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TIM HUSBANDS MANAGING DIRECTOR BELFAST WATERFRONT HALL

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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  1. TIM HUSBANDS MANAGING DIRECTOR BELFAST WATERFRONT HALL

  2. Stakeholder Management

  3. The Belfast Waterfront Hall Conference and Exhibition Centre Meetings Concert Hall Community Centre

  4. Belfast: A Divided City • Socially • Culturally • Politically • Religiously • Economically

  5. Topic to address • How should Convention Centres interact with their Communities? and • How should they report performance to owners and stakeholders?

  6. 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

  7. Belfast Waterfront Hall • KEY OBJECTIVES • A Focus within the Community • Commercially Driven • Delivering Best Value Services • Creating Positive Profile • Creating Economic Benefit

  8. 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

  9. 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

  10. Economic Impact Assessment • Operating impact • direct employment • indirect employment • induced employment • Visitor impact • On site/off site expenditure by delegates/audiences/customers • Overnight stays

  11. 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

  12. Performance Monitoring and Reporting The Board

  13. 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

  14. 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

  15. 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

  16. Main stakeholders, cont’d • Customers - Clients and Delegates - Local Business Community - Service Industry - Press and Media - Community Groups - Performers/Agents - The Public

  17. Main stakeholders, cont’d • Internal - Belfast City Council - Employees - Trade Unions - Service and product suppliers

  18. 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

  19. 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

  20. 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

  21. Annual Performance Improvement Plan Performance Indicators • Financial Indicators • Operating Budget and Procedures • Efficiency Indicators • Occupancy Rates • Financial Comparisons • Operational targets

  22. 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

  23. 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

  24. 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!

  25. 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

  26. 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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