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	(542k PDF)       KM Column Case Studies Content Management Intranets       IA Essentials (Brisbane)             Intranet Roadmap Wallchart        Interested in syndicating our articles? Find out more     NOVEMBER 2002 Case study: Re-focusing the Hunter Health intranet by James Robertson Published on 1 November 2002 Despite all the effort dedicated to the Hunter Health intranet, it was not being used, and no-one knew why. With the initial start-up activities completed, the challenge was also to define the future direction of the intranet, and to ensure that it became better aligned with corporate strategy. To this end, a brief but intense project was initiated to evaluate the current intranet and website. The goals: to deliver strategic and tactical recommendations on both sites. By the end of the project, however, much more had been uncovered, including considerable insight into the corporate culture of the organisation, and the knowledge management requirements. About Hunter Health Hunter Health is the public health care provider in the Hunter region, North of Sydney. It has a staff of over 9,000 and manages sixteen hospitals and dozens of community health centres and other facilities. Hunter Health has a strong reputation as an innovator of health care services and processes, and is often the pilot site for new systems and technologies. The organisation is currently undergoing a sea-change in management, with the introduction of the 'balanced scorecard' approach. This is still in its early days of implementation and rollout, but is already having a major impact on strategic focus and direction. 'I found the intranet to be a wealth of information' Staff person providing feedback on Hal History of the intranet The intranet (named 'Hal') had been in existence for just over a year, and was developed with the least resources we had ever encountered. The current Hunter Health intranet home page (as of August 2002) The intranet was initially created by a single person within Public Affairs, and there are now just two staff dedicated to managing the entire system. They have implemented a simple distributed approach, with each department or group using Dreamweaver to create and publish their pages. Despite this very constrained approach, it was surprising how consistent and structured the intranet was - considerably better than much more expensive intranets we had seen. What was notable was their recognition of the non-technical aspects of the intranet. This is a small selection of what they had implemented: Generated interest in the intranet in a low-key way, through presentations and talks. Trained users in how to use a web browser, and provided extensive phone support. Trained authors in how to create pages. Encouraged everyone to contact them directly if they had questions or problems. Built a momentum, so that departments are now approaching the team asking to be added to the intranet. Sent out a "what's new on the intranet" e-mail every two weeks. Ensured that there were frequent references to the intranet in the various newsletters that are published. Publicised the intranet via corporate letterheads, newsletters, e-mails and groups. In short, marketed the intranet extensively. Encouraged each department to conduct similar marketing efforts for their own subsites. Developed a "contributor's kit" to help new departments get up to speed. This includes a corporate style guide, detailed instructions on how to use the authoring tools, and guidelines for good writing style. Established a "web interest group" of all the various contributors and webmasters. This is a "community of practice", where they share best practice, obtain feedback on new designs, and learn techniques. Developed a standard template, structure and appearance across the entire intranet. Enforced this, despite the decentralised manual authoring. This is just a small selection of their intranet activities. Overall, the intranet team has done much to turn around a very change-resistant culture, and to develop a large and structured intranet. The plan of attack While these activities had done much to establish a strong foundation for the intranet, serious issues remained unresolved. Intranet usage was still low, and the future intranet strategy unclear. In consultation with the intranet team, a number of activities were scheduled: expert review stakeholder interviews usability testing information architecture Each of these is described in the following sections. Expert review This involved conducting an evaluation of the current corporate website and intranet against usability and accessibility guidelines. The goal was to identify key problem areas and issues, and to get a sense of the information being presented. Page from the Learning & Development section (as of August 2002) Overall, the current intranet scored high marks. It was consistent, fairly well structured, and the majority of the content was well-written and to-the-point. There was a lot of good information on this intranet. And yet, looking at the web usage statistics, it was clear that the intranet was not being used by most staff. The question was: why? Unlike most intranets, it is not due to a lack of promotion or training. The intranet is run by the Public Affairs group, which has a strong grasp of the people and communication issues. Instead, the following key site problems were identified: The high-level structure of the intranet was counter-intuitive and difficult to use. Usage statistics showed that few users were progressing beyond the front page. The search engine was custom-developed in-house, and was inadequate for an intranet of this size (6,000+ pages). The homepage design was fragmentary and ineffective, and did not assist users to find key information or recent updates. Overall, then, the issue was not the lack of information available on the intranet, but the difficulty in finding it. Thankfully this is a comparatively easy problem to solve. By the end of the full day of expert reviews, a comprehensive list of design guidelines had been identified. These ended up in a separate document from the main recommendations, for the specific use of the intranet team and authors. Stakeholder interviews This was the core of the review process, and three full days were set aside for the stakeholder interviews. The intranet team identified a list of participants, who were generally interviewed one-on-one. These were drawn from a very wide cross-section of the organisation, from Executive members and senior managers, through to clerical and clinical staff. The aim was to be as representative as possible, within the limits of the time scale. In total, 14 stakeholder interviews were conducted. A structured series of questions were developed before the sessions started, based on a knowledge focus, the experiences of the intranet team, and the results of the expert review. These questions totally reversed the focus of previous surveys conducted at Hunter Health. Instead of looking at the intranet, they instead explored the job role, activities and information sources of each staff person. This led to questions such as: What are the main activities that make up your job? What information do you rely on during a normal working day? Where do you obtain this information from? If you have a question, where do you go to find an answer? How do you find out about what's happening in Hunter Health? What news stories are you most interested in? Some of the clear results to come out of the stakeholder interviews included: Everyone wanted to know what is generally happening within the organisation, such as building works, restructures, and the like. No-one seems to want news about social events, preferring to rely on their own social networks. Lack of time is a serious limiting factor, for all levels of staff. Policies and procedures are a major issue across the organisation, and they warrant some serious attention on the intranet. The corporate phone directory was needed by everyone, but was just not meeting that need. Most information was being sourced from outside the organisation, which was surprising. A lot of resources are obtained from the Dept of Health site, and from other online resources. This suggested that most, perhaps all, staff need internet access to conduct their normal work. It was pleasing, and very surprising, to see how open and honest staff were during these interviews. We were able to form a bond with most participants, and they went away satisfied that they had been given a chance to 'have their say'. This generated a lot of 'buzz' in the corridors, and will undoubtedly help to reduce resistance to change when the project proceeds. 'If the information isn't correct, we come unstuck' Switchboard staff outlining the problems when the phone directory is not correct. Soundbites A small innovation during the stakeholder interviews was to record notable quotes from the participants as 'soundbites'. These were then stripped of names, and used in the final report (they are also the source of the quotes that appear throughout this case study). These proved to be tremendously effective and powerful, and served to underline the message delivered in the final report. By associating the issues directly back to individual staff concerns and comments, the soundbites made the report more concrete and tangible. 'Sharing experiences is important. Whether it is good or bad, we want to know about it.' Rural nursing staff, talking about the need to keep in touch with outcomes across Hunter Health. Usability testing With the preliminary results obtained from the stakeholder interviews, a series of tasks were identified for the usability testing. Six major activities were identified for the hour-long usability tests, conducted with 10 different internal staff people. Overall, the usability testing did not identify many substantially new issues or problems. It did, however, provide considerable supporting evidence for the results of the expert review and stakeholder interviews. One lesson learnt was that in situations where the problems with the intranet are obvious and well-understood, the usability testing could be shortened, or delayed until later in the project. We also found that the length of the usability tests varied greatly, from 20mins to the full hour, depending on the skill and experience of the participant. To cope with this, we developed a number of extra questions, to be used when testing advanced users. If the session ran short, we also switched to running a stakeholder interview. This gained the maximum benefit out of the available time, particularly as the users were different from the earlier interview participants. A range of interesting observations came out of the usability testing, including: Few users understood the meaning of the 'text only' button, and none have used it. While the more 'web literate' users understood the purpose of the 'site map' button, most users expected it to provide maps of the physical Hunter Health facilities. None of the participants have used this button. Many users had overlooked the buttons at the top of the page, and had never used them. Approximately half the participants solely used the search, while most of the remainder only browsed (using the sidebar menu). All users extensively used the 'Back' button. Only one participant used the browser 'find' command, to look for text within a page. Most participants used the 'breadcrumbs', but only to link to the homepage. Very few users understood the hierarchy of pages in the breadcrumbs. Many users navigated the site based entirely on past experience, and struggled when in unfamiliar areas. It is interesting to generalise these results, and to compare them against commonly-followed standards. This highlights the value of practical usability testing. We also took the opportunity to involve the intranet team in the testing, to give them enough experience to conduct further usability tests internally. 'It's an effective use of time. It saves me more than it costs me' Staff person describing the value of e-mail. Information architecture The usability tests strongly confirmed that the high-level structure of the intranet was preventing users from finding information. It was therefore decided to run a preliminary 'card sorting' session with local staff, to start to identify a better information architecture for the intranet. This went well, and generated some good results. The main menu items the participants came up with were: About us Management systems Projects & reports News & events Procedures, policies, guidelines & forms Staff development and recognition Units & services Safety Links They also added two extra main menu items, to provide additional ways of finding information targeted at specific user groups: Clinical Admin The session was a lot of fun as usual. Interestingly, the group was very egalitarian, with all participating equally. They walked away feeling pretty satisfied with themselves, and it was the talk of the corridors for the next few days. Further card sorting sessions will be needed to encompass other primary user groups, such as clinical staff and admin. These will be run internally by the intranet team. Like the usability tests, we involved the intranet team as part of the planned 'skills transfer' process. (For more information on card sorting, see the article Information architecture using card sorting.) 'Sometimes it feels like you are re-inventing the wheel' Allied health worker, discussing the difficulty of finding out what other groups and states are doing. Intranet goals The evaluation project was extended by another day, to allow a new set of intranet goals to be brainstormed and refined. After a collaborative effort in front of an electronic whiteboard with the intranet team, the following goals were identified: Meet management needs Support management processes, planning and decision making. Support the implementation of the Balanced Scorecard. Improve organisational efficiency. Reduce business costs. Improve communication and knowledge sharing Support the sharing of knowledge and best practice. Improve communication to, and between, staff. Increase community involvement (both internally and externally). Enhance partnerships with external organisations. Facilitate and support learning. Encourage research and innovation. Facilitate and support teamwork. Improve internal processes and practices Improve timeliness, consistency and quality of information and processes. Provide easier and more efficient work practices. Provide a common platform for internal systems. Improve the transparency of decision making. Improve quality and consistency of staff orientation information. Improve patient care, outcomes and safety. Improve staff safety. Support cultural change Improve staff morale. These are ambitious goals, and not all will be met in the short-term. They do serve, however, to define a 'road map' for future intranet development. The goals will be backed up with a number of measures ('metrics') to assess whether they have been met, and to track how they change with time. These will be defined in a future activity. 'For first time users of Hal, some things are a bit too far down, and are hidden' Staff person describing their observations of novice intranet users. SIDENOTE Frustration not an issue One of the key questions used in the stakeholder interviews for the Area Health Service was: "What is the most frustrating administrative task that you have to do?". It was expected this would identify a raft of administrative and organisational hassles that could be addressed by the intranet. Instead, these are the soundbites collected relating to this issue: 'I just do': staff person indicating that they don't get frustrated by administrative tasks, they simply manage day by day. 'There's no one big bugbear, I guess': response when asked about frustrating administrative tasks. 'I just get on and do it': staff person talking about the administrative tasks they have to do. 'Things that have to get done, part of the job': manager talking about the time spent dealing with administrative tasks. In short, being part of the public service, staff simply took for granted that administrative tasks are difficult and inefficient. In fact, the word "frustration" did not, in general, generate any immediate recognition or associations. This was a big surprise, as it is typically taken for granted that the intranet should be used to automate common administrative tasks, as one of the first steps. Instead, the following recommendation will come out of this review: There is little short-term value in focusing on using the intranet to streamline organisational or administrative activities.           Strategic recommendations A large number of strategic recommendations were identified as a result of the evaluation. These have been briefly summarised below: Integrate the intranet into daily work practices If the intranet is to be truly successful, it must be used by staff on a daily basis, as their primary source of news, information, tools, and other resources. Improve intranet resourcing Further funds must be provided to the intranet if it is to become a strategic asset for the organisation. Develop a staff directory In place of the current systems, a full staff directory must be developed, as this underpins many of the strategic goals of both the intranet and the Balanced Scorecard. Develop a knowledge-sharing culture A project should be established to explore how a knowledge sharing culture can be developed within Hunter Health. Broaden the reach of e-mail E-mail is now used as the primary form of communication within Hunter Health, across all job roles and levels. This has generated considerable benefits, and access to e-mail should be broadened to encompass the greatest number of staff possible. Improve the management of e-mail While e-mail has proven to be a valuable tool within the organisation, many users are now overwhelmed by the volume of e-mails that they receive. Most frustrating are the irrelevant or 'junk' e-mails. Provide universal web access The review process has identified that most staff rely on internet access to conduct their key daily activities. Internet (web) access should be provided, by default, to all management, clinical and admin staff. Align with the Balanced Scorecard The role of the intranet should be formally recognised within the Balanced Scorecard, and managed in a coordinated way with other strategic initiatives. This ensures the greatest business benefits will be obtained. Use storytelling to support organisational change Storytelling is a powerful method that conveys considerable information and context, throughout the use of narrative. By using storytelling, messages can be delivered in a much more effective way than guidelines or policies. Use the intranet to support geographically isolated staff There are many staff with limited access to centralised Hunter Health resources, and even fewer mechanisms for communicating with other staff. This includes both rural staff, and those involved in community and allied health services. 'I like people being congratulated' Staff person indicating that they like to read about 'good news' stories. Formalise the role of authors Staff must be provided with sufficient time to produce high quality intranet content. This has a major impact upon the overall usability of the site, and the business benefits that it delivers. Improve transparency of decision making All staff identified that they were interested in hearing news about corporate directions, restructures, new building works, and other high-level organisational issues. SIDENOTE No demand for social news 'I don't have time to get involved in the social issues at the area level': staff person indicating they don't read the social news, except in their local newsletter. 'To me, they are just another thing I don't want to know about': rural staff discussing the large volume of social e-mails they receive. As part of the stakeholder interviews, staff were queried about the type of news they value. Not a single participant expressed any interest in receiving 'social' news via the various newsletters, even when specifically asked about it. Instead, staff relied on their local social networks to hear about activities that are of interest to them. These could be conveyed via a local newsletter, face-to-face gossip, or e-mails. As such, the area-wide newsletters should not be used to disseminate social and community news. Instead, they should focus on conveying details on broad initiatives, projects and building works.           Enhance the dissemination of news There are considerable challenges in communicating news to staff in a large, diverse and geographically dispersed organisation such as Hunter Health. Develop an integrated intranet platform One of the primary advantages of the intranet is that it provides a common (web) interface across all information sources. In this way, a number of different systems can be used to publish content, with the user seeing only a single, seamless, intranet. Develop targeted sub-sites The current 'Doctor.Net' (and upcoming 'Nurse.Net') sub-sites on the intranet are an ideal example of the targeted information delivery approach that meets staff needs. Enhance policy information The Hunter Health policies and procedures are an important resource which underpin the daily activities of the health service. Improve staff orientation The orientation materials must be rewritten to incorporate a standard module on Hunter Health systems and process ('how we do things'), including use of the intranet. Improve intranet skills of staff Many staff, particularly those in the areas of nursing, allied health, and rural services have not used the intranet. Yet, these are the very users who would benefit most from this information, as they do not have access to alternative informal networks. 'It's a big organisation, and the little small person down there needs to be tapped into so much' Staff person talking about the desire to know what is happening. Tactical recommendations In addition to the longer-term strategic issues, a number of short-term tactical recommendations were made. These are summarised below. Beyond these recommendations, a range of small site-specific guidelines were identified. These were documented separately, and provided for the use of the intranet team and authors. Replace the search engine The lack of an effective search engine is one of the major barriers to the success of the intranet.There are a number of excellent free search engines that would be suitable for use on the Hunter Health intranet. Improve site structure There is much useful information on the intranet. If this is to be of value to users, the site needs to be restructured so they can easily and efficiently find required details. Maximise the value of the homepage The homepage is the most valuable 'real-estate' on the intranet, and users are presented with it when they first open their browser. The homepage should be redesigned in conjunction with the site restructure. Restructure key sections Key sections must be restructured to ensure they are easy and efficient to use. They can then become 'gold standard' examples that other sections of the intranet can model themselves on. Define measures for the intranet Key performance measures ('metrics') should be identified for the intranet goals. Implement a content management system The current processes for creating and maintaining intranet content are labour-intensive and cumbersome. To improve the manageability of the intranet, a content management system (CMS) should be selected and installed. Schedule regular usability testing Small-scale usability should be conducted every six months, to identify new problems with the ever-changing intranet. These would be conducted internally by the intranet team. Enhance feedback mechanisms The use of feedback is vital to building a healthy intranet. It 'closes the loop' with staff, by providing them a single robust mechanism for communicating issues and needs to the managers of the intranet. 'Clearer reference material should help our staff to reduce mistakes' Unit manager, talking about the benefits of a current project to improve their documentation. Moving forward The mix of short-term tactical recommendations, and long-term strategic goals provides Hunter Health with both an immediate 'action list' and a future direction. Already, the authors have shown enthusiasm for the revised design guidelines, and have started updating their sub- sites to match. In recognition of the limited budget available, most of the recommendations do not require much beyond the effort of the intranet team, and only a few involve IT purchasing costs. The intranet team has started scheduling the tactical activities, and will work through them in sequence. Once the short-term fixes have been implemented, the plan is to purchase a full content management system (CMS). This will have a major impact on the manageability of the intranet, and will support many of the strategic goals. Conclusion Considerable forethought and effort had gone into the development of the intranet. In only a year, a substantial and generally consistent resource had been created for the benefit of all staff. With these initial efforts gaining a momentum of their own, it was an appropriate time to step back and assess the strategy for the next phase of growth. By conducting a brief, but intense, evaluation project, considerable information has been gained about the issues with the current site, and future directions. In total, the project took a little over 15 full-time days on site. Within this tight constraint, it was still possible to identify important cultural issues, and to re-invigorate the intranet project as a whole. Hunter Health is now in a strong position to take the intranet forward as a strategic asset that benefits both staff and management. Facts and figures Facilities 16 hospitals several dozen health centres supporting units Figures Total staff: 9,000 Number of networked PCs: 2,800 Number of intranet pages: 6,000+ Average visits per day: 500 Age of intranet: 1 year Technology Authoring tool: Dreamweaver Content management system: none Intranet server: Microsoft IIS Methodology Based on the success of this short project, we generalised this approach into a methodology that could be applied to any intranet. This forms the basis of the previous KM Column article Sixteen steps to a renewed corporate intranet. About the author James Robertson is the managing director of Step Two Designs, a knowledge management consultancy based in Sydney, Australia. James specialises in establishing knowledge management systems, information design, usability and XML development. If you have any comments on this article, please send them to: jamesr@steptwo.com.au Printed version of this article (PDF)

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