Tim husbands managing director belfast waterfront hall
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TIM HUSBANDS MANAGING DIRECTOR BELFAST WATERFRONT HALL. Stakeholder Management. The Belfast Waterfront Hall. Conference and Exhibition Centre. Meetings. Concert Hall. Community Centre. Belfast: A Divided City. Socially Culturally Politically Religiously Economically.

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TIM HUSBANDS MANAGING DIRECTOR BELFAST WATERFRONT HALL

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TIM HUSBANDS

MANAGING DIRECTOR

BELFAST WATERFRONT HALL


Stakeholder Management


The Belfast Waterfront Hall

Conference and Exhibition Centre

Meetings

Concert Hall

Community Centre


Belfast: A Divided City

  • Socially

  • Culturally

  • Politically

  • Religiously

  • Economically


Topic to address

  • How should Convention Centres interact with their Communities?

    and

  • How should they report performance to owners and stakeholders?


Belfast City Council Vision and Key Objectives

Vision:

  • Belfast - Becoming a better place to live, work and visit

    Key Objectives:

  • Providing Civic Leadership

  • Improving the Quality of Life, now and for future generations

  • Promoting Good Relations

  • Delivering Best Services


Belfast Waterfront Hall

  • KEY OBJECTIVES

    • A Focus within the Community

    • Commercially Driven

    • Delivering Best Value Services

    • Creating Positive Profile

    • Creating Economic Benefit


The Payback…

  • Symbol of new Belfast

  • Catalyst for Economic and Cultural Development within the City

  • Development of Service Infrastructure

  • Inward Investment Factor

  • International positive profile

  • Employment provider – direct/indirect

  • Cross Community Support


Community Interaction Framework

  • Public Building and Facilities

  • Board of Elected Political Members

  • Community and Education Outreach Programme

  • Cross Community Working Group

  • Access for People with Disabilities Working Group

  • BWH Representation on external groups

  • Community Workers Liaison


Economic Impact Assessment

  • Operating impact

    • direct employment

    • indirect employment

    • induced employment

  • Visitor impact

    • On site/off site expenditure by delegates/audiences/customers

    • Overnight stays


Economic Impact Assessment

  • Unquantifiable Benefits

    - Media coverage

    - Positive image portrayal

    - Social cohesion

    - Regeneration effect

    - Local civic pride and confidence

    - Credibility of Belfast events venue

    - Consultation with public agencies


Performance Monitoring and Reporting

The Board


Performance Monitoring and Reporting

The Stakeholder = The Council

The Council = The Board

The Board = The Politicians

The Politicians = The Agenda

The Agenda = The Vote

The Vote = The Public

The stakeholder is the public


U.U.P.

D.U.P.

P.U.P.

Independents

Sinn Fein

S.D.L.P.

Alliance

Workers Party

Political Diversity in N. Ireland(Stakeholder Engagement)

  • Leads to diverse agendas that make it difficult to operate commercially within such a public framework

  • Leads to a need for - Ownership - Openness - Trust


Main Stakeholders

  • Belfast City Council

  • Public Agencies

    - Belfast Visitor and Convention Bureau

    - Northern Ireland Tourist Board

    - Dept of Culture, Arts and Leisure

    - The Arts Council of Northern Ireland

    - Laganside Development Corporation


Main stakeholders, cont’d

  • Customers

    - Clients and Delegates

    - Local Business Community

    - Service Industry

    - Press and Media

    - Community Groups

    - Performers/Agents

    - The Public


Main stakeholders, cont’d

  • Internal

    - Belfast City Council

    - Employees

    - Trade Unions

    - Service and product suppliers


Performance Improvement Plan 2004/05Key Objectives

  • Management - To reduce the financial cost of managing BWH whilst maintaining high levels of customer care

  • Conference and Business Sales - To increase hire revenues, increase market share and deliver improved economic benefits from regional, national and international sales


Performance Improvement Plan 2004/05Key Objectives

  • Arts and Entertainment - To increase audience attendances and profitability

  • Arts, Education and Community – To further integrate this function into the BWH Business Plan to improve its efficiency and effectiveness


Performance Improvement Plan 2004/05Key Objectives

  • Retail and Merchandising – To increase turnover and financial contribution while maintaining a high level of customer service

  • Catering Performance – To establish the BWH’s corporate and retail catering operation as a centre of excellence


Annual Performance Improvement Plan Performance Indicators

  • Financial Indicators

    • Operating Budget and Procedures

  • Efficiency Indicators

    • Occupancy Rates

    • Financial Comparisons

    • Operational targets


Annual Performance Improvement Plan Performance Indicators

  • Effectiveness and Quality Indicators

    • Customer Satisfaction

    • Marketing spend against usage

    • Benchmarking standards

    • Staff Training and Development

    • Business planning Process


Annual Performance Improvement Plan Performance Indicators

  • Stakeholder Information

    • BCC Corporate Plan

    • Annual Report

    • Media coverage and Briefings

    • Press Releases (official)

    • Press Releases (unofficial)

    • Stakeholder Group Workshops


Customers

Clients

Business Partners

Earnings

Growth

BWH Stakeholder Triangle

Corporate Practices and Actions

Recognition from Society/Community

Government

Local Authority

Stakeholders

Employees

- and Business Drivers!


Building Collaborative Stakeholder Relationships

Stage One: Establish a Foundation for

Relationship Building

  • Assess relationship building as a strategic direction

  • Review/refine social mission, value and ethics

  • Communicate corporate commitment at all levels

  • Assess organisational readiness

  • Identify gaps and inconsistencies

  • Assess systems and structures

  • Make changes as needed


Stage Two: Develop a relationship building Strategy and Action Plan

  • Audit existing relationships

  • Identify strengths, weaknesses and gaps

  • Set priorities and goals

  • Benchmark best practices

  • Consult with stakeholders

  • Refine goals & prepare outreach strategy

  • Form stakeholder teams to exchange information, clarify expectations/perspectives

  • CELEBRATE SUCCESSES AND LEARN FROM FAILURES


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