TNT4: Connecting Duke "Services"

[Intro Music]

Announcer: You’re listening to one in a series of podcasts from the 2009 HighEdWeb Conference in Milwaukee, Wisconsin.

Ben Kimmel: So, again, thanks, all of you for coming out.  Hopefully, Jared kind of got you going enough so we're not going to hit the post-lunch lull too much, but I'll try and talk loudly if you guys start drooping off.

Again, my name is Ben Kimmel.  I am the chief information architect at Duke which means I avoid all the little numbers.  I'm trying just to work with the world of content.  How do we get to be able to say what is they think they want to say and then convince them of what they actually want to say in order to reach people who they're trying to reach.

And today I'm talking specifically about a project that we completed. No, we'll never complete – a project we've been working on for about two years, which we'll go into.  So, the larger question about what I'm doing here is kind of what we're all doing here.

And I'd like to start this off by saying I'm your humble servant for the day.  Inasmuch Duke has about 30,000 employees, it's a small city; it has its own power station; it obviously fixes its own roads; it has people who buy computers for you.  Do I need to do something different?  All right.

And all of those people including myself have one sole purpose and that is to enhance the undergraduate/graduate professional educational experience.  A very few of those people are actually teachers, right?  Most of them are doing something else in order to help other people learn.  And, that's the process.  All of us have a single service, which is to enhance that educational experience however we can.

A lot of us are pretty well disconnected.  I don't work on campus. I don't ever see students. I only see faculty if something's going wrong.  And so it's a consistent issue that we have, which is “How do we remember?”  What we're trying to do is give - is produce a service for everyone, all right?

I'm no different from the plumbers. I'm no different from the folks who are serving meals. I'm no different from an administrative assistant in an office, at least, at a core level of why I exist at all. It's good to remember that.

As we move forward, when I was giving this presentation for some co-workers of mine, I was accused of possibly being a little ageist. So before I move forward, I just need to figure out—does anyone not know who this is?  Really?  Everyone knows who this is?

Well, I'll just keep going as if you all know even though I know some of you don't and then so you're going to help me with the presentation like that.  This is Jed Clampett.  He was just a poor mountaineer, but he was able to keep his family fed.  One day, shooting at some food up from the ground, you know, bubbling crude oil, he got to move off to the big city with his family.

He had no experience being in the '60s, obviously, with the internet, but really with the whole lot of what came out of his socioeconomic environment and moving into a new socioeconomic environment.  Now, if we extrapolate on that a little bit to modern day, he has two children, all right?  One of them is Jethro; he's not so bright.  We're just kind of let him get by on his looks and the fact that there’s money to inherit.

But, Ellie May, not only knows how to handle a gun, she's sharp.  All right?  And so she goes through, she gets her GED even though she never went to school, except for the one-roof school house.  She heads over to local university, she takes their test, and they say, “Great! Come on.” And so, she goes home and it goes, “Daddy, I need money to go to college.”

Well, Jed's a millionaire so he says, “That's fine.  I'll go over to campus and I'll figure out who I need to give my money to, so you can go.”  So, he goes over to campus and the first person he sees, he says, “who do I give my money to?”

Well, that would be nice if it worked that way, but it doesn't, right?  Because for one thing, people don't liked to be called “Oh-I'm-the-money-giver-to person” or, say, “I'm the person who kicks your son out of school because he didn't get good grades,” right?  That's not a nice title.  And so we make titles like “registrar”.  No one knows a registrar is, except for the person who will kick you out of college if you don't get good enough grades.  Accordingly, what's the name of the person who we give our money to?

Speaker 2: The Bursar.

Ben Kimmel: Bursar.  OK, but only if we're trying to get into school.  There are lots of people at the university who will take your money if you want to give it to him, all right?

Ben Kimmel: The Bursar's office at any university will take your money except at some universities like Rice who have a cashier.  There're other universities that have other names for it.  The point of all that is the names of who do the things often don't have any direct correspondence or any clear connection to what it is they do, what it is you're trying to get from them, which brings in the problem.

The problem is that universities like lots of other places, there're all of these services available to you.  And it's really hard to know how to get them or who's going to give them to you or what the steps are to figure out what's in it for you.  Duke like lots of places decided it to start it off with a kind of organizational method.  The groups that supply the services said, “We just need to make sure our name is out there and if our name is out there people will come to them.”

And so, we said, “All right, that's fine.  We'll just create signs for our different institutions, our different organizational groups, and you just come to those groups until you'll know what has to happen in each of those groups unless, of course, the groups don't mean anything, which is often what happens with inside areas.  You can guess but why do you want to have to look around that much? OK.

This happens everywhere.  I didn't make up any of those names.  So, I'm flying at this point.  This is good.  There're lots of times with questions.  The problem at Duke is we've got all these different services, the work group.

And the way things are set out for a long time was at each different area of the institution, folks couldn't figure out how to go to find the services, right?  This happens everywhere.  And then, the Internet came out and that was going to make it easier because they said, “OK, that's fine.  We know what service you want.  You just have to go on the Internet, start at point A and get to the place where our service is.  And once you find our service on the Internet, we're all set.”

All right.  Well, that obviously doesn't do you any good unless you already know what the service is.  So, Duke in its wisdom said, “We've got a very clean, simple way of helping you find this.”  And so they put a search bar on their homepage right there. Right?  When you come to the homepage, it's the first thing and what it's saying to you when you come to this site is, “Well, you better look for it because we're not going to tell you where it is.”

[Laughter]

Ben Kimmel: It is my pleasure to note that when we did the new website, which is not this, and it launched about a week and a half ago so this now is an archive slide.  I thought it was still going to be a live slide when I came to make fun of it.  So what one thing we also know about a search technique to finding things is that it really helps when you go into search for it, if you already know what it is you're searching for.

And so, for instance, there are certain terminologies that might mean something to you but they have a lot of different cross purposes, yeah, about the institution.  If I do a search for print services, I might get information on making copies. I might get information on e-printing. I might get information on how I go to get a bunch of things printed out when people come and review me at a conference later.

So, you can find things through search but it often can get really convoluted and the - you know, I got a thousand different responses on print services when I did the search.

None of these were in the first 10, right?  I think only one of them made the first page.  A lot of them actually just took the word services and separate out from the word print and just kind of went forward that way, you know.  It's a - it's not an excellent way of finding it.  All right. 

So, what Duke decided it would do is it would take all of these different organizational units that comprise these services, all of which lived underneath the auspices of the executive vice president, right?  And it would combine them in some fashion to make them easier to find.

Now, combine them underneath the office of the executive vice president wasn't going to work because we don't want people all going to that site as much as, well, nobody wants to go to that site.  But, there really is no connection between financial services and postal operations and facilities management except that they're services.  The same way that there's no connection to me and somebody fixing the road to Duke except that we both are providing the service.

So decisions made, what we had to do is come up with a single gateway of site to get you into the process, into the services.  This will become the process.  What we did was again, we started up with a single location and we said we're stripping out organizational titles; we're stripping out language that doesn't mean anything to people outside of it; and we're going to keep a unity across the whole thing.

I’m going to give it a simple URL as we move through and we're going to get a look and feel if this is going to carry through sub sites. When I say the sub sites, I mean, if you go and look for something about parking transportation, when you get more in-depth than transportation in there, you're not going to have to relearn how to find your way around.

And then I'm going to go into this ad nauseam a little bit, but then there's this header that's going to be on every page throughout all of these related sites that gets you back to the top level.  So this is what it looked like.  Now, this is the smaller version.  We're going to get up close in just a second.

A couple of things I just want to point out quickly are it's kind of in two parts: You have above of the fold, which are these service areas we're talking about, and below of the fold, which has more to do with the administration.  The site and the project is called Services Administration, but that's really only because the administration owns it and so we had to include them in.

I'm not going to talk about that at all.  Above the fold, there are three main things that matter.  In the center here, in the center here, what we have are these main concepts of different types of services, and when we first introduced this, financial services said, “Oh, this can't say finance.  This has to say financial services.”

Well, the credit union is not part of the financial services organization and we said, “So no.” We want to talk about - we couldn't just call it “money” so we had to bring out something that was going to filter in a little bit better.  Finance fit it more. Transportation handles parking areas as well.  There's some concepts here that we – we worked for the long time to try and get this down to a reasonable sort of list.

In the end, we still ended up having campus services as a catch-off for some things that would fit into them with these larger areas but at least we winnowed it down.  The other thing we did was - and I apologize for doing this right after lunch, but we created these small digestible content areas, right, which is, it's just a brief statement of the sort of thing that's in it.

If you've noticed all of them ended in little ellipsis and that's because we're not trying to say everything that's going to be in there on this homepage going in.  We're just saying just - this is probably the area.  This is the idea behind it.  We're just trying to get you to move forward and hopefully we can help you find this, right?

These 10 items then carry across to this header, right?  This header is on every page throughout the entirety of this structure.  That means that on any page out of the entire unit of the structure, you can always get back to one of these other areas, which has a dual purpose.

One, if you've gone one direction trying to find what it is you're looking for and it doesn't seem the right direction, you can get back really easily to it.  But the other is, if you have a question about parking and you have a question about your health benefits, you don't have to start from scratch every time.  You have a direct path right back to where all the other services are.

We also introduced this more uniform, uniform bar across the top, a uniform use of Duke.  It doesn't say Duke University because a lot of the services offered here are handled by the health system as well.  I think at a smaller institution where if it was just, you know, a university we'd probably put that in, but some of these are not just university-based.  There's a lot of push-back on that especially from university administration.  Yes?  Sorry.

Speaker 3: [Unintelligible 12:52]

Ben Kimmel: Right.

Speaker 3: Is that actually the navigation?

Ben Kimmel: This is the navigation.  I mean and we'll - I'll show you.  We're going to move forward through this page in just a little bit.  Sorry.  The question was whether or not?

I'm going to move forward. We'll answer the questions when we move forward.  The other part, part of this is with the sub sites that we have coming in, there's going to be uniformity as we travel through them, which is probably why it's built this way.  Quickly below the fold we have an audience orientation off to the side.  That really is, if folks have come here and then realized, I just want general more information about me as a faculty member, I mean, as a student.  It takes them away from the services site altogether, go to another section of Duke.

Again, your administrative department links at the bottom, which take you off – they have a whole different look and feel because the administration is handled differently.  The announcements that are incorporated in here are only service-based announcements: It's time to renew your benefits or parking passes are delayed, whatever the case.

Well, all right, once you hit one of those links though it takes you into page that's not different in concept from what you saw on the homepage.  Again, it's these digestible chunks of content.  It's just in these what you have are these linked sections, right?  And so, if you're interested in safety and security, we're not just talking about police, right?  We're talking about identity theft on your computer or we're talking about “Do you work with hazardous materials?

Or, do you - I mean, the concept is “what kind of a service are you looking for and can we help you window it down in a way to find it.  In some cases it may mean more clicks than if somebody had gone to search and typed in “hazardous material,” but in lots of cases, maybe not.  It might take them to some other completely different direction so it's hard to say.  Also, a number of these areas—disability management is a good example of it—are carried across multiple once here.

The same information for disability management is going to be available under transportation.  It's going to be available under technology or human resources because there's no reason to think that somebody who's looking for some accessibility issue only has one type of safety or security concern about it, right?  They cover across these genres.  Other thing is it carries across--maps get linked into a bunch of any - sustainability gets linked into a bunch of these as we go through, right?

This is as far down as the gateway site goes.  It has that homepage; it has these 10 secondary pages with just these, again, these digestible chunks of content.  From here, any of these links through, not any at all.  Some of them take you completely away from the services admin site and we'll talk about that later. But the idea is any of these links is going to take you into what ends up being one of the organizational units except that we've stripped away a lot of that organizational look and feel.

And hopefully it will continue to be easy for you to find the services you want if you look forward and I'll show that now.  This is dining, parking, facilities management and postal operations, right?  I can't even say that that what unites these is the use of Duke in all of them because, actually, on the facilities management site, all they did was put the tower up here.

I think somewhere down the bottom of the page they mentioned Duke University, partly because it was understood, if you're here, you're at Duke.  But what we're looking for is some way to take these ideas, these individual units, and how do we make that information be easier to digest as you get into it, be easier to find these individual areas.

They were difficult sites to navigate. They were using a language that was understood within those organizational units but not necessarily outside of them and so we broke them down into this.  Again, it's based of the main model that we had for the services admin site.

We're going to look at some of these closer.  I put them together. These are the exact same four sites, all right, as examples.  You can see there's a general uniformity across them, yet we still left in some, some design influence that can be coming from each one.  There's a little bit of layout difference but continuity across them is the important part.

On every one of them, they have this header up at the top.  It takes you back to all the other services as you go through.  That's the key part.  Again, here's the header across each one. This takes you back to that main services and admin site, you know, on whichever subgroup you've gone into.  We have the same kind of layout instance here, though. Obviously, it's not the solid Duke blue anymore.  They have an image in their case.

Search quick links end up being in the same place, vertical navigation ends up being consistent across it.  There'll be slight differences, and this one, you have that image right above the vertical navigation.  We switch over at parking. They decided, you know, they're going to go for a more solid banner here.

They want a larger picture on the center. The navigation in general is still at exact the same location you would expect it to be from before.  It's just to get a continuity across these sites, continuity across these sites.  That's all we're trying to do, is every step of the way you don't have to rethink how you got there or where you're going amid through the process.

You know, another example of that, again, this is really similar to the parking one you saw just a moment ago, you know, a slight different graphic element here but really this is the same site, right?  All of these sites are based of a prototype that has a similar color scheme that has a similar layout in it.  And we actually will do the information architecture.  We'll do the content layout for these sites before we do any graphic design on them.

Before we look for any individual design elements, we figure out what these items are.  There are a couple of sites that break them all a little bit.

Office of Information Technology has such a volume of content that we had - that we couldn't just start off with that vertical nav over here so we gave them these top level items, you know, to start with.  But we tried to keep something consistent where you, again, you have these, the same method that you had at the main services and admin site of Hit-You-With-Concepts.  All right, let's try and get you going in the right direction.

And then as you go into the site, you return to - once you pick one of these top levels, you return to the vertical navigation that has been consistent in the other ones.  There are only three sites that we had to give up, just the straight vertical navigation—Financial Services, Human Resources and Information Technology.  Again, it was just a volume of content issue.

It didn't - we're trying to avoid and none of the sites did we go farther than three layers deep here in this site navigation.  So, this is a four-layer site if you have, you know, count this top nav on it.

And then, you know, as an example of a stretch and design on it.  Sustainability wanted to go green instead of baby blue, you know.  We didn't have an issue with that, you know, same incidents.  They have this kind of advertisements on the side; we could embed video; there're other things like that.  There're some differences across some of these sites, just based on what their individual content needs were.

But, again, same concept up here, same navigation, and this is across every one of them. 
I'll also note that there's a footer on all of these that has a link back to the main services admin page, the official Duke policies website because as I said this has to be there and then the official Duke homepage, and that's consistent across each one.

They could add in some other footer links within the inside area if they wanted to but those three were also required, which then bring us to “How do we choose?”  Obviously, a bunch of them were under the office of the executive vice president so some of these were easy.

There was a larger committee that was formed from folks out of these different organizations, and after a long time, they all agreed that, yes, they would go through and conform into this larger model of how to do things.  But some groups also came forward and said, “Oh! This looks great.  We want to follow this model.  Can we use, you know, this layout as well, this template?”

And for cases like the academic council, which is the faculty kind of governing body, we said, “No.  This is not truly a service.”  This is more of an administrative area and even though we called it services administration, we really need to keep these things a little bit separate and so their design more mimics the president's site or the trustee's site as a separate entity.  There're also some other areas, some labs had said, “Ooh! We like, you know, this layout.”

We said, “That's you know more of an academic area.”  We want to keep a little separation in this partly because there's only a certain amount of room we have for all of the content that's available out there.

We have to work really hard to make sure that the content that we're bringing forward is going to be really relevant as much as the way as we possibly can.  And then the “play by our rules” part, some folks came in and a group, that is, that really is a subgroup of the Office of Information Technology saw it. They just kind of copied the design, slap it up on their site, pulled away the top bar, added some flash and text in the middle of it before when you update whatever it was with your email.

And luckily we're allowed to go in and track them down and say, “You can't do that.  You're part of this largest service group.  You have to make it look this way.”

There are certain rules that we say, “You have to do."  You're going to have the navigation based on the look and feel that we talked about, obviously, the header that we've talked about, the bar that we've talked about.  But the other thing we got to do is we got to go in and help re-write their content.  So, all of the sites, at least, at kind of landing page level, all of the sites start with content that is just about the service.

It's not this is our organizational chart or this is terminology that you might find helpful as you investigate more information on what happens when you're in the Bursar's Office.  All of that stuff is filtered farther down.  When you first get to the sites, all of them are set up this way.  There maybe a little brief introduction of “This is who we generally are” but it’s very brief and it’s very oriented towards “This is not really who we are, but this is the service that we provide.”

We got pushed back from a lot of organizations because as I said, “We have folks who already write that.”  And we said, “That's fine.  We’ll be happy to work with them.”  And luckily, we had administrative support in doing that.  Obviously, we have no power individually but the vice president said, “No, let's get some continuity across this.”  So, we were able to have writers to work with the individual groups to do that content.

This is built in cascade which is Hannon Hills Content Management System.

We are using that already – excuse me – which is now ready for a couple of sites as we went in.  Part of the purpose of that besides, well, part of the percentage says is that we'll get to is that there are chunks in that content that we can pull and use across sites.

Now, we're still in the developmental appointment app, but the idea is, if there's something on the parking site that has to do – let me fill this out. OK, so Duke card is the identification card that you have, right?  It also gets you into a lot of different parking lots.  So there maybe a chunk of information about how Duke card is used and about how you get into parking lots that really should just be duplicated across.

So, we have these different content areas that we can pull and say, “Make it show up in both these sites.”  Now there's a lot of difficulty with that sort of thing though because both these groups they want to be content owners and you have to figure out who are the folks who can change these more central chunks of content.

That's been a real point of contention and so there are lots of places not even implemented yet because we’re still trying to figure out how do we authorize, who gets to change what language, because the language is really important to them and the fact is that it really matters in how these things were laid down.

As I said, each of these sites starts off with a very basic prototype.  The colors are all set, the layouts all set and we make them go through that process of getting the information architecture down before we do any design work.  This ends up being motivational because most of the folks working on the sites are pretty visual and what they're excited about is, “Ooh! It's not going to look like our old site look and maybe we can make it look this other way too” which is great, except that we have to fix the content first because inevitably the content has been one of the major failures of whatever the site was before.

Within most of Duke, their sites are maintained by administrative assistants or someone in that role.

This is problematic in lots of ways.  We dreamed we were – it was a nightmare. We contributed and got a little bit better as we've moved into different content management systems or smaller groups like WordPress or Drupal. It's gotten a little bit easier.  This is another example of just trying to get something that’s going to be uniform that we can show folks, you know, give a single training and have a handout and they can maintain their very small chunk of it.

It's not perfect as a content management is but it's better than where we were and all we can hope is it will continue to get better as we move forward.  And then finally, lots of the groups then had application or other areas that had to work outside of the CMS, just because the nature of the data they’re collecting are having it how to process it.

So, for those folks, we would take just the wrapper, the look and feel of the site that we have developed within cascade and give it to them in a style that they can then wrap their applications. All that is with the understanding that if there is some global change, or some other change to that navigation, to that look and feel, they very quickly have to go through their applications and make those updates as well.

One of the benefits of making this change is that statistics were virtually unavailable for a lot of these sites before.  They hadn't really been updated in five or more years.  Some of them were hooked into AWStats but it was kind of an incomprehensible way of getting information from them.

We have general Google Analytics hooked in everything we’re doing now.  There's a little use of CrazyEgg and something else I can't remember the name of because I don't work with it.  But - so we're hoping that we'll be able to get useful stats as we move forward from these.

From my perspective, that's kind of a secondary feeling about it.  Really, it's still going back and talking to students, talking to staff, as they get to use it, talked to the folks in the different organizations because those are the ones who came forward initially and said, “Oh yeah, we love our site except that everybody calls about this thing.”

Well, so, we made sure we built that thing in at a fairly high level.  We'll see if that works.  We're going to continue to have to look at evolving the site as we follow how the usages of these service areas are.  If it turns out that 10 don’t do it, well, obviously I have to redesign the whole thing because we can't really fit more than 10 across the top there.

But we’ve got a little time – you know, and we have to be realistic about how it has to evolve as we move forward.  Luckily the back instruction within the CMS is, you know, is clean. The sites are going to be connected so it should be easy as we as we need to make changes in the future.

But the main point is going to be moving forward and could join to communicate with the groups and make sure that what it is they’re hoping people will be able to find, they’ll be able to find a little easier than they were before.  It helps that all of us working on the site are employees at the university so we often are having to go when they look for these services as well on our own so we get to do a little default user testing as we move through it, which has been useful.

I’m going to stop it there which is actually a little earlier than I thought but I moved pretty quickly.  And, yeah, are there any questions at this point?  Yes?

Speaker 4:  [Unintelligible 29:17]

Ben Kimmel:  Sure.  So the question was – a little back one slide here – the question was, as we come to this main slide – whoops, where do I want to go—as we come to this list, the list of 10 items on “Did we do any testing? Did we do surveys across the institution or outside areas to come up with this terminology?”  We did a combination of things. We did a lot of brainstorming on our own first to come up with your names that seemed to fit the areas.

We then because we also worked within bureaucracy, had to go back to the stakeholders kind of within these areas and say, “Can you live, you know, with this world?”  And then we went out and we did a little bit of testing with staff who weren't directly involved in it.  And we did a fair amount of looking at other institutions or their creative uses of these terms that they’ve done.

And then overtime, they decided “No, what we need to do is we need to build in disability management into almost all of these as a subarea.  The idea is we handle disability services or accommodations across the board. It’s not it's own subarea.  It’s not it's own area.  Yes, sir?

Speaker 5: If you have any comment as far as content that is applicable that is applicable. It's the same content as the admissions. You also take one and build a chunk of information would be available inside your template so you can assess whether you need a new directive. You are comfortable in mapping them and have a whole amount of content.

Ben Kimmel:  Right.  So the question was briefly, “Were there – were there questions about these content areas that a group like Admissions that’s kind of outside the scheme of this and working towards a very much an outside audience perspective, student, parents?  Did they have concerns or interests in this content beyond kind of what we are employing from the internal organizations and our sense of the internal audience with this?”

And the answer is, “Probably.”  The site was built really for staff primarily.  When we first were talking about it, the idea was, student services – student affairs has its own world. And so, staffs at Duke are the ones who really are suffering at that level, at the level of getting this information and so that’s who the primary focus.

There's a fair amount conversation about it. I won't tell you what side I was on it, but eventually they decided to add academic services in there, which made me happy.  Because the fact is, if somebody sees something called “services” it doesn’t matter who they are. They're going to go to it to try and see if their service is in there as well.  So, that area encompasses a lot of the academic areas.

What we didn't try to do is break it out for perspective students or parents so much and that partly because we have an overall philosophy that folks from the outside who are looking at what would happen if they were at Duke really are looking at it in terms of, well, what happens for folks who were there.

So, we're not – this isn't like the main Duke site or other areas where we're trying to kind of advertise or trying to sell the school, but really it's just trying to help people get around.  So, I would say we actively avoided that audience in that.  So, yes, they probably have concerns but we said, “You guys kind…”

Speaker 5: Are there parents seem to view what you are saying and syndicate your content and sat down with you?  Did they do that content from them?

Ben Kimmel:  Yeah.  The question is, “Are the plans then syndicate this content out to other areas that might find it useful?”  And the answer is, “There are no plans for it which means its inevitability.  I think so.

Yes?

Speaker 5:  [Unintelligible 34:09]

Ben Kimmel:  The fact – let’s do this.

Speaker 5:  And what happens when you move towards, are you then into individual administrative area sites? We need to state problem.  The problem is related to providers.

Ben Kimmel:  Oops.  Thanks.  Yep, we have a nine and over.  Let's go there directly. Thanks, all right.  So, there are two questions. One is, “How do we determine the order of these?” and then the second was, “How do we – how does the structure work?”  And this – that’s good.  I'll just kind of click through quickly.

Quite honestly, the order of these was determined by what the committee found to be the highest used.  So, more people look for information on human resources than they do on finance.  Even though a lot of folks will come to finance for information that really is technically in human resources like benefits information.

When you get paid is information that you actually find on the human resources site normally, not within payroll exactly because payroll is far more internal.  Luckily, if you go to either one of those, you can get to that chunk of information.  So, if I come and click on one of these and let’s just pick transportation, what you'll find, you come to the secondary page and it's broken to a couple of different concepts again.  Alerts and news is going to show up on multiple pages there.

But because there's a lot that happens at Duke that makes different roads or parking areas shut down, it maybe construction, it maybe a basketball game, it maybe a conference something going on.  So folks who are looking for information on whether or not something is going to stop them from being able to park, they might come here to find that, which is why we have something like that here, an area of parking and transportation.

Obviously, buses, parking permits – those things really are exclusively within in a parking and transportation’s site.  So, there's not going to very much in there that takes you outside of it, but as you've noticed, we’ve also incorporated things specifically about libraries, continuing studies. This is American Tobacco Campus which is an outside physical area where offices are.

Those links, I believe, all three of them – let's see if I'm lying – I think these take you away, right. So this takes you away from the services administration site because this is the Continuing Studies site.  But they have really specific information about parking that's relevant just to Continuing Studies parking.

So because this site is not a “services” site exactly, we run into this problem up here as a service that now is leaving the services area.  There’s not much to be done about that except try to keep it within these main areas as much as possible.  Again, disability management is down at the bottom and a lot of these links might take you away here within the herewith library site.

But it's got this specific information on disabilities.  "Back button" ends up being a big deal as we move forward because, again, we're kind of limited in that, in the amount of scope, we were both willing to and able to do.

Speaker 5:  [Unintelligible 37:46]

Ben Kimmel:  Right. I don’t – I just don't know there's much to be done about that.  Our whole thing was to simplify it. There's no real fixing that.  Yes, sir?

Speaker 5:  [Unintelligible 38:11]

Ben Kimmel:  Right.  So, the questions were two things. One, “Are we getting Analytics about this top bar running across?” and then “How the search function kind of threw out this mechanism?”

The answer is “Yes.” We do have Analytics running across the top and at this point I don't know that anybody has gotten around to doing any effective statistical analysis of anything on there yet.  The first site launched…maybe 10 months ago.  And we've been launching them every several months.  After that, there are about 20 that are out there right now, right.  OK.

So we haven't really gotten to that next stage of analysis that we really need.  Yeah?

Speaker 5:  [Unintelligible 39:07]

Ben Kimmel:  We are, right.  The question is then, “Are we using – is it the same Google Analytics or are there multiple instances of it?”  These actually exist within cascade as individual sub sites.  So, they're tied in at kind of a global template level if we end up deciding to change this to auxiliary services or something that – we can push that across to all the sites.

But in general, the look and feel is still structured within each individual area.  We have an Analytics packages set up within these individual areas.  The search bar at the main services in admin level is the global Duke search, which is a Google search as well.  But once you get into the sub sites for it – oops that’s the wrong one, no, that's the right one – these and the language changes as well.

These become just internal search on the site.  So it helps strip away some of that additional information like that.  Yes?  Oh, well, she was slightly ahead of you.

[Laughter]

Speaker 6:  How do you recover cost?

Ben Kimmel:  The question was, “Are we cost recovery?”  And the answer is “Yes.”

Speaker 7:  [Unintelligible 40:23]

Ben Kimmel:  Well, I guess so I guess well, you just do it.  It's for their own good.  We are cost recovery within the institution but this was brought down from a higher level.  So, with some of the sites, so postal operations, for instance, has a far smaller budget than parking transportation just in general. And if there's some change that they need on it, it's possible they might get help from the office of the executive vice president.

There are also a couple mini sites that we built.  A Duke Alert System got built in this structure.  There's one about the economy that they put out which I argued against for this because it's not truly service oriented but – and those OIT, the Office of Information Technology said, “We will eat the cost of this.”

So, now, at the end of our fiscal year, they still said, “How come you're on the budget here?”  Like as you said, we could eat the cost of this.  But, you know yes?  And last question.

Speaker 8: Hi just barely beginning.  Who owns the site exactly?

Ben Kimmel:  Yeah.

Speaker 8:  I guess [Unintelligible 41:35]