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Title page The Art of City Making The Belfast Experience Peter McNaney Chief Executive, Belfast City Council.

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Presentation on theme: "Title page The Art of City Making The Belfast Experience Peter McNaney Chief Executive, Belfast City Council."— Presentation transcript:

1 Title page The Art of City Making The Belfast Experience Peter McNaney Chief Executive, Belfast City Council

2 2 Overview The Past The Present : Facts and Figures Some issues Re-politicisation : a virtue or a vice What is good governance in a divided society Some examples of public value Key leadership attributes of a public service Creating a Value Creation Map The Future : Opportunities and Leadership

3 3 The Past “We Belfast people are proud of our city and its many activities. We are in the very front of the race of civic development...and we have a laudable ambition to keep there...” Belfast Newsletter 1899

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9 9 Daniel DefoeDaniel Defoe there were seven different and more subtle categories: 1. The great, who live profusely. 2. The rich, who live plentifully. 3. The middle sort, who live well. 4. The working trades, who labour hard, but feel no want. 5. The country people, farmers etc., who fare indifferently. 6. The poor, who fare hard. 7. The miserable, that really pinch and suffer want.

10 10 The Present 2008

11 11 BELFAST 2008

12 12 Recent context…  Industrial decline since the 1950s  A period of civil unrest known as ‘The Troubles’ began in 1969  Government by ‘direct rule’ from London  Economic slowdown and a migration away from Belfast to surrounding areas from the 70’s  Devolved government: re-established 8 May 2007  New investor confidence in NI

13 13 Belfast: a city in transition  Huge physical progress: major infrastructure programme throughout 1990s & ongoing  €5 billion of investment & 35,000 new jobs in last decade  Fastest growing economy in UK  Lowest unemployment on record  Tourist Boom million visitors in 2006, spending £324million  New landmark developments: Victoria Square, Cathedral Quarter, North Foreshore, Titanic Quarter

14 14 Laganside Clarendon Docks Layon Place Cathedral Quarter Donegall Quay Mays Meadow

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16 16 Belfast: a tourist destination

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18 18 Visitor numbers for Belfast Visitor600,0001.6m6.4m O/N Visitors200,000500,000926,000 Day Trippers400,0001.1m5.2m Spend£40m£110m£285m Rooms9001,5002,700 Jobs4,0007,00014,000 % of NI Tourism17%22%45-50%

19 19 Facts and Figures 2008

20 20 BELFAST Where are we now? Who are we? 277,391650,000 in BMAP 21.6% U1618% pensioners 7500 recorded migrants since 2005 Where do we live? Population is highly polarised 80% in majority of neighbourhoods 42 peace walls Home ownership 55%

21 21 BELFAST Where are we now? Economy 182,957 employed in the City ½ of all foreign owned firms based in the City 37% Public Sector Only 7% manufacturing Unemployment 3.9% Fallen by 6% since 1991 High level of Economically Inactive Education 2001/2 42% of School Leavers achieved 3 A levels or more – 7% leave school with no qualitications 24.9% Working have degrees 26.9% Working no qualifications at all – 70% over 40

22 22 BELFAST Social Inclusion Economy 9 out of the 10 most deprived wards are in Belfast in terms of multiple deprivation 12 out of Belfast’s 51 wards account for 40% of the unemployment Third of unemployed have been claiming benefit for over one year Health Belfast has the 10 worse wards in NI in terms of health Death rate from heart disease, strokes and cancer is one of highest in Europe Education 8 out of 10 of the most deprived wards in NI in terms of education, skills & training Environment Air Quality PoorWaste will double by % recycling rateEnergy Transport

23 23 How does Belfast compare? Michael Parkinson – State of English Cities Parkinson’s essential features of urban competitiveness Economic diversity Skilled workforce Connectivity Strategic decision making responsibility Innovation in organisations Quality of life

24 24 How does Belfast compare? Innovation

25 25 How does Belfast compare? Skilled Workforce

26 26 How does Belfast compare? Quality of Life/Population

27 27 Some Issues 1 How does Belfast compare? Fragmented Governance 55 strategies Too many single focused agencies leading to fragmentation and dilution of limited resources. - Substantial division between: -local and national government -city and the metropolitan area -city and rest of the region -within the city itself Mismatch between strategy and delivery. Lack of trust and ownership. No commonly agreed development framework for the city. Lack of belief and leadership.

28 28 Some issues 2 What is hindering our competitiveness?  Fragmented governance – Review of Public Administration  Public Sector dominance & lack of entrepreneurship  Under populated city centre (although depopulation has been arrested)  Slow planning process  Deprived Neighbourhoods  Lack of connection to growing prosperity  Skills/Employability  City v region  Learning to share and integrate  Learning to govern

29 29 Re-Politicisation A virtue or a vice? Return to devolution What does it mean for us? What is politics? What is the value of representative democracy? What is good governance? What skills do we need to make it work

30 30 What is the value of representative democracy? Connection to the citizen Virtues of bureaucracy -v- drawbacks Fairness One size fits all Slowness – wait your turn Professional judgement, eg A1 -v- M1, and political vision

31 31 Virtues of representative democracy Politics understands symbolism Politicians can overarch professional disagreements Politicians demand action Political choices are difficult to criticize at Audit Winston understood: “It has been said that democracy is the worst form of government except all those other forms that have been tried from time to time.”

32 32 What are the necessary ingredients for good governance? Legitimacy –Must be fair –Recognise true nature of differentiated choice –Must be VFM Accountability –Must be connected –Must be answerable and responsive –Must have ethical framework Consent to be governed by the citizen Shared responsibility for social outcomes Co-production and public value Eg Upper Springfield Safer Neighbourhoods, Brighter Belfast, Falls Leisure Centre, Gasworks site, Grove Wellbeing Centre, Connswater Greenway + = + =

33 33 Gasworks

34 34 Gasworks

35 35 Gasworks

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38 38 INTEGRATED PUBLIC SERVICES Grove Health & Well-Being Centre

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41 41 Imagine Belfast Vision A Good Vision Must touch the heart and not just the mind. It must create a City to which Its citizens can identify In which they share a sense of pride To which they are willing to commit. The Poem

42 42 The Poem The Cure of Troy So hope for a great sea change On the far side of revenge Believe that a further shore is reachable from here Believe in miracles And cures and healing wells. Seamus Heaney

43 43 Key Leadership Attributes in the Public Sector What do our staff want? “Leading change in the public sector” – Chartered Management Institute survey Key findings –Clarity of vision –Integrity and Values –Sound Judgement Only 30% saw those skills in their leaders

44 44 Key Leadership Attributes in the Public Sector contd… Challenges –Low rating given to leading innovation – 20% –Low priority given to leadership development –Greater priority needed to develop leaders with capacity to manage the political dimension –Those developing policy/targets need to reconnect with frontline – those directly engaged in service provision –Must be revitalisation of the values agenda – commitment to public service and authority to make a difference –Highest morale exhibited by staff authorised to do this and recognised for their contribution

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46 46 Key Leadership Attributes in the Public Sector Key roles Civic entreneurship – solving problems by drawing on the resources and capabilities of others Managing risk – pushing the boundaries of aspiration and being aware that public, media and politicians often want someone to blame Managing legitimacy – win consent, persuade, explain, share responsibility

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48 48 Emerging Strategic Objectives (1) The Council takes a leading role in improving quality of life now and for future generations for the people of Belfast by making the city a better place to live in, work in, invest in and visit (2) Providing leadership and strategic direction for shaping, developing and managing the city (3) Meeting the needs of local people through the Effective Delivery of Quality and Customer-Centric Services Strong Leadership Economic Growth & Wealth Creation Community Cohesion & Well-being Environmental Sensitivity & Sustainability An Organisation Fit to Lead and Serve

49 49  Working to improve the health and well-being of people in the city  Working to make areas safer  Promoting good relations between communities by:- osecuring shared city space, otransforming contested space, odeveloping shared cultural space, and obuilding shared organisational space  Working to improve the experience of young and older people living in the city  Providing high quality facilities that make it easier for people to access services  Providing modern, fit-for-purpose leisure facilities as part of a wider Leisure Strategy for the city  Working to ensure that people across the city are treated with respect and have the same life opportunities Community Cohesion and Well-being Building stronger relationships between communities and individuals. Promoting and improving the well-being of communities and individuals.

50 50 Why These Strategic Objectives? 86% of people believe BCC is important to the everyday lives of the residents of Belfast 56% believe BCC is the organisation best placed to shape the future development of the city 59% agreed that BCC should take a lead role in promoting community relations in the city activities for teenagers (41%) cleaner streets (29%) facilities for young children (25%) access to affordable, decent housing (18%) making local areas safer (54%) making local areas cleaner and greener (42%) creating a clear vision for the city’s future (37%) promoting good relations (34%) helping to create a better city for children (29%) What should the Council’s priorities be? Top 4 things that would most help improve quality of life:

51 51 The Future Opportunities and Challenges Leadership People change things Values matter – but only when consistent with actions Incentivize - Innovation - Delivery - Integration - Engaging citizens in solutions Invest in staff development – learn how to learn Remove the fear

52 52 What we need to do “The sense of danger must not disappear The way is certainly both short and steep However gradual it looks from here Look if you like but you will have to leap Tough minded men get mushy in their sleep And break the by-laws any fool can keep It is not the convention but the fear That must be made to disappear.” W H Auden Leap before you look

53 53 A successful Belfast – key challenges  Energy  Skills  Common Purpose  Adaptive Capacity  Good Relationships  Ambition and Will

54 54 Recognize – those who take responsibility Remember our motto It’s the stuff of leadership The Future Opportunities and Challenges Leadership

55 55 Pro Tanto Quid Retribuamus For so much, what shall we give in return


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