It’s still about assets….

I posted a piece about assets a short while ago.  Whilst at the Tackling Broken Britain conference yesterday it was clear that one of the challenges for the voluntary sector was getting a seat at the table in future consultations on local and national commissioning. There are numerous ways of doing that and some felt that moaning was a way forward, others clearly recognise the need to have more to offer in order to get heard.

The irony is that many of the assets that the voluntary sector has today (localism, empathy, proven track record, low cost provision etc) are very much what government dearly needs. However, the assets lacking by the sector (speaking generally in terms of commercial skills and business practices amongst others) are letting it down as regards getting a seat at the table.

The last question at the event reinforced the desire to be heard and ‘participation’ really was one of the cries above some others. So I let the audience know that alongside some of the other elements I presented in my constructively controversial session, asset attractiveness was also essential.  It’s another piece in the puzzle that helps build a capability to partner. In simple terms commissioners can’t engage everyone easily (despite rhetoric to the contrary) so they will only really want to consult deeply and engage the key stakeholders (high power and high interest) as well as those they need to keep satisfied (high power and low interest).  Others will be kept informed or have minimal involvement.  So put simply, whilst VCS has high interest, it doesnt always have high power. The only way to get that is to get attractive assets, period.  So here is the alliance brand chapter on attractiveness of assets showing how to achieve that and make the most of what you have got. If we can harness the passion and desire in the room and wrap that into a more attractive asset than it is now, it wont be long before the top right stakeholder box (high power and high interest) is being enjoyed by some more of the VCS!

For those who also want to see the slides from my session excluding the pam platform images, here you go: rejuvenating Broken Britain.  Anyone interested in learning more pam should please contact james.hendy@alliantist.com or call 01273 704500.  Lets build that public service ecosystem and achieve more, together.

Rejuvenating Broken Britain – Connecting the public service ecosystem

The recently published government Social Justice Strategy does a good job in setting out some of the challenges we face as a society, from supporting families to getting people back into work. It also clearly signposts numerous delivery initiatives and themes that the government is focusing on to help ignite change, such as multi-agency working and commissioned services. What it does less well, as is often the case with central Government, is go beyond policy into effective and efficient implementation that delivers the outcomes that British society deserves. In this post I’ll outline how I’m working with public service pioneers to meet this challenge.

There are many forces for change, set out in the Social Justice Strategy and across the political landscape, including broader political themes e.g. payment by results through to national initiatives e.g. troubled families and manifesting in service delivery (as illustrated in the slide below).

However, there is a huge amount of confusion, ambiguity, enthusiasm and resistance to this change. This is something I’m familiar with from my background, having originally worked on complex private sector change & partnering, and is covered in my book, Alliance Brand – Fulfilling the Promise of Partnering. If we can equip public services for effective and efficient partner working, we will be able to strengthen society and rejuvenate Britain. But for this to succeed, we must first address the forces resisting change.

When looking at the forces resisting change they fall into three core areas (as illustrated in the slide below). Each area is a blog post in its own right, so I will return to each at a later date).

By tackling these forces, real and lasting change is achievable – not addressing them will just result in more waste and heartache. In doing so you can get to the heart of the issue and instil effective outcomes-based working with attribution, governance and transparency, which gets partners working together toward common goals. The current public service infrastructure is not set up for this way of working, but we are joining with others to take on this challenge and set the path for how things can be done.

We are working on Project Gulf in Salford to tackle these very forces. We are helping partners work together so they are equipped and have the capability to partner, with the systems to support them in doing so. We are also helping facilitate a collaborative way of working that breaks down silos and aligns priorities so that different initiatives don’t operate in isolation.

Project Gulf was established in Salford to focus on serious organised crime and has had very good results. The tragic Bidve murder last Christmas brought home to many of us why there is a government strategy on ending gun, gang and youth crime. We were appointed to support Project Gulf on this very topic, with pam, our collaborative software platform for change and relationship success. But when we kicked off the initiative it became clear very quickly that you can’t affect one part of the system without touching many others, so we also introduced troubled families into the equation too. We have since helped connect these related issues so that work around them is joined up and making the best use of resource and expertise across Salford. Over the next two years we will be aiding the lead agencies (Greater Manchester Police and Salford City Council) engage their other partners to achieve more together in their local ecosystem. Using pam they can work effectively around these issues in our secure cloud based environment, which has the partnering and commissioning capability built in and also helps deal with priority conflicts.

It’s in taking this approach and building a platform for change and relationship success that a new era of public service delivery can be established. By harnessing the forces for change and addressing the forces resisting it, we can equip organisations with the tools and capability for multiagency working, where priorities are tackled and initiatives redesigned together. By setting these strong foundations, we can pull together the collective values and beliefs across public services, to forge a stronger rejuvenated Britain together.

Flexible working benefits are clear; now make it a reality

We often talk about the benefits of flexible working with pam, the platform for change and relationship success.  For some customers who need help with the business case, we assist them with our return on investment (ROI) calculator. It demonstrates the potential of what new ways of working can deliver strategically, financially, and reputationally.  The results are very compelling.

I was encouraged therefore to see the recent O2 flexible working survey results where over a quarter of its 12,000 workforce participated in an exercise to determine what is possible through flexible working. The results were staggering and a clear signal that flexible (or mobile) working is one of the tools in the bag for effective and efficient change.  Not just for employee well being and engagement.  It also delivered breathtaking organisational results in terms of productivity and cost of doing business.

So what else do we need to do in order to make flexible working a reality? O2 did acknowledge that there were challenges around managing people remotely and of course they have put the investment into their IT infrastructure already.  Well many organisations don’t yet have the enabling technology, but whether it’s pam, or other solutions, the benefits are clear and relatively easy to implement. And flexible working is set to become more of a hygiene factor in future (if you want to engage the best people and operate with the leanest cost structure). Here at Alliantist whilst we have a significantly smaller organisation than O2 we actively embrace flexible working for those staff that would benefit the most from it. Indeed if we didn’t offer it we couldn’t attract the quality of workforce that I’m proud to have in place today.

So other than addressing legacy IT the main barriers are more to do with things like homeworking policies, remote team working processes, information sharing protocols for doing work over personal devices, as well as creating the right mindset and behaviours for change, from the top down.  These are of course not insignificant elements and I’ve addressed them in depth in my book in the past and touched on them in a previous blog.

Fundamentally its about collaboration and leaders providing the environment within which to enable change that rather than inhibit it, which sadly too many organisations happen to do with their ‘tail wagging the dog’ risk adverse approach to policy making. And of course leadership here is crucial where they must embrace change and address the ‘old ways of working’ resistors whether they are people, processes, tools or systems.  If there is anything positive to come out of this austere climate its the pressure to think differently and embrace new ways of working. The real leaders will be the ones left standing (or perhaps sitting comfortably, remotely) in the next 12-24 months.

Exciting times ahead for alliantist

I’ve not made any posts into this blog for so long because of day to day priorities in running alliantist.   People often ask me what its like growing a business from scratch in such a tough climate so it struck me I should start talking about that here alongside other stuff too.  So here is my first little post on the subject.

We just ended our last financial year and whilst didnt hit all our stretch targets, continued to substantially grow the business organically which is no mean feat in this climate.  We are making a real difference for many clients and see the demand increasing considerably as the word gets out about just how good pam is, versus other alternatives, and its compelling ROI.   Its worth remembering that I remortgaged my house to get the business going and have funded it all since with prudent management, intimate customer engagement and great advice from Barry our FD!  We are debt free, have great cash flow, a healthy bank balance, multi year customer contracts and not at the mercy of short term decision makers or numbers people

I held a team together last week to celebrate the year’s successes, reward everyone and review the lessons learnt as well as setting even more ambitious goals for this year. Alongside utilising our own new office environment and training suite for the team get together, a great night was had by all at the Komedia in Brighton.   But growing a business is not all plain sailing though and as we grew from just a few staff to having eighteen actively involved, our infrastructure and processes have needed to evolve too.  We have continued with the virtual working for our remote team and have also taken on our fourth office at the Sussex Innovation Centre to continue building from our Brighton base too.  We now have two people in the North of the country and so will consider opening an office there too this year.    I’m not a fan of command and control hierarchial structures (at least for businesses our size).   We mobilise around how work gets done (with pam projects as our guide) and allow the teams to self organise in order to deliver the vision.  That said, we have needed to specialise and focus so have just designed the organisation for the next phase of growth.  Its a good job we are using pam to keep everyone informed and have access to a powerful suite of features that allows us to make better decisions and engage customers, suppliers, partners and prospects all from one place (no need for multiple CRM, PRM and SRM apps nor do we have to worry about the old manual ways of working).

We are clearly pleased that pam was renewed by those customers who have embraced its potential, and are very proud to have introduced many new customers in new markets too. Solutions around supplier engagement and delivery are starting to drive real value for clients in private and public sectors.   Our broader vision for joining up the wider public service ecosystem to achieve more together also continues. We are delighted to be supporting new pam customers in policing, police authorities, probation and local authorities.  Initiatives around troubled families, guns, gangs and knife crime to rejuvenate local communities is a core focus for these customers.  We are now going well beyond the heritage of pam enabling change and relationship success from a business perspective; it works at the individual and other unit level too.  Our strengths and depth in facilitating better commissioning, partnering and collaboration are also helping us stand out from the crowd.  Despite running a software services firm I’ve always said its not about the technology, its about what the technology enables you to do and we are proving that now.  Our soon to be released marketing messages and communications will also reinforce that too, as will the range of new features that are on the horizon.

Having organised alliantist for its next phase of growth we’ve committed significant funds for this year. We have invested heavily in all areas of the business with customer success, technical, marketing, business development and product management all seeing positive growth in resources.  I’m very proud that we have been able to promote from within as well as complement the existing team with further quality from outside.  This includes Sean and Tracy who joined us direct from our probation customers.   There are wins for everyone in this scenario and we are epitomising the ‘open public services’ agenda by enabling our public sector customers to focus on their core competences and use our assets to complement theirs and achieve more for less.  I see this trend continuing and will be looking closely to consider how else we can harness our Community Interest Community to positive effect too.

Like many of our customers we shall be using pam to help guide and grow the staff in their new roles.   We also use it to drive our development schedule and manage our overall business (except financial transactions per se).  Our model for combining employees with trusted associates is working well and with an expected focus on building our own partnering infrastructure later this year we are well set for a cracking 2012/13.   All of this should free me up  do even more of what I love which is working more closely with customers  on their opportunities and challenges.  It should mean I find time to blog a little more and share some insights and learning beyond the odd comment on twitter.  Lets wait and see!

Offender management eco-system seminar coming up

I’m looking forward to giving the Approaching the Market as an eco-system seminar on the evening of December 8th. Mike Maiden, Chief Executive of Staffordshire and West Midlands Probation Trust (SWM), and I will be sharing our experience and knowledge around the pioneering ‘offender management as an ecosystem’ approach. We will be drawing out key insights and principles that can be applied to other organisations and will aim to be both inspiring and practical for those attending. I’ll give more detail of what we are going to cover nearer the time.

The event is free and will be held in Birmingham at the Staffordshire & West Midlands Probation Trust HQ in Birmingham city centre. The seminar features a networking reception and places are limited, so email: academy@noms.gsi.gov.uk stating your job title, organisation and contact details, if you would like to attend.

Dirty tricks or just fair game – when does a supplier overstep the line?

It’s a tough climate at the moment, in particular for a public sector that needs to improve outcomes and still drive out cost. It’s also hard for government agencies like Probation who are under review and have no idea what their future looks like.  This climate, coupled with the challenging competition rules means that for suppliers selling in to government it’s clearly getting harder. However does that mean those suppliers or customers should allow integrity and good business ethics to go out the window? It appears Huddle thinks so, but fortunately my customers do not.

I also hope not as well.  I can’t continue investing in Public Service to help make a difference if dirty tricks thrive and enable those with the deepest pockets (but maybe not the best solutions or value for government) to gain prominence.

Huddle is a provider of cloud based collaboration software and until recently I’ve admired it for using some of its $15m VC money to inform Government on the importance of cloud computing.  Whilst we have some competitor product overlap (pam actually offers much more to users) there is a shared interest in advocating cloud computing to transform the way government gets work done.  We are doing our bit organically, helping transform one area of Public Service at a time.  Probation was first and others are now following on the back of those successes.

Huddle wants to be the poster child of cloud for UK Government with prominent positioning at conferences and is constantly referred to by analysts and other commentators.  But is it becoming more ‘bad boy’ than ‘teachers pet,’ and more importantly I am concerned about where it is going to end.  Are all the plaudits and attention masking more serious concerns about business ethics, and potentially missing greater value for money in what government chooses to buy?

Lets look at the examples.  In a very public exercise Huddle recently disrupted the Microsoft SharePoint conference and if one looks at their YouTube videos, internet ads and so on it’s easy to see Huddle has an aggressive approach to winning business.  It’s happy to publicly put down competitors.  This culture of winning whilst others lose appears to be endorsed from the top down.  Huddle also started playing dirty tricks against Alliantist  recently. I’ve reflected on this a bit in the week, whether to keep quiet or not, but have decided to speak for the good of UK PLC and proper business ethics.  It cant be blamed on a rogue employee or poor sales training or aggressive incentive plans; it’s about a strategy that Huddle has to grow its business at the expense of others and I fear is using the UK taxpayer with clear endorsement from Government to do that.   Is that fair and proper?

Our experience with Huddle started with a rather strange phone call on 28 September when one of my team was requested to provide pam pricing ‘urgently’ for 200 to 300 users for a Local Authority.    The urgency raised suspicions and the caller was asked to provide his name and number so we could call him back.  The following morning I rang the mobile number and was surprised it was answered by someone with a different surname until I reminded him of the name used in calling Alliantist just the day before.  This left me a little confused.  The ‘prospect’ was eager to understand our pricing however was unable to help me understand what they were trying to achieve and why. He clearly had very little knowledge of the Local Authority he was purported to represent.  He was allegedly introduced to pam by a customer we had been collaborating closely with for two years.  Was it any surprise that the customer (a public sector organisation) had just started a formal re-procurement as our contract is due for renewal and had perhaps found Huddle as the ‘sole’ positioned cloud provider on the buying Solutions web site?  (As an aside this appears anticompetitive to me especially given we are now also on the SPRINT 2 framework).  Huddle were also using a Ministry of Justice sponsored flyer to engage prospects; MOJ are ironically also a customer of Alliantist.

A check on Linked-In quickly led me to find that the individual involved was actually employed by Huddle.  Having his mobile phone number I texted him about why he lied and was not just honest about being from Huddle.  He responded in the text to say he had absolutely no idea what I was talking about and rang me back shortly afterwards. He continued to deny he was from the organisation however then changed tack to say he was from a buying solutions organization but couldn’t tell me the customer name.

Over the course of the following days I found out that Huddle attempted to contact Alliantist customers.  Now there’s nothing wrong with targeting other business, and we welcome competition, because we offer a better solution for a lower total cost of ownership and give a better return on investment.  However reports were coming in that Huddle were seeking to influence our other customers behavior by telling them Huddle had just won a contract with another of my customers, (implying they were turning off pam, which was clearly untrue.)  Its one thing to come up with marketing stunts, and generic messages about on-premise technology being Jurassic, but it’s going too far to blatantly misrepresent a real sales situation.  It destabilized our small organisation and put at risk innovative work with Public Sector from over the last 4 years. I contacted the individual at Huddle to clarify what he was doing and why; again he completely denied everything.  It was only when I threatened to sue and take it further within Huddle that he acknowledged he had done wrong and admitted he was from Huddle, but tried to imply it was all fair game.

So what do we learn from this?  Underpinning successful collaboration is a need for trust.  That is not what I or others see from their marketing and sales behaviours.  We have worked really hard to build a platform of trust within our product and with our customers.  It stems from the principles espoused in my book and throughout our organization.  Fortunately our customers saw it that way too.  After having conducted an investigation into what Huddle did in misrepresenting the situation I understand they decided to terminate any further dealing with them and told them so last week.   As a result of a statement issued by the customer to interested parties, including our other customers, they too have also expressed a similar disdain for those sales practices.

So maybe despite the pressures faced in business today, there is no place for dirty tricks, even when targeted at SME’s like Alliantist.  We have to ‘call out’ this type of behavior and work with integrity, letting the products and solutions speak for themselves.  Government has a duty to ensure fairness and transparency, and hopefully it will work towards that with its cloud platform strategy.  I’m proud of the work we do with Public Service and have recently created a Community Interest Company (Achieve More CIC) to help critical yet vulnerable partners of Public Sector work better together.  We have achieved our small success from a bootstrapped base, building organically by co-creating intimately with strategic customers.  It is working but currently means we can only dream of the sort of investment budget afforded Huddle, however I would not use it in the way they have to make their mark.  Would you?

To make, buy or ally, that is the question!

I’ve been watching an interesting stream on LinkedIn and felt compelled to comment (not least because I’m the only one at home, there is no football on the TV and I’m ahead on other work)

LinkedIn is a great product to get connected and stay informed about people you may not have close relationships with, yet still share common interests.  But one of the problems with LinkedIn is that I cant easily add ‘colour’ or share anything other than basic commentary in a discussion.  Of course you can add slideshare separately but its not a great user experience.  So I’ve decided to build out my discussion feedback here with a bit more evidence and then link back to the thread with a tweet so readers can find it all in one place!

So “to make buy (acquire) or ally, that is the question” Well it wasn’t actually  and I’m not sure Hamlet’s internal conflict compares with the strategic choice decision but perhaps I can help with the business issue.  The actual point raised by Vevek in LinkedIn was “How Strategic alliances are better as compared to Merger & Acquisitions”

It was a good thing to raise following the purchase of Motorola by Google but I’m not convinced this is the ‘best’ question hence my earlier statement as it can lead to confusing answers and inappropriate action afterwards.  Its worth understanding the reported success rates of the various options because that would ‘imply’ strategic alliances are indeed better, if better meant a great chance of achieving the goal set – by following that method.  I authored some of the MBA for Henley Business School in particular the strategic direction work and did further secondary research around strategic choice to complement what I had already written in my book. In summary (dont shoot the messenger) organic ‘make’ decisions yield circa 6% success, M&A is circa 17% and alliances circa 30%. So from a cold perspective perhaps alliances appear to get better outcomes.

But what about when alliances should not have been entered into (ask Microsoft about that) and when they should have instead of M&A or Make decisions (ask Reuters and a host of other acquisitive or product building firms about that).  Each option has its strengths and weaknesses too (above left), and some key issues need to be considered, not least the Investment Risk and Level of Collaboration required as shown in the image to the right which highlights example choices based on just those two criteria.

In my book having the ability to make effective strategic choices is presented as one aspect for achieving Critical Success Factor 1; having a capability to partner. Firms that have this know what choice to make and when, but a problem in large firms is that make buy ally decisions can be made by different groups, each of whom have a vested interest in their ‘choice’ being selected.

So the answer to the question I raised is it all depends on what you are trying to achieve, and that should come back to your core business goals and core competences (not an alliance strategy or M&A strategy per se as they should not exist – there should be a business strategy that demonstrates what is aiming to be achieved, and then the strategic choices being taken (make, buy, ally) in order to deliver it.  And as reinforced by other LinkedIn participants sometimes there is no option (e.g. M&A target doesn’t exist).

So bringing that back to the strategic choice we can identify methods and criteria to help make better decisions and join up the various decision makers to work collectively.  Of course these are general and its likely that some local tailoring will be needed.

I’ve concluded that the chapter on strategic choice from my book needs publishing in e-book form so here it is alliance brand – strategic choices, complete with various criteria and tools and techniques that I hope you enjoy, and are able to make better decisions because of in future.  It might even help with framing the question well too;-)

Finally, it wont surprise anyone that knows Alliantist, these criteria and supporting tools are already built into our  pam software service modules already, like most other tools and frameworks needed by alliance, M&A and other strategic choice professionals.  Contact me if you would like to learn more or have a demo.

Government unveils best value guidance. Lets now equip users and remove other barriers.

It is good to see the Government unveiling clear and simple policy guidance around Best Value and working with Civil Society organisations.

The  Compact is also reinforced in this guidance which is positive.  For those of you who have read my book, you’ll know that policies and procedures are one of the factors affecting collaboration and this is definitely a problem in public service delivery.  I released the chapter on factors affecting collaboration in a previous blog document.


So this new guidance is a start and should be applauded at reducing the red tape and sweeping away bureaucratic stifling policies and procedures.

‘What’ needs to get done is becoming clearer both at the local and the national community level however ‘how’ work gets done is the subject of significant debate.  It still remains therefore for the government and its civil society partners as well as private sector and other organisations to find a way to work better together in practice and deliver positive sustainable results.  And whilst the aim is to involve more civil society organisations in commissioning and delivery of services we have to recognise that few of them are suitably equipped for the journey and it will affect the ultimate outcome.

Lets unpack that a bit more as there are two big issues preventing success and we have answers for both:

  1. Equipping the participants to get better results together
  2. Funding the solution

 Equipping the participants to get better results together 

This ‘how’ is why we invented, pam the Platform for Achieving More, and its fast becoming the public service collaborative cloud platform from which to get work done and achieve better results together.  Many of our public sector customers use pam to get better results, together internally and with their community partners whether public, private or third sector.  Amongst the many benefits of pam, beyond the typical efficiency gains others would also claim from cloud based solutions, it helps educate and equip users who are not experienced business professionals.  For a civil and public sector society that (generally speaking) has to be more commercial and business focused, pam is a great solution as it comes built in with tools and methods that make that part of the work much easier.    And being a social collaboration platform, work gets done in an open transparent fashion with partners of your choice so you can share and learn together using these tools and rich functionality in an effective as well as efficient manner.

Funding the solution

pam is a premier platform for achieving positive outcomes through better commissioning and ongoing partnering success (amongst other things). Whilst it delivers a compelling return it still requires an initial investment to pump prime the change (which we charge monthly by subscription).  pam is also a much better solution at a lower total cost than any of the hyped up task and document sharing solutions being pushed into government right now by companies with deeper marketing pockets than we have.   Notwithstanding that compelling return pam offers, public sector organisation belts are being tightened and from a practical perspective many civil society organisations couldnt afford to participate because of the costs. But we have a way through there too.

To complement pam and underpin our own values for contributing to societal change, we have  recently created a Community Interest Company; Achieve More CIC.  It is our contribution back into both local and national communities.   It is early days for our CIC but you are going to hear a lot more soon about how we can equip critical yet vulnerable partners at no cost to work better together with public sector and private sector partners to engage and deliver local and national community initiatives.  We will also soon be announcing some very innovative commercial models to facilitate place based budgeting and payment by results policies to be embraced and thrive in this new community service delivery world.

To find out how you can achieve more for less and use pam in delivery of your community goals get in contact now.

In wrapping up this blog by returning to policies and procedures that affect cooperation it would be great to see the government turn their attention to European procurement processes. Almost every public sector organisation we engage recognises that this clumsy process costs more money, stifles innovation, inhibits working with small organisations and slows change.  Any chance government can address that one next?

Optimising your assets

I’ve been so busy lately with work I havent had chance to blog.  However whilst on holiday recently I came across an article where Eric Pickles had urged Local Authorities to take a ‘good hard look at their assets’ as the austerity measures start to kick in.  Pickles may have good reason for this but he misses some of the wider benefits from asset analysis that I bring alive in my book.  I go into some length about assets and attractiveness as its one surefire way of creating or destroying value.  I’ve reproduced the chapter here: alliance brand – attractiveness of assets.  Its packed full of tools, techiques and ways of working that allow you to optimise assets based on their Value, Rareness, Imitability and Organisation.

Of course its not just Public Service where assets need to be optimised.  Prior to sunning myself on the beach I ran another partnering workshop for Vistage, the CEO organisation which has groups all around the country as well as overseas and has SME as well as large organisation CEOs as members.  One of the areas I coach around is ensuring organisations have attractive assets, because in alliances what you access are others assets!  It was certainly eye opening for some of the CEOs to realise that their businesses may have been missing opportunities by undervaluing their assets, and a bit worrying for others when they realised their existing assets have little future value!

So whether you are partnering or not, it makes sense that your own assets need to be as attractive as possible and future proofed.  Indeed future proofing as well as my personal values is one of the reasons why I created a software service with pam rather than continue to rely on consulting for my income generation.    I hope Eric Pickles and many others in Public Service as well as the Private Sector take the time to digest and benefit from it!

The future of public services delivery

Mike Maiden is Chief Executive of Staffordshire & West Midlands Probation Trust (SWMPT) and one of the pioneers for change across Criminal Justice.  Mike recently delivered a cracking webinar with the IACCM (International Association for Contract & Commercial Management) where he explored the drivers for change in delivering public services for the future.  He also shared how he and his team have gone about delivering change and reinventing their work to be ready for a world of commissioning, competition and collaboration.Mike Maiden and IACCM

I have worked closely with Mike and am inspired by his approach which has been translated into the SWMPT Delivery Framework, and that is more fully described in the webinar which is available to view and listen here. Its a great example of really fresh thinking across Public Service and seeing the underlying principles of the Big Society rhetoric used to positive effect both in theory and practice.  SWMPT has enabled its change through great leadership and use of pam which Mike talks about on the call.   This webinar is just one small example of what IACCM offers to its members so also check out their services here.