inspiring people connecting people · 2017-01-24 · digital strategy public digest – november...
TRANSCRIPT
DigitalStrategyPublicDigest–November2016
OliverVicars-Harris
Connect ing Cu l ture
w w w . o - v - h . n e t
InspiringPeopleConnectingPeople
DocumentHistoryv1.0–FirstDraft,19/10/15
v2.0–SecondDraft,22/11/15
v.3.0–ThirdDraft,22/2/16
v.3.1–Trusteesapproval,1/3/16
v.4.0–PublicDigest,29/11/16
NationalPortraitGalleryDigitalStrategyDigest November2016 Page2of16
Contents
1 Introduction..........................................................................................................3
1.1 Background..................................................................................................................3
1.2 Objectives....................................................................................................................3
1.3 Approach.....................................................................................................................4
2 ExecutiveSummary...............................................................................................5
3 HorizonScan........................................................................................................10
4 DigitalAims.........................................................................................................11
4.1 Access........................................................................................................................11
4.2 Understanding...........................................................................................................11
4.3 Sustainability..............................................................................................................12
5 DigitalPrinciples..................................................................................................13
5.1 Contentdevelopment................................................................................................13
5.2 Productdevelopment................................................................................................14
6 Projects................................................................................................................15
6.1 Access........................................................................................................................15
6.2 Understanding...........................................................................................................15
6.3 Sustainability..............................................................................................................15
NationalPortraitGalleryDigitalStrategyDigest November2016 Page3of16
1 Introduction
Whatdoesitmeantobeapublicfacingorganisationinthedigitalage,orshouldwenowbethinking‘post-digital’?Howareaudienceexpectationscontinuingtochange?Howcanwerespondinawaythatmeetsthechallengesoftheevolvinglandscapeandexploitstheopportunitiespresentedbydigitaltodeliverourmission?
AspartofitsInspiringPeopleproject,theNationalPortraitGallery(NPG)isconfrontingthesequestionsinitsfirstformalDigitalStrategy.
1.1 Background
TheNationalPortraitGalleryisabouttoembarkonsignificantfutureplanning,mappingoutitsapproachforthenexttenyearsandneedsasounddigitalstrategytounderpinthis.
Theambitionistoopenupaccesstoitsremarkablecollectionofportraitsandtransformitsappealtothewidestpossibleaudience.Itwilltakeacreativeandinclusiveapproachtosharingitscollectionandexpertiseaswidelyaspossiblethroughdigitalcontentandpublicationsaswellasnationalandinternationalcollaborations.
Throughallofthis,andwithpeopleatitsheart,theGallerywillhaveanewreachandrelevanceandbefittoreflectBritainonaworldstage.
1.2 Objectives
TheDigitalStrategyprovidesastrategicframeworkfordigitaldevelopmentbetweennowand2020,althoughitisnotanticipatedthatalloftheambitionssetoutwillhavebeenachievedbythen.Itoffersasetofdirectionsratherthanadetailedroadmaptodevelopmentoverthenextfiveyears.Anysuchmapcouldonlybemisleading,sincesuccessdependsonbeingabletorespondtothefast-changingdigitalandculturallandscape.
TheemphasisisonhowtheGallerycommunicatesanddeliversservicestoitsaudience,ratherthanhowitusesdigitaltosupportitsbackofhouseoperations.Thefocusisondigitaldevelopmentprinciples,ratherthantheinformationsystemsandtechnologythatunderpindelivery.ThisStrategyneedstobealignedwithanITstrategyalongsideothersaroundContent,Digitisation,InterpretationandAudienceEngagement.Itisdesignedtoinformnotreplacetheneedfordeeperdigitalthinkingaspartofthestrategiesdrawnupbyindividualdepartments,forexamplearoundonlinetradingoronlinelearning.
GiventheopportunitiesfordigitallearningandthesignificantproposedinvestmentinanewLearningCentre,itisrecommendedthattheseparateDigitalLearningStrategybedeveloped.Thiswouldenableanin-depthreviewandplanforthefutureuseofdigitaltoolsforlearningandparticipationattheGallery.ItwouldsitwithintheoverallprinciplesofthisStrategyandprovideanoutlineoftheprinciplesandproposedcontentforanewdigitallearningofferforspecificaudiences.
Perhapsmostimportantly,theprinciplesoftheDigitalStrategyneedtoformpartoftheoverallOrganisationalStrategyandoneoftheobjectivesfor2020isthatthetwoshouldbewoventogether.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page4of16
1.3 Approach
TheStrategysetsouthowtheGallery’sphysicalanddigitalvisionshouldbeintertwinedandhowthisfeedsintothedigitalbrandproposition.Ittakesahorizonscanofthedigitalandculturallandscapeandtheopportunitiesthispresents.ItassessesthecurrentpositionintermsoftheGallery’sdigitaloffer,togetherwithbenchmarkingtheGalleryalongsideitspeers.Veryimportantly,itlooksattheculturechangeneededtodeliverontheStrategy.
Followingonfromthis,theStrategysetsoutsomekeyAimsandPrinciplesarounddigitalcontentandproductdevelopment.Itlooksattheneedsofthedifferentaudiences,investigatingappropriateplatformsfordelivery.Itthenidentifiessomepotentialprojects,placingemphasisonfindingabalancebetweenquickwinsandmajordevelopments,andsetsoutamethodologyforprioritisinginvestment.Itpresentssomeguidelinesforeffectiveimplementation,togetherwiththeinfrastructurerequiredtosupportthis.
Lastly,ittacklesthecriticalissueofsustainabilitybyexaminingpotentialmodelsforsupportingnecessaryinvestmentintheStrategy,andlooksatbusinessintelligenceintermsofessentialprocessesformeasuringandlearningfromdigitaldevelopment.
ThisPublicDigestversionoftheDigitalStrategyhasbeenshortenedforpublicationbutcontainsthecentralsectionsaswellasallthekeyrecommendations.
RECOMMENDATION
TheGalleryshouldalignthisStrategywiththoseinotherareasandaimtoensurethattheDigitalStrategybecomesanintegralpartoftheoverallOrganisationalStrategy.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page5of16
2 ExecutiveSummary
ThisStrategyrepresentstheNationalPortraitGallery’scommitmenttodevelopingitsdigitalofferasakeycomponentofitsoverallambitionsmovingforward.Inthefutureitisexpectedthat‘digital’willbecomeanintrinsicpartofwhattheGallerydoesandthatthisthinkingwillbeinterwovenintotheoverallstrategyfortheorganisation.
Digitalhasmaturedtotheextentthatitis‘everywhere’andafundamentalconduittoconnectwithaudiences.TheGallery’sdigitalvisionflowsfromitsoverallvisionanddirectlysupportsitsstrategicobjectives.Itsonlinepresenceoffersanimportantopportunitytoflexthebrandinanopenandplayfulwaytoemphasisethefocuson‘people’.
AlthoughtheGalleryhasachievedalotwithalittletodate,thepaceofchangearounddigitalmeansthatiturgentlyneedstoinvestinordertokeepinstepwithitspeersandsatisfyaudienceexpectations.Italsoneedstomakefirmdecisionsonsomeexistingdigitalproductsandservicesinwhichtoceaseinvestment.
Oneofthebiggestchallengesinachievingthenecessary‘digitaltransformation’isthatofculturechangewithintheorganisation.Thereareanumberofstickingpointswhichneedtoberesolvedinareassuchasrelaxingcontroloverpublishinginformation,takingamoreopenapproachtocontentsharingandofferingmultiplevoices.Digitalalsoneedstobebetterpositionedwithstrongeradvocacyintermsofambitionandattitudetorisk.
ThisStrategysetsoutsomecleardigitalaimsinlinewiththeInspiringPeopleaimsoftransformingAccess,UnderstandingandSustainabilityandsomerobustprinciplesfordigitalcontentandproducts.Theseneedtobecloselyadheredtoinordertotakeamorestrategicapproachtodevelopmentonappropriatedeliveryplatforms,informedbyorganisationalratherthanindividualinterestandambition.
AlongwithservingthetraditionalGalleryaudience,digitalpresentsauniqueopportunitytoreachthemuchlargerproportionofpublicwhomaynevervisit.Thereiscurrentlyasignificantgapinintelligenceaboutthenon-visitingaudienceappetitefordigitalculturalcontentandaneedtoexperimentwithnewwaysofconnectingpeopletoit.
TheGalleryhasamultitudeofambitionsintermsofprojectsbutneedstodeveloptheseintoastrategicportfoliospanningitsaimsandincludingamixtureofquickwinsalongsidemoremajordevelopments.Some‘bigideas’resonatingwiththeoverallvisionwillhelptoinformprojectemphasisandinvestmentneedstobeprioritisedthroughaclearbalanceofefforttorewardinrelationtoaims,audienceandincome.
Moreprofessionalandflexibleprocessesforprojectplanningandmanagementneedtobeputinplacewithamorerobustinfrastructuretounderpinthem.Alongsideuser-centreddesign,arigorouscultureofanalysisisessentialtoinformacontinuousdevelopmentpracticebasedongenuinedigitalproductandaudienceinsight.
Soundtechnicalchoicesneedtobemadealongwithbuildingeffectivesupplierrelationships.Strongleadershipisrequiredasaremoreappropriateskilledresourcesintermsofstaffing.TheGalleryneedstobuilddigitalcapacitywithinthecentralteamalongsidecompetencyacrossthewiderworkforce.
TheGallerycurrentlyhasnoannualbudgetfordigitaldevelopmentandthisclearlyneedstochangeifitistodeliveronitsdigitalambitions.Aswellasmakingprovisionforongoingrevenuefundingarounddigital,theGalleryneedstobeentrepreneurialinitsapproachtoraisingcapitalfunding.Veryimportantly,itneedstothinklaterallyintermsofdevelopingtherightpartnershipstoattractfutureinvestment,bothwithinandbeyondthesector.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page6of16
ThisisasummaryoftheindividualrecommendationssetoutinboldthroughoutthefullStrategyIntroduction
1. TheGalleryshouldalignthisStrategywiththoseinotherareasandaimtoensurethattheDigitalStrategybecomesanintegralpartoftheoverallOrganisationalStrategy.
Vision
2. TheGalleryshouldreviewitsDigitalVisionregularlyinlinewithitsoverallVisionandmeasureprogressinrelationitsDigitalStrategicObjectives.
3. Itshouldseedigitalasanopportunitytoextendandflexitsbrandtoemphasisethefocuson‘people’asthepointofconnectionbetweenitsportraitsanditsaudience.
Horizonscan
4. TheGalleryneedstocontinuetoscanthedigitalandmuseologicalhorizonandcapitaliseoncurrentopportunitiesandemergingonesmovingforward.
CurrentPosition
5. TheGalleryshouldcommissionanindependentexternalauditofitsdigitalproductsandservicesevery4-5yearstoassesswhethertheyremainfitforpurpose.
6. Itshouldcontinuetoinvestinthedigitalproductsandservicesthatare‘workingwell’,stopinvestinginthoseidentifiedas‘ceaseinvestment’andprioritiseinsteadthosethat‘needdevelopment’.
OrganisationalCulture
7. TheGalleryneedstoimplementaculturechangeintermsofhowdigitalisperceivedandwhereresponsibilityfordigitalcontentdevelopmentsitswithintheorganisation.
8. Itneedstodevolveresponsibilityforcreatingdigitalcontentacrosstheorganisation,whileputtingarangeofclearDigitalContentGuidelinesinplace.
9. Itshouldmaintainanopenapproachtopromotinguseofitscontentinothercontextsbeyonditsownwebsites,considerpublishinghigherresolutionimagesonlineandkeepitsCreativeCommonslicenseunderreview.
10. Itshouldadopta‘sharedauthority’approachtopresentingmultipleperspectivesarounditscollections,includingthoseoftheaudience.
11. Itneedstobeboldandentrepreneurialinitsdigitalambitionsinordertopresentanattractivepropositionforfundingandpartnerships.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page7of16
12. Itneedstoseizeondigitalasanopportunitytoexperimentbyencouragingprojectsdesignedtotestnewideasandbeadaptedinresponsetoaudiencereaction.
DigitalAims
13. TheGalleryshouldreviewitsDigitalAimsaroundAccess,UnderstandingandSustainabilityonanannualbasisandreferencethemaskeycriteriaforinvestment.
DigitalPrinciples
14. TheGalleryneedstoensurethatitsDigitalContentandProductPrinciplesarereferredtoandadheredtoforallfuturedigitaldevelopments.
Audience
15. TheGalleryneedstodevelopgreaterunderstandingoftheneedsofitsdifferentaudiencesandsetsomeclearprioritiesintermsofdigitalaudiencedevelopment.
16. Itshouldconsiderplacingparticularemphasisonusingitsdigitalpresencetoconnectwithnewandmorediverseaudiences,lesswellservedbythephysicalgallery.
DeliveryPlatforms
17. TheGalleryshouldmakemoreuseofpassivedigitaldisplaystoprovideinformationinthebuilding,togetherwithinteractivekioskstoprovidein-galleryinterpretation.
18. ItshouldrepurposethePortraitExplorerinthelongertermandreplaceitwithonsiteaccesstotheOnlineCollectionsareaoftheredesignedwebsite.
19. ItshouldconsiderissuingVSAswithtabletdevicestoprovideabridgetoin-galleryinterpretation.
20. ItshouldlookforopportunitiestodevelopitsAudio-visualGuideintoamoresophisticatedmulti-platformsolution.
21. Itshouldcontinuetotrialsolutionsforin-gallerydigitalcontentdeliveredthroughpeople’sowndevices.
22. Itshouldprioritiseinvestmentinredesignofitsmainwebsiteandaimtomakethisthecoredeliverysystemforallonlinecontent.
23. Itshouldceaseinvestmentinmicrositestodeliverprogrammecontentunlesstheyhaveaspecificshort-termstrategicpartnershipobjectiveoraudiencefocus.
24. Itshouldactivelyseektodeliveritscontentthrougharangeofotherthirdpartyonlinechannelsandplatforms.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page8of16
25. Itshoulddevelopitssocialmediastrategy,respondingtothisfast-changingarrayofchannelsforreachingaudienceswhilecontinuallyassessingtheireffectiveness.
26. Itshouldmakebetteruseofsocialmediaembeddedintothemainwebsiteanduseittogivethesitemorecurrency.
27. Itshouldbewaryofinvestinginthedevelopmentofcommercialmobileapps,unlessaspartofacontentlicensingpartnership.
28. Itshouldcontinuetolookforlowcostwaysofrepurposingitscontentintofreeappstoaddvaluearoundthegalleryvisit.
29. Itshouldconsidercarefullywhichplatformsaremostfitforpurposeintermsofdigitalservicedelivery.
30. Itshouldcarryoutfurtherperiodiconlinesurveystogaugeevolvingaudienceappetiteinrelationtodigitalservicedevelopmentacrosstherangeofplatforms.
Projects
31. TheGalleryshouldestablishanongoingdevelopmentprogrammeofdigitalprojects,ensuringagoodmixbetweenquickwinsandmoremajordevelopments.
32. Theseprojectsshouldsitbeneatha‘bigidea’inrelationtoeachoftheAimsofAccess,UnderstandingandSustainability.
33. TheGalleryshouldusethe‘projectinvestmentbalance’asfirststagefilterfordeterminingtheefforttorewardratiofordigitaldevelopment.
34. AllnewprojectsshouldbesubmittedthroughaformalProjectProposalprocessandassessedbytheDigitalStrategyGroup.
Implementation
35. TheGalleryshouldensuredigitalprojectsareplannedproperlyandthataProjectInitiationDocumentissignedoffbytheDigitalStrategyGroup.
36. AllprojectsshouldhavearesponsibleProjectManagerandSteeringGroup(formorecomplexones)withtheHeadofDigitalProgrammesoverseeingtheroster.
37. Theappropriateprojectmanagementmethodologyshouldbeusedinrelationtothenatureoftheprojectindevelopment.
Infrastructure
38. TheGalleryshouldpositiondigitalleadershipasacriticalandmorevisiblecomponentofthedirectorateandconsiderintroducinganewDirectorofDigitalrole.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page9of16
39. ItneedstoputmoreadequatedigitalstaffingprovisioninplaceandtakestepstorationalisethefocusoftheDigitalProgrammesTeam.
40. Itneedstomakeacleardistinctionbetweenrevenuefunded‘digitalprogramme’staffingandcapitalfunded‘digitalproject’staffing.
41. ItshoulddeveloptechnicalcapacitywithintheDigitalProgrammesTeamanddigitalcompetencyacrossthegalleryworkforce.
42. itmustensurerobusttechnicalchoicesunderpinthisStrategythroughanITStrategywithattentiontosoundprinciplesforanopenapproachtodeliveringcontent.
43. ItshouldpayparticularattentiontosystemsintegrationtoenableeffectiveCustomerRelationshipManagement.
44. Itshouldbalancethenecessityofcultivatingsustainedcoresystemsupplierrelationshipswiththeneedtobringfreshinspirationthroughnewpartnerships.
Insight
45. TheGalleryshouldtakeclearstepstogatherthenecessaryongoingintelligencearoundbreadthanddepthofengagementwithitsdigitaloffer.
46. Itshouldputa‘digitaldashboard’inplaceforongoingmonitoringtogetherwithproducinganannualreporton‘digitalperformance’.
47. Itshouldcontinuetobenchmarkitselfagainstotherorganisationsanddevelopitsaudiencesegmentationandresearch.
48. ItshoulddevelopasetofDigitalKeyPerformanceIndicatorsreviewedonanannualbasisbytheDigitalStrategyGroup.
49. Itshouldensurethattheintelligencegatheredisusedtoinformongoingdigitaldevelopmentaswellascontinuousdevelopmentpracticefortheorganisationoverall.
Investment
50. TheGalleryneedstoring-fenceanannualrevenuebudgetfordigitalalongsidea‘DigitalChallengeFund’toenableittotakeadvantageofnewopportunities.
51. TheGalleryneedstobeentrepreneurialinitsapproachtopackagingprojectstoattractcapitalfunding.
52. TheGalleryneedstothinklaterallyindevelopingtherightpartnershipstoattractinvestment,bothwithinandbeyondthesector.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page10of16
3 HorizonScan
TheNationalPortraitGallery’sDigitalStrategyissetwithinthecontextofanevolvinglandscape,intermsofboththemuseumworldanddigitaluniverseitnowfindsitselfoperatingwithin.Abilitytonavigatethislandscapeiskeytounlockingfutureopportunity.
ThisviewofthelandscapepresentstenclearopportunitiesfortheNPG:
1. Thedigitalappetiteforcultureisgrowingrapidlyandthereisanopportunitytoreachtargetaudienceswhomaynevercometothephysicalgallery.
2. DigitalofferstoolsforengagingwiththeGallery’saudiencesinwaysthatgofarbeyondwhatcanbedeliveredthroughthephysicalprogramme.
3. Digitalpresentsagenuineopportunitytoinvolvetheaudienceinquestionstheyarepassionateaboutandharnesstheirinputintoextendingknowledgeandawareness.
4. TheGallery’sworksondisplaypresentanopportunityforbecoming‘digitaldevices’intheirownrightwhichpeoplecaninteractwithbothonandoffsite.
5. Thein-galleryaudienceisbecomingincreasinglydigitallyadeptandequippedwiththeirownsophisticateddevicesforengaging,contributingandsharingcontent.
6. ComplementaryaudienceappetiteforthedigitalandthephysicalmeansthetwocanbedevelopedintandembytheGallerywithavirtuouscirclebetweenthetwooffers.
7. AsanownerofqualitycontenttheGalleryhasincreasingopportunitiestoraiserevenuebyrepackagingitsintellectualproperlyacrossarangeofpublishingandbroadcastcontexts.
8. DigitalpresentstheGallerywithopportunitiesfordevelopingarangeofpowerfulnewpartnershipsandsponsorships,bothintermsoftechnologyandcontent.
9. ThedatageneratedthroughdigitalinteractionhaspotentialtorevolutionisethewayinwhichtheGallerydesignsitsservicesandpromotesitself.
10. ThemovetowardsbecomingamoredigitallyadeptorganisationhaspotentialtoenableashakeupofthestatusquointheGalleryanddevelopnewwaysofworking.
RECOMMENDATION
TheGalleryneedstocontinuetoscanthedigitalandmuseologicalhorizonandcapitaliseoncurrentopportunitiesandemergingonesmovingforward.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page11of16
4 DigitalAims
TheNationalPortraitGalleryhasthreecleartransformationalaimsintermsofitsfuturestrategytoberealisedthroughtheInspiringPeopleprojectandthesetranslatedirectlyintoitsdigitalaims:
• Access–toenableuseofitscollectionsandrelatedcontent
• Understanding–toencourageparticipationandengagement
• Sustainability–toensurerevenuestreamstosupportitsactivities
4.1 AccessDigitalwillsupporttheGalleryintransformingaccesstoitsCollectionsasfollows:
• IncreasingthebreadthanddepthoftheonlineCollectionscatalogue
• Improvingtheabilitytobrowseandsearchthecatalogue
• ImprovingthediscoverabilityoftheCollectionsthroughsocialmedia,SEO,etc.
• ExtendingtherangeandwaysofviewingdigitalimagesoftheCollections
• Promotingtheabilitytocross-referenceworksinthecatalogue
• Presentingmultiplelevelsofinterpretationwithinthecatalogue
• Presentingtheoutputsofongoingresearchprojects
• PromotingtheCollectionsthroughotherportals
• Promotinglinkstoworksinothercollections
• ProvidingagatewaytothephysicalCollectionsinthegallery
• Promotingnationalandinternationalprogrammesbeyondthegallery
4.2 UnderstandingDigitalwillsupporttheGalleryintransformingengagementwithitsaudiencesasfollows:
• Promotingthegalleryprogrammeinaclearandappealingwayonsiteandonline
• Offeringgalleryguidesonsiteandonlinetoinformthevisitorexperience
• Providingin-galleryinteractivesinrelationtoindividualdisplays
• Developingnarrative-basedroutesintothecollectionsandportraiture
• ImplementingandevaluatingtrialinterpretiveinitiativesfortheCollections
• Drawingonthecollectionstoencouragecontemplationaroundindividualidentity
NationalPortraitGalleryDigitalStrategyDigest November2016 Page12of16
• Offeringavarietyofdigitalactivitiesforchildrenandfamilies
• Offeringdigitalengagementplatformsforyoungpeople
• Providingarangeofdigitallearningresourcesforschoolsandcolleges
• Providingaplatformfordistributionofaudioandvideocontent
• Providingspeciallytailoredcontentdesignedtoincreaseaccesstotargetaudiences
• Showcasingeventstopromoteandcomplementliveactivityinthegallery
• Showcasingprojectstoencourageandreflectparticipation
• Developingdigitalcontenttocomplementnationalprogrammeinitiatives
4.3 SustainabilityDigitalwillsupporttheGalleryintransformingsustainabilitythroughhelpingtoraiserevenueasfollows:
• PromotingtheGallerytomembersandfollowers
• Presentinganappealingprospectforsupportandinvolvement
• Encouraginggeneralandspecificonlinedonations
• Providingsimpleregistration/paymentprocessesforpublicartcompetitions
• Providingeffectivebookingandticketingforexhibitionsandevents
• Promotingtheonsitecateringofferwithabilitytobookonline
• Promotingopportunitiesforvenuehire,filmingandloans
• Promotingthesaleofaprofitablerangeofmerchandisethroughtheonlineshop
• Offeringsimpleprint-on-demandservicesbothonsiteandonline
• Providinganeffectiveonlinemechanismforimagelicensing
• Exploitingopportunitiestorepurposecontentthroughdigitalpublishing
• Assessingappropriateopportunitiesfordevelopingdigitalproducts
• Cross-promotingthevariouselementsofthecommercialofferonline
• Buildingcustomerintelligencebygatheringdataacrossarangeofsystems
RECOMMENDATION
TheGalleryshouldreviewitsdigitalAimsaroundAccess,UnderstandingandSustainabilityonanannualbasisandreferencethemasoneofthekeycriteriaforinvestment.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page13of16
5 DigitalPrinciples
TheNationalPortraitGalleryhasaclearsetofcontentandproductdevelopmentprinciples1.
5.1 Contentdevelopment
TheGallery’sdigitalcontentwillbedevelopeddrawingonthefollowingsetofprinciples:
• Audience-focussed,ratherthanmirroringtheorganisation
• Differentroutesinappropriatetoarangeofaudiences
• Accessibletoitstargetaudience
• Personalisedpresentationbasedonaudienceinterest
• Collectionatthecoreofthewebsiteexperience
• Accurateandauthoritativeintermsofscholarlyresearch
• Playfulandfunintermsofmodesofengagement
• Presentingmultipleperspectives,includingthoseoftheaudience
• Involvingtheaudiencethroughtoolsforcreationandcontribution
• Multilingualkeyprioritycontentareastoreachinternationalaudiences
• Interactiveratherthanpassivemodesofengagement
• Cross-promotionofcontentacrossthewebsite
• Contentdistributedacrossmultipleplatforms
• Contentredistributionthroughpartnerships
• Openlicensingfornon-commercialusebythepublic
1‘Product’inthiscontextreferstoadistinctdigitaldevelopment,ratherthanacommercialproduct.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page14of16
5.2 Productdevelopment
TheGallery’sdigitalproductswillbedevelopedunderthefollowingsetofprinciples:
• User-centredandinsight-driven
• Welldesignedandarchitected
• Iterativedevelopmentthroughprototypingandtesting
• Startsimpleandscaleprogressivelythroughcontinuousdeployment
• Accessibleconformingtostandardsofbestpractice
• Responsiveormobile-firstbydesign
• Platformsappropriatetoaudienceandobjectives
• Technicallyrobustintermsofunderlyingsystems
• Seamlessuserexperienceacrossdifferentsystems
• Wellintegratedanddatabasedriven
• Openandsharableintermsofsoftwareanddatastandards
• Sustainableandscalableintermsoffuturedevelopment
RECOMMENDATION
TheGalleryneedstoensurethatitsDigitalContentandProductPrinciplesarereferredtoandadheredtoforallfuturedigitaldevelopments.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page15of16
6 Projects
TheNationalPortraitGalleryhasidentifiedanumberofpotentialprojectssetoutinanappendixtotheStrategyasexamplesofthekindsofinitiativesneededtodeliveronitsthreeAims:Access,Understanding,Sustainability.
Thesefallintotwodifferentdevelopmentcategories:
• Majordevelopments–requiringlargeinvestmenttodeliversignificantresults
• Quickwins–whichcanbedeliveredforminimumefforttomaximumeffect
EachoftheAimsisheadlinedbya‘Bigidea’intermsofwhattheGallery’sfuturedigitaloffersetsouttoachieve.
6.1 Access
BIGIDEA:ThePortraitPortal
TheGallerywillbecomethedestinationforBritishportraiture,revealingtheinspiringpeoplewithinandbeyonditscollections…
6.2 Understanding
BIGIDEA:ThePeoplePortal
TheGallerywillbecomethego-toplaceforexploringpersonalidentity,connectingpeoplethroughlinksbetweenthesittersinourCollectionsandouraudience…
6.3 Sustainability
BIGIDEA:TheCustomerPortal
TheGallerywilldevelopadeepconnectionwithitssupportersandcustomers,followingtheirjourneythroughmultiplemotivationalandtransactionaltouchpoints…
RECOMMENDATION
TheGalleryshouldestablishanongoingdevelopmentprogrammeofdigitalprojects,ensuringagoodmixbetweenquickwinsandmoremajordevelopments.Theseshouldsitbeneatha‘bigidea’inrelationtoeachoftheAims:Access,Understanding,Sustainability.
NationalPortraitGalleryDigitalStrategyDigest November2016 Page16of16
Acknowledgments
Authorship
ThisStrategyhasbeenputtogetherbyOliverVicars-Harris,anindependentconsultantspecialisinginhelpingculturalorganisationsconnectwiththeiraudience.Hehasabackgroundindigital,havingchampionedmanydigitisationandonlineinitiatives,andhasplayedakeypartinanumberofmajormuseumtransformationprojects.Hehasspentover20yearsworkingwithawiderangeofartsvenues,oftenduringperiodsofmajorchange,andhasagoodunderstandingofthechallengesfacingtheNationalPortraitGallery.
SpecialistinputonthechangingexpectationsoftheGallery’srangeofaudienceshasbeenprovidedbyShaunRomain,anindependentconsultantwithover20yearsexperienceinthesector.Heisanexpertinmeasuringandunderstandinghowcultureisconsumed,analysingtheappealofonsiteandonlineproducts.Hehasaparticularfocusonculturalandcreativebusinessgrowthandsustainability.
Involvement
ThisDigitalStrategyhasbeencommissionedandledonbehalfoftheNationalPortraitGallerybySarahTinsley,DirectorofExhibitionsandCollections.EssentialbackgroundinformationandinsighthasbeenprovidedbyDavidSaywell,HeadofDigitalProgrammes,togetherwithhisteam.
InvaluableexternalpeerreviewhasbeenprovidedbyJohnStack,DirectorofDigitalfortheScienceMuseumandformerHeadofDigitalforTate.FurtherexternalinputhasbeenreceivedfromMatthewCock,ChiefExecutiveofVocalEyesandformerHeadofWebfortheBritishMuseum.
HelpfulcommenthasbeenreceivedfromanumberofNationalPortraitGalleryTrustees,inparticular:StephanShakespeare(CEOandFounderofYouGov),KimEvansOBE(CulturalStrategistandChairofCleanBreak),AugustusCasely-Hayford(JointCEOofZamyn).
TheInspiringPeopleProjectCoordinatorHollyReedhasprovidedongoingsupportandarangeoffurtherinternalandexternalGallerycontactshavealsobeenessentialinprovidinginput(seeover).