TIM HUSBANDS MANAGING DIRECTOR BELFAST WATERFRONT HALL

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