Driving a Sales & Service Culture in the Public Sector Alastair Hamilton Chief Executive 27th May 2010.

Driving a Sales & Service Culture in the Public Sector

Alastair Hamilton Chief Executive27th May 2010

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

Current Structure of Enterprise Support in NI

NI BUSINESS

EuropeanProgrammes

SEUPB

DistrictPartnerships Intermediate

Funding Orgs

FinancialInstitutions

UrbanRegeneration

Universities

DRD

FE Colleges

DARD RuralDev Division

IFI

DEL

NITB

DCAL

DETIAgencies

Invest NI

ENI

DistrictCouncils

PrivateProviders

LocalEnterpriseAgencies

LEADERLocal Action Groups

CentralNI Govt

LocalGovt

PrivateSector

EducationSector

EUFunding

KeyMultiple touch points

Un-coordinated channels

Programme focused departments

Inconsistent Processes

Unaligned employees

Siloed Applications

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

Our Approach

Where we work

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

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

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

Customer DevelopmentProducts & Services

Organisation DesignPeople Development

Customer People

Processes & SystemsGovernance & Financial Flexibility

Reporting & Communication

Process Performance

Built around key priorities of:

Customer

Key Project Areas

• 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.

Developing a tiered service delivery model

Segmented

Base

Segmented

Services

Segmented

Channels

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

Rationalisation of current product range & product gap review

Segmented Customer

Base

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

BespokeBespoke

Solutions Solutions

ProductsProducts

Advice Advice

Processes

Key Project Areas

• 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.

Simplification of end-to-end processes

Activity & Outputs • Review end-to-end processes

• Identify bottlenecks/duplication

• Consider technology solutions

• Streamline processes

• Shorten processing times

• Improve customer satisfaction

Stage 1

Stage 2 Stage 4 Stage 6 Stage 7 Stage 9Stage

11Stage

12Stage

14

Stage 3 Stage 13

Stage 10

Stage 8Stage 5

Dependencies• Offers & Claims System

• Widening of client interaction

• Tiered service delivery

• Customer engagement model

• Product consolidation

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

Internal & Invest NI Delegations

Board Board Audit Committee

DETI /DFP

HM Treasury / NIAO

Performance

Key Project Areas

• 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.

People

Key Project Areas

• 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.

Delivering Economic Benefit

Strategy provides a solidfoundation for our business

Values driveour behaviours

Our behaviours influence the customer experience

The customer experience drives economic benefit

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

Driving a Sales & Service Culture in the Public Sector

Thank you