - adds continually to the stock of information |
|
|
each government policy initiative - whether New Deal or Technology Foresight - adds yet more to the information stockpile |
|
Key government policy initiatives drive a need for more, and more effective, communication: |
|
|
|
the information society initiative |
|
|
the open government initiative |
|
|
constitutional change |
|
|
devolution |
|
|
and the emphasis on partnerships drives a demand for seamless integration of information |
|
And yet...
The reality is much less satisfactory: |
|
|
|
communities, businesses, individuals suffer from information overload, in-trays are full of reading material |
|
|
at the same time, they experience increasing difficulty in finding the information they need |
|
|
initiatives proliferate, overlap, contradict |
|
|
information fails to be disseminated effectively |
|
|
officials become frustrated - so do the public |
|
|
public funds are wasted |
|
The way forward
Negotiating a successful way forward in a situation such as this requires: |
|
|
|
clear strategic understanding of the information dissemination objectives |
|
|
segmentation of target audiences and analysis of their requirements and characteristics |
|
|
development of a channel strategy appropriate to the nature of the information and to the target audiences |
|
|
an information acquisition and management strategy to guide packaging and production |
|
|
streamlined implementation |
|
Taking each of these in turn...
The objectives of dissemination
Information is not - should not be - disseminated as an end in itself. There may be many purposes: |
|
|
|
to change attitudes |
|
|
to prompt action |
|
|
to stimulate feedback |
|
|
to promote services |
|
|
to satisfy need |
|
|
only when you are clear about why you are doing it and what you want to achieve can you plan, implement and check that you've got it right |
|
Audience segmentation
Rarely is the target audience homogeneous. There is a need to: |
|
|
|
identify and define the different audience segments |
|
|
define the specific purpose of dissemination to each segment |
|
|
specify the action(s) desired of them |
|
|
understand which channels, style tone and presentation best suit which audiences |
|
Channel strategy
A channel strategy provides the framework for getting the right information to the right people by the right means. Rarely does one channel suffice. More frequently, several channels are needed: |
|
|
|
internet |
|
|
hotline |
|
|
|
|
|
broadcast media (TV & radio) |
|
|
events |
|
|
advertising |
|
|
etc |
|
Information management
An information management strategy determines: |
|
|
|
what information is needed |
|
|
from where it is to be acquired |
|
|
how it should be packaged |
|
|
how it should be delivered |
|
|
the extent to which a two-way information flow is needed |
|
Implementation
Information dissemination may involve one or more of a number of channels and media. It may also involve liaison and integration with partners or 3rd parties. All of this requires: |
|
|
|
effective project management |
|
|
constant reference to the strategic framework |
|
|
mastery of all potential media |
|
|
feedback and measurement to fine-tune and ensure objectives are met |
|
The Eastbury Partnership
The Eastbury Partnership is a full-scope supplier of communications strategy and delivery services. Areas of expertise and experience include: |
|
|
|
consultancy in information management and dissemination; |
|
|
communications audit and channel development; |
|
|
corporate publications - launch; writing; design; or full production; |
|
|
video and business television - strategic use; scripting; researching; direction; editing; or full production; |
|
|
intranet/extranet/internet sites - concept; content generation; or full production; |
|
|
opinion research and effectiveness measurement - choice of methodologies; implementation; analysis; and action planning. |