Driving a Sales & Service Culture in the Public Sector Alastair Hamilton

1. Driving a Sales & Service Culture in the Public Sector Alastair Hamilton Chief Executive27th May 2010

2. Implementing Transformational Government • Ensure that real customer insight is driving service design • Challenge delivery models to reduce duplication and non-value-adding customer contact • Optimise channel management to make use of cheaper digital channels where appropriate • Bring performance of web, contact centre and face-to-face services into line with best practice standards and benchmarks

3. Current Structure of Enterprise Support in NI Private Providers District Councils IFI Multiple touch points Un-coordinated channels Programme focused departments Inconsistent Processes Unaligned employees Siloed Applications DARD Rural Dev Division Local Enterprise Agencies ENI FE Colleges LEADER Local Action Groups Invest NI NI BUSINESS Universities DETI Agencies DRD Urban Regeneration NITB DCAL Financial Institutions District Partnerships DEL Intermediate Funding Orgs European Programmes SEUPB Key Private Sector Central NI Govt Local Govt Education Sector EU Funding

4. How ? • Improve the performance of each contact; • Rationalise and simplify the number of contact points; • Optimise the use of channels to deliver cost-effective as well as quality services. Varney Report, 2006

5. Our Approach

6. Where we work

7. Invest NI – Some stats – last year performance • £182m of Assistance – leveraging £687m Total Investment • Support for Innovation, R&D etc up 60% • 44% increase in offers of support made = 3,745 offers (93% to local businesses) • 6,575 jobs promoted or safeguarded • 74% of new inward investment jobs above Private Sector Median salary • 55 Employment based Foreign Direct Investment projects - £196m Investment • 220 Innovation based Foreign Direct Investment projects - £80m Investment • 2296 new business Start-ups • 3346 Trade support participants • £10m to support companies in difficulty

8. The challenge for Invest NI • Moving from • Targeted Client Approach • Bespoke Solutions for all • Complex end to end processes • Customers perceive as slow • Values not lived consistently • Complex Budget management • Risk Averse • Unclear reporting of outcomes • Complex product set • To • Range of support to wider base • Segmented solutions • Improve Customer Experience • Improve speed of response • Maximise all opportunities • Live Values & Performance Mgt • Budget Flexibility • Risk Manage & improve returns • Open Transparent Reporting • Simplify & Consolidate Product

9. Transforming how economic development is delivered by…… Embed a customer-led service culture at all levels and enhance the customer experience of Invest NI; Bringing clarity to product/service offering through streamlined and simplified services; Improve transparency and performance reporting – continuous improvement; Improve performance and impact of our interactions; Ensuring staff are equipped with the skills, knowledge, systems & resources they need to support business needs. to . . support business to move up the value chain and improve productivity Page 9

10. Built around key priorities of: People Customer Customer Development Products & Services Organisation Design People Development Process Performance Processes & Systems Governance & Financial Flexibility Reporting & Communication

11. Key Project Areas Customer • Tiered service delivery model to a wider business base; • Driving innovation in the services sector; • Enhanced Customer Experience of Invest NI; • Rationalisation of current programmes & product gap review; • Optimising use of Selective Financial Assistance; • New skills model to support inward investment and expansions.

13. Developing a tiered service delivery model • Outputs & Dependencies • Segmenting business / service • Prioritise resource • Sector vs stage of development • Partners and external channels • Online/offline alignment • Service sector strategy • Requires CRM improvement • Clarity on what we do / don’t do • Feeds to product / solutions model • Mass customisation Segmented Services Segmented Base Segmented Channels

14. Rationalisation of current product range & product gap review • Activity & Outputs • Range of Core Solutions • Customer focused language • Bespoke at Top End • “Productise” selected services • 1:1 vs 1:many services • Prioritise to improve productivity • New Product Development process • Dependencies • Service Delivery Model • Online vs Direct Engagement • Role of Channel Partners • Alignment with other service provider s Bespoke Solutions Export Potential Products Advice Segmented Customer Base

15. Key Project Areas Processes • Simplification of end-to-end customer processes; • Major projects process – forecasting & delivery; • CRM capability within Invest NI; • New set of delegated limits between Invest NI, DETI & DFP; • Refine appraisal methodology & economic efficiency tests; • Reduce budget line reporting & achieve End of Year flexibility.

16. Simplification of end-to-end processes Stage 2 Stage 4 Stage 6 Stage 7 Stage 9 Stage 11 Stage 12 Stage 14 Stage 1 Stage 3 Stage 5 Stage 8 Stage 10 Stage 13 • Activity & Outputs • Review end-to-end processes • Identify bottlenecks/duplication • Consider technology solutions • Streamline processes • Shorten processing times • Improve customer satisfaction • Dependencies • Offers & Claims System • Widening of client interaction • Tiered service delivery • Customer engagement model • Product consolidation

17. Governance & Accountability • Activity & Outputs • Review Current Delegations • Consider RDA Best Practice • Revised IC Framework • Risk Assessments • Consider options • Dependencies • Revised delegations • Parallel Processing – Approvals • Improved Customer Interaction • Risk Management Board Board Audit Committee Internal & Invest NI Delegations DETI / DFP HM Treasury / NIAO

18. Key Project Areas Performance • Development of tiered performance reporting framework for KPI’s linked to PfG; • Development of output/outcomes driven reporting; • Communication of performance & impact across all stakeholder groups; • Annual assessment of key policies & programmes; • Measuring performance on a portfolio basis.

19. Key Project Areas People • Review Organisation Design & alignment to tiered service delivery model; • Embed Vision & Values to deliver a service –led culture; • Implement a value based performance management /competency framework; • Achieve greater empowerment & improved decision making; • Review role & interfaces with Invest NI Board.

20. Delivering Economic Benefit The customer experience drives economic benefit Our behaviours influence the customer experience Values driveour behaviours Strategy provides a solidfoundation for our business

21. People Development • Outputs & Dependencies • Values based Performance Management framework • Development of competency framework • Reward & Recognition • Leadership “Walk the Talk” • Mentoring programme • Talent Management • Launch and Extend Sales Academy

22. Driving a Sales & Service Culture in the Public Sector Thank you