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10 episodes with tim paul
10 episodes with tim paul
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2 episodes with tim paul
2 episodes with tim paul
2 episodes with tim paul
2 episodes with tim paul
2 episodes with tim paul
The end of the tax year quickly approaching, so we need to financially prepare ourselves for it. To help me delve into everything you need to know before the end tax year, I am joined with Tim Paul, an accountant and financial content creator!Be sure to follow Tim here, and check out his accountancy services here!For more All Things Money, make sure you give us a follow on Instagram, Twitter and sign up for ourmonthly newsletter!Fancy supporting the podcast? You can do so here.
The vast wilderness of Wyoming became the backdrop for an incredible story of hope, determination, and the unbreakable bond between humans and their canine companions. In this episode of In The Wild, we delve into the harrowing tale of Jade, the beloved rescue dog of Tim Paul and Laura Wilderman, who went missing. Jade braved the unforgiving terrain of Wyoming's wilderness and evading predators.. As the days went on, Tim and Laura's search efforts became a community-wide mission.
The vast wilderness of Wyoming became the backdrop for an incredible story of hope, determination, and the unbreakable bond between humans and their canine companions. In this episode of In The Wild, we delve into the harrowing tale of Jade, the beloved rescue dog of Tim Paul and Laura Wilderman, who went missing. Jade braved the unforgiving terrain of Wyoming's wilderness and evading predators.. As the days went on, Tim and Laura's search efforts became a community-wide mission.
Nick is joined by Ian N, Tim & Paul. We have progressed to the 3rd round of the Carabao Cup, and visited the rich boys down the King Road and come away with a point. Transfer window now closed, how good was it for yo ? Press LIKE if you enjoy this podcast! Twitter - https://twitter.com/red_blue_review Facebook - https://www.facebook.com/profile.php?id=100063836118934 Instagram - https://www.instagram.com/red_and_blue_review/ You Tube - https://www.youtube.com/@theredbluereview8132/about #cpfc #epl #crystalpalacefc #Premierleague #CHECRY #NCFC #CFC #caraboucup #eze #wharton
Media Picks (Links may be affiliate) Sapiens https://amzn.to/4cuYZJ9 Contrarian investment Strategies https://amzn.to/4c775I9 The Big Short https://www.imdb.com/title/tt1596363 State of the Markets Podcast: Presented by Tim Price and Paul Rodriguez follow on X --- Send in a voice message: https://podcasters.spotify.com/pod/show/stateofthemarkets/message
Tim Paul joins me this week with some fantastic stories and lessons. Tim shares his manufacturing journey and highlights the importance of continuous learning, networking, finding the right tools, and overcoming imposter syndrome for professional growth and success in the industry. We reflect on our own experiences and emphasize the value of relationships and seizing opportunities. Check out Tim's IG @oneeartim ----------------------------------------- Help support the podcast www.patreon.com/withintolerancepodcast
Tim & Paul tie a bow on the 2022 Drop 100 list, looking at a few notable omissions, a few notable players who just missed meeting the eligibility criteria, and a group of players they expect to have a big presence on the list in future years.
Join us in this episode as Jason, Tim & Paul enthusiastically share their experiences around the Bay Area Retreat. To help enlighten newcomers to the SAA program we talk about what the retreat is, what we get out of a weekend of recovery, and what are some of the fears or questions that people new to to the program might have. We were also joined by COSA member and Paul's wife Amy to share her perspective on what it's like to let a partner go to the retreat for the first time. Information and registration links for the Retreat can be found here: https://bayareasaa.org/announcements/bay-area-retreat/ Be sure to reach us via email: feedback@sexaddictsrecoverypod.com If you are comfortable and interested in being a guest or panelist, please feel free to contact me. jason@sexaddictsrecoverypod.com Launching soon: https://sexaddictsrecoverypod.com/ SARPodcast YouTube Playlist: https://www.youtube.com/playlist?list=PLn0dcZg-Ou7giI4YkXGXsBWDHJgtymw9q To find meetings in the San Francisco Bay Area, be sure to visit: https://www.bayareasaa.org/ To find meetings in the your local area or online, be sure to visit the main SAA website: https://saa-recovery.org/meetings/ The content of this podcast has not been approved by and may not reflect the opinions or policies of the ISO of SAA, Inc.
An exhausted Paul & Tim recap the 2022 UWIFF World Championship Tournament! The Juggernauts continued their remarkable two-year stretch as THE best team in fast pitch Wiffs by going back-back-back. Tim & Paul discuss just how impressive the Juggs are.
Tim & Paul preview this Saturday's 6th annual Mid Atlantic Championship Tournament. Six teams will compete in a series of 'Best of 3' match ups with the winner walking away the most prestigious fast pitch league title in Wiffleball and a bunch of cash to go along with it.
Tim & Paul are joined by Emeritus Professor of Philosophy from the University of Belgrade, The Prof...to dive into the world of British Psychedelia. Gareth from Clash magazine dives into the new releases. Glasgow city report. An old favourite returns for the quiz. We look into the Mobile Fidelity scandal and all your usual vinyl collecting podcast larks.
Tim & Paul are joined by Emeritus Professor of Philosophy from the University of Belgrade, The Prof...to dive into the world of British Psychedelia. Gareth from Clash magazine dives into the new releases. Glasgow city report. An old favourite returns for the quiz. We look into the Mobile Fidelity scandal and all your usual vinyl collecting podcast larks.
One week out from the United Wiffleball team registration date, Tim & Paul look out how that is shaping up, how the new eligibility requirements have positively impacted things, and how this year's event is shaping up to be a major step forward in both international reach and in youth participation (via the first ever MLW Invitational)!
Mom Stomp reviews Bob Baker Marionette Theater's traveling company but first, where is Ri and where is Kylie's second kid? Brit, Madonna, crying-it-out, staying-at-home, Zendaya (emphasis on the "day"), and our new podcast goal (inspo - Tim Paul). Plus, boots and stomps! #cutebutaverageasfuck #singus #youdontgetthesleep #whatchyoudo
073 What the Bible Says About Gender Preached to Galveston Church on Sunday June 13, 2021 by Tim Paul https://www.galvestonbible.org https://www.facebook.com/galvestonbible
Tim Paul, the President of the Board for Raue Center for the arts and the co-owner of Piano Trends Music & Band. Chris gives us the history of the Raue Center, the programs they offer, and some star-studded acts coming to Raue this year. After the break, Tim changes his hat to co-owner of Piano […]
It's that time of the year where change and growth is on everyone's mind. Tim & Paul kick off the new year & the new season of Holey Commutes by discussing how competitive Wiffle®Ball is in a great place entering 2022, how the sport has grown & changed over recent years, how it will likely to continue to develop in significant ways in the near future, and what that means for all of us.
Tim & Paul are joined by Luka from Discom, the society for releasing and promoting rare and unknown Yugoslavian music on vinyl. Gareth has a round up of the new releases. Listener letters, limited edition larks, news, quiz and a record buying report from Montenegro. Hosts Paul Field and Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul are joined by Luka from Discom, the society for releasing and promoting rare and unknown Yugoslavian music on vinyl. Gareth has a round up of the new releases. Listener letters, limited edition larks, news, quiz and a record buying report from Montenegro.HostsPaul Field and Tim ScullionEditor Tim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
We take you from A to B as we find out how the GOV.UK Design System and Department for Environment, Food and Rural Affairs working to help make maps in public services better. You can help us to make our podcast even better by completing our short, anonymous survey. The transcript of the episode follows: --------- Louise Harris: Hello, and welcome back to the Government Digital Service podcast. My name is Louise Harris. I'm the Creative and Channels Team Leader at GDS and your host for today. Before we dive into the episode, I've got a quick favour to ask: if you are a regular listener to the GDS podcast, please take a second to fill out our quick 2 minute survey to tell us why you tune in, what you like and what you don't. You can find a link in our blog post and the show notes for this episode. Anyway, on with the show. Today we're going to be talking about maps, more specifically maps in public services. Here at GDS, with a little help from our friends, we've started to explore how to make public sector maps more consistent, easier to use and accessible for users. Sound good? Well stay with us because there are lots of opportunities to get involved in this work. Whether you're in central or local government, wider public sector or even outside. To get us from A to B on this interesting topic, I'm pleased to welcome Imran Hussain, Community Designer for the GOV.UK Design System, and Cathy Dutton, Head of Design at Defra. Cathy, Imran, welcome to the GDS podcast. Imran Hussain: Hi Louise, thank you. Cathy Dutton: Hi Louise. Louise Harris: It's great to have you both. So I've introduced you to our listeners, but you don't need an introduction to one another because you go way back. Is that right? Imran Hussain: Yeah, we do. We used to work out Defra together, not so long ago actually. Before I came to GDS. So I was the Communities Lead at Defra and I worked with most of the communities in the user centred design space and with Cathy being the Head of Design. We got to work together quite a lot. And it was lots of fun and it's sad that we don't work together anymore. So it's absolutely brilliant to be on this podcast with her again. Louise Harris: Cathy, I hear on the grapevine that GDS sort of semi poached Imran over from Defra - have you forgiven us yet? Cathy Dutton: Yeah, almost. It helps, we-we still get to work together. So it's all good. Louise Harris: So you've both decided to join forces and try and unpick this kind of a sticky challenge of making maps that are used in our public services more accessible, more consistent and, well, just, better. Imran, I'll start with you because I think you and others in the GOV.UK Design System are gonna have a big part to play in coordinating these efforts. But for those listeners who maybe don't know much about the Design System or design in government in general, can you give us a quick kind of whistle stop tour into what the GOV.UK Design System is, what exists to do and what your role as a Community Designer involves? Imran Hussain: Yeah, of course. So the GOV.UK Design System is a suite of tools that helps teams in government quickly build usable, accessible services for GOV.UK. You can find it in more than 3,000 repositories on GitHub, and they use different elements of the Design System. On GOV.UK alone, it's used on over 7,000 individual services. But there's many more outside of it as well. So, yeah, it's vastly used and really, really popular, and we kind of need it in government. My particular role is Community Designer on the GOV.UK Design System team: I work with the community. I kind of create space for collaboration to happen, which is really important because we're a contribution based design system. So most of the ideas for components and patterns and things like that come from the community and the community actually build a significant part of those patterns and components as well. So we just kind of do the finishing touches on the team. Louise Harris: So that, to me, sounds like it's almost as much about the people as it is about the tech or the design stuff. Right? So it's about creating that environment where a sense of community can really take root. Imran Hussain: Yeah, that's that's absolutely, really important. Louise Harris: Thinking about this maps work, is that something that's kind of come up from the community? Imran Hussain: Yeah, of course. Yeah, it's completely come from the community. And it just came about because it kept coming up on Design System calls. It kept coming up in our forums, people asking about what's the best practice with how to do things maps-wise. And we keep getting help desk tickets around maps as well. We-we've got 2 levels of users on the Design System team. We've got you know, the end users, which are the general public that will use these maps, but our primary users, I guess you could say, are designers and user researchers; and yeah, whether they're interaction designers, service designers or content designers across government who use these components and patterns. So it, it clearly came up as a need and we didn't have the relevant components and patterns to be able to serve their needs at the time, so we-we started this collaboration. And it-it was Cathy that really kind of kicked it off because they, they came up with some things and just kind of said: 'hey, where do we share this?' [laughs]. So now we're creating a space where everyone can share things. Louise Harris: Oh, that's really cool, Imran. Cathy, it sounds like maps is something that Defra's been thinking about beforehand. Cathy Dutton: Yes, so maps is something that comes up in discussion in Defra a lot. We have weekly drop in sessions that are often around like how we can do maps better. They've been a lot of our services, like flooding and farming, and we did our first accessibility drop-in session last week as well. And the whole top--a lot of topics were about how, how we can make maps more inclusive. So because we speak about it a lot, we try to start documenting some of the stuff we talk about so we don't just repeat the same conversations. And I think it was last summer we started to create our own version of like what mapping standards could be or the beginnings of map standards and guidance - really high level stuff, just like when to use a map, some of the findings we've got, some of the best practise bits - and we, we put them on GitHub. And then for me, that's been really useful because part of my job is speaking to all the designers. So whenever we have someone new join or whenever someone gets in touch and says like: 'we're doing a map, where do we start?', I can kind of point at the, at the standards. And that's how we got involved really. I think I came to one of Imran's calls on a Friday and was just like we have this thing, how can we share it across government because it's not a pattern or component? Or how can other people in government input and improve it for us? Louise Harris: And how has that been then? Being able to tap into that wider community across government and see you know, this-this baby that you've been creating in Defra, how has it been watching that grow? Cathy Dutton: It's been really good so far actually. The mix of people on the panels that Imran's put together has really helped because we've got, like our efforts were mostly from interaction designers, service designers and content designers. So it's been good to get people from different backgrounds, software development, data specialists and get their input and see what, where they're coming from when we talk about maps. That's been really useful. It's been really good for our designers as well. There's a few Defra people on the panel. So just getting them exposed to like different ways of thinking or different, different, what's the word I'm looking for, constraints around mapping or how we do good maps has been really helpful. Louise Harris: And have there been you know, themes coming through in terms of what teams are kind of struggling with when it comes to maps? Cathy Dutton: I think so, yeah, there's one particular one in Defra that, we, we kind of go to shape tools quite early and trying to make a shape tool on a map like draw like something out, a position on the map is really hard to make inclusive and accessible. And so that seems to come up quite a lot and could be one of the biggest challenges. We've tried to just start saying it in a different way to see if that maybe helps and just say like a lot of stuff in Defra is: 'can I do this activity in this place' and just trying to find different ways that people could do that. But if we do need a map, obviously it's useful to have standards. Imran Hussain: And we-we've just been talking about standards recently, and there was a few different areas that came up like Cathy said, because we've got that really multidisciplinary steering group. We talked about: we wanna include features on architecture, what technology, user interface, data visualisation and accessibility. So those are the different areas that have come up already in terms of any sort of standards or principles that we will design. Louise Harris: There's already quite a lot of energy and interest in exploring this issue. Do you have sight of your end, end goal at this point? Imran Hussain: For, for me, it's always based on what the community want to do. So we asked the community and we've put the steering group together, and what people want is really practical things that they'll be able to use in their work. So it's nice to have, you know, the things that Cathy mentioned about getting people together, getting them to learn from each other, we do absolutely want that to happen. I think people want to have real, tangible products or things that they can kind of use. So in a, in a, we've got like a short term and long term aim that we've been talking about amongst the steering group. And the long term aim is to kind of set best practice and develop specific things that people can use. In the short term, what we're going to do next is probably get together and set some best practice and create some principles, some design principles for maps across the public sector. And we see that as the first step where we get everyone pulling in the same direction. People understand what good looks like and hopefully start changing their practise to try and work in with those kind of principles. Once we have those and we kind of help proliferate those around in the public sector, then I think what we will try and do after that is start to create those specific patterns and components that people can then utilise in their services. So you know, we've shown people what good looks like, what the principles are, then we start getting more specific with: let's design this element of mapping and get that same community in to give us their best practise and we'll create a component that everyone can use. Louise Harris: You talked a little bit, Imran, about us having 2 users of the Design System; we've got our ultimate end users: so the people that live in our communities, my friends, your friends, our parents, our colleagues who are gonna be needing to use government and public services; and also our kind of primary users in this context: the service owners and designers and content designers that are going to be building these services and maybe using maps. What's the impact for them if we don't fix this work? Cathy Dutton: Yeah, the biggest, the biggest problem is probably making maps that are accessible and inclusive because it is, they can be quite complex. As soon as you have a map, suddenly you've got layers, you've got keys, you've got things that fly in and out. So it's been, it's been about making them accessible and making them work on mobile devices as well, where some information is hidden. We always have, like one of our standards, one of the first 3 parts of our standards I think, is that if we use a map, you have to make the information available outside the map as well. But that is also quite tricky depending on what the information is. So that's something that we always come back to is like, how can we make maps inclusive? And then I think as well, we've started talking a lot about sustainability in, in, in Defra, in design in general. And so like maps are quite data heavy. So they're probably not the most efficient way we can use data either so that's something we're starting to talk about more and more as well. And then even just like as you're prototyping ideas, you really want to prototype stuff like quick and use throw away code and testing and try again. We haven't found yet a really quick way to test maps because i-it's quite an effort to do a map in a prototype. And so even just that kind of stuff is a problem. Like if you want to quickly test something, how do you quickly test a map? And we always start without a map, is our default anyway. Start with the, the very bare minimum and see if there's actual need for a map. Louise Harris: Yeah, it's really interesting, and I think there's, there's maps and there's maps, right? I think some people might immediately jump to maps as navigational tools, getting us from A to B. But actually, as you've talked there, sometimes they're conveying data about a particular area. Cathy Dutton: Yeah, I guess flood, flood is a good example. So the flood maps: you can find out your risk of flooding on a map. I think it was traditionally with icons on maps, which is another, another problem for, for inclusivity. So in that service now, they've done a really good job of using the map as like a secondary tool. So you can find out everything you need to find out about your flood risk. And then if you want to do it on a map, you can. And so that's like working well in that area. Yes, some maps are interactive maps and some aren't, some are just information. The interactive ones are harder, like if we're talking about the shape tool again. We're still trying to work out how you would make a map where you've got to draw shape on it. How can you do that outside of the map? And if you have 2 ways to do it, is that more efficient or is there 1 way? I'm always wary of like 1 ways, 1 way, like there's never one solution for everything. Louise Harris: Well it sounds like that's why you know, working towards these standards is such a good first step because it's, it's a pretty big problem, pretty broad area that maybe no one's got quite right yet. Imran Hussain: I think it's important to recognise there's a lot of good work out there currently. So there's lots of departments doing really exciting stuff. And i-it was just by chance that I knew Cathy and she's happy to discuss these kind of things with me, that she came and she shared her work; and they told us about, they-they did some great work with accessibility and tried to apply some principles that usually wouldn't apply to maps - like hover over text and highlighting text and things like that. They tried to apply that to maps, and a lot of people don't. But it-it's just by chance that I found out about the work she's doing and we were able to share it. So a-and part of the problem is that if we don't create that space where people can share and feel comfortable sharing and they think that it's going to actually go somewhere, then it'll just stay in silos in different organisations across the public sector and we'll have pockets of best practice. There'll be no consistency and it'll only be people in the know that find out about it and try to implement those kind of fixes. So it's a real great opportunity. I mean, it's really intimidating to try and fix maps, which I keep joking about: 'oh, Imran, what are you doing on maps?'. We're trying to fix maps in the public sector, but it literally is as wide as that, it's an open goal, you know? There's...no one's got together so far and put the effort into building a set of standards or deciding what good kind of looks like. So as far as I'm concerned, anything that we sort of achieve will be a step forward from where we were before. There's lots of great stuff out there, we're just, you know, I'm, I'm really just kind of collecting it together. I've, I'm, I've got no expert in [laughs] maps, no expertise whatsoever in maps. I'm not a designer, but I'm, I'm good at collaboration. So like, I'm just gonna get all these brilliant minds, put them in one place, get all the goodness from them and will try and put it into a nice, accessible, quite easy to understand format that everyone can kind of share. Louise Harris: And what do you think Cathy? It sounds like it is an intimidating area for designers to be looking at and thinking about. But it's obviously something that you at Defra have been doing. Cathy Dutton: I think 'cause, just from being in Defra for like the last 5 years, I've seen how much like because I'm not a map expert either, but there's people in my team that really are. And it's taken them years of working on like flood services and working on maps and spatial information. The knowledge they've built up and the research they've collected and stuff, it just, it's, it's taken them so long and I kind of feel like now they are really, real experts in mapping and that helped us do our standards. But then I think it was just like if every other--I thought that if every other department was doing the same thing, like it just makes sense that that's something we should just do collectively. 'Cause I know that we were lucky enough to have funding to spend a lot of time looking at inclusive maps. But if that can help people who haven't got as much funding or time to sort of start from a slightly higher position by using our-our standards or even them helping us with our standards, then that just seemed like a thing we should be doing. So I'm just, I'm just basically trying to share the great work that the people in my team have done that I didn't do anything of. They all did it and just, it just felt like it was good enough to share. Imran Hussain: Yeah, we're, we're, we're both just here to take credit for other people's work [laugh from Cathy], really. [laughs] Louise Harris: Aw, I, I think you're both far too nice to take credit for anybody's work. It feels to me like you're championing this work. So we've got GDS involved, we have got the lovely folks at Defra involved. Imran, are there any other organisations that are kind of throwing their weight in at this stage? Imran Hussain: What I can tell you is we, we originally planned for 60 people at the first workshop and it sold out within 2 days. So we-we had to invite 100 people to the first workshop and it sold out, the next batch of tickets sold out within like another day. So there's a lot of demand and a lot of people are willing to take time aside from their job to kind of participate in this and really make this a thing. So we're really, really grateful for that. I think there's more people, like I said, hearing about it all the time. And the people who work in this area are very, very passionate, and I'm really lucky that we found something that resonates with people. We're central government so there's a lot of departments from central government that get involved, especially the map heavy departments. There's quite a few people from HM Land Registry, for example. But there's also people from wider public sector. So there's really good representation from local gov, who use maps in their services quite a lot. You know people finding schools, or trying to find their way around. There's a lot of map usage over there. But even just recently, someone from the police GIS service reached out to us on Twitter and see if they could kind of get involved, and someone from Ordnance Survey did as well. So it's, it's growing all the time and as far as we're concerned, the more people we can get involved, the better. Whatever principles we create, the more voices we have, the more robust they will be and the more applicable they will be to different sectors. So that's, that's really, we want to cast a wide net, get as many people involved as possible, really collaborate and come up with products that everyone can use. Louise Harris: So it sounds like we're in good company already, but for our listeners who might be interested in this, is it just designers that you think can contribute to this body of work or are you looking for expertise from other disciplines as well? Imran Hussain: No, absolutely. It's, we need people from every single kind of discipline to really help this kind of work. Obviously it's really helpful having different types of designers: service designers to understand user needs; interaction designers to really help with implementing fixes for those user needs; we need developers to help design components and patterns. But I think, like user research, for example, is a really key part of this making sure we're meeting people's needs and we understand those needs. So you know, having user researchers as part of it; content designers to help us write guidance; like--and as we said, we're dealing with architecture, technology, data visualisation, so professionals in technical architecture and people who are experts in data and mapping - it's all really, really useful and everything will enrich the work that we're kind of doing. And I mean the--right now is an absolutely brilliant time to get involved because we're still scoping all the problems. So we've, we've set design principles as our first kind of goal. But longer term, we're still kind of scoping exactly what direction we're going to take. So anyone who gets involved can really help shape this collaboration and really input their viewpoint and perspective and that will enrich the overall project. So, yeah, we're very excited if anyone wants to get involved and we'd love to have more voices, as I said before. Louise Harris: And Cathy, I want to come to you now because while you're involved in this work, you've also been a partner to the GOV.UK Design System in the past as well. So maybe you could share a little bit about what that was like, what it involved for you so that people who are maybe thinking about getting involved or want to know a little bit more, can understand what it's like and why it's great. Cathy Dutton: Yeah, the Design System working group - I think it's still called that - I was on for a couple of years. It's a quite a small panel of people, I think, from all different departments in government. And they basically just review submissions to the Design System to make sure that, I think it's around like checking quality and making sure that we're consistent, but also like making sure that everyone kind of--well I thought it was like making sure everyone felt like a part of the Design System as well, because it's like, it's a central tool but it's for everyone. So that's kind of the reason I love being on that panel, was that like you felt like you owned a little piece of it and you could contribute and have a little voice, so that was really nice. Imran Hussain: I'm sorry, Cathy. Cathy Dutton: [laughs] Yeah. Imran Hussain: I'm sorry, I'm apologising because Cathy had been on the working group since the start and I was the one that asked her to leave even though we're friends. [laughs] Louise Harris: Absolutely savage folks. Savage. Cathy Dutton: Wasn't that the first thing you did? Imran Hussain: It was. It was though. Sorting out the working group. [laughs] No. But yeah, it's, it's really nice to have this relationship with people across kind of government and like knowing Cathy, I knew she'd take it in the right way. She, she did always say: 'hey, if, if you want fresh blood to come in, please let me know'. And it, and it just gave us an opportunity at the time to really rebalance the working group to be more representative of the wider population. So we brought in lots of different roles. We brought in a more equal gender balance. We thought about neurodiversity and made sure there were people with different ways of thinking on the, on the Design System working group so we could represent their needs. We also thought about race, ethnicity, background, all sorts of things. And we're getting better. It's still not perfect, but it's much, much more representative of the wider population. And what we are starting to do, what, what we've said is people who leave the working group, it doesn't mean they're gone. I-it just means we're giving other people an opportunity to come in. So we're starting to kind of rotate our members a lot more. So people will come in, they'll stay on it for like a year, a year and a half, and then they'll pop back out and they might pop back in. Louise Harris: And Cathy is the proof of the pudding of that, 'cause she may not be a part of the working group anymore, but she's a big part of what you're trying to do to fix, fix maps in services. So thanks for letting us drag you back Cathy [laugh from Cathy]. Louise Harris: And if people are interested in, in getting involved or about find--in finding out more, what should they do? Imran Hussain: I think the main things are: I-I'm quite available, so feel free to kind of like, get in touch with me, I'm on all the Slack spaces that I can get onto [laughs]: local-gov Slack, like cross-gov Slack. On Twitter as well, my usernames: @ImHuYorks - I-M-H-U-Y-O-R-K-S. But just get in touch and I can like add you to any of the platforms that you will have access to. The main chatter is going on, on cross-gov Slacks. There's a map in services channel. The other really easy way that anyone can sign up though, is to join the Design System mailing list. So if you Google GOV.UK Design System, pretty much on the homepage near the top, it'll say: 'do you want to get updates?'. And you can join our mailing list. And that's the way that any information about collaboration, workshops will come straight into your inbox and you'll get pinged about it before it happens. So that's probably the easiest method for most people to get involved. Louise Harris: Sounds good. We'll make sure we include links to all of those pages and sign ups in the blog post that goes alongside this podcast, too. So there you have it. We really want you to get in touch and help us on our journey towards improving the usability, accessibility and consistency of maps in public services. Thank you to my 2 guests, Imran and Cathy, for expertly guiding us through this really important topic, championing this work and, please forgive me folks, getting this important user need on the map. If you've enjoyed today's episode, and want to learn even more about the GOV.UK Design System - and let's face it, why wouldn't you? - you can tune in to our February 2020 episode of the GDS podcast where you can hear GDS's Tim Paul talk more about the roots of the Design System and its impact. And you can find all of our other episodes on Spotify, Apple Podcasts and all major podcast platforms and transcripts are available on Podbean. So thanks for listening and thank you both again. Goodbye. Imran Hussain: Thanks, Louise. Bye. Cathy Dutton: Thanks, bye.
Tim & Paul are joined by Max Shand the founder of Serenade to explore the world of digital collectibles, Gareth is back with a new release roundup. There's news, quiz, readers letters, packaging and loads more vinyl larks. Hosts Paul Field and Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul are joined by Max Shand the founder of Serenade to explore the world of digital collectibles, Gareth is back with a new release roundup. There's news, quiz, readers letters, packaging and loads more vinyl larks.HostsPaul Field and Tim ScullionEditor Tim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
Brad, Tim & Paul of Tree One Four return to the show! They have a brand new album EXHILARAMA due out September 11th. They share a little sneak peek at the new album with us on today's show and talk about their upcoming Release Party! On this episode you'll hear: The Letter Crossroads Join us for the EXHILARAMA Release Party at Hot Java Saturday September 11th with special guests Steve Ewing and Hosteen & The Aztechs. Find more Tree One Four wherever you get digital music. Follow along with them on Facebook & Instagram! Thank you to the wonderful people at Roughneck Beard Company and American Rambler for their continued support of this show. Shop locally at their store in Maplewood, MO or 24/7 at RoughneckBeardCompany.com. Use my code RPP15 for 15% off all your favorite beard oils, balms, junk powder or Beard Batter! Also super excited to have a brand new show sponsor for you all, Keith Brake Photography & KBP Studios! Visit KeithBrakePhotography.com today and get some great shots of you or your band! Save 10% off your session by mentioning Rock Paper Podcast!
Tim & Paul are joined by Paul A Taylor from Mute Records, we've news, listener letters, record fair chat, Juliet Harris shares her fancy bits, quiz and a monster competition to win some amazing Mute Records prizes Hosts Paul Field and Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul are joined by Paul A Taylor from Mute Records, we've news, listener letters, record fair chat, Juliet Harris shares her fancy bits, quiz and a monster competition to win some amazing Mute Records prizesHostsPaul Field and Tim ScullionEditor Tim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
We preview Mid Atlantic Wiffle's 12-team double elimination "Backyard Brawl" tournament this Saturday in Pennsylvania. Tim & Paul are joined by guests Nick Schaefer and Connor Young to break down the bracket for this unique event!
Jude Strong Fund: https://gofund.me/6528fcb6 Critical App: https://thecriticalapp.com/
$3 will get you private webcam feeds sold as home video tapes Ubiquiti attacker tried to extort us, company confirms Crooks offer $500 for work logins, $25/month if they stay valid Thanks to our episode sponsor, Remediant Former Incident Response practitioners Tim Keeler and Paul Lanzi founded Remediant, a leader in Privileged Access Management. They did it to solve the one problem they saw repeatedly - standing administrator privileges. Repeatedly, they saw these rights weaponized by adversaries to deploy ransomware and move laterally across a network. Remediant uniquely addresses the challenge of standing privilege and be a force multiplier to Security programs worldwide. To learn more about Tim & Paul’s story, watch the video at remediant.com.
Communication within an organization is critical, but especially so within law enforcement, where leadership and command must convey crucial information to their officers on the street. But cops are bombarded daily with memos, bulletins and orders, so how can we make a connection that seems more personal? In this episode of the Policing Matters podcast, host Jim Dudley speaks with Tim Paul, co-founder and CEO of The Critical App, a messaging application that ensures leaders stay connected with all of their personnel at every location to instantly share news and updates, identify urgent issues and build the right culture for their department.
Emails from DHS officials obtained in SolarWinds hack Docker Hub images contain cryptominers Commits with backdoor pushed to PHP Thanks to our episode sponsor, Remediant Former Incident Response practitioners Tim Keeler and Paul Lanzi founded Remediant, a leader in Privileged Access Management. They did it to solve the one problem they saw repeatedly - standing administrator privileges. Repeatedly, they saw these rights weaponized by adversaries to deploy ransomware and move laterally across a network. Remediant uniquely addresses the challenge of standing privilege and be a force multiplier to Security programs worldwide. To learn more about Tim & Paul’s story, watch the video at remediant.com.
Unwrapping the Gift of Jesus - Hope Preached to Galveston Bible Church on December 6, 2020 by Tim Paul. https://www.galvestonbible.org https://www.facebook.com/galvestonbible
Tim & Paul are joined by A Certain Ratio's Martin Moscrop, transit woes, quiz, confessional corner, Discogs trouble, Paul heads to a record fair in Southern Serbia, anecdote corner and loads more vinyl shenanigans Hosts Paul Field & Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul are joined by A Certain Ratio's Martin Moscrop, transit woes, quiz, confessional corner, Discogs trouble, Paul heads to a record fair in Southern Serbia, anecdote corner and loads more vinyl shenanigansHosts Paul Field & Tim Scullion EditorTim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul are joined by Gareth James to discuss vinyl pressing quality, Northern Soul quiz, news, Record Store Day, listener letters and confessional corner....plus all your usual vinyl nonsense. Hosts Paul Field / Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul are joined by Gareth James to discuss vinyl pressing quality, Northern Soul quiz, news, Record Store Day, listener letters and confessional corner....plus all your usual vinyl nonsense.HostsPaul Field / Tim Scullion EditorTim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul discover what records the listeners would save in a fire, Bowie news, Northern Soul, vinyl stupidity quiz, listener letters and Tom Berry joins us for You Buy Records. Hosts Paul Field / Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul discover what records the listeners would save in a fire, Bowie news, Northern Soul, vinyl stupidity quiz, listener letters and Tom Berry joins us for You Buy Records.HostsPaul Field / Tim Scullion EditorTim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
“A Conversation about Race and Racism” Host: Pastor JB Special Guests: Pastor Tim, Paul and Raul Message Series: Exodus: Hope For Hard Times Streamed on June 16, 2020 at THRIVE Church Vancouver, Canada www.thrivechurch.ca
Tim & Paul discuss listener expectations of record shopping as lockdown eases, there's a quiz on the eye opening world of adult vinyl, fancy pressings, a Depeche Mode collector joins us for You Buy Records and loads more...HostsPaul Field / Tim Scullion EditorTim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul discuss listener expectations of record shopping as lockdown eases, there's a quiz on the eye opening world of adult vinyl, fancy pressings, a Depeche Mode collector joins us for You Buy Records and loads more... Hosts Paul Field / Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul get to grips with grading, music bore quiz, listener superstitions, the first 'you buy records' guest interview, news and loads more vinyl nonsense.HostsPaul Field / Tim Scullion EditorTim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul get to grips with grading, music bore quiz, listener superstitions, the first 'you buy records' guest interview, news and loads more vinyl nonsense. Hosts Paul Field / Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Laura Stevens: Hello, and welcome to the Government Digital Service Podcast. My name is Laura Stevens and I’m a Creative Content Producer here at GDS. And today’s podcast is going to be on the GOV.UK Design System. The GOV.UK Design System is a collection of tools and resources for designing and building products and services. It provides styles, components and patterns that are accessible. This helps hundreds of teams across the public sector design and build services that are of high quality and can be used by anyone. The impact of the design system, created and managed by a team of 10 here at GDS, is significant. It’s used in central government, local government and has also been used by the NHS and international governments to develop their own design systems. It saves teams time and money and helps give people a consistent and accessible experience when interacting with government. To tell us more is Tim Paul, who is on the team who launched the GOV.UK Design System. Tim has also been at GDS for a long time, he was on the team that launched GOV.UK in fact as well. We’re also going to be hearing from people from central and local government about how the GOV.UK Design System has helped their work. So yeah, welcome Tim to the podcast. Tim Paul: Hi there, how are you doing? Laura Stevens: Thanks for coming on today. And could you tell us what your job is here at GDS and how you work with the GOV.UK Design System? Tim Paul: Yeah so I guess my official job title is Head of Interaction Design. But for the last couple of years, I’ve mainly been kind of doing that as a Product Manager really for the Design System. So that’s a thing that we kind of kicked off a couple of years ago and we’ve managed to build a team around that, and develop a suite of products. We launched those back in summer of 2018 and yeah, I’ve been product managing that and working with the team closely ever since. Laura Stevens: So the Design System was launched back in July 2018. But what is the Design System made up of? Tim Paul: So it’s essentially a suite of 3 different products. So you’ve got the Design System itself, which is basically a website with guidance and coded examples for designers and frontend developers to use to design and prototype and build public services. So that’s the first thing. And then there’s a thing we call the GOV.UK Prototype Kit, and that’s a piece of software that designers in particular can download and install, and they can use it to rapidly create very high fidelity prototypes that they can take into user research. And they can test out ideas before their, their team commits to building anything. So they can find out what the right thing to build is. Laura Stevens: Yeah. Tim Paul: And then the third thing, which underpins both of those, is a thing we call GOV.UK Frontend. And that’s essentially a frontend framework, so it’s all the Javascript and the CSS [Cascading Style Sheets] wrapped up into a nice package that developers can install into their projects. And so the Prototype Kit and the Design System both use GOV.UK Frontend and that means that designers and developers are both drawing from the same kind of library of components and patterns. Laura Stevens: I heard you say before that you think of the Design System also as a service as well, what do you mean by that? Tim Paul: Yes. So as well as the 3 products that we provide, we also offer support and training. We’ve helped facilitate contributions to the design system and we’ve run community events and we have regular hangouts with our community of users and contributors. So we really think of the whole thing together as being an actual service, and we have you know, a multidisciplinary team to support both the products and that service. Laura Stevens: And when you were talking about the different parts of the GOV.UK Design System, for people who are listening and don’t know what a component is or a pattern or a style. Could you explain what those things are please? Tim Paul: Yeah, ok, I’ll have a go. So when we first started out - figuring out how to make this thing, we did a lot of thinking about what were the things that were going to be inside the Design System. There’s no really established language for talking about this stuff. Although design systems as an idea are fairly well established now. So in the end we settled on 3 definitions. And so we have what we call styles. And they’re the really low level building blocks that everything else is made out of. So it’s things like colour palettes and how your typography works and how your page layouts work and your grid system and so on. So those are the styles. And then one level up from that if you like, we have things that we call components. And so components are chunks of user interface, UI. So they’re visible things that you can compose onto a webpage and that, and, and that makes your service. So it’s things like drop-down lists and tables and navigation and headers and footers. And all our components are built using code, the code that we provide in GOV.UK Frontend. And so that’s what a component is. And finally one level up from that we have things that we call patterns, and patterns are a little bit more abstract. They’re centred around common needs that users of public services have. So for example, lots of public services require that people enter information about themselves like their name or their address and so on, and so we have design patterns which explain the best most usable way that we’ve found, to ask users for that kind of information. And, we have even higher level design patterns so for example, it’s quite common that a public service has eligibility requirements that, that, that users must meet if they are able to use that service. And so we have a pattern for example, which explains how best to help users understand whether or not they can use your service, so that they don’t waste time trying to apply for a benefit or something that they don’t actually meet the requirements for. Laura Stevens: And so now I feel like I, I know what it’s made up of, I know what those words mean. But why are design systems good for government? And in a previous presentation I found in the Google Drive in my research, you said the national motto of design system teams is ‘efficiency, consistency and usability’ Tim Paul: Oh yeah, I did say that didn’t I? Laura Stevens: Would, is that why they’re good or have you changed your mind? Tim Paul: I guess, no that’s almost been one of the most stable beliefs that we’ve held throughout the whole kind of time we’ve been developing these resources. There, there do seem to be 3 pretty stable fundamental user needs that things like design systems are good at meeting. And, and that’s that public services needs to be efficiently built, we don’t want our tax payers’ money to be wasted in people like reinventing the wheel up and down the country in different teams. They need to be of a high quality. So they need to be really accessible and usable. And they need to be consistent with each other. So one of the big reasons that we made GOV.UK in the first place was to try and create a single unified consistent user experience for all government services because that helps people to be familiar with those services, which means that it makes them more usable. But it also kind of fosters trust because it’s much easier to recognise when you’re using a legitimate government service if they all look the same. And the way that design systems help with those things is that you have this common suite of components and patterns that are ready made, pre-built, they’ve already been tested for things like usability and accessibility. And so that lifts up the quality because people are re-using existing things, it means that they’re not developing them themselves so that makes teams more efficient and productive. And again because they’re re-using the same suite of components and patterns, it means that different services made by different teams in different parts of the country in different departments, are all consistent with each other. Laura Stevens: And I think that’s a point that I wanted to pick up on, is because I think as a user coming to GOV.UK, it looks like it’s just one big website. Tim Paul: Yeah. Laura Stevens: But it’s actually being managed, and being delivered simultaneously, by different teams up and down the UK. Tim Paul: Yes. So like you say GOV.UK presents as this single, quite large website that’s full of different services and information and that’s entirely intentional, that was always the vision for GOV.UK. But we, anybody who’s worked on it knows that under the hood, it’s hundreds and hundreds of separate websites and they're owned and managed by different teams in different departments up and down the country. There is no single tech stack for the public sector or for government, there’s hundreds and hundreds of different ones and we don’t try to control what that stack should be. And so the challenge that we’ve always faced is like how do we let all of those teams work pretty much independently of each other, but deliver something which is coherent and consistent and feels like a single user experience. And this is, this is what design systems are really good at because they, they provide this centralised resource that all teams can draw upon and contribute back to. So not every organisation, or large organisation, requires a design system necessarily but I think government is maybe almost the best example of an organisation that can benefit from, from a tool and a service like this. Laura Stevens: So yeah, we’ve got GOV.UK as this, appearing as one site but actually being operated by lots and lots of different teams up and down the country. So is that who’s using the Design System, all these different service teams? Tim Paul: Yeah, so we think that most users of the Design System are probably designers or developers working in, on, in services teams in different departments up and down the country. And we’ve tried lots of different ways to measure usage, it’s important that we know who’s using our service and how and what problems they might be facing, so that we can improve the service for them. So one thing we have looked at in the past is, is web traffic. That’s just visitors to the Design System website. And that’s quite useful for showing month on month growth. I think since we launched, we’ve grown the number of visitors to the site by about 250%. Laura Stevens: So impressive figures. Tim Paul: Yeah, yeah! It’s, we’re happy with that. Laura Stevens: I wanted to ask about the community element of the Design System. So people are able to contribute their own patterns and how, so in terms of the number of patterns or number of components now, are most of them done in GDS or do, are they generally done from people who have contributed? How does that work? Tim Paul: Yeah. So from the outset really, we wanted to make sure that what we built was owned by the community of designers and developers in government, and was easy to contribute back to. And there’s a couple of reasons for that. One is that we’re, GDS is at the centre of government and that’s really helpful as a way to kind of propagate out best practice and so on, but it does mean that we’re kind of one step removed from the actual end users of citizen facing services and staff systems and so on. It’s really the teams in the other departments that are closest to those users. And so we really rely on them to feedback into the Design System about, about whether components or patterns are working or not. Maybe they’ve found ways to improve upon them, maybe they have ideas for brand new components and patterns that, that we don’t realise are needed. And so like I say, from the very beginning we were trying to figure out ways to, to kind of foster a community of collaboration and contributors. And so we initially populated the Design System with maybe about 30 or 40 components and patterns that we already knew were needed by government. Some of those we brought in from our previous design tools. Laura Stevens: Yeah. Tim Paul: But since then we’ve had about 18 new components and patterns published over the last year and a bit. And I think of those 18, about 13 of them have been external contributions. So things that have been built by people in service teams somewhere else in government, from MoJ [Ministry of Justice] or DWP [Department for Work and Pensions] or HMRC [HM Revenue and Customs] and so on, and then contributed back to the Design System. And so we from kind of experience with our previous tools, our legacy products, that contribution is difficult and it certainly doesn't happen for free and it doesn't happen at all unless you do a lot of work to facilitate it and so on. So we put a lot of effort into developing the necessary processes and the governance and the assurance so that when people made a contribution, they knew what to expect and they knew the criteria that they needed to meet and that there were people available to support that contribution. And then other people who are available to kind of assure the quality. So what we’re hoping is this, by this, by making this process really open, it kind of encourages trust in what we’re doing, and it means that the work that we’re publishing isn’t biased, in favour of any one department and so on. And that it, and that it actually reflects the needs of teams in government. Laura Stevens: So how does it make you feel having so many patterns and contr-and components now being able to be contributed? Because, this, this hard work of making it decentralised, making it open is working. Tim Paul: It, I think it is working, I think we’ve learnt a lot along the way. We’ve certainly learned that it’s harder than we thought it would be. I mean we thought it would be hard, but it’s even harder than we thought it would be. I think perhaps we were tempted to think in the early days that contribution was like a shortcut to scaling. Laura Stevens: Yeah. Tim Paul: That like by opening our doors and letting people contribute, we could grow rapidly and it would like solve all our problems that way. And actually over the last year or so, I think what we’ve realised is that facilitating and assuring contributions is often as much work as doing the work yourself. We should probably have realised that at the time. And so I think it does let us scale but not to the extent that perhaps we thought it would. So yeah, we think that aside from scaling, there are other real concrete benefits to, and I’m encouraging contribution on one of those, is that when people make successful contributions to the Design System, they tend to be pretty strong advocates so they almost act as like people doing engagement in departments on our behalf. But also, and perhaps more importantly, the more people from service teams in other departments make contributions to the Design System, the more representative the Design System is of what those teams need. And so it just really helps us make sure that our product is actually genuinely meeting the needs of our users. If we were doing all the work ourselves in the centre, then, then there’d be a really strong risk that what we were producing was only really meeting the needs of the teams that we were closest to. Laura Stevens: And I think that leads very nicely on. Because we’re now going to hear a clip from somebody who uses the Design System who isn’t from GDS. Tim Paul: Ah. Laura Stevens: It’s from Adam Silver, who previously worked at the Ministry for Justice, or MoJ Digital. So yeah and MoJ is the second largest of the 24 ministerial departments, so it’s a big department. Tim Paul: Yeah. Laura Stevens: And yeah, he’s going to talk about using the GOV.UK Design System and also about the MoJ specific Design System as well. Adam Silver: I’m Adam Silver, I’m an Interaction Designer working at the Department for Education, and previously I’ve worked at MoJ Digital and HMCTS [HM Courts & Tribunals Service] as well. Laura Stevens: Could I talk to you about your work with the GOV.UK Design System on the service claim for the cost of a child’s funeral, which is a highly emotional service and also one that had to be delivered at pace in 6 weeks in fact. So how did having this centralised system help you in that? Adam Silver: Yeah so we used the MoJ form builder, which is a tool that lets you create and deploy digital forms live, live to a URL without spinning up your own dev team. And under the hood, that form builder uses all of the components and patterns of from the GOV.UK design system. So that meant we didn’t have to spend a whole load of time thinking about text boxes, radio buttons and all of, all of the good stuff that’s already been solved brilliantly. And we could just focus on the specific needs of our service, and filling in the gaps where the GOV.UK Design System didn’t have a solution for that. Laura Stevens: And so in that way, was it saving you time, was it saving you hours of work, what was it helping you with? Adam Silver: Yeah, it saved, saved a lot of time. Because instead of focusing on all those things we could focus on just the needs of our service. So for example, we needed to think about how to ask users for their bank details because we needed to make a payment for them for their claim. And we also focused on things like how to upload files because they had to provide evidence for their claim by uploading copies of their receipts. And those, those 2 particular components and patterns aren’t covered really in the GOV.UK Design System. So that’s where we could really focus our attention. And the other thing was that when we were doing an accessibility audit before we launched, we could focus most of our attention on the new patterns that we knew might not be up to the level of quality, or level of accessibility, that all of the other components that, like the text boxes and radio buttons in the GOV.UK Design System. Just that it’s so, so real, it’s just so good. Just the quality of the guidance, the quality of the patterns, the components themselves is excellent. It plays really nicely into the prototype kit. And when I have worked on department specific design systems, it plays nicely with those ‘cause. So we’ve, we’ve... At HMCTS and MoJ Digital, we had our own department design systems and we had to extend and build on top of the GOV.UK Design System. So that was, that was another really good thing. Laura Stevens: Could you sort of speak then to how important having this centralised GOV.UK design system is to different departments across government? Adam Silver: Oh yeah, absolutely. I mean we have several services at MoJ that were asking people for their bank details. And during our research there are many many government departments that have many many services of their own that are also asking for their bank details. So there is a lot of duplication of effort there and a lot of inconsistency between them. Not, not major inconsistency but little inconsistencies and those can, those things can, can add up to creating a less than ideal, tricky user experience. So having that centralised and standardised in GOV.UK Design System adds a tremendous amount of value along with everything else that is centralised in, in the system. Laura Stevens: How does the community behind the design system help you in your work? Adam Silver: Yeah, so well, that’s, it’s majorly helpful. It’s one of my favourite things about working in gov [government] actually, is, is the huge design community who are just willing to, to help. On, on Slack, there’s like thousands of people on there and they’ve, there’s always somebody that’s either come across your exact problem or they’ve come across something similar and can help out. And then the backlog itself, or, or the more specific help around the design system, I mean the team are real-super friendly. You get to know them individually, they’re always there to, to help. And having someone dedicated on support each, each day on Slack is, is massively massively helpful, knowing that you can go to one place to get help is, yeah, I can’t, I can’t just, I can’t commend it enough really. It’s super valuable to me and it’s, I know that it’s been super valuable to other people I’ve worked with as well. The community backlog is really good because if there isn’t something in the design system then you know that there’s going to be...well there’s a very very good chance that somebody has put their own designs into the backlog. Just some screenshots, just some explanation and then some discussion. And that, that will get you going so you don’t have to start, you’re never, you’re never really starting something from scratch because somebody has always done something. And somebody, sorry. Sometimes somebody has done more than something. There’s, there's a lot of contributions on some of the backlog tickets as well. Laura Stevens: So Kellie Matheson, who works at MoJ Digital, also spoke at Services Week 2020 about having two Design Systems and working with that. How do you, how, what’s been your experience of using two design systems at once? Adam Silver: So it’s not, it’s not the ideal situation. It’s because, the reason why I think design systems appear in departments is, is because, well for 2 reasons. One is that GOV.UK Design System just can’t go fast enough in accepting contributions which is kind of what I was talking about earlier. They’re just not resourced enough I don’t think. It takes a lot of effort to build out a component. Laura Stevens: Yeah, yeah, yeah. Adam Silver: So that, that’s one reason where a department could move a little bit faster. Quality might be a tad lower but they can move a bit faster. Because they’re not worrying about the needs of the whole of government, they’re just worrying about the needs of their department of the needs of a programme within a department, sometimes that’s the case. And the other reason is because there are literally department specific patterns. But I see it as a temporary solution while, until the GOV.UK Design System can pull those patterns in. Laura Stevens: And you, on your blog post, you also contributed a pattern along with your colleagues Amanda Kerry and Gemma Hutley, what was that pattern? Adam Silver: That was how to ask users for their bank details. So as part of the, as part of the Child Funeral Fund service that we were designing, the main, the main point was that the user is claiming back the costs. So to do that they need to provide their bank details and that way we can, during the claims process, make that payment to them. Laura Stevens: And what was it like to contribute your own pattern to that, or your team's pattern to that? Adam Silver: The reason why I wanted to contribute the bank details pattern was because while we were designing the service, there was no actual pattern existing for the bank details. And we looked in the backlog and we talked to people across government and in our own department as well, and there was no, there was no solid example of how to, how to ask for it. There was lots of different good examples but there was no one way. So that’s something that we had to tackle during the 6 week period. And so it would have been a real, it would have saved us a lot of time if that did, if that pattern was part of the GOV.UK Design System. So we thought ok well look, we’ve learnt quite a bit about it by searching around what other people have done, and we made a decision ourselves for our service. So why don’t we use what we’ve learnt, work a little bit harder and contribute it back. Laura Stevens: So I’m sitting here with Tim Paul...And so you can ask him anything, what do you ask him? Adam Silver: Hi Tim, I would ask you how to quantify the value of a design system? Laura Stevens: So a nice easy question there. Tim Paul: Yeah, thanks Adam! Laura Stevens: But I did actually hear there was, I did actually see this was, this was your talk in Services Week 2020, wasn’t it? Tim Paul: Yeah. Yeah. So first of all, that was really good to hear from him. And yeah. One of the things we’ve always known that we need to do, and any team will need to do, is to somehow quantify the benefits of the thing that you’re delivering. Design systems are no exception. But it is quite hard to do that because of the nature of the service and the products I think. They’re not transactional services, you can’t watch people kind of go through them, people aren’t signed in when they use it and so measuring how many people are using your service and product is tricky enough. And then quantifying the actual material benefits is also not that easy. It’s all about productivity and that’s quite a hard thing to measure. These aren’t small tasks that can be done in a few minutes where you can, can easily measure how much faster people get. These are tools which help people over the course of days and weeks and months in quite unpredictable and subtle ways. So we’ve always struggled a little bit. Although I think this quarter we’ve gotten a little bit better at this stuff. And so we were joined by Roxy, who’s a Product Manager in GDS, and she’s really helped us deliver a kind of economic model and, and a business case for how, how much benefit the Design System is, is giving people. And so we did a fair amount of research, we did lots of analysis of things like repos on Github. And we fed all of this information into an economic model, we worked with an economist called Parri. We, we, we had lots of other data points. Our user researcher Rosie did, at quite short notice, did some really good research where we interviewed around 10 designers and dev-developers from different departments, and we got them to talk about their experience of using our tools. We got them to do the very uncomfortable thing of like trying to, trying to tell us how much more or less productive they were using our tools and not using our tools. Laura Stevens:Yeah. Tim Paul: Which is a, it’s a really tough ask. But people did tell us and we got enough data points that we figured taking an average and going with a conservative version of that average was sufficient. And so feeding all of this stuff together, and thinking about how many teams are actually using our products and for how long and so on, we got to a kind of round figure of, we think we’re probably saving the government about £17 million pounds a year right now And that’s based on the assumption that without the Design System, government would need to spend about that much money to deliver the same services of a similar quality. So yeah. Laura Stevens: And were you, did you think the figure would be about £17 million or did you... Tim Paul: Yeah..I don’t know. I guess it was higher than maybe I was expecting. Laura Stevens: Yeah. Tim Paul: Yeah. Yeah. But one of the things we’re really keen to do is focus as much as we possibly can on, on the more qualitative benefits of Design Systems. Laura Stevens: Sure. Tim Paul: Rather than treating them as a kind of efficiency tool. They definitely do help teams work more productively but what we’re really hoping is those teams use their excess capacity to deliver better services. And so Adam kind of touched on that. Because they don’t have to worry about checkboxes, and radio buttons and headers and footers and making those all accessible and usable, they can spend that time that they’ve saved focusing on the actual service itself, and the content design, and the service design and the policy design and so on. And that’s really where the gains are to be had for individual service teams. Laura Stevens: Adam also referenced about how there are other individual organisations using their own design systems, they’ve made up their own design systems. Why do you think places have created their own versions? Tim Paul: There have always been other design resources made by other teams and departments in government, and that should come as no surprise. For the most part these are people with quite similar missions and goals to ourselves. Laura Stevens: Yeah. Tim Paul: They’re trying to solve the same problems but at the level of their individual programme or department. And so a couple of years ago when we were initiating this work, we made a conscious decision to, to not treat them as rivals or competitors or in some way a symptom of failure. They’re really just people who are trying to solve the same problem. And so we, r-rather than go around and try and s-shut them down or anything like that, we made friends with these people, these people are now contributors and we try and work closely together with them Laura Stevens: And not only is the GOV.UK Design System helping in central government, but it’s also being, helping across the public sector in local government and the NHS. And we’re now going to hear from Emma Lewis, from Hackney, about her experience of using the Design System in a local authority. Emma Lewis: I’m Emma Lewis, I am the Lead Frontend Developer at the London Borough of Hackney. Laura Stevens: What is the London Borough of Hackney doing with design systems? Emma Lewis: So we have our own Hackney Design System and Hackney Pattern Library, and both of those are based on top of GOV.UK Design System and GOV.UK frontend respoistry. So we have our pattern library is called LHB Frontend. Which is essentially a copy of GOV.UK frontend which also imports GOV.UK frontend and we build on top of that. So we have a bunch of different components, some of which are basically identical to the GOV.UK components but they have sort Hackney, ‘Hacknified’ styles or small colour changes, spacing tweaks, things like that. We have some components that are actually identical to GOV.UK and some components that are completely new to Hackney because they're more local government focused. Laura Stevens: What have been the benefits to you working in local government, for using a central government design system? Emma Lewis: I mean it’s been huge. So having all of these things just out of the box sort of we can use, it’s such an enormous time saver. But also having things like we, you know, we know they are accessible. So it means the services that we’re providing to residents and staff are so much better than they would have been otherwise. Laura Stevens: And I think a lot of people respond to with the GOV.UK Design System is also that community element of it. Has that helped you as well at the council? Emma Lewis: Enormously. There’s no-one else really experienced at frontend development that I work with, and having that community of people who I can ask questions to, is such a positive thing. And likewise I am so grateful for the GOV.UK Design System that it means I want to contribute and I think other people feel like that. So I’ve contributed a couple of pull requests that are like really really tiny minor changes but feels good to do that. And it’s something that I want to do. And I think you see that with other people in the community who aren’t necessarily working centrally at GDS but have benefited from it so want to contribute something. Laura Stevens: Why is having a design system a good thing for local government? Emma Lewis: It’s...there are lots of different reasons. The main, the first reason is consistency. So it means that you know, any of our products that use that design system are going to look the same and that means, that’s really good for lots of different reasons. It means we’re not duplicating code in lots of different places. So you know, if something changes we don’t need to update it in loads of different places, there’s just a central place where all of that stuff comes from. And that’s something that developers love. Laura Stevens: Yeah. Emma Lewis: But also I think accessibility is a huge thing. The time and resourcing that goes into making a design system like GOV.UK, like I’ve never seen the amount of effort that goes into a component be put into that kind of thing outside of a design system. Laura Stevens: Yeah. Emma Lewis: And so making sure that it is accessible means that it’s usable by all of our residents and that’s really important. And we, one of our missions at Hackney is to create digital services that are so good that people prefer to use them. Laura Stevens: Yeah. Emma Lewis: And in order to do that, they need to be available to work for everyone and that’s like incredibly important. Laura Stevens: So this is a bit of a, like a retrospective question. What do you wish you knew, or to anybody who is listening from a local authority, from a local borough, before you started creating the Hackney Pattern Library? Emma Lewis: I think 2 things that spring to mind. One of which is how important your decisions are when you start doing something like that. So I think I hadn’t appreciated how difficult it can be to change things down the line. And this is something that...so Nick [Colley] and Hanna [Laasko] who work on GOV.UK frontend actually we’re really kind and came into Hackney to talk to us about the design system. And they were talking about how hard it is, or how bad it is to make breaking changes. Laura Stevens: Yeah. Emma Lewis: So you know, changes to the design system or pattern library that are going to break things for users of the older versions. And that’s something that I wasn't, I hadn’t really thought about much until that conversation. And now, we’re sort of 6 months into our first version of our pattern library, and I’m starting to see, ‘oh I wish I’d done that differently’. And you know really feeling empowered to take the time at the beginning and think about those considerations about how you’re doing something and whether it is the right thing and what possible use cases there might be down the line, can be really helpful. Laura Stevens: So how, what are people using it, what sort of stage are you at? Emma Lewis: So I’m doing some work at the moment with our mapping team, who create all sorts of maps for residents and for staff to look at, from things like where water fountains are, are in the borough to planning applications and all sorts of different things. And we’re coming up with, I suppose sort, it’s sort of similar to a design system in a way, we’re trying to come up with this sort of map template that we can use to show all different kinds of data. And I was just showing them really quickly yesterday how to use the design system to put a header and footer on the page, and their faces were just like lit up. It was so exciting that this was suddenly all available to them. Like using the GOV.UK design system has been an incredible time saver. Like I can’t, we wouldn’t have a pattern library now if we’d had to build everything from scratch. It just. We have so many different projects on and we don’t have the people to build something like that, and by having that, it’s mean that, not only that we can use it on projects going forward, but we’re also massively reducing the amount of time it takes to build all those individual projects as well. So it’s been, it’s just been enormous in terms of the time it saved and like I said, the community around it. Laura Stevens: Yeah. Emma Lewis: The support that’s been provided with it. Tim Paul: That was really really nice to hear that. It’s so, so gratifying I think to all of us on the team when other people reuse our work. Laura Stevens: Yeah. Tim Paul: It’s one of the best things about working in government and in the public sector is that we can be happy about the fact that people are stealing our work. In fact we kind of strongly encourage it. So yeah, that’s, that’s great. It’s, it’s doing exactly what we hoped it would do. So we’ve known for quite a while there’s huge potential beyond central government for, for the work that we’re doing, not just ourselves but alongside our contributors, to, to benefit local government and even as far as international governments. We’ve, we’ve got I think we know about 5 different local authorities which are in some way using GOV.UK Frontend, and we’ve got a couple of other governments from other countries who are using our work as well. So this is really really good. Laura Stevens: And in both those clips, both Emma and Adam, they both spoke about accessibility and how having it tested to the level AA of the Web Content Accessibility Guidelines or WCAG. Tim Paul: Yes. Laura Stevens: Is that right? Tim Paul: That’s correct, yeah. So this is, this has turned out to be a huge driver I think for adoption of the Design System because there this standard called the Web Content Accessibility Guidelines, it’s been around for a while, it’s in version 2.1 now. But the thing that has changed recently is that meeting level double A of that standard has now become an actual requirement, not just of central government services but the whole of the public sector by this September. And so suddenly there’s a real strong need by teams everywhere to make their services fully accessible. And that’s pretty difficult. There’s lots you can do it make it easier like building in accessibility from the very beginning is probably the best way you can make your life easier here. Retrofitting accessibility is, is always a terrible experience for everybody. But it turns out that making even simple things like buttons fully accessible across the full range of assistive technologies, devices and browsers, is actually pretty involved, difficult work. You’ve got lots of testing to do, you’ve got, the state of assistive technologies at the moment is still probably not as mature as it could be, which means there are lots of weird little bugs and kinks. Laura Stevens: Yeah. Tim Paul: Funny little idiosyncrasies across all the different technology stacks. And so the work that we do in the centre is to do all of that testing and iron out all of those bugs and figure out how to make these things work across all of the assistive techs that we know that people use. And that level of work, that depth of work is probably not a thing that an individual service team could or should be spending its time doing. They’ve got the full service to worry about and they really shouldn’t be spending the amount of time that we can spend on, on making low level components fully accessible. So it’s one of the things I’m happiest about because it’s something that we can really contribute to. Laura Stevens: And in, you mentioned as well that we’re not only helping central government, local, NHS but we’re also going abroad as well. And in March 2019, the New Zealand Digital Service published a blog about how they used the GOV.UK Design System to help create their own. So, and they had a quote in there saying: “We decided not to reinvent the wheel so we’re building on the GOV.UK Design System, a system with years of development. It’s a mature and proven Design System with full rigour and accessibility and testing”. So what does having that sort of reach and international impact feel like for you and the team here at GDS? Tim Paul: It’s really nice, it’s kind of flattering. Yeah it also feels a little bit scary. I think Emma alluded to the issue of having dependencies and breaking changes and things like design systems. And that’s a thing that we’ve experienced as well. So if you’re working on a service team in an agile environment, then the idea that you can iterate rapidly and fail fast and all of that, it’s great, it works really well. It doesn’t quite translate when you’re building a central code resource because if you’re iterating rapidly, if you’re failing fast, if you’re making lots of breaking changes, then you’re disrupting the work of everybody who’s relying on your code base. And so we end up being a lot more conservative, we end up moving slower and at a much measured kind of careful pace. And that’s because we are intensely aware that everybody using our tools is going to be disrupted by any breaking changes we make. And so when we hear that you know, another country or local government authority is using our service, it’s really really good but it really hammers home to us how careful we have to be not to break things for them as well. Laura Stevens: Do you think there’s a way of fixing that? Or is that just an inherent problem with having a central design system? Tim Paul: I think probably the way to address that challenge is to not try to create some uber design system for the world, which would be the egotistical response to that challenge. You know the internet is supposed to be made up of many parts loosely coupled, and that’s what we should be trying to do here. So making sure that people can use our tools as the foundation for the things they need, and that we have nice productive feedback mechanisms between, between those. That’s probably the right way to approach this. Laura Stevens: Is there anything where you’ve seen the Design System used in a way that you just never expected it to be used, or it popped up somewhere that you... Tim Paul: We’re, we’re sometimes asked about doesn’t, don’t, don’t these products make it really easy to make fake versions of GOV.UK, which is a really valid question. And the answer is yes, they do. They make it easy for anybody to make things look like GOV.UK. But to be honest if your motivations are to trick people, then it’s always been pretty easy to make fake versions of a website. Laura Stevens: Yeah. Tim Paul: So we’re not making it that much easier for the scammers, but we’re making it a lot easier for the service teams who are building legitimate services. But yes, every now and then we see, we see a dodgy looking GOV.UK site and we see our own code in there, and that’s kind of weird but you know there’s a whole bit of GDS which is dedicated to spotting that stuff and getting it taken down so. Laura Stevens: So thank you so much to Tim to coming on today and also to Emma and to Adam for talking about the GOV.UK Design System. And you can listen to all the episodes of the Government Digital Service Podcast on Apple Music, Spotify and all other major podcast platforms. And you can read the transcript of Podbean. So thank you again and goodbye. Tim Paul: Thank you.
The DFX team is back from Portland and Chris Lee joins us for a recap of Autodesk's Fusion 360 Academy. We met a few DFX listeners and a whole Marvel Universe of our favorite Instamachinist super heroes. We talk about all the good stuff coming to Fusion later this year and in 2020. Links Matsuura custom fixture developed using Generative Design in Fusion 360 - https://www.youtube.com/watch?v=-9-BoJnXM8A Chris Lee (@chrislee.design on IG) - https://www.instagram.com/chrislee.design/ AvidCNC (@avidcnc on IG) - https://www.instagram.com/avidcnc/ Ed Rees (@spacelyguitars on IG) - https://www.instagram.com/spacelyguitars/ Tom Zelickman (@tjzelick on IG) - https://www.instagram.com/tjzelick/ Aaron Powter (@dctteacher1 on IG) - https://www.instagram.com/dctteacher1/ Angelo Juras (@the_true_croatian_sensation on IG) - https://www.instagram.com/the_true_croatian_sensation/ Tim Paul (@oneeartim on IG) - https://www.instagram.com/oneeartim/ Al Whatmough (@awhatmough on IG) - https://www.instagram.com/awhatmough/
Paul’s Letters - Paul’s Introductions brought to us by Tim on Titus 1: 1-3
Today's episode is all about the Draft! We brought in special guests @DynastyRich & @DynastyMatt of the @DynastyNerds to get you ready for the Dynasty Owner BETA season. Dynasty Nerds have been giving expert advice on the Dynasty Nerds podcast for the past 5 seasons! Rich & Matt join Tim & Paul today to give you expert advice for Dynasty Owner. Matt & Rich tell you who to draft and who to avoid so you're ready for your Dynasty Owner Draft!If you have never heard of the Dynasty Nerds before go check them out at www.dynastynerds.com Subscribe, Download, & Listen to the audio version of the Dynasty Nerds Podcast on iTunes, Google Play, and Spotify. They have #1 Dynasty Podcast and a perfect 5-star rating on iTunes!Have your friends visit www.dynastyowner.com to sign up to be a 2019 BETA user.Subscribe, Download, & Listen to the audio version of the Dynasty Owner Podcast on iTunes, Google Play, and Spotify. The video version can be found on YouTube.Follow us on Twitter @Dynasty_Owner
Tim Paul stops by for a very fun sleepover. We talk about cruising, gay intimacy, mall culture, SEX!, Catholic school, peeing the bed and celiac disease honey! Peter sends a real whopper of a Marry, F, Kill at Tim! @porpoiseswallow @TMurray06 @PeterKZ
Tim & Paul are back with a regular episode. Tim visits a huge collection, Paul misses Kraftwerk, who's wearing the Bowie shoes, the great cellophane debate, listener questions & more... Hosts Paul Field / Tim Scullion Editor Tim Scullion Twitter: @WeBuyRecordsPod We Made This: @wemadethispod / www.wemadethispod.com
Tim & Paul are back with a regular episode. Tim visits a huge collection, Paul misses Kraftwerk, who's wearing the Bowie shoes, the great cellophane debate, listener questions & more...HostsPaul Field / Tim Scullion EditorTim ScullionTwitter: @WeBuyRecordsPodWe Made This: @wemadethispod / www.wemadethispod.com
#55 Stephen Hazell-Smith AKA The City Grump State of the Markets Podcast https://www.sotmpodcast.com All podcasts available on youtube: https://www.youtube.com/channel/UC-tcfr0by81zN6DMn2Oii0A Podcast links: https://soundcloud.com/paul-60-1 https://player.fm/series/state-of-the-markets https://www.stitcher.com/podcast/thinktradingcom/the-state-of-the-markets https://itunes.apple.com/us/podcast/state-of-the-markets/id1301360737 Paul Rodriguez of http://ThinkTrading.com https://twitter.com/prodr1guez and Tim Price of http://Pricevaluepartners.com https://twitter.com/timfprice join Stephen Hazell-Smith Aka The City Grump https://twitter.com/thecitygrump Loftskand@hotmail.com The City Grump Rides Out https://g.co/kgs/ZJoEg1 Stephen's Media Picks: https://dominiccummings.com/ Tim & Paul's Media Picks(s): After Life (Netflix) https://g.co/kgs/SiUrqX --- Send in a voice message: https://anchor.fm/stateofthemarkets/message
Tyler O'Neil and the guys fight technical difficulties. Tim smoothly interviews Paul DeJong.
Tyler O'Neil and the guys fight technical difficulties. Tim smoothly interviews Paul DeJong.
In this episode, we talk to former DWP Deputy Director and OneTeamGov co-founder Kit Collingwood about her time in government. A full transcript of the episode follows: Angus Montgomery:Hello and welcome to the Government Digital Service podcast, my name’s Angus Montgomery, I’m a senior writer at GDS and I’m very pleased to be joined today by Kit Collingwood, currently at DWP but recently announced soon to be leaving and getting an exciting new job in agency-world, so we’ll be talking to Kit about her time in government and looking back over some of the things that she’s done, so thankyou for joining us Kit Kit Collingwood:Thanks for having me. Angus Montgomery:So Kit, just to kick things off could you tell me a little bit about your role at DWP, your current role, and some of the things that you do there? Kit Collingwood:Sure. So my role is head of data transformation for the Department for Work and Pensions, so what my teams do is we work in the intersection between data, digital and technology to improve services and improve decision-making. Angus Montgomery:And how did you end up there? What’s your career path been so far? Because you’ve been around- well, I think it’s fair to say you’re a well-known figure in digital government. You’ve been around digital government for a while. What’s that journey entailed? Kit Collingwood:Well, it’s a huge cosmic accident actually. I worked actually in the engineering sector for five years after I graduated. I was a proof-reader and a translator for five years and then I decided that I wanted to be in the public service in some capacity. So I in 2009 joined the civil service fast-stream. I was a policy maker for three years working on different areas of justice policy, and I worked in parliament for a while putting a bill through parliament. When I came from the end of that experience, I almost left the civil service because the ways that I thought that policy making and parliamentary work were happening were so antiquated and so out of touch with the average person’s experience that I’d really sort of lost faith with a lot of government ways of working and I was really saddened by a lot of what I’d seen. There was really no empathy or contact with people on the outside of Whitehall and I felt myself really distanced from average human experience. At the same time, I fell into a delivery manager job at a place called the Office of the Public Guardian, which is one of the executive agencies of the Ministry of Justice. I applied for it as a fast-stream role, so it was just one of the regular rotation roles. I didn’t know what a delivery manager was. I didn’t really know how the internet worked, and I knew nothing about agile or about technology. I applied for this role called delivery manager which looked quite fun, and it turned out to be the delivery manager for the lasting power of attorney service, which was one of the first exemplars in the GDS transformation programme. So this was coming towards the end of 2012, which is why I’ve been around for a long time because the beginning of digital government I suppose was around that time in the way that we know it now. GDS was about a year old really. I had an induction that was hilarious in hindsight where my boss sat me down on my first day and she said, “Here’s your induction. I’ve just quit.” So my boss quit on my first day, and she was head of the transformation programme for the Office of Public Guardian. I, being the cheeky youngster that I was, went to her boss and said, “Can I have her job please on a temporary promotion?” And he was foolish enough to give it to me, and that’s how I came into digital government. Angus Montgomery:Oh wow. Kit Collingwood:So I was the accidental head of a transformation programme that I had no idea how to lead, but I did have some ideas about how I thought the place could be better run. So at that point, I was working with a guy called Chris Mitchell from GDS who was one of the very first sort of transformation partners which GDS would place with departments to help them understand how to do digital. He and I got on very well and I also got on very well with Mark O’Neill who was the other person sort of in place at the Ministry of Justice, where OPG was. So they began to teach me the ropes about what this thing called digital was because I didn’t have a clue. I didn’t know what a software developer did. I had no idea about how all of this works, and really the first six months of that were just me learning and learning and learning. Very quickly I met a few people who would completely transform how I thought about government. Tom Loosemore, Mike Bracken, Richard Pope, Tim Paul and a few others, so I would go to the old buildings in Holborn and that’s how I learned what digital government was, was from those people. They really taught me the basics of why this thing was necessary, what transformation meant, and they inspired me to stay in public service. Angus Montgomery:I’m interested in- because you sort of described in your early career you were becoming frustrated at the lack of human-centeredness or lack of humanness of governments, but you didn’t know what digital meant. So you kind of obviously had a lot of empathy and you understood that government needed to be more user-centred, but at what stage or how did you realise that digital was a way or the way to do this? Or is digital the way to do this? Kit Collingwood:No, I don’t think digital in itself is the way to do it, but it’s one of the tools that we need to be able to do it. So the ability for technology to bring services into people’s homes and everyday lives is part of the way that government should re-approach human connection. I’m fairly convinced about that, but it’s only a subset I think. We, I think, need fundamental retraining in empathy skills, or training not retraining. Fundamental training in empathy skills in order that we can approach the people we serve with compassion. That’s not sort of pure cuddly thinking. There’s a huge economic benefit to understanding end users better, because if you understand the impact of your ideas and your policies on the average person then you can more effectively implement those policies. That to me just stands to reason, so to me high empathy has financial gains for government as well and it frustrates me that people don’t often see that. But to put that aside, to answer your original question, the way that I sort of connected this idea of human connection and digital government was through user research, the kind of doggedness of user research. And quite quickly coming into- I think I inherited a team of sort of two or three people at the OPG and they were bolstered by some GDS folk. I mean, it’s a dream to have somebody like Richard Pope being able to effectively just consult on your ideas with, and that’s kind of an incredible privilege to have had. But there was also this cohort of user researchers, and I didn’t know what one of those was. So just observing them at close quarters, this idea of iterating on your ideas, not doing a massive big bang thing and then just sort of hoping it works, which was- that is the way that government has and had done things. Suddenly there was this cohort of people who would do something small and then test it, see if it worked, and then do something else and then test it to see if it worked.I saw the potential for that outside of technology, so I could see the application of that in policy-making very easily. I could see the application of that even in law-making, which is more controversial, but I can see that. And in fact law-making is iterative actually. It goes through both houses several times, but to me the connection to end users is still lacking, and it’s got huge application for customer service as well, iterating in your ideas. None of the things I’ve just said are remotely original. They all happen now, but at the time it was quite revolutionary. So this idea of getting in a room with people who would be on the receiving end of your stuff, that was huge to me and that really reinvigorated my faith in public service. Angus Montgomery:And can you describe for people who weren’t around, say, back then, it wasn’t that long ago, but in 2012 when the exemplars programme was running, what was the exemplars programme? How did it function and what was the purpose of it? Kit Collingwood:Well, it was 25 high volume services that had a huge potential to be transformational, so it was things- so lasting power of attorney was one and that’s the ability to give somebody the power to act on your behalf if you lose mental health. There were things like carers’ allowance, which is part of my current department, Department for Work and Pensions, and also some less emotive but high volume stuff, so a lot of the DVLA’s digital services, a couple of them fell into that transformation programme as well. So these were high volume services that would show the potential for digital government, and they were acknowledged as being the starting line really. It was to get 25 of them into beta within a certain timescale to show the pace that was potentially there. And for me to begin to develop the skills that government would need to be able to be digital for the future, one of the things which has really dragged, it’s a lot better now, but one of the things that really dragged was this acknowledgement from government that we need this massive cohort of skills to be able to be sustainable in digital beyond something that was a programme, you know, beyond something finite.So I used that exemplar programme to build up a lot of trust and support in what I was doing so I could hire the right kind of people because I could see that this wasn’t going to go away. Angus Montgomery:Yes, yes. How did that actually function day to day, and what was the kind of relationship between- because exemplars is very much run by GDS with these departments. How did that work in practical terms? Was there a sort of mixed GDS/MOJ team? How did that work? Kit Collingwood:Yes, there was initially, yes, and then GDS slowly peeled off. I’m wary that I’m speaking entirely from my own experience. I know that I have an overwhelmingly positive experience of it. Other departments I know felt almost affronted that GDS were coming in and sort of telling them how to do their own services effectively, and I know that there was tension there. Angus Montgomery:Why do you think your experience was positive in that sense? Because GDS was still coming in and kind of telling you or showing you a way of doing something. Why do you think that worked when it might not have worked elsewhere? Kit Collingwood:I never felt that I was being told anything. Maybe it’s because I was so keen to listen, so I felt very humbled by being in this new role, so part of it undoubtedly will be how willing I was to listen to them. I was in a new executive agency, so the OPG was new to me. The Office of the Public Guardian was new, so I was learning the professional domain I was in. I was learning the technical domain and I was learning about digital government so I felt extraordinarily empty-headed. But I’m a really good leader, so I knew I could lead the things. I knew I’d have the right ideas, but I had so much to learn and probably me being so open to learning helped us move that path. If I’d have had slightly more emotional and professional capital invested in what had already gone before, maybe it would have gone less smoothly. That was definitely part of it. The other thing is I recruit curious people, so the team that I brought in to work with me in the OPG were secondees from operational centres, people from policy-making, some external hires. I always promoted a culture of partnership with GDS, so for me they were friends from the beginning. I had no reason not to have that attitude and other people did. Angus Montgomery:Yes. And I suppose the other kind of truism that’s spoken about the exemplars is that they were really, really difficult to work on and that there was burnout and that there were people working incredibly hard but getting incredibly frustrated, and was that something you experienced as well? Kit Collingwood:I didn’t burn out. I found it hugely energising, and again I think my teams were protected by the fact that we did have such a positive relationship. I’m quite keen on sustainable mental health so we never were a team that would work until midnight. We never thought that was cool. We never thought there was anything cool about that, so it never felt very tense in our office. It never- and also you have to embrace a bit of humility in what you’re doing. You’re doing something great and we had a great sense of pride about that, but it’s not brain surgery. Nobody was going to die if we all knocked off at 6:00pm instead of 10:00pm. We took it incredibly seriously but not too seriously, so we never did burnout. We were extraordinarily focused. We basically did one thing for nine months and then we did a second thing for another nine months, so sustainability was always on my mind. And I found very quickly, because I got promoted quite quickly at that time, I was in danger at the end of my time of OPG of losing visibility of individual products being delivered, so I always had this awareness that you can reach a tipping point where people will start to feel out of focus, and I’d known that from my own experience. So I always tried to have empathy with my teams and make sure that they could work at a pace that suited them. Angus Montgomery:Yes. And they understood- because the other thing about working in that sort of environment is you’re delivering so quickly, you kind of need to- I don’t know. This is just me positing, I suppose. You kind of need to step back and look at what you’ve achieved as well and if you’re delivering really quickly that can be quite hard to do. Kit Collingwood:Yes, it was a whirlwind. It always felt like a happy whirlwind, and a lot of the- we had like the lowest turnover of the whole place, you know, really high engagement, and there were people still working in that digital team that have been there now for five or six years, so it was a good place to be, but the pace was high. I remember a year in we looked back at what we’d done and we’d done one service from scratch to public beta, an additional service from scratch into alpha. We’d done the first digital strategy. We’d quadrupled the team size. We’d redrawn how we did recruitment. We’d changed the pay scales. We’d redone our commercial contract so that we were outside of big IT contracts, and what else had we done? There was something else as well. Oh, we’d redesigned the governance as well so we could do our governance. And we’d sort of looked back after a year and we were like, “Holy.” We did a lot, and a lot of it was- there was a real lack of self-importance to that team. We knew we were doing good stuff, but when we wrote our strategy it was like eight pages so we did it in about three weeks, so there was a real lack of fanfare in a good way. You know, it was just heads down and crack on and try not to show off too much. Angus Montgomery: It’s interesting you say that because that’s one of the things, because I joined GDS in 2016 because I’d been a journalist before so I’d been a sort of observer of digital government and one of the things that really struck me about what GDS and what people working in digital were doing was that they were delivering stuff. GDS in particular was really vocal about the work that it was doing, but it was showing the work. It wasn’t talking about abstract things or concepts or strategies. It was like, “Here’s a thing that we’ve done. Here’s how it works,” and that was really inspiring as someone outside this. Kit Collingwood:The phrase of strategy as delivery is banded around by everybody now, and it’s almost had its hay-day. People have almost stopped saying it in some circles, but I can’t describe how powerful that was to somebody like me who’d come out of the most bureaucratic part of Whitehall, you know, the middle of a policy team, a kind of strategic policy team, and I’d come out of- I’d worked for all three main political parties by that point, so I’d joined the government in 2009 and I’d worked for the coalition government which I was working for at that time. So working with a lot of different ministers doing things like ministerial handover, loads of briefings, lots of policy documents, lots of consultation, very slow, sluggish pace. Great work being done but sluggish, and suddenly this idea that we could be released from writing constant documents to prove the worth of what we were doing was just ridiculously revolutionary, and I can’t exactly describe why. It’s so obvious that you could get on with the work rather than spend a million years doing a 100-page business case, but to me that was like, “Oh, Christ, I can do this so differently.” And that’s why our strategy took three weeks and it was eight pages, and our business case was like ten pages. The hidden bit about that was a lot of me putting my neck on the line saying, “No, no, no, I’m going to write this short. It’s going to be really short, really simple,” trying to simplify everything, and that’s where the effort went. It’s a funny analogy actually because it’s the same way that the design plans went as well. Government websites are massively overdesigned. Then GDS comes out with something that’s basically a white page with a green button in the middle with a bit of highlighting on it and everyone is like, “Oh. That’s how we’re going to design things now,” and they were like, “Yes, yes. We just basically don’t put much on the page.” Everyone is like, “Oh, right,” and it’s a really analogous approach to what I took to everything after, business cases, documentation, recruitment processes, governance. Everything went the same way. You don’t need to clutter it with all of that noise. Angus Montgomery: Yes. It’s just so incredibly powerful because you were in government while this was happening, but I was reporting on the private sector and the private sector organisations weren’t doing this. It took an organisation within government or a group of people within government to drive this kind of simplicity home. And working in government now and understanding the complexities of it, it’s just unbelievable almost that that happened. Kit Collingwood:Yes, and of course it peed people off. Of course it did. Everybody who had ever built one of those websites would be peed off because that’s your work being rubbished by these people, all of whom were pretty young. They were highly paid because they’d come from the private sector. They were off, siphoned off from Whitehall. They were other, and they were consistent. GDS were consistently othered by a lot of big government departments, and still are frankly. I don’t think you can be a rebel of that magnitude without peeing off a hell a lot of people. What I took as my task was to try and- I’d been in a policy-making community that thought that digital government were a load of jeans-wearing hipsters. Now I was in a digital community that thought that policy-makers were a load of 50-year-old white fuddy-duddies, and elements of both of those things are true. You know, there are jeans wearing hipsters in digital government and there are white middle-aged fuddy-duddies in policy making but that doesn’t mean that we’re not trying to do the right thing. So from that point, my mission was just trying to connect people so that- you can’t do anything without trust so it’s just trying to increase the level of trust between the different communities that I was operating in. Angus Montgomery: Yes. And how did you- because I guess we’ve talked a lot about the exemplars and the rapid pace of what was happening, the rapid pace of change, and touched on things like the controversies around that. But you’ve been in government for a long time and carried on that work, and how did you make it sustainable? How did you take that kind of environment and that thinking and sustain it into another department, into another role, into new teams? Kit Collingwood:I think it was a series of steps really. There were some mechanistic steps such as I began quite early to realise that government funding isn’t set up for digital. It is a bit better now, but at that point you did project works. You’re funded for a blob of thing and when the thing ended you weren’t funded for the thing anymore. Well, that was never going to work with things like CICD, so the continuous delivery of technology doesn’t work with that funding model. I blessedly realised that quite early and I started to work very closely with finance and commercial business partners to smooth out that path so that things like- this is so boring, but this was what got it done. CapEx versus OpEx was well-known and well chartered, so I didn’t want to have a drop in the team that was sharp between this thing called build and this thing called run. For me that’s still a false divide. Well, anybody who works in a DevOps way, that’s a false divide. So I plotted with them to go from a full team size- say your team size is 10. Over time I would look to retain 4 of that team and I would build that into a bigger business case and I’d have like a slide down from one to the other. And putting in the groundwork with those people who are naturally mistrusting of something where it looks like you’re trying to game an existing process and just getting them to see what I was doing and these services- if you run these services while in perpetuity, you don’t have to then have this change request of £1m a year down the line. Angus Montgomery:Yes, that comes in, yes, yes. Kit Collingwood:Because you’re continuously enhancing what you’re doing, but you can enhance it with a smaller team and it wasn’t always cheaper actually or it didn’t always look cheaper, but I knew that you’d then five years down the line wouldn’t have to buy the thing again because you’d have built it in-house. So it was a lot of donkey work of redrawing everything about how we do finance and commercial work and commercial partnering and governance and all that kind of stuff, so that was part of it. Part of it was government catching up, so digital became not weird while I was a couple of years in, call it 2014, digital government was then effectively becoming sustainable in its own right. I had to fight a lot less hard to get the basics that I wanted to get done done. In the early days I had to have Mike Bracken come and advocate for the things I wanted to get done. It was that ridiculous. I didn’t need that by 2014, and at that point I moved to Ministry of Justice digital, the central digital team, and that had people like Dave Rogers in it who’s still there. He was great, and you kind of move from sensible support people to sensible support people. Angus Montgomery:Yes. How do you kind of- well, it might sound a stupid question, but how do you identify and how do you end up working with people like that? How do you find allies? Kit Collingwood:How do I find allies? Angus Montgomery:Because I do get the sense there’s kind of a network of people in different departments now, and the names are probably well known of people who are doing good things who- Kit Collingwood:Yes. How did we all find each other? Sort of thing. Angus Montgomery:How did you all find each other? Yes. Kit Collingwood:I think we were all curious. So this community of- they’re well known on digital government Twitter. That community of people. You know, there’s probably a couple of hundred of us who’ve been around for- call it five years or more. Dave Rogers is one of them. All of the original GDSs are in there as well, although many of us have gone our separate ways. For the ones who weren’t the real inception, so the Mikes and Toms, I think curiosity was a big bit of it. A lot of us found each other from being mutually introduced by well-networked people, so people like Tom would introduce us sometimes. Emer Coleman was another one for doing that. Kathy Settle. There were these people who knew people and they’d say, “Oh, so and so,” and then people would make some kind of connection between us and we’d almost invariably get on, so that was part of it. Those of us who came out of Whitehall as opposed to being external hires found a natural empathy with each other because we’d been so frustrated by where we’d been and we were generally known as being pains in the bum basically where we are and we were quite grateful- I always think if you, in any meeting room, say you’ve got 12 people in a meeting room, you’re the one that feels really outré and the radical one. You’re just in the wrong room, and suddenly you’re in the right room and it’s just this huge comfort. Angus Montgomery:Yes, that was going to be my next question is kind of, what are you looking for in these people? Because it sounds like a mix of sort of bravery in a sense of they’re willing to take a risk with something. They’ve got convictions, but also they have empathy. Kit Collingwood:Yes. Well, I probably can’t swear in this podcast, can I? Angus Montgomery:I think you maybe could. Kit Collingwood:I’ll put it the opposite way. I only work with lovely people, that’s my rule, so three is something about being kind and warm that is at the core of the kind of person I would look to work with. But there’s something about- the way I put it is we want to reform the machine without breaking it, so all of those people are massively inpatient with the way the government works, massively frustrated, want to beat their heads against the wall but basically love the place, and if they leave they’ll always come back. They are either civil servants through and through in their DNA or you know that you’ll see them again in some point in the future, and it’s those people who care deeply about public service, it gives them that lovely balance of wanting to do the right thing by end users but without completely breaking the machine that they’re working in, and it’s a really hard balance to strike. But when you find it, it’s like gold dust. They’re the best people. Angus Montgomery:Right, okay. And the other thing I wanted to talk to you about was One Team Gov as well because you were one of the- were you one of the founders of One Team Gov? Is that right? Kit Collingwood:I was. Angus Montgomery:Yes. Well, first of tell me why it was set up and what the purpose if it is. Kit Collingwood:One Team Gov was born out of my frustration at the lack of empathy between government professions, so it’s the ultimate realisation of my experience leaving policy-making and going into digital government really. And having observed and then worked in such a tribal system where if you weren’t us, you were them and you weren’t to be trusted. Well, id’ belonged to two tribes and I was like, “Well, where’s the ‘us’ in the middle of all this ‘them’ then if everybody is ‘them’?” So I spoke at a conference in March 2017 about- I gave a talk about data as it happens. That’s what I’m working on at the moment, and I was advised to go and see a guy speak after me called James Reeve who works at the Department for Education. I’d been told he was a great speaker and I listened to him and I spoke to him afterwards and we got on really well, and he was also coming out of policy making and going into a digital role, so the same thing that I’d done, what, five years previously he was now doing. We talked about the experience of how policy-makers don’t get on with digital people in mutual mistrust, and we’d said we’d both been to professional events. We’d been to policy-making events and digital events, but there was no rebel event just for- where are all your generic rebels regardless of background? Where is anybody welcome? Angus Montgomery:This is how you find each other, was it? Kit Collingwood:Yes, exactly. And the tagline we often use for One Team Gov is if you’re tired of waiting for the revolution, start one yourself, not that we aim to start a revolution. That’s really self-important, but we did want to have an event where you would be welcomed as a reformer regardless of your background. You didn’t have to be some whizzy fast-streamer. You didn’t have to be anything really, and we just had a single event. As we were coming up to the event we realised that we wanted to make it a community, so we, classic bit of partnership, Joe Lanman who works here as a designer designed us some branding and we built a little website and we got some regular meet-ups in which are still going now 18 months down the line. All we aimed to do was just to give a safe space to rebels, that’s all. So those people who don’t want to trash the machine but want to make it better, we just wanted to be the people that they could go to, and that was it. It was and is super simple really. [00:35:30] It’s based mainly on networks, on connections and on honest conversations with people. But the heartbeat of it is our meet-ups that we have in London, Cardiff, in the north, Scotland, Stockholm, Ottawa. Angus Montgomery:Internationally now. Kit Collingwood:Yes. So it spreads internationally through those same networks of those positive rebels, and, yes, I’m really proud of it. It gives such a safe space to those people who are just sitting in the wrong meeting room being that single person. They just need to find the right meeting room and we’ve given them that. Angus Montgomery:Yes. One of the things that strikes me having talked about your time working in digital government is you’ve gone from, and this is kind of, I suppose, illustrative of digital government as a whole. You’ve gone from working on an exemplar, so a single service or a single digital touchpoint, to working in an area where you’re bringing together people from across different professions to look at kind of the much wider picture, and that to me kind of illustrates the broadening of digital government, how we think about it from kind of these single touch points to suddenly these whole services or these whole kind of policies. Is that kind of how you see your career having developed? Do you think it has kind of gone like that? Kit Collingwood:Yes. Yes, I think it has. It started off as a blob. We were almost a carbuncle in the beginning and seen by some as a carbuncle as well, and the world to make digital governments sustainable- well, you know, they say that it’ll be sustainable when we stop saying digital, but we’re not there yet. And to my mind, you’ll still need specialist technologists in government so you’ll always have a thing called a technology team or a digital team or something, so it’s not quite the ambition to never say digital ever again but it should evolve in meaning, I think, to encompass not just technologists but people who are interested in internet-enabled reform, which is kind of how I would characterise it. So, yes, it’s definitely evolved from being something where you’re a heavily specialist team relatively separated from the rest of the organisation to something where every profession is welcome. One of the things that- I get a bit [00:40:26] twitchy talking about things that I’ve done that I’m proud of because I get self-conscious, but there are a few and of them there’s somebody called Kaz Hufton who was- she worked for the Office of Public Guardian and she worked in our call centre. She’s one of our operational people and we found her and she was an exceptionally good and is an exceptionally good product manager. We found her in operations, and she proved very quickly that she was going to be better at this job than anybody else we could find and we made her a product manager, and I had to propose and then stand behind that decision. She needed to be promoted about three times because the grade difference between operations and digital was quite tricky at that point, but we did that and it proved something. It proved that if you’re this thing called operations, you don’t have to stay there forever just as I hadn’t in policy. You can transition your career actually, and people come into digital and learn how to do product development. You don’t need a million years to learn how to do it. You need a lot of smarts, a lot of empathy, very open ears, and then professional skills that you learn down the line. I was so glad that we gave her that break, and that’s something that I’ve done consistently ever since is not assume that if somebody is a policy-maker that they can never be a digital person or vice versa. It’s the same reason I started One Team Gov is it’s kind of this you don’t have to stay in that tribe actually. You can go and work across, and I suppose where I am now working in data is a natural extension of that because to my mind, there needs to be a data leap for government in the same way that there was a digital leap for government from 2011 onwards. Data people are still a little bit off in a silo in a corner being nerds. They’re even siphoned off from product teams, so one of the missions that I’ve had in DWP is to work intersectionally between digital data and technology so that we blur those professional boundaries. Somebody like a data scientist is a classic- you know, if you call them sort of a coder analyst, they’re already a technologist and a data professional, so why do they have to sit over in that corner? Why can’t they come and be in this product team? And embedding data scientists into product teams has been one of the things that we’ve done in DWP to absolutely great effect. So again it’s trying to fight the good fight every day for people, dropping their assumptions about what somebody can and can’t do. Angus Montgomery:Yes, yes, yes. And just before we finish off, I’d like to ask you, I suppose potentially at the risk of making you feel uncomfortable, a couple of questions about you and how you operate, I suppose. You said earlier in this conversation that when you’re taking about going on the exemplar you didn’t know much about digital but you knew how to lead, and you are one of the people in this world who’s seen, I suppose, as a role model, as a leader. What sort of behaviours do you hope that you’re showing, that you hope that people kind of pick up? What do you hope that you’re role modelling that people will pick up from you? Kit Collingwood:I’m kind to people. Angus Montgomery:That’s the best behaviour. Kit Collingwood:You can never have too much kindness in the world, I think, and I think I’m pretty consistently kind. I will say that about myself. I’m very willing to re-examine what is a yes and what’s a no because I’m very dogged in the pursuit of what I believe to be right, and I think that’s a good role model for the bit of government I’m in because you have to be fairly persistent to get things done and I’ve never taken a no to be a final no. I’ve always been able to chase down what I believe to be the right answer. I don’t know if that’s- maybe I’m ideological, but I’ve always tried to fight for the right thing. I hope that I am seen as being passionate about diversion and inclusion because I am. Although I’m a woman in technology and a gay woman in technology and a gay woman parent in technology, my interests do go beyond that and I would hope that I have given other people space to progress where they thought they might not have that space. So inclusiveness with age, grade boundary, professional boundary, colour, disability, I hope that I’m not deluding myself, that that is something I’m known for. And as I said, I do try and give my time to try and make the place a bit better, so things like One Team Gov and mentoring people, that kind of thing. If I were to leave an impression of myself, I hope that that would be in it. Angus Montgomery:And who do you look to as a role model or who inspires you at the moment? Either within this world or outside it, I suppose. Kit Collingwood:Am I allowed a few? Angus Montgomery:Of course. Just like a dinner party thing. Kit Collingwood:My girlfriend would have to go on that list. One of the most amazing product people I’ve ever observed and the kindest person. Angus Montgomery:Just for the sake- who’s your girlfriend? Kit Collingwood:Kylie Havelock. Angus Montgomery:Kylie Havelock. Kit Collingwood:Yes. Yes, she’s taught me a lot about kindness and about diversion and inclusion as well and a million other things. My kids inspire me all the time. They’re not constrained by what anybody expects of them, and I love that about them. I try and learn from them and try and- they’ve made me challenge a lot of my assumptions about myself and about the world. And then professionally, I’d always say Lara Sampson who works at the DWP who is the most consummately brilliant civil servant I have ever worked with and has remained that to this day. She wins the prize. She is incredible and inspirational. I would always say Tom Loosemore as well who’s effectively very quietly, without anybody knowing it, mentored me for about six years without ever asking for anything in return and has quietly been responsible for several of my career moves without ever taking credit for it or asking for anything back. So given that this will be public, I’ll say publically thank you to him. He’s done a lot for me without anybody ever knowing that, so I’ll always be grateful. Angus Montgomery:And just finally, if there’s one piece of advice you could give to someone, so say there’s someone in your situation now going back, what was it, six years ago, kind of in a role. You were in a policy role were you were kind of thinking, “This isn’t really what I’m interested in. This isn’t giving me the empathy, the satisfaction that I want.” What advice would you give to that person that you've learned over the last seven or eight years? Kit Collingwood:Wow. I’d say find a hero. It’s always good to have somebody to look up to think, you know, what would so-and-so do in this situation? I think it’s always good to see a perspective that isn’t your own. I’d say a good dose of sort of mindfulness for want of a better word, so realising where you are on the frustration versus action scale. There can be a feeling amongst some civil servants in particular that they’re so frustrated the only thing they can do is leave, and I’ve seen many people go their way and it’s not a bad thing to do at all. It’s the only thing to do for a lot of people, but there’s this tipping point and if you’re on this tipping point of, “Oh my God, I want the world to be better but I want to stay and make it better,” I’d always say contact One Team Gov because you’ll find some likeminded people as well. But I’d also say to them, if any of those people are listening, you’re not alone. So many civil servants are frustrated. The civil service is frustrating. It will always be, but it’s the best place in the world, my belief is, and if you’re on that tipping point where you’re incredibly frustrated but believe you can do something better, it’s not just you. And again if you’re that one person in a room of 12 who’s just in the wrong room, go and find a different room and you can start to feel more normal, and there are so many lateral moves you can make to get that done and you might just start to be reinvigorated like I was. Angus Montgomery:And those rebels are easier to find now. Kit Collingwood:Very easy to find now. Yes, so Clare Moriarty is one of them and she’s got one of the toughest jobs going in government at the moment. Jeremy Heywood was one as well. He was one of the people who gave me advice, again when he didn’t have to. A very tough time for him that showed me that truly he was on the side of the revolutionaries. He wanted to see reform as well, so you can move up the pay scale and up the ladder and be a rebel as well. You can do that. Angus Montgomery:Yes. Kit Collingwood, thank you very much for joining us. Kit Collingwood:Thank you for your time. Angus Montgomery:Thank you. Thank you very much for joining us for that episode of the GDS podcast. I hope you enjoyed it. If you want to listen to any more of what we’re doing, then please go to wherever it is that you listen to or download your podcasts and subscribe to the GDS podcast because we’ve got lots more exciting stuff coming up this year, so we hope you’ll join us again soon. Thank you very much.
As we saw a few episodes back, in 1965 Peggy Shaw turned in a script called Fashions in Crime, based on the 1948 comics story of the same name, and beset by script elements that would work in a comic but would be tough to film. Shaw's script was apparently handed to writer Stephen Kandel to rework. The resulting 1966 work, The Cat's Tale, solves many of the problems of Shaw's script, in part by totally abandoning it halfway through. Still, it ultimately wasn't used. In this episode, Tim & Paul compare the two scripts & consider whether Kandel's script also had fatal flaws. PLUS: the Ettore Cenci version of Hefti's theme, a correction regarding 8 mm film, a look back on a Batman-branded building that once existed in the Tokyo suburbs as a tie-in to the Tim Burton/Michael Keaton films, another nail in the coffin of the 4th-season myth, and your mail! "The Cat's Tale," unfilmed script by Stephen Kandel, PDF "The Silent Film Capers" by Dick Carr: First draft Second draft Polished version Thread on '66 Batman Message Board Photos of the Batman Building in Hachioji, Tokyo, taken September 22, 1989 by Tim Young. Click to enlarge! The top of the Batman Building is in the very center of this photo! This was the grand opening -- note the bouquets out front. Floor guide That other "It's Getting Harder" song from 1967 (from the film To Sir With Love). Nope, no double-entendre here! This episode's version of Hefti's theme:
Buying Machines for your Business Grimsmo and Saunders talk about the importance of Customer Service when it comes to buying a machine. “Just sell me machines and give me service” - Grimsmo Service is important because.... “Fun Fact: Everything mechanical in the world ceases to work at some point” - Saunders When it comes down to it, the quality of the machine is going to affect your relationship with that company. Don’t forget to consider a warranty! CALLING ALL LISTENERS! Saunders has a query. The shop in Ohio is getting HOT, and NYC CNC is thinking about getting a climate control system sooner than expected. Specifications for the project: Our shop is 50 x 80 ft. with 15 ft. ceilings NYC CNC doesn't think more insulation is necessary What are our listeners thoughts on using a mini-split? Link to the definition of a mini-split here. How about on an “Energy Recovery Ventilator”? We don’t want to “cool the country with our AC” (as Saunders’ mom would say) ALSO, Saunders would like to know if anyone has a CMX 1100, and what YOUR thoughts are on it. What is it comparable to? Contact Saunders here or at info@saundersmachineworks.com Lapping up time Grimsmo can’t wait for the new lapping machine to come in, it’s going to make processes A LOT faster. Pro tip: Using UpWork to solve your problems also helps you get work done faster. Choose the right machine for YOU! The Johns discuss how to choose the right machine for your needs, even when there’s so many solid options out there. The two of them also talk about how to make processes on Grimsmo’s mill more efficient and reliable. IMTS is NEXT WEEK! And the Johns will be there running around, asking questions, and learning new things. They talk about what they want to see at IMTS. Here's a little teaser on Grimsmo’s IMTS list: He wants to learn more about machine tracking software And how about Saunders? Thinking more long term about good coolant management Looking at CMX and DMU 50 machines Don’t forget to SIGN UP for the Manufacturing Entrepreneurship Summit 2018 in Chicago, Illinois. Sunday, September 9th, 2018 (ONE DAY BEFORE IMTS!) and...it's FREE! Workshop Topics: Product Development Bootstrap Entrepreneurship Growing & Operating a Job Shop Optimizing Surface Finishes with CAM & Tooling Fixturing Tips & Tricks Lean Shop Operations Guest speakers: John Grimsmo, Jay Pierson, Tim Paul, Bill Fienup, John Saunders, and Zach Kaplan! PLUS, AN AFTER-PARTY! INFO FOR THE MID-EAST OHIO MODEL ENGINEERING EXPO The Expo is on Sept 29, 2018. AND Saunders is having an open house on the DAY BEFORE THE EXPO! Check out the links below for more information. Mid-East Ohio Model Engineering ExpoInfo on Saunders’ Shop Tour on Sept 28, 2018
The Grimsmo Grapple: Touchy Subjects The guys do their best to be open and honest but some topics are hard to discuss! Compartmentalizing family vs. business life is easier said than done. At GK, business IS family, so it's near impossible! Process Reliability--NOT JUST FOR PARTS OR BUSINESS OPERATIONS Grimsmo shows tremendous strength in his ability to self-evaluate. Instead of hiding behind a smile, he admits his own truth. On his quest to become more assertive, unlearning habitual ways of handling conflict and replacing them with more effective strategies is a lengthy process--a process needing constant practice. The old "build-up and blow-out way" isn't the Grimsmo way! GET THE CHIPS OUTTA THERE Throw a couple of broken through-coolant drill bits onto the pile and you've got the making of a "wild week." "Could a line of code turn the coolant on to STRAFE the hole instead of going into it?" - Saunders (To understand this plausible solution, play DOOM or search the urban dictionary). Centered Saunders Being an entrepreneur means you're a defacto leader. As the leader, you inadvertently pass on your ways of handling chaos to your team. If you freak out, they'll freak out. If you approach with a cool head, they'll follow suit. SUB SANDWICHES AND SUCCESS Useful tips can be found everywhere...even at Jimmy John's! While on a lunch break at Jimmy John's, Saunders notices a list on the wall. Warren Buffett's 10 Rules for Success INVESTOR MINDSET Grimsmo shifts his perspective to that of an investor looking from the outside in. Saunders poses 2-sided hypotheticals about what outside investors AND business owners want. ***GET INSPIRED*** Manufacturing Entrepreneurship Summit 2018 - Chicago, IL! The Manufacturing Entrepreneurship Summit will be held at mHub Sunday, September 9th, 2018 (ONE DAY BEFORE IMTS!) and---it's FREE! Workshop Topics: Product Development Bootstrap Entrepreneurship Growing & Operating a Job Shop Optimizing Surface Finishes with CAM & Tooling Fixturing Tips & Tricks Lean Shop Operations Guest speakers: John Grimsmo, Jay Pierson, Tim Paul, Bill Fienup, John Saunders, and Zach Kaplan! PLUS, AN AFTER-PARTY! SIGN ME UP!
In today's Arsenal Vision Post Match Podcast Elliot (@YankeeGunner), Paul (@PoznanInMyPants), Tim (@Stillberto) and Clive (@ClivePAFC) talk about the defensive injury problems we face at present, Watford’s different approach, Arsenal’s upcoming scary summer, Tim & Paul living together playing dangerous knife games, this and much more all discussed on this week's Arsenal Vision Post Match Podcast. See acast.com/privacy for privacy and opt-out information.
Episode #141 is up- This week Matt sits down with Steve Feller, Tim Paul, Russ Hull, & Paul Winski, also known as The Alter Ego Band. This group of classic rock musicians, based out of Chino Valley, AZ bring decades of experience along with great stories of road gigs, food poisoning, and plane crashes. The episode was recorded between sets at the Grand Opening of the Chino Valley Equestrian Park. Follow the band on Facebook under AlterEgoBandAZ The Mile High Show is brought to you by Amazon- use the Mile High Show link to do all of your on line shopping & also support the show, and Audible.com – use the code MILEHIGH at check out for your FREE audio download & FREE 30-day subscription- Code MILEHIGH for FREE STUFF!
Tim & Paul will discuss the Seahawks home Monday Night Football victory over Buffalo. Plus, they'll discuss the impact of injuries on the team, and if they can keep up their winning ways. All this and more on this week's episode of Double OT!
Tim & Paul breakdown the Seahawks Week-8 loss in New Orleans & what needs to change going forward to fix the offensive woes. Also, a little LIVE look-in of tonight's World Series Game-7. All this and more...Enjoy!
Tim & Paul will breakdown the latest Seahawks tie vs the lonesome Cardinals, along with a fascinating look into the TV sensation, The Walking Dead! All this and more on Double OT tonight!
Tim & Paul are back at it again with the latest sports stories affecting the Seattle scene.
Tim & Paul are back again to discuss the latest stories on the Seattle sports scene. Tonight we'll break down the Mariners stretch run, and all the injuries facing the Seahawks...how much Recovery Water will Russell Wilson be drinking this week? All this and more tonight...Go Ms & Go Hawks!
Tim & Paul get knee deep on the Dolphins visit to Seattle in NFL Week-1 action. Plus, who are these guys who hijacked our local MLB team and turned them into contenders? All this and more, this week on Double OT Radio!
Tim & Paul talk the latest Sports, with Focus on Seattle
Tim & Paul hit all the HOT sports topics on tonight's episode of Double OT! Look for the latest on the Seattle Mariners, Seahawks, & other BIG stories.
Tim & Paul hit all the HOT sports topics on tonight's episode of Double OT!
Tim & Paul break all the BIG sports stories down in another Episode of Double OT Radio!
Penguin’s back! And he’s -- gone straight? Meanwhile, the Duo commit a series of crimes in the name of bringing the waddling old avian to justice -- because surely he’s up to no good -- right? Tim & Paul analyze what could be seen as a rather dark arc -- if it weren't so funny!
Join Tim, Paul and Bary for their show finale.
Join Tim, Paul and Bary to talk about what's happening in the world of sports.
Join Tim, Paul and Bary as they discuss the following topics: Larry Fitzgerald restructures his deal to stay with the CardinalsPitchers and Catchers report this week in Arizona"Stat Guru's" IE Dave Cameron of Fan graphsDoug Baldwin Barbershop InterviewRussell Wilson - Still a top 15 QB without Marshawn Lynch?Mariners
Join Tim, Paul and Bary as they reflect on SB 49.
Join Tim, Paul and Bary for this Christmas edition. The guys talk Seahawks vs Cardinals. Are we underestimating Arizona starter Ryan Lindley?Plus thoughts on the game. Plus NFL picks.. The Mariners make a trade. So far who has won the offseason in MLB? How MLB will be impacted by the US and Cuba talks. Where will Harbaugh end up? Is the locker room a scared place anymore? Plus Buy or sell.. Favorite Christmas stories plus rants.. Plus the guys take your calls. 2 hours of fun!!!
Join Tim, Paul and guest host Adam as they talk week 12 NFL with Bleacher Report's Russell Baxter. The guys will talk about the state of the Seahawks plus the NFC West. With a new rant segment and Buy or sell. How bad is the NFC South? Will the Cardinals run the table to the playoffs? Is Jeff Fisher the Coach of the year? How big of a loss is Max Unger for the Seahawks? Did the Packers expose the Eagles? Did the media overplay the Mike Silver story about Marshawn Lynch? Join the guys at 7pm pst/10pm est
Join Tim and Paul (Bary won't be joining them tonight) as they discuss the following topics: We'll talk about the play off picture in the AFC and the NFC, segment show, MLB rumors and a Buy or Sell segment?
Join Tim, Paul and Bary as they discuss what's happening in the world of sports.
Tim Paul is an actor, writer, and director living in Chicago. He's created numerous shows along with The Annoyance Theatre including “Bear Force One,” “An Aerosmith Christmas,” “Fisting: A Period Piece” and more recently his solo shows. He sat down to chat with Jimmy about using life experience in his writing and performing and why he'd never let his parents see one of his shows.
Join Tim, Paul and Bary as they discuss the following topics: NFL What is going on with the Saints and their 1-3 start. Will they be able to rebound?The Bills are starting Kyle Orton this week and benching EJ Manuel. Is this a panic move?What to make of the Cowboys 3-1 startDid Philadelphia lose that game last Sunday or did the 49ers earn the win?How good are the Cardinals? Seahawks Talk Heath Farwell has been named a coach within the organization, your thoughts?Zach Miller injury and how it affects the offenseGary Gilliam is now the 3rd tight endWhat are key concerns going into Washington DC Monday night? The Luck vs Wilson debate Seattle Mariners The Mariners season ends on the cusp of the playoffsYour thoughts on the season -- was it a success?How would the M's fair in this playoff bracket?Will Felix win the Cy Young?Where does this organization go next in the offseason? Predictions for upcoming games
Join Tim, Paul and Bary as they discuss the following topics: 49ers The drama in San FranciscoFrank Gore is upset about the lack of touchesAnquan Boldin is blaming the refs for lossesThe Bay area papers are also talking about replacements for Harbaugh Rams St. Louis and their 1-2 startCan they rebound or is it a lost year? Buccaneers Is Tampa Bay as bad as they look? Redskins Should Jay Gruden keep Kirk Cousins in the starting QB position even if RG3 returns back healthy? Seahawks Seahawks on bye weekKam Chancellor's injuryRussell Wilson and the offenseEmergence of Richardo Lockette Mariners M's mathematically still alive, but it is all done?Did Felix lose the Cy Young with that last outing?What do the M's need to address in FA this year? NFL Picks for Week 4
Join Tim, Paul and Bary as they discuss the following: NFL The state of the NFL from a reputation standpointThe Adrian Peterson child abuse caseThe NFL and the Vikings are under a lot of scrutiny and rightfully soJonathan Dwyer was arrested for domestic violence adding to a trying 2 weeks for the NFLThe Brandon Marshall and Attorney Gloria Alred stepping in to implicate Roger GoodellDo the owners cave in and demand that Goodell resign? Seahawks Denver match-upLoss to Chargers last week M's Will the M's squeeze out a playoff spot?How may games will the M's win out of the remaining 12?
Join Tim, Paul and Bary as they discuss the Ray Rice/ Roger Goodell story. The guys will also preview week 2 of the NFL season. Are the Cowboys are as bad as they looked on Sunday? Are the 49ers as good as they looked Sunday? Will the Seahawks continue to roll? What's the game of the week? Plus more NFL talk and Mariners baseball..
Tim, Paul, and Bary preview the upcoming NFL Season. Who will surprise? Who will disappoint? Will the Seahawks repeat as Super Bowl Champions? The guys give their predictions and preview tomorrrow night's match up against the Green Bay Packers. Plus Buy or sell, and a Mariners segment.
Tim Paul stops by to talk about Escape from Ground Zero (Opening March 11), taking his show “No Fats, No Femmes” to Ireland. Make sure to a one night only staging at The Annoyance April 30th.
Tim Paul of The Annoyance Theater and The Second City joins me. We talk about his one man shows No Fats No Femmes and Retarded. Also Dollywood. Mark Colomb is your hosts. Thanks for listening.
Bruxy, Tim, and Paul discuss your questions about Pentecostalism
Bruxy, Tim, and Paul discuss lessons learned from the United Church
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