tim husbands managing director belfast waterfront hall n.
Download
Skip this Video
Download Presentation
TIM HUSBANDS MANAGING DIRECTOR BELFAST WATERFRONT HALL

Loading in 2 Seconds...

play fullscreen
1 / 27

TIM HUSBANDS MANAGING DIRECTOR BELFAST WATERFRONT HALL - PowerPoint PPT Presentation


  • 130 Views
  • Uploaded on

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.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'TIM HUSBANDS MANAGING DIRECTOR BELFAST WATERFRONT HALL' - aoife


Download Now An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
tim husbands managing director belfast waterfront hall
TIM HUSBANDS

MANAGING DIRECTOR

BELFAST WATERFRONT HALL

the belfast waterfront hall
The Belfast Waterfront Hall

Conference and Exhibition Centre

Meetings

Concert Hall

Community Centre

belfast a divided city
Belfast: A Divided City
  • Socially
  • Culturally
  • Politically
  • Religiously
  • Economically
topic to address
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
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
Belfast Waterfront Hall
  • KEY OBJECTIVES
    • A Focus within the Community
    • Commercially Driven
    • Delivering Best Value Services
    • Creating Positive Profile
    • Creating Economic Benefit
the payback
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
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
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 assessment1
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
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

political diversity in n ireland stakeholder engagement
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
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
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 d1
Main stakeholders, cont’d
  • Internal

- Belfast City Council

- Employees

- Trade Unions

- Service and product suppliers

performance improvement plan 2004 05 key objectives
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 05 key objectives1
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 05 key objectives2
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
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 indicators1
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 indicators2
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
bwh stakeholder triangle

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
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
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
ad