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Meletos, Coldstream
Please your palate and sate your appetite at some of the best restaurants, wineries, cafes and pubs in the stunning Yarra Valley and Dandenong Ranges.
Match the Yarra Valley's fine wines with equally fine foods and an impressive array of fresh seasonal produce direct from the farms.
Linger over long lunches in spectacular winery restaurants with breathtaking views, like the awarded Bella Vedere and Eleonore's, or Mandala Wines, De Bortoli's Locale Restaurant, Immerse Yarra Valley and Yering Station.
Fill up on wholesome 'farm table' fare in friendly cafes around Healesville and receive hearty country welcomes and fine feeds in pubs like the Healesville Hotel or the emporium that is Giant Steps/Innocent Bystander.
Settle into five-star-style within heritage homes boasting corresponding cuisine and accommodation.
Gorge on generously-proportioned local dishes against the backdrop of towering trees and misty ranges. Indulge in the fresh cream and just-baked scones of the famous Devonshire teas at icons like Miss Marples around Olinda and Sassafras.
Survey all of Melbourne before you when you feast at SkyHigh atop Mount Dandenong, or dine on the go aboard Puffing Billy's dining car. Take high tea or grab cakes to eat in the forest from Wickedly Delicious Patisserie in Monbulk.
You could dine weekly at Bella Vedere in the Yarra Valley and not have the same dish, as the menu is updated to reflect what's ripe at local farms.
Treat yourself to a night of elegant, multi-award-winning contemporary fine dining in the historic 19th-century Chateau Yering.
Savour a sense of De Bortoli's history and winemaking ethos, plus the Yarra Valley's bounty, with a meal in Locale at De Bortoli, where local is best.
Hatted again by The Age Good Food Guide for its high-end seasonal cuisine and earthy country charm, the Healesville continues to wow.
Bring friends and family together to indulge in authentic Italian cuisine and fine wine at this restaurant on the gorgeous grounds of Train Trak Winery.
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The King Henry Arts Cafe is located in the beautiful tourist destination of Sassafras. The 1902 former home has been lovingly restored, complete with...
The Cuckoo Restaurant is a little mad, magical and brilliantly bizarre. A unique party venue, the Cuckoo brings people together to share the best...
Enjoy fresh, provincial cuisine along with premium regional wines including chardonnay, pinot noir, shiraz and cabernet sauvignon, in a rural setting.
With over 80 years in the game, there's not much the De Bortoli family don't know about wine. Pop in for a taste of their famous cool climate wines.
Sample subtle, complex and refined wines and an ever-evolving seasonal menu at the welcoming cellar door and restaurant of this family-owned estate.
The Big Bouquet is a modern, working cut flower farm and alpaca stud located in Healesville in the heart of the Yarra Valley, only an hour from...
Treat yourself to a peaceful and relaxing break at the Paperbark Cafe at Kuranga Native Nursery. As members of the Yarra Valley Regional Food Group,...
Enjoy simple, seasonal food and local produce with specialty coffee for breakfast or lunch, indoors or outdoors, next door to the Healesville Hotel.
Dixons Creek Café Bar & Grill is located just 46 kilometres from Melbourne in a small community just north of Yarra Glen on the Melba Highway. Dixons...
Dine in a refurbished farm house at the Yarra Valley's Meletos. Specialising in local flavours, this cafe showcases the best of country hospitality.
Gather regional produce for an unforgettable picnic lunch with fresh Yarra Valley and Dandenong Ranges fruits, vegetables, cheeses, and ice creams.
Find out what's in season and what's on the vine along the Coldstream Trail – located on Melbourne's doorstep and just five minutes from Lilydale.
Take an inspiring artistic quest to Yarra Valley and Dandenong Ranges, where Australian artistic history is upheld by exciting modern artists.
Sip, sniff, and savour fine wines within the hallowed walls of historic Victorian viticultural institutions, or discover secret winery gems.


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welcome remarks sample debut
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The Ultimate Sonoma Grape Escape
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Del Mar Readies to Greet Five-Week Fall Meet
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Creatin' "Ain't Misbehavin'"
Song of the rabbit and the duck
Jeff Smith 9 a.m., July 30
Join La Jolla Symphony and Chorus and guest soloists for annual sing-along of the Christmas portion of the "Messiah." Attend to sing or simply enjoy. Music scores available for rent. 858-534-4637.
6628 Santa Isabel Street, Carlsbad, 92009
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Articles tagged eye of the beholder
1 Jan 1995 // 1:03 AM
Wigs. Ideally, they can change everything: your appearance, your self-image, your imagined possibilities, your identity. In the movies, wigs can also effect change, but at the same time, they carry moral meanings, they can suggest artifice and disguise, dashed dreams and pathologies.READ more
//Mixed media
Minor Soul "One Chance" (audio) (premiere) // Music
The Strokes "Threat of Joy" (Singles Going Steady) // Music
Blesst Chest "Blesst Chest Theme Song" (audio) (premiere) // Music
//Pm Picks
20 Questions: Beyond the Wizard's Sleeve
// Sound Affects
"The skull-masked DJs have made a name for themseves with melodic, emotional dance remixes. Now, after a decade of scant singles and comps, their insanely diverse debut finally arrives.READ the article


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Aside from the get-togethers, gift exchanges and endless calories, there's often something else on the agenda when we're single and home for the holidays. Will we see our hometown bae, or meet someone new this holiday season?
Read Whole Story
I'm here to tell you that this is actually the best time of year to meet someone wonderful to date. Filling your date card with quality people is quite possible, so take away that frown and look at my tips in our holiday survival guide.
Stalking an ex online or on Facebook isn't fine.
It's difficult to know the right and wrong things to do when it comes to dating during the holidays. If you are concerned that you might make a faux pas or two, have no fear, here are some rules to help you make it through the season.
Being single at the holidays is emotional for most, but it also gives you the chance to reflect on relationships of your past. If you're thinking of reconnecting with a former love at the holidays, you're not alone.
Here are some tips on how to attend that special holiday event with your former beau or girlfriend and make it a better experience for all involved.
Maybe some of you don't even need to be in a relationship right now, and you just need to be with yourself and find yourself again. Maybe some of you need to take time to really evaluate your wants and your needs.
Other than staking out her territory under the mistletoe, what can the single woman do to leverage the holidays to her advantage?
Get top stories and blog posts emailed to me each day. Newsletters may offer personalized content or advertisements. Learn more.


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Affinity Group MortgageAdditional Locations
Phone: (614) 882-9511 Fax: (614) 888-9989 View Additional Phone Numbers 975 Worthington Woods Loop Rd, Worthington, OH 43085 ! BBB Business Review on Affinity Group Mortgage is being Updated by BBB !
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#7497122, By Prehensile_Plant The All New Bargains Thread
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Pokémon Go guide, tips, tricks and cheats What you didn't know about catching 'em all.
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August 3, 2016 | 10:00 am EDT - 12:00 pm EDT
10 S. Howard St., Ste. 6220, Baltimore, MD 21201
Export Finance Session: The SBA Baltimore District Office is happy to offer Maryland companies a seminar on export trade finance. If your existing business is currently exporting or looking to ...
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615 E. Houston St Ste 298 , Hipolito F. Garcia Federal Courthouse , San Antonio , TX 78205
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1150 First Avenue, Suite 1001, Parkview Towers, King of Prussia, PA 19406
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5 Monument Square, Room 5, Portland, ME
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Small, thin and fast, the SABIAN 8" HH Splash dishes out low-pitched dark tone with its own unique character. HH means "hand hammered", the most musical and tonally complex cymbals available. The sound is warmer, darker, packed with tone. This allows HH cymbals to blend into the music, making it fuller, richer ... more complex and interesting.
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Police in New Orleans on Friday identified a suspect in a shooting in the city's popular French Quarter last weekend in which a woman was killed and nine people were wounded.
Trung Le, 20, also known as "Joe," is being sought in the death of Brittany Thomas, 21, of Hammond, Louisiana, who died of gunshot wounds on Wednesday, New Orleans police said in statement.
The Bourbon street violence began in the early hours of June 29 as a verbal dispute between two men, police said, and both then opened fire.
Le, of nearby Belle Chasse, Louisiana, is believed to have fired the first shot, police said.
Police said anyone who harbors or helps Le will be charged with obstruction of justice or being an accessory after the fact.
The victims ranged in age from 19 to 39, police said.
Bourbon Street runs through the heart of New Orleans' oldest neighborhood, the French Quarter, a prime tourist destination lined with bars, restaurants, clubs and souvenir shops.
On Thursday, authorities freed a 20-year-old man after questioning him about the shooting.
Justin Odom had turned himself in to police hours after being named as a person of interest in the shootings, the Jefferson Parish Sheriff's Office said. His possible involvement is still being investigated, police said.
(Reporting by Kevin Murphy in Kansas City; Editing by Ellen Wulfhorst and Mohammad Zargham)
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Leave it to Amy to always think with her dick
Leave it to Amy to always think with her dick
8/7/16 - Sufjan Stevens @ Hollywood Bowl // 8/8/16 - Radiohead @ Shrine // 8/8/16 - Boris @ Regent
9/14/16 - Wilco @ Theatre at Ace Hotel // 9/18/16 - Kraftwerk @ Hollywood Bowl
It took me a while to find my dick, so...now I can't help myself.
it's summer, baby.
So they don't get pregnant by mistake, obviously.
it's summer, baby.
it's summer, baby.
I can only imagine Amyzzz version of the Birds and the Bees... with Lassie on the cover.
"Who is this doing this synthetic type of Alpha Beta psychedelic funkin'?"
Yeah, how many times have you got kicked out of the pound for showing dogs your beaver? Adoption based on enthusiastic barking or bright pink boners?
What do you think of open legged women who wear no undergarments beneath their skirts on public transport? Would you stare if you saw?
The pilgrimage is not perfected save by copulation with the camel.
I'm not really into exhibitionism all that much.
it's summer, baby.
Or err voyeurism. I think I read that wrong.
it's summer, baby.
Have you gained interest in humiliation recently?
Have you stimulated yourself looking at any pictures of boardies? At work? At home? While driving?
What type of meat would you use to describe your vagina's appearance? (IE Pastrami, roast beef, turkey breast, unfried bacon)
<untimely comment>Honestly, I bet the parade float thing is pretty common.</untimely comment>
I have gained some interest in humiliation. I don't really think about any boardies right now. I did do something at work recently. I don't know what came over me. My bits don't look like lunch meat.
it's summer, baby.
Well ruling out the choices that leaves unfried bacon, not a lunch meat.
Last edited by JustSteve; 10-05-2013 at 10:20 PM.
What form does the humiliation take?
Fans of TheLastGreatMan Accessory Shop
Amy, How much longer til you realize we dont care about your failed marriage?
Well done, Zack. I feel like now
it's summer, baby.
Bev's discovered a new font.
7/22-24: Sunset Campout @ Belden Town
7/25: Ultimate Painting @ The Chapel
7/29: Woods, Gun Outfit, Cian Nugent @ The Chapel
7/29: Lucy @ f8
7/30: Robag Whrume, Sassmouth, Solar @ Mighty
8/3: Margo Price @ Gundlach Bundschu
8/25: Gold Panda @ The Independent
I prefer comic sans.
northside groove...southside groove....eastside groove...westside groove
I think BD needs a deep fisting.


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The more I think about Kristol getting a column at the Times, the madder I get. There are several hundred thousand dead Iraqis as a result of the bad information he persistently pushed to the American public, and this is treated as, oh, I don't know, a minor faux pas?
But this is the problem with journalism in general. Thanks to factors like unions (which cement mediocrity in place) and education requirements, they've pretty much scrubbed the corporate media of those who have anything more than a glancing encounter with the policies they so carelessly espouse.
They are oblivious to the effect of their positions on real people, real lives. They don't give a second thought to people who are powerless against the tsunami of their propaganda.
The reason they're so baffled by bloggers is, they don't take public policy any more seriously than a football game. They may root for a team, but really, they're all in the same league. So why do we get so upset?
After all, it's just a game! Rah rah, sis boom bah!


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Paddy Dillon is a prolific outdoor writer with over 60 guidebooks to his name, as well as more than a dozen booklets and brochures. He writes for a number of outdoor magazines and other publications, and produces material for tourism groups and other organisations. He lives near the Lake District and has walked in every county in England, Scotland, Ireland and Wales; writing about walks in every one of them. He has led guided walks and walked extensively in Europe, as well as in Nepal, Tibet, Africa and the Rocky Mountains of Canada and the US.
Walking in Madeiraby Paddy Dillon
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Rising steep and rocky from the Atlantic Ocean, Madeira is a compact and mountainous island. Criss-crossed by a network of old paths and tracks, it is remarkably accessible and scenic. Enjoying a sub-tropical climate, it is suitable for year-round walking. As a result of volcanic activity it can be steep, but high ridges and the cliffs of its Atlantic coast are always in view. Water is conveyed around the island in flower-fringed levadas, their banks offering anything from a gentle stroll to an exposed cliff walk. This guide book includes a rich and varied selection of walks on Madeira, and also covers the neighboring island of Porto Santo.
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The students spent a whole day with us, getting involved in activities and meeting people from across the organisation. We made a film to show what they did and what they thought about it.
The idea of inviting these pupils to GDS came from Cordia Lewis, Engagement Lead on the Platform as a Service team. Rather than going into the school to talk about GDS, Cordia thought it would be much more interesting for the students to come here so we could give them a taste of what it's really like.
We wanted to show them why government is such an exciting place to work if you're interested in digital. And to prove that any preconceptions they might have about the Civil Service being boring or out-of-touch are wrong.
As one of the students told us: "Before today it would never cross my mind to work in government, but after seeing what they do, I'd enjoy working in a team, on projects that I know are going to help other people."
It was important that the students were able to meet people from across GDS doing very different jobs. They met designers, developers, product managers and user researchers, to name just a few. The students had the opportunity to talk to people from all of these areas and find out how they built their careers.
But, we wanted to make sure that our visitors had fun too. So we built Arduino robots and worked with the students to program them. Lots of people from GDS helped. Thanks to them all.
We wanted to show the students that there's an opportunity for everyone in the Civil Service. This is really important for us. As Stephen Foreshew-Cain says in his post What government might look like in 2030: "The best way [to build better government services] is to make sure that the diversity of the civil service reflects the diversity of the people we are here to serve."
This is reflected in the Civil Service Talent Action Plan, which says: "Our aspiration for the Civil Service is an ambitious one – to be the UK's most inclusive employer, representative of modern Britain and the public that we serve."
We aim to meet this aspiration through schemes including apprenticeships and work experience, and also by showing as many people as possible what it's really like to work in government. We hope this will be the first of many days to support our drive to attract more young people into government and to build a more diverse workforce.
To find out more about our work experience, apprenticeships or graduate programmes email the GDS Early Talent Team. You can also find more information at:
We have quite a large skills gap not just in government but in the wider public sector. We see declining numbers in girls, for example, taking on stem subjects at school. So I think it's really important to give young people the opportunity to experience the amazing work that government is doing.
We need to attract more young people and one of the ways of doing that is to work with schools to let them know about the careers that are available. For Tech Week we brought 20 A Level students into GDS so they got a an idea of the breadth of roles across GDS.
Before today it would never cross my mind to work in government, but after seeing what they do, I'd enjoy working in a team on projects that I know are going to help other people.
I like programming and I think it could be very interesting to work in that department.
Definitely I wasn't expecting it to be like this. It's just really cool here, it really opened my eyes. I'd love to work here.
It's actually inspired us to see different jobs and see other options that we haven't seen before.]]>
We spoke recently at a roundtable in Parliament, organised by the All Parliamentary Group for Design and Innovation (APDIG). At the session, 'Designing the next generation of government services', we talked about why GDS is making service design a priority.
We also outlined how we're supporting government to design great services. We said that we can't do this alone and we need to work with the whole of government to improve services.
Ashley gave a brief history of digital transformation, starting with GOV.UK, and explained how the Government as a Platform supports good service design across government. Louise talked about the guidance and support GDS offers. And Nick de Leon, founder of the Service Design Programme at the Royal College of Art, talked about the kinds of skills needed to make this happen.
Here's what we said.
Users don't care about the structure of government. They don't care which department or agency does what. We've talked a lot about designing services for the user, not just for those in government.
To a user, a service is something that helps them to do something – like learn to drive, buy a house, or become a childminder. Notice these are all verbs.
But at the moment, when users interact with government they often come up against things that might not make sense to them. Things like 'Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR)' or 'Statutory Off Road Vehicle Notification (SORN)'. These are all nouns.
As Louise says: "good services are verbs, bad services are nouns".
We want to help government make good services. To do this we want to help anyone in government involved in designing, running and maintaining services. Service teams are our main users. We want to help them help their users.
In order to create great services in the first place, government has to stop thinking in silos. It needs to create services that cross departmental boundaries.
In his talk 'What GDS is for', Stephen Foreshew-Cain spoke about this at the Public Sector Show a few weeks ago. He said: "We have to think about ourselves as a single entity, as one whole government."
At our session, we showed the journey that has brought GDS to a position where we can think about whole services. We also talked about how we can work with the rest of government to create great services.
Ashley ran through the history of GDS. He talked about the initial work on GOV.UK in 2010. He then looked at the Transformation Programme and the learnings that led to Government as a Platform.
The aim of Government as a Platform, as Ashley said, is to provide a series of common components. Things that can be used across government in different services, to make them easier and cheaper to run. Components that can be built once and used again and again.
Components like GOV.UK Pay, a common payments platform for government. Or GOV.UK Notify, which allows government teams to send emails, text messages and letters to the people that use their services.
And, as Ashley said: "By creating these common components we've done two things. We've helped to make the time and the space to let us think about the design of services as a whole. And we've developed a set of tools that can be used to create these services."
This has brought GDS to the stage where we can think about the design and creation of end-to-end government services.
Louise then outlined 3 of the main areas of support that we're giving to government to help design great services. These are: tools, guidance and skills.
Ashley talked about common components. GDS is also developing a series of toolkits to help developers rapidly develop prototypes or quickly build services in the GOV.UK style.
And we're also developing service patterns. These are sets of practical guidelines for building a services (or bits of services) that are repeated across government. This could be something like getting a licence or exchanging the ownership of something.
The guidance GDS offers around services comes in several forms. Our Service Manual is there to help people across government design and manage services well. It's there to help pass the service assessment – the necessary step to getting an online service. It's continually being updated by experts across government and from around the world.
And on our Performance Platform we collate information about the performance of similar government services. This is to give departments all the data they need to make better decisions about services.
This is possibly the most important point. All the tools and guidance in the world are useless unless we have skilled people working across government who can create good services.
Nick pointed out the skills that a service designer can bring to creating user-focused services. He said: "Service design puts big data and little data together – the big data and the nuances of people's behaviour."
GDS is bringing together a skilled community of designers from across government. There are now more than 300 designers and 10 heads of design across government. GDS is training 35 designers every six weeks.
We're working to support a network across government that will create great services.
As Louise said during the session, service design in government shouldn't be complicated. As we've already seen, to a user, a service is simple. It's something that helps them to do something – like learn to drive, buy a house, or become a childminder.
It's not complicated, but it is hard to build these services. It's hard because it cuts across government departmental boundaries. It's hard because it involves thinking from the user's perspective, and it's hard because it has never been done before at this scale.
At GDS we've started this hard work. We've created components, developed tools and guidance and brought together communities. But to scale this work we need to involve the whole of government. We need to get to a stage where services built around user needs shape government, not the other way around.]]>
In May, I had the privilege of visiting GDS for two days. Having worked in government digital for more than ten years, I'd followed the GDS story more or less from the get go. Their commitment to users first, iterating content and services rapidly and continuously, and sharing everything openly, has resonated with me.
I've devoured their many blogs, applying countless ideas they've contained, and shared them widely. It's an honour to now contribute my own post about my two days at GDS, my first hand observations, and some of Consumer Affairs Victoria's digital initiatives.
After a brief tour of each GDS team area, I spent a few hours in the user research lab. Having followed Kate Towsey and her colleagues' work in establishing this world class facility, it was great to see it in action. I should note that the lab blog posts and Kate's one-on-one advice was a great help to my departmental colleagues when they were establishing our (much less sophisticated) lab.
I observed and notated sessions that tested a prototype for recruiting participants to a new user research panel. The prototype's design challenge was to encourage users to join the panel, without getting in the way of the task they came to GOV.UK to complete.
Initially, the 'box' promoting the panel was positioned beneath the page title of an existing service. When users were asked what they thought they could do on the page, they read aloud the sub headings and right hand menu links. Despite its prominence, the text within the box was the last thing users fixated on or read out, if at all. Classic banner blindness.
GDS's interaction designer, Ed Horsford, was on hand to rapidly iterate the prototype between interviews.
The second issue they uncovered was the wording used in the box. The text asked users to help improve GOV.UK by signing up to the user research panel. Once participants were prompted to do this, they found the process straightforward; perhaps a result of GOV.UK's robust design patterns. However, few knew exactly what they'd signed up for. One participant thought the 'panel' was an advisory board.
Clearly there was more to be done to improve the content design, and I look forward seeing what the team comes up with. Regardless, having Ed in the lab didn't just typify the 'research is a team sport' ethos, it reduced the feedback loop time drastically.
Rather than build prototypes in wireframing software, Ed and other GDS designers prototype in the browser. This allows them to re-use and iterate the existing GOV.UK design patterns, then quickly roll the tested design into the live service. Again, something I'd read about, but seeing it in action was a treat. I'll definitely be recommending this approach to my team back in Australia.
I'd finished the previous day getting an introduction to the GOV.UK content design process. Today I was immersed in it. I observed 4 stand ups, was taken through the GOV.UK roadmap, and sat with the content team's John Ploughman, Tom Hughes, and Keith Emmerson as they walked me through content fixes and design requests.
I learned that about 70% of the content design team's time is consumed by new content requests, with the rest committed to improving existing content. GDS receives about 8,000 user feedback submissions per year via GOV.UK.
Living up to their 'show the thing' approach, GDS hosts regular show and tell sessions. Today it was the turn of the Home Office Digital team, and yours truly. I gave an overview of how we use website feedback to measure performance, and what we're doing in content design to better meet needs of our biggest user group.
Afterwards, I had a great discussion with Performance Analyst, Vinith Pillai, about measuring content performance. Despite the value of our current approach, this is a topic of continued focus and learning for us. I was excited to learn that his team are looking at new ways to do this for GOV.UK. We will have much to share with each other over the coming months.
The work of digital is never done. Regardless of GDS's profile in the digital community over the past five years, they still encounter people in the UK Civil Service who are unaware of GDS or GOV.UK. Communicating who they are, what they do, and the benefits of the new ways of working, is ongoing.
The similarities with my own experiences were striking. Digital is now an established discipline that impacts the whole of government. It should no longer be the last piece of the puzzle. But, informing colleagues that they can no longer simply throw something over the wall to the web team to deliver is still a difficult conversation for many digital workers.
GDS knows they can do more to help internal users across government. Balancing the need to structure, prioritise, and measure content requests with the more collaborative, human aspects of content design is challenging.
Many of the issues government digital workers and their internal clients face are symptomatic of the current design of government. While policy continues to be siloed from delivery, friction will persist. Former Executive Director of GDS, Mike Bracken, long championed the need to bring policy and delivery together. Just last month his successor, Stephen Foreshew-Cain, described how this would look. My two days at GDS convinced me that they can continue to lead this transformation.
A quiet determination pervades the GDS offices; a mature organisation that acknowledges the importance of their work, and is resourced and empowered to get on with it. The experimentation and learning never stops, but it's rooted in a shared vision and solid design principles. Ultimately, this is what other governments should learn first from the GDS story.
My two days at GDS were an inspiring and affirming experience, and I have much to share with the Victorian Government digital community upon my return. I'd like to thank everyone at GDS who gave up their precious time to let me into their working life. I'd especially like to thank Trisha Doyle, Head of Content Design, who did the hard work to make my visit happen (and simple!).
Dan works as Digital Services Officer at Consumer Affairs Victoria in Australia.]]>
We thought it was time for an introduction.
In Delivery Operations, we work behind the scenes at GDS to make sure it can explain what it's doing with the resources it has been given. We help GDS make decisions about how to use its resources for the greatest impact. And, we check why GDS is doing things, how well it's doing them, and how much it's spending.
GDS needs to show that it's making the most of any money it receives. The Delivery Operations team are the people who make sure it stays accountable, and make it as easy as possible for teams in GDS to do good work.
Individual teams inside GDS do a terrific job sharing what they're doing and showing their own roadmaps. But, we also need to have an overview of everything happening at GDS. Delivery Operations helps teams to explain their goals, to tell us what they need to reach those goals, and what they think might get in their way. We provide tools to make it easy to tell us what people and other things will be needed, when, and for how long.
Sometimes we need to know when things will be ready for other departments to use. At other times, GDS may need to answer a question from someone outside of government. Or, within government, it may need to ask for money, or explain something to other departments. That's where Delivery Operations steps in. We take data about finance, people, and goals within GDS and turn it into information which can be used by everyone in the organisation.
It's impossible to know everything that will happen when you start a project. But it's important to try to predict as much as you can, and make sure you are able to respond quickly as things change. We need to have the most up to date information we can to be sure we are making the best possible decisions.
Change happens all the time at GDS, with everything from priorities and resources, to the things that people want and need. Delivery Operations works to minimise the impact of these changes as much as possible. We let people know about the impact of any changes as early as we can, and if any decisions need to be made.
One example of this is our work on the Single Departmental Plan, which states what Cabinet Office will do between 2015 and 2020. We produce monthly reports on how well we're doing at meeting the goals on this plan, and any issues that may have come up.
Sometimes, it makes sense to stop working on something that started out as a priority project. We help teams to identify if a project is no longer the best use of resources. We tell them how to explain the reasoning behind their decisions, and the impact any changes they make will have.
Traditional models of management may have worked well in the pre-internet age. But, they can't keep up with the pace of change in our digital world. For this reason, GDS has long championed agile ways of working. We move projects along in small continuous steps, and make changes along the way. It's a slow and steady process, and it's easy for us to go back and fix things if we find any problems.
Delivery Operations has introduced agile thinking to help manage every aspect of our business. We use it for everything from planning our work, to reporting on what we've done.
And, we frequently check how much GDS has spent on projects. We ask ourselves questions like; are we dealing well with risks and issues as they come up? Are our tools as flexible as they need to be? We want to make sure we invest as much of our resources as we can into actually "making the thing".
We also regularly check with the people we support at GDS to make sure we're doing the best job we can. We carry out frequent tests to get to know our own internal users and their needs. The things we learn help us to develop better ways of managing information and resources.
Agility and Delivery Operations
We've made several changes to make sure the Delivery Operations team is working in a truly agile way.
To start with, we've stopped using large systems that were hard to adapt to our requirements. In their place, we're using lightweight cloud-based tools (some that we've built ourselves) that can change as our needs do. These tools make it simpler and faster for teams to tell us about their needs, and when they need them met by. They also allow them to tell us how they're doing, and when and where they need our help.
We like to do small things more often. Rather than holding long yearly planning meetings, we now meet for just a few minutes every week and slightly longer each month. We've also introduced quarterly goal-setting (using Objectives and Key Results). Every three months we set new goals for the next quarter, and review how well we've met our goals for the current period. Our goals must be easy to measure, so that we can easily see how we're doing and decide if we need to do different things to reach our longer-term targets.
We've made it easier for teams to see how they're doing and to catch problems sooner, before they get big. It used to take months for teams to find out if their plans for when, where, and how they would spend money were correct. Now, they can update us and find out in a few hours, and they can do it every month. We did this by looking carefully at how teams were making their estimates. Using this information, we were able to try out new methods, and build new tools to help them.
Recruitment is another area Delivery Operations has been working to improve. We've linked our business planning tools with our recruitment plan. And, we've built simple dashboards for different communities within GDS. These help us understand how demand will change based on our latest business forecasts. They also make it easier to see if it would be beneficial to move people between teams; both to help us meet our goals, and to further people's careers at GDS.
In the next few weeks we'll be sharing more about what we'll be doing in the 2016/17 financial year. It won't be a traditional "annual business plan". We'll look at some of the important things that people have asked GDS to do. We'll be discussing the things that we think are most important to do now and, finally, estimating how much we plan to spend.
We'd like to hear from you too. How do you keep track of where money is being spent, and on what, in your organisation? What do you do to make it as simple as possible to share what's happening, highlight issues, and make decisions about what to do next? What else would you like to learn about Delivery Operations?
In future posts we'll go into more detail on how we operate. Things like the specifics of our tools, how we set goals, and the challenges we're facing. But for now, please join the conversation below!
Today I'm going to spell out what GDS is for.
The role of GDS is transformation, but we believe very strongly that transforming government services means transforming government itself. And that, as all of us across government have been learning over the last few years, goes much deeper than upgrading our technology and redesigning our websites.
During that time, GDS has been thinking very hard about services and how they work. We've been trying to understand services as users see them - as whole services, from one end to another.
Users don't care about the structure of government. They don't care which department does this or agency does that. They don't care about your process. They just want to do what they need to do, get stuff done, and get on with their lives. Users have needs - our job in government is to build services that meet those needs.
So government has to think of itself in a different way.
We have to think about ourselves as a single entity, as one whole government.
I've said before; the question we should be asking ourselves isn't "What does my department do?", but rather: "What services can my department contribute to?"
We need to have a cross-government perspective on everything we do. GDS exists to help tie all that together.
GDS doesn't claim to know every department's users or their user needs, but we do claim to be experts in one thing: digital. Our job is to help everyone in government do the right things, in the right ways, to the right standards.
Lots of the government services we have today evolved over a very long time. The service itself - the thing that the user experiences - cuts across organisational boundaries. Boundaries that users don't care about, and shouldn't be expected to understand.
For example: think about how benefits are divided between DWP and HMRC. Or how offenders and other people dealing with the criminal justice system have to be in touch with the police and the courts, prisons and probation staff. Or how complicated it is to start a business, because you have to get in touch with BIS, HMRC and Companies House, at least. Some other agencies too, depending on the nature of your business.
All these are examples of some of the great challenges facing government right now. Not just challenges, though: opportunities.
Transforming the relationship between citizen and state.
This is what the Minister for the Cabinet Office said earlier this year. He was talking about the ultimate goal: making it really easy to deal with government, safely and securely.
To be blunt, it means widespread, substantial change across government. The most fundamental thing that needs to change is us, is the way we work. How we assemble services to meet user needs. How we put user needs first, not government needs.
In practice, that means moving from government inherited from the industrial age, towards government intentionally designed for the digital age.
I spoke about this at an event last month, where I described my vision for what government would look like in the year 2030.
In 15 years or so, by the time we get to 2030, I expect government to look, behave and feel very different.
By then we will have fixed the basics. "Digital" won't be a thing any more, because everything will be digital; by default. The work we've started in the last year to establish the digital profession in government will have matured, and we'll have a diverse, digitally skilled workforce which reflects the diversity of the people it exists to serve.
In the words of Kit Collingwood-Richardson from DWP: "Diversity is the lifeblood of a civil service which represents a wider humanity."
More changes: By 2030, policy making will be service design. Ideas and implementation will be so closely tied, you won't be able to have one without the other. Thinking in code, iterating in public - these will be the norm.
Policy making will be minimally designed and built as a framework which allows flexibility and feedback, not as a conclusion.
The way that the law is made will have changed, and so our approach to public consultation will be massively changed: it will be faster, smaller, conducted more frequently. We will be working in a cycle, not a sequence. The old-style, top-down, predictive policy making model that identifies the "big idea" and doesn't consider service delivery as the best source of evidence on what works and what doesn't, just isn't going to cut it.
Platform thinking will be everywhere. Every time a government team makes something that should be shared, it will be shared. And shared in the right way, so that it's easy to use - again, thanks to standards we're setting now.
In 10 or 15 years from now, we'll be reaping the benefits of the work we've begun to make better use of data in government.
Data will be easier to find, access and use, which means we'll have clearer insight into what works and what doesn't. We'll reach that insight faster than ever before, because the data won't all be locked away.
Where sharing can be done securely and appropriately, sharing will be easier, so that government can work more efficiently.
The upshot will be services that shape government, not the other way round. Because we're putting users first, and because we're working in an agile way, and because we're making data easier to use, government itself will have to change.
There will be more small, multidisciplinary teams working in short sprints, moving products and projects from discovery to alpha to beta to live. There will be more flexibility and agility, and less risk.
Sometimes things won't work out - not everything does. We're human, just like everyone else. But when that happens, we'll learn and iterate and adapt. So we're not here just to fix the websites.
It's not about making existing things just a little bit better: it's about completely rethinking what we do, and how we do it. From top-to-bottom, from end-to-end.
From the moment the user has a need, to the moment that need has been met.
And the "we" I'm talking about here is all of us in government. It's a collaborative joint effort, because no single department or team has the knowledge and experience and expertise to do it alone.
In GDS, we've come to that understanding thanks to about five years of intense effort and learning. Our thinking has changed over that time, just as our role and our approach have changed.
This diagram is my attempt to explain that a bit.
Think about the things that services are made from, and how visible they are to the public. The vertical axis represents visibility. The higher up something is, the more visible it is.
GOV.UK is very visible. It's up the top there. It's the digital embodiment of government on the web, so of course it's very visible. GOV.UK Verify is slightly less so, but still near the top.
And something like Government PaaS, our hosting platform, is at the bottom. Still an essential component, but pretty much invisible to the public.
Over time, our work expanded to cover more things. (For example, data - I'm not showing here how central it is, how it flows in and out of services, how they depend upon it.) We could show 100 more boxes on this diagram, but let's keep it simple. These boxes represent all sorts of things - making technology governance simpler, or making procurement easier, or making data easier to find and access and use.
When GDS began, our work was mostly focussed at the top, at public-facing transactional services.
Part of that was about making the point that transformation was possible. That putting users first meant better services; that being agile was something that could work in government. And that government departments needed to hire people, or train people, with digital skills. And making those points through real, demonstrable change.
And things have changed now. Departments are putting users first, they are being agile, they are hiring and training people in digital skills. And our focus has become more collaborative. We want to work with those empowered people. We want to help them.
We've started looking at the entire picture, not just bits of it in isolation.
So today, it looks more like this. We're thinking about what connects all these separate things together. Those connections are just as important as the things themselves.
Our role, in GDS, is guiding, advising, demonstrating, consulting. We're here to help government work like this, so that it can transform itself, and so that it can transform its relationship with citizens.
And how do we do it?
Not by doing digital, but by being digital. No-one has defined that better than GDS alumnus Tom Loosemore, who said recently:
"Digital means applying the culture, practices, processes and technologies of the internet era to respond to people's raised expectations."
Brilliant, isn't it? And so, so true.
Of course technology is part of it, but that's not how we define digital. This is how we define digital. Thank you Tom.
The world around us is digital, whether we like it or not. Government must learn how to be digital too. GDS exists to make it easy for government to do that.
To apply the culture, practices, processes and technologies of digital era. To understand what they are, how they work, and how to put them to use to meet user needs. Because only by meeting those user needs will we be able to respond to people's raised expectations and change how they feel about government.
What that means in practice is a mixture of things - sometimes it's about GDS delivering products, platforms and services. Sometimes it means us working with other teams to help them do the delivery.
And sometimes we're directing, saying what's right, what should happen and what shouldn't. (We only do that because we're digital experts. But it's something that has to be done.)
A few very quick examples:
Some of you might remember my predecessor using this phrase in some of his talks: "No more big IT."
It's still true! We still mean it. Big IT is a bad idea for government, for the public sector. There are better ways.
When I say "Big IT", I'm referring to a culture of technology outsourcing that took strategy and control with it. Of solutions that didn't focus on user needs, but often on government needs and (sometimes) supplier needs ahead of the needs of users. Of arrangements that didn't always result in the best partnerships for government, and that made responding to change much harder than it needed to be.
Now of course, large IT companies can and must still be suppliers - we won't solve some of our most daunting challenges without them - but it must be on the same level playing field as their smaller, more agile peers and always focussed on meeting user needs.
There's no going back on this. No backsliding. We're not going to allow the old style big IT culture to slide its way back in, nor are we going to allow new big IT ideas to creep in, pretending to be agile and user centered when they're not.
And I say that stridently because I have a mandate and a responsibility to say that. From the beginning, GDS has had a mandate to uphold standards for digital services, and we shall continue to do that.
We are allowed to direct things. We are allowed to say that some things should be stopped when they're not being done the right way. That's part of why we're here. It's part of my job, and my team's job.
"But wait a minute Steve," I hear you say.
"What happened to the fluffy cuddly GDS that was talking about "transforming government together"? Where's the GDS that says 'We've got your back'? Where's that gone?"
It hasn't gone anywhere. Transforming government together is still at the heart of our work. One of the biggest changes we've seen over the last 5 years is empowering people to do the right thing.
Five years ago, digital wasn't a thing in government. There were people all over government who had the right skills and the right expertise, but they didn't have the mandate. They didn't have us to back them up.
Right now, there are teams all over government trying to work digitally, and our job is to help support, connect and guide them. We've got their backs because they look to us for that support. They need us to do the right thing, not the easy thing, when it comes to standards and controls. Because that empowers them to do the right thing.
They need us to help convene, coordinate, guide. To reflect back to the community what good looks like, so that everyone can recognise it when they see it.
So, our support takes many forms.
What we offer to the rest of government are the following things:
That's what we're for. That's why we're here. It's not about doing what's easy, it's about doing what's right.
We want to make it easy for colleagues across government to do what's right.]]>
Now we're taking part in LGBT+ Pride.
You might have noticed that our building looks a bit different this week. It's traditional to fly the rainbow flag during Pride, but Aviation House doesn't have a flag pole. But, that hasn't stopped us coming out in support of Pride.
We've decided to wear our hearts on our sleeves and our rainbows on our windows.
That's not all we're doing. Our LGBT+ group at GDS - part of the Cabinet Office LGBT+ Network - organised a guest speaker from Stonewall, the LGBT+ equality organisation, to talk to staff earlier this week about their work improving diversity in the technology sector, and LGBT+ staff from GDS will be joining the Civil Service as we march in the Pride in London parade tomorrow too.
I've talked before about how the job of transforming government together would be impossible without diversity. Recent Civil Service People Surveys have shown that LGBT+ people make up around 5% of the Civil Service; but of those staff who identified as working in our profession, only 1% said they were LGBT+. Having too few LGBT+ employees in our profession - or worse, not knowing how many you have at all - is a problem.
If we look at the broader technology sector, there's very little data on LGBT+ diversity at all. Most companies in our industry report the amount of women, Black, Asian, and minority ethnic (BAME), and disabled employees they have, but not on their LGBT+ workforce.
Being LGBT+ isn't like some other diversity characteristics; more often than not it's invisible. When our workplaces aren't diverse, when we can't see that diversity and when our culture doesn't make LGBT+ people comfortable being 'out' at work, we all suffer. If someone's hiding who they are, as an organisation we won't be getting the best out of them and we won't be able to invest in them the way that we should. This is not ok.
Of course, this isn't just true of LGBT+ people. It applies to every kind of diversity we want to see in the Civil Service; whether it's sexual orientation, gender identity, disability, race, social background - we need to create an environment where people can be themselves and give their all. We won't transform government without it.
Digital and technology is shaping everything we see and do on a daily basis. Software is our society now. Much like how the Civil Service is pushing to reflect the diversity of the wider public it serves, so too should those shaping the digital world reflect the diversity of their users.
I'm proud that our organisation challenges itself to do better on diversity and that we recognise our role in shaping the industry we're a part of. When it comes to LGBT+ representation in digital, data, and technology; there's still work to be done.
It's why we feel we have a responsibility to speak up. That's why we're taking part in Pride.
We know that the best digital services are created not just by multidisciplinary teams, but by diverse ones. And we know our industry isn't as LGBT+ inclusive or diverse as it should be. We're putting rainbows on our windows to acknowledge we have a responsibility to change that.
Follow Stephen on Twitter, and don't forget to sign up for email alerts.]]>
I'm pretty sure many of you have seen me speak at events like this before, and you'll know that most of the time, I'm talking about digital transformation.
Today, I want to talk about how transformation relates to the culture and behaviour we see, and expect to see, in our workspaces. That relationship begins with what we mean when we say "digital". It's important to be clear about it up front, because to start with: "digital" isn't about computers.
Of course technology is part of it, but that's not how we define digital. Digital goes broader and deeper. I think the best summary I've seen so far is this tweet by GDS alumnus Tom Loosemore:
"Digital means applying the culture, practices, processes and technologies of the internet era to respond to people's raised expectations."
That's brilliant. That's it, in a nutshell.
Transformation means understanding what your people are capable of, the skills they have, and how to best put them to good use. It's about trust, and giving your team a mandate to do what they think is right.
If you foster the right environment of creativity, of trust, of empowerment, you get better results from your team. And the team, as we've been saying for years now, is the unit of delivery. We believe multidisciplinary teams are essential for good agile working. If the team's not right, the thing it's working on won't be right either.
To do digital transformation well, you need to focus on building and maintaining the team, bringing people together and giving them space to thrive.
That's why culture and behaviour matter so much.
Of course, none of this is a new idea. Thinking like this is commonplace in the private sector, especially in the technology industry.
But it's not always the norm in government. We're a few years behind the rest of the world, we're still catching up. But we know we can, and we know we will. Bringing about that kind of change is a big step. It means change, and you have to handle change with care.
At GDS, we're fortunate because we're a relatively new organisation. We were able to build our own culture from scratch.
Much of what GDS has become began in its very early days, when a small team of people were building the GOV.UK alpha. But since then it has iterated, evolved, and changed, just like the products and services we make.
The goal has been to encourage and foster a work environment for humans. To build a place that recognizes people's humanity just as much as their employability or productivity. So now I'm going to show you some examples of what a humane, people-focused workplace looks like. Or at least, what ours looks like.
The best known chunk of GDS culture is our list of design principles. They started as a bunch of sticky notes stuck on a wall during the GOV.UK alpha phase.
Don't let the name mislead you - they're not just about design. They're built on collective wisdom. They're a guidebook, a staff handbook, a learning tool and a motivational tool.
We know that if we're doing what the Principles tell us to do, we're doing the right thing. If GDS culture began anywhere, it began with these.
Should you ever come and visit us, you'll see the culture all around you. Our office is colourful, decorated with bunting. Our walls are used for thinking out loud and for sharing work with colleagues. The environment produces the atmosphere, and the atmosphere produces the work.
Internal communication is very important, and too often overlooked. We don't always get it right, but one thing we've found that does work is communicating via the walls.
We make posters to remind ourselves about stuff that matters - for example, we made posters that explain why user research is important, and why everyone should take part.
We trust GDS staff to behave like grown-ups, to foster a good environment for all.
If anyone behaves badly, they're abusing that trust. That gets spotted and dealt with pretty quickly when it crops up, which is rarely.
Last year, we set up a body called the People Board. It's a group of about 12 people, nominated and elected by their peers. They meet regularly to discuss ideas and suggestions for making GDS a better place to work.
The management empowered the People Board to decide things (again, there's the theme of trust and empowerment). If the Board think something is a good idea, it should get done.
They set up whiteboards on the walls around GDS, where people could comment anonymously about the things that bug them. So far, the Board has helped fix some small things, like tea and coffee supplies in the office -- and some big things, like making performance management better.
It's management done by the team, rather than by managers.
Culture needs to be free. It needs to be able to reshape itself. Out of the blue, one of our management team, Janet Hughes, wrote a blog post about boldness in government. We turned it into posters and stickers, so they're a constant reminder. And they work, because every now and then people refer to them - "Well, we can be bold," they say. "Let's do the bold thing."
Good culture spreads when the organisation shows its support.
Another example of that: some of the team spontaneously wrote a list of the unwritten rules, and turned that into a poster too.
It was a list of things that it's useful to know when you start working at GDS, but that it's no-one's job to tell you.
It says things like, it's ok to:
And my personal favourite:
It was a huge hit. We tweeted it, and now it's up in other departments too. It's gone all over the world.
Good culture evolves spontaneously, and spreads all by itself.
Sometimes, though, things happen that are not ok. About a year and a half ago, GDS was struggling to be its better self when it came to the treatment of women.
So when something like that happens, the team self-organises to do something about it. Some of them set up a Women's Group. It's a group for everyone, irrespective of gender, who cares about having an equal and diverse workplace at GDS. That group has been up and running for over a year now, and has been hugely influential and successful.
Among its many achievements are:
We've had to have the courage of our convictions to see that through. It's not about absenting ourselves from those conversations, it's about making those conversations better.
None of that would have happened without the Women's Group.
That's a whistle-stop tour of GDS culture, but I hope it gives you an idea of how we do things.
None of those things I just showed you - the posters, the People Board, the Women's Group, the being bold, the saying what's ok and what's not - none of that came from me. That would never work.
You can't impose culture upon your team. You can't tell them how to act.
Your job as a leader is to provide the right environment in which culture can emerge and evolve all by itself. That means trusting your people, and ensuring they feel safe; safe to ask questions, safe to make mistakes, safe to do what they think is right.
Change doesn't happen overnight, and the GDS culture is still changing day by day.
I see it as a cycle of improvement.
Better culture (through trust, safety and empowerment) means more diversity. More diversity means better results. Better results build a better culture - and so it goes on.
Follow Stephen on Twitter, and don't forget to sign up for email alerts.]]>
On my team, we're working to bring peace of mind to citizens with GOV.UK Notify. This platform helps service teams across government to send text messages, emails or letters to their users, making it much easier to keep people up to date.
This is the first time I've had the privilege of working so closely with a team of talented developers, designers, and user researchers. In contrast to my previous experience working with teams based off-site, or even overseas, I feel having face-to-face conversations with colleagues improves the level of communication tenfold.
When I first came to Aviation House for my GDS interview, I immediately felt like this would be great place to work. One tangible benefit is the warm, open work environment encouraged at GDS. This is something I was seeking when I began my job search. So far, I certainly feel 'at home'.
The bright yellow posters that recently appeared around the building might also help explain why I already feel so comfortable at GDS. These are designed to let new recruits like myself know what is 'ok' in GDS culture - from singing at work, to not checking email out of hours. To me, they represent 'non-judgemental advocacy'; giving employees the freedom to be themselves.
These guidelines are also useful when you're confronted with situations that could be a little daunting for a new recruit. For me, it was my team standups, when our developers share the details of their daily tasks. As a product manager who's still learning about the tech side of things, 'it's ok' means I'm free to ask as many questions as I need to, without fear of judgement.
At first, the pace of life at GDS felt a little slower than what I was used to in the private sector. But, on further reflection, it struck me that the pace at GDS was just that - paced out. My previous experience in a commercial setting and before that, as a freelancer, meant that my schedule was often rushed or erratic. This steady flow of work allows me time to think and respond to issues properly. Before, I'd often find myself just reacting to them. And, I'm already seeing a difference in the quality of my work.
Reflecting on all these positive aspects of GDS, I wonder, have I arrived in a role that offers real work-life balance? Can I really just go home and think about what I'm going to whip up for dinner, or even a weekend sailing trip, instead of worrying about my work all evening?
My journey to GDS really began about a year ago, when a friend and fellow General Assembly veteran said to me, "Oh, you'd do well to land a job at GDS. It's the perfect place to learn, mature, and really see what product management is about". His words have echoed ever since, and when, after several applications, I was finally offered a role at GDS, I accepted right away.
Throughout my career, I've constantly found myself chasing goals. But sometimes, I wonder if I've forgotten something important: to enjoy myself along the way. Ironically, this realisation has come to me only after I've reached another milestone - the goal of landing a role at GDS. And, as I take time to reflect on how hard I worked to arrive here, I'll make sure to savour this new journey.
Follow Fajer on Twitter and don't forget to sign up for email alerts.
And if you'd like to join us, we're recruiting. We're always on the lookout for talented people to join the team so take a look at our videos describing how we work, our vacancies page, or drop us a line.]]>
One of the main ways we tell our story is through the Digital Marketplace blog. On it, we explain what the team is working on, what it's working towards and how users are using the service. We also tell people when we've changed our minds about something and why. Being open and transparent is a really integral part of what we do at GDS, and blogging helps us do this.
The other week, blog owners from around GOV.UK got together at the first #GovBlogCamp. We shared our ideas on writing for our readers and building readership. Someone asked me what makes a 'good' blog. I said that the best blogs:
Perhaps most important of all, a good blog has to be made up of posts that are as engaging as they are accurate. And to write posts like that, the writer and the team's subject matter experts have to work together.
Being a creative writer at GDS isn't about helping the team write things. It's actually quite the opposite: it's about the team helping you to tell a story. For this to work well, it's good to be clear about each other's areas of expertise.
It's the storyteller's job to know who the reader is; identify a good story and work out the best way to tell it (sometimes a presentation or video will work better than a blog post). But the storyteller isn't responsible for knowing what's technically accurate and legally correct. That's down to a subject matter expert.
If the blog post is about something complex, it's often better if the writer knows very little about the subject. Forms and surveys specialist, Caroline Jarrett recently tweeted that: 'If you know enough to say it's correct, you know too much to say it's clear.' And it's true. GDS creative writers and content designers work with this idea in mind.
If you understand the thing you're writing about, it's easier to assume your reader has the same level of knowledge you do. If you're working on a post about something you're not particularly clued up on, you're more likely to challenge the expert and anything that isn't clear. Caroline added that: 'No one can judge both clear and correct.'
The fourth GDS design principle, 'do the hard work to make it simple', applies to storytelling too. It would be much quicker to go ahead and publish posts without input from the experts in the thing you're writing about. It would be equally easy to give those experts the password to a blog and let them bash out accurate but badly-worded posts.
But giving the experts complete freedom, often means that jargon starts to creep in. Worse still, there's a bigger risk of the user need not being identified before the post is started, which can mean that the most important points never get made.
Doing more, and harder, work to make things simple means we give people the information they need, when they need it. It's the right thing to do for our readers. When teams work together, we inform, prepare, reassure our reader through accurate and engaging storytelling.
Follow Amy on Twitter, and don't forget to sign up for email alerts.]]>
The Women's group is for everyone, irrespective of gender, who cares about having an equal and diverse workplace – but that's not a snappy and concise name for a group. So we're calling it the Women's group.
Having an active and supported Women's group can help make GDS a better place for everyone to work. Issues that affect women don't just belong to men or women. And, whilst the group may have been set up originally to provide a safe space for women to discuss their experiences, our actions haven't been limited just to the women in the organisation.
GDS is still only a few years old, and has seen a lot of changes during that time. We faced some of the same problems that many tech start-ups face - including working so hard to get the job done that we didn't always focus on promoting an inclusive culture.
People who were naturally more confident and more assertive thrived, but people who prefer to take time and collaborate could be left out. The Women's group was formed as a direct response to this, and its aim from the start was to make GDS a more inclusive place to work. We've been empowered by our senior team and by whole organisation to make recommendations for change, and we've always been listened to and strongly supported.
Things have changed since our early days. GDS's role in government has developed, and with that we've had to find more sustainable ways of working. We've found ways that encourage whispers as well as shouts, and ways that encourage people to collaborate as well as lead.
The Women's group works closely with the management team and our operations group to improve our culture and make GDS a more diverse and equal workplace.
We started last year with 5 objectives:
So far, with help from colleagues across GDS, we have started as we mean to go on.
We all have unconscious biases that impact our choices and decisions. Most of the time they're harmless, but understanding your own helps you to spot when you're making a decision based on logic, or if you're being lead by bias.
Members of the senior team are mentored by a junior member of the Women's group. This helps managers find out what people outside of their usual sphere think about working at GDS and opens up lines of communication.
We've already welcomed speakers from tech and digital industries, government, and the House of Lords. We've also secured funding to host six CodeBar events in 2016.
We committed to send more women to speak at events, and not to send speakers to events where the organisers aren't working hard to improve the speaker diversity of their event.
... for everyone at GDS no matter their seniority, skill, or experience.
And we've increased the pool of women who feel confident conducting and chairing interviews by running training sessions. Teams can contact the group if their panel doesn't have a woman on it and get a volunteer, who in turn learns about a different area or role in GDS and gains confidence.
We've pushed for hiring of more permanent civil servants instead of Fixed Term Appointment (FTA) contracts, which can put women off applying and impacts maternity leave.
We want to support them with their events and communications.
Not bad for year 1.
We're constantly looking for ways to improve. We hold open workshops every six months to work out the next set of objectives.
Here's our current plan:
We're training up members of the group to facilitate these sessions.
Improving how people find out about working here, looking again at what events we should be speaking at, and how we write job descriptions that don't put women off applying.
This includes interview, presentation and public speaking training, and finding more opportunities for women to speak and develop their skills. We take our pledge very seriously, so we want to build a network of women to talk at events, and encourage senior men to step aside and promote other people to speak on their behalf.
This is so that girls can get experience of Science, Technology, Engineering and Maths (STEM) jobs at GDS and learn from the women who work here. We'd like to roll this out across government too.
When we held our first workshop 14 months ago, concern about culture was the number one issue that people wanted to tackle. We've worked hard to find ways that we could improve things for everyone. In April we held our third workshop and saw only one sticky note on the wall that talked about a problem with culture.
So things are improving. And they're improving fast.
We'd like to hear your views, about GDS or about your own experiences - feel free to comment below, or join the conversation on Twitter. Don't forget to sign up for email alerts too.]]>


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Axiotron Modbook
Axiotron updated its Mac tablet back in December and the finished result is being shown off at Macworld in San Francisco.
We managed to get a hands on with the new touch screen enabled MacBook tablet called the Modbook.
Available for international shipping the Axiotron Modbook solution is available for $2249 or you can transform your existing computer through Axiotron's Modservice for about a grand less.
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Hurley to join U.S. national team
10/01/2012, 8:15am CDT
By MN Hockey Hub staff
Edina standout to serve as temporary fill-in for U-18 squad during series of October games
Connor Hurley
Edina standout Connor Hurley, entering his junior season with the Hornets, has joined the U.S. National Team Development Program on a short-term basis this fall.
Hurley, a forward who scored 26 goals and had 32 assists in 30 games last season for the Hornets, will serve as an injury replacement for the Under-18 team in October as it plays a series of games against college teams.
Former Edina defenseman Max Everson and former Wayzata forward Mario Lucia participated with the U.S. U-18 in same fashion two seasons ago.
The U.S. team has games scheduled against Notre Dame, North Dakota, Bemidji State, Cornell, Oswego State, Minnesota and St. Thomas in October.
Hurley is expected to return to the Edina roster in time for the high school season.
"I feel honored to be selected, and I am very excited about this opportunity and getting this experience," said Hurley. "I am sure going up against college players will be a big jump. The players are faster and stronger but this will be a good test for me, and I am looking forward to the challenge."
Hurley, who traveled to Ann Arbor on Monday to join the U.S. team, is tied for second in the Upper Midwest High School Elite Hockey League in scoring with 16 points in 10 games for league-leading Team Southwest.
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