We have established a new approach to digital strategy. It will enhance and support our statewide presence by adding an improved, user-focused website and, eventually a CRM (customer relationship management) tool.

What will be different going forward?

  • The breadth and depth of content from across OSU Extension will be housed in one web framework (not a network of separate sites), organized around topics.
  • Content will be driven by and managed by programs (via content teams), based on  audiences and goals.
  • Internal content (employee resources) will be on a separate site.

This is a major shift and also an opportunity for meaningful, positive change. It means new roles and responsibilities, and working together in uncharted territory. We are committed to making this change, and working through it together, because it’s essential for our organization’s ongoing success and relevance.

Learn more about each element of this approach:

Essential commitments

  1. We are not our customers. Internal feedback and preference informs our decision making but does not drive it.
  2. We use the power of the Drupal 8 CMS—content management system—to manage content not sites.
  3. EESC’s primary web responsibility is initial development of the CMS, ongoing improvements and features, and security and maintenance of the CMS. EESC will facilitate collaborative development of a customer-focused web strategy based on content, not building individual sites.
  4. Extension faculty and staff won’t be responsible for “updating a website” or “webpage.” Extension faculty and staff will be responsible for adding/editing content in the CMS.

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Guiding criteria

  • Customer-focused
    Priority given to known customer/user preferences; features/content—especially on main site—should include option for users to engage in some way, such as call to action, give feedback/comment, ask a question, sign up/register, etc.
  • Mobile-friendly
    Theme/design will be mobile-friendly; priority given to retaining/creating content that can be delivered in mobile-friendly ways.
  • Data-informed
    To the extent possible, we will use analytics and other available data (e.g., needs assessments, trends) to support content, design, and process decisions.
  • Easy navigation/quick access
    Menus/navigation based on what customers want to do, learn, or search for—not on an internal topic or label.
  • Relevant information that can be easily updated frequently
    Preference given to processes/workflows that make updates less work for people, are easier with appropriate training, are managed at the right level, etc.
  • Engaging, high-quality online experience
    Consideration given to videos, images, social engagement, and other interactive features.
  • It’s about the content, not about the sites
    Priority given to developing ways to integrate, use, or transition relevant, sharable content in OSU Extension’s new web presence vs. fulfilling requests to design, develop, host, or manage individual sites.
  • Right people doing the right things
    Priority given to developing features and processes that allow Extension programs, faculty, and staff to focus on content development vs. website design, development, and management.

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Phase 1: Main OSU Extension web presence, county sites, program sites

Our long-term vision is for the breadth and depth of content from across OSU Extension to be housed in one web framework (not a network of separate sites), organized around topics. In Phase 1:

  • Content/topic teams (organized by  program leaders) begin to
    coordinate statewide to take stock of existing content, evaluate it, organize it, and begin entering it into the new framework. This includes assessing:

    • Content on county sites (including combined Extension/AES sites)
    • Content on program sites
    • Other relevant content (including non-web), for example: videos, newsletters, blogs, social media, hard-copy documents
  • The EESC-based project team facilitates content teams’ content strategy work by providing—to the extent possible—content inventories, analytics summaries, and tools for organizing and evaluating content. We are also hiring a content strategist, who will provide expertise in this area.
  • The project team programs and designs the framework that allows all content to be in one place, and—importantly—how the site allows learners to view and access that content in the ways today’s audiences expect and prefer.
  • We will launch our new public web presence with essential feature and highest-priority content (“minimum viable product” approach). At launch:
    • The old main Extension website, county sites, and program sites that share the same Drupal 6 platform will be archived and redirected to the new site
    • Program and other sites that are housed elsewhere will remain live until relevant content has been integrated to the new website. Content teams, program leaders, and the project team will develop transition plans on a case-by-case basis.

 

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Phase 1: Internal content

Internal content (employee resources) will be moved to a separate website. This will happen in advance of the new public website launch.

  • In Phase 1, there will be no major changes to internal content.
  • In consultation with the Extension administrative team, the project team may make minor design and organizational changes for efficiency and user-friendliness.
  • The project team will also begin to develop a list of needs/requests for a more robust internal platform for communication and connection (“intranet”).

 

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Phase 2 and 3: Customer relationship management

In later phases of our digital strategy project, we will establish and begin to use a CRM (customer relationship management) system. OSU’s CRM is Salesforce. We’ll join the central OSU instance of Salesforce.

A high-level overview of the anticipated process:

  1. Hire a Salesforce-focused position to provide necessary expertise (a programmer or architect).
  2. Assess needs, requirements, initial programming/setup.
  3. Begin to consolidate Extension’s disparate contact data (mailing lists)
  4. Begin using Salesforce to track interactions. Pilot communication and marketing scenarios, focused on engaging a learner holistically (not in program silos). This means we are using data to inform and help us make better decisions about how to engage.
  5. Then, the data begins to guide learner engagement. As we integrate the CRM with our web presence, learners can begin to manage their profile, interactions, preferences, and subscriptions. This creates opportunity for a personalized digital experience.

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