Transcript Slide 1

The Art of City Making
The Belfast Experience
Title page
Peter McNaney
Chief Executive, Belfast City Council
Overview
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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
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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Title page
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Daniel 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.
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The Present
2008
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BELFAST 2008
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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
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Belfast: a city in transition
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Huge physical progress: major
infrastructure programme throughout
1990s & ongoing
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€5 billion of investment & 35,000 new jobs
in last decade
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Fastest growing economy in UK
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Lowest unemployment on record
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Tourist Boom - 6.8 million visitors in
2006, spending £324million
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New landmark developments: Victoria
Square, Cathedral Quarter, North
Foreshore, Titanic Quarter
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Laganside
Clarendon Docks
Layon Place
Cathedral Quarter
Donegall Quay
Mays Meadow
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Title page
Belfast: a tourist destination
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Visitor numbers for Belfast 1994-2005
1994
1999
2005
Visitor
600,000
1.6m
6.4m
O/N Visitors
200,000
500,000
926,000
Day Trippers
400,000
1.1m
5.2m
£40m
£110m
£285m
900
1,500
2,700
4,000
7,000
14,000
17%
22%
45-50%
Spend
Rooms
Jobs
% of NI Tourism
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Facts and Figures
2008
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BELFAST
Where are we now?
Who are we?
•277,391
650,000 in BMAP
•21.6% U16
18% 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%
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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
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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 Poor
•21% recycling rate
•Transport
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Waste will double by 2020
Energy
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
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Lille
Belfast
Copenhagen
Leeds
Newcastle
Dortmund
Nottingham
Barcelona
Liverpool
Manchester
Amsterdam
Birmingham
Frankfurt
Rotterdam
Turin
Lyon
Milan
Tolouse
Bristol
Stuggartt
Munich
Helsinki
Stockholm
How does Belfast compare?
Innovation
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European innovation scoreboard 2002: EU Regions
200
150
100
50
% 0.0
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Belfast
Sheffield
Nottingham
Newcastle
Manchester
Liverpool
15
Leeds
25
20
G.B.
10
5
Bristol
Newcastle
Manchester
Belfast
Leeds
Copenhagen
Frankfurt
Sheffield
Stockholm
Helsinki
Nottingham
Liverpool
Munich
Stuttgart
Birmingham
Lyon
Barcelona
35.0
Lille
Amsterdam
Working age population
with no qualifications 2001
Milan
Skilled Workforce
Turin
Rotterdam
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Bristol
Birmingham
How does Belfast compare?
Percentage of working age people
qualified to Degree level (2001)
30.0
%
25.0
20.0
15.0
10.0
5.0
How does Belfast compare?
Quality of Life/Population
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Some Issues 1
How does Belfast compare?
Fragmented Governance
• 55 strategies
• Too many single focused agencies leading to fragmentation
and dilution of limited resources.
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Substantial division between:
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local and national government
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city and the metropolitan area
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city and rest of the region
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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.
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Some issues 2
What is hindering our
competitiveness?
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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
Re-Politicisation
A virtue or a vice?
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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
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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
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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.”
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What are the necessary ingredients for
good governance?
•Legitimacy
+
=
+
=
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– 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
Gasworks
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Gasworks
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Gasworks
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INTEGRATED PUBLIC SERVICES
Grove Health & Well-Being Centre
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Imagine Belfast
Vision
A Good Vision
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Must touch the heart and not just the mind.
It must create a City to which
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Its citizens can identify
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In which they share a sense of pride
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To which they are willing to commit.
The Poem
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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
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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
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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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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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VCM: Belfast City Council
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
Providing leadership and strategic direction
for shaping, developing and managing the city
Developing and
maintaining
relationships with key
stakeholders
Meeting the needs of local people through
the effective delivery of quality and
customer-centric services
Promoting a positive
Image and Reputation
Ensuring effective
communication
(internally and
externally)
Ensuring continuous
improvement and
innovation of service
delivery
Providing quality
advice and evidence
based decision making
Title page
Developing an open
performance driven
culture
Developing Strategic
Financial Planning
Developing our
knowledge, skills, and
expertise
Developing Strategic
Information Management
Creating happy and
dedicated employees
and councillors
Developing Strategic Human
Resource Management
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
Strong
Leadership
Economic
Growth
&
Wealth Creation
(3) Meeting the needs of local people
through the Effective Delivery of Quality
and Customer-Centric Services
Community
Cohesion
&
Well-being
An Organisation Fit to Lead and Serve
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Environmental
Sensitivity
&
Sustainability
Community Cohesion and Well-being
Building stronger relationships between communities and individuals.
Promoting and improving the well-being of communities and individuals.
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Working to improve the health and well-being of people in the city
Working to make areas safer
Promoting good relations between communities by:o
securing shared city space,
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transforming contested space,
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developing shared cultural space, and
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building 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
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
Top 4 things that
would most help
improve quality
of life:
What should the
Council’s
priorities be?
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• 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%)
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
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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
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A successful Belfast – key challenges
 Energy
 Skills
 Common Purpose
 Adaptive Capacity
 Good Relationships
 Ambition and Will
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The Future
Opportunities and Challenges
Leadership
• Recognize – those who take
responsibility
• Remember our motto
• It’s the stuff of leadership
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Pro Tanto Quid Retribuamus
For so much, what shall we
give in return
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