Manchester City Centre Strategic Plan 2004 -2007
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Manchester City Centre Strategic Plan 2004 - 2007 Prepared by Manchester City Council and Manchester City Centre Management Company Ltd city centre management company
Contents
Foreword 3
1 Purpose of the City Centre Strategic Plan 4
2 Strategic Context, Priorities and Targets 6
3 The Performance and Prospects of the City Centre 11
4 Management of the Public Realm 14
5 Transport Strategy and Services 16
6 Security 19
7 Marketing, Events and Visitor Services 21
8 Residential Infrastructure 23
9 Statutory Planning Framework and Planning Services 24
10 Funding and Governance 25
11 Area Profiles 26
12 Glossary of Abbreviations 33
13 Contacts 34Foreword
Manchester City Centre Strategic Plan 2004-2007
Manchester has transformed itself over the last decade and it is now the nation’s leading regional centre.
The radically improved city centre is at the heart of this success and it is a place where increasingly people
want to live, work, invest and visit.
The challenge for the City is to ensure that we continue to develop our assets, complete our transformation
into a globally competitive, knowledge-driven economy and to maximise access for Manchester residents to
the opportunities that are created.
The purpose of the City Centre Strategic Plan is to provide an agreed framework for continued regeneration,
investment and service improvement in the city centre over the coming years. Through strong civic leadership
and dynamic partnership action, the creation of a world class city centre will help to maintain Manchester’s
position as the nation’s leading regional centre but, more importantly, it will enable the City to successfully
compete as an international investment and visitor destination.
This Plan is one vehicle for securing commitment for a shared vision and action plan for the city centre.
However, its vision, priorities and actions can only be delivered with the active support of individuals and
organisations committed to the city centre and its future.
The views of residents, businesses, public, private and voluntary sector organisations have been crucial
in developing this Plan to drive forward the regeneration and economic development of the city centre.
We therefore look forward to working closely with all our partners to deliver our agreed vision and strategy
for Manchester city centre.
RICHARD LEESE MICHAEL OGLESBY
Leader, Manchester City Council Chairman, Manchester City Centre
Management Company Ltd
December 2003
31 Purpose of the City
Centre Strategic Plan
1.1 This Plan sets out an agreed framework for 1.4 It is now essential that we build upon the 1.7 The Plan fully complements and is set within 1.11 Chapter 11 summarises the constituent
sustained regeneration, investment and inherent strengths of partnership working the Manchester: Knowledge Capital initiative, spatial areas of the city centre, identifying
service improvement in Manchester city in the city centre, strive for further reflecting the city centre’s critical role in the their distinctive contribution to the unique
centre over the next three years. The Plan sustainable improvements and set out an delivery of the Knowledge Capital vision. profile of the city centre and its economy. For
will underpin existing partnership action agreed direction for the longer term. The A comprehensive Knowledge Capital Action each area key regeneration priorities and the
to ensure that Manchester maintains its issues that we need to address are multi- Plan will unlock the full potential of the city’s objectives of specific projects are detailed
position as the nation’s leading regional faceted and include: knowledge assets and generate economic where appropriate. The purpose of the area
centre and that it can successfully compete and social benefits of regional and national profiles is to outline long-term, area specific
• how we ensure that the city centre realises
as an international investment location and significance. regeneration objectives and to link these into
its full economic potential and delivers
visitor destination. the overarching objectives for the Plan and
maximum local benefit; 1.8 Most importantly, every strategic partner
agreed vision for the city centre.
1.2 The Plan has its roots within existing, viable has a contribution to make to the delivery
• how we support our rapidly increasing city
strategies and partnerships which have of the objectives of the Plan. Whilst this 1.12 A glossary of terms and organisations can be
centre resident population;
already achieved significant success, including document can only signpost the detail of the found at the final section of this document.
the Manchester City Pride initiative and the • how we sustain the competitiveness of the thematic strategies it contains, it does
Commonwealth Games in 2002. The broad Manchester office market; attempt to embrace them all. This very
based growth of the city centre, given impetus • how we deal with transport demands; and broad, inclusive approach ensures that all
by Manchester’s positive response to the key interests and partners continue to be
1996 terrorist attack, continues apace. This is • how we improve the management and engaged in the full range of issues.
largely because it is the result of sound quality of the public realm in the city centre.
1.9 Chapter 2 sets out the strategic context
partnership working between Government, 1.5 The Plan is also designed to complement within which this Plan should be considered.
the Council and other public agencies and, statutory documents such as the Unitary The key priorities for action required to drive
crucially, a wide range of highly motivated Development Plan and key partnership forward greater economic competitiveness to
partners from across all public, private, strategies such as the City Centre deliver local benefit are also highlighted,
voluntary and community sectors. Management Company’s Business Plan. which underpin all key actions detailed in the
1.3 This is therefore a working, partnership 1.6 The Plan also informs the development and following chapters. This section also sets out
document prepared by the Council and delivery of the Manchester Community high-level targets, by which the impact of the
the Manchester City Centre Management Strategy (MCS). The MCS provides an Plan will be measured.
Company but reflecting the needs and overarching framework for the regeneration 1.10 Chapters 3-10 detail the component parts of
aspirations of a wide range of stakeholders. of the whole of the city, and a mechanism for the Plan, themes and service issues whose
This document has evolved from extensive improving the co-ordination and quality of contribution to the overall achievement of the
consultation with partners from all sectors, public services and facilities to create Plan will be crucial. Specific key actions within
taking into account a broad range of views sustainable communities in which people each theme or service area are outlined at
and recommendations. want to live, work and invest. The MCS also the end of each chapter.
provides a city-wide vehicle for partnership
action – via the Manchester Local Strategic
Partnership (MLSP) – to develop shared
objectives across key public sector agencies,
in partnership with the private, voluntary and
community sectors.
4 52 Strategic Context,
Priorities and Targets
2.1 The wider vision for Manchester is clear. 2.3 The performance of the city centre is clearly 2.6 By building on the performance of Manchester • the development of a holistic partnership
It has been progressed through the fundamental for the successful delivery as the region’s primary engine of growth – approach to securing economic and physical
Manchester City Pride strategies of the last of this vision for Manchester. As a critical which is underpinned by the economic change that will continue to deliver
decade – and continues to be refined through component of the Knowledge Capital performance of the city centre – the City and developments of the highest quality;
the development of the MCS – to ensure that ‘Arc of Opportunity’, the city centre’s the wider region will be able to maintain
• an improved visitor infrastructure and world
the city is: concentration of cultural, leisure and retail private investor confidence and momentum;
class cultural and sporting facilities, which
facilities, world-class commercial and accelerate growth in key clusters of
• a major European regional capital, a have made Manchester the nation’s most
learning clusters, employment opportunities economic activity; and deliver employment
centre for investment growth; important destination outside London for
and residential and transport infrastructure and productivity outcomes of regional and
overseas visitors;
• an international city, capable of realising hold the key to ensuring Manchester, and national importance.
its outstanding commercial, cultural and the region as a whole, drive up economic • a strong and expanding retail market, the
2.7 Over the last ten years partners have
creative potential; competitiveness and performance. largest and fastest growing retail centre
transformed the prospects of the city centre,
outside London, with sustained interest
• an area distinguished by the quality of life and it now enjoys the strongest ever platform
from both the UK and overseas, quality
and sense of well-being enjoyed by its on which to build its future regeneration
residents; and
The Role and Contribution retailers, sustaining rental values of up
strategies, but the comparatively low
of the City Centre to £300ft2;
• an area where all residents have the economic base of previous years must be
2.4 Manchester is transforming itself from an acknowledged. • enormous growth in residential development,
opportunity to participate in, and benefit
industrial city dependent on manufacturing which has resulted in the population
from, the investment and development of 2.8 This only serves to underline the importance
to a modern, dynamic and international city. growing from a few hundred in the mid-
their city and therefore live in truly of maintaining investor momentum, and the
The recently published ‘Boho Britain’ Index, 1980s to a projected 20,000 by 2007;
sustainable communities. need to improve the quality of the social
for example, only serves to confirm our
infrastructure for our expanding city centre • continued investment in transport, including
2.2 This wider vision remains valid and has been direction of travel by ranking Manchester as
resident base. the completion of the Inner Relief Route,
given a defined focus for the next decade the UK’s most creative city. Our regeneration
£10 million of improvements to car parks,
with the development of the Manchester: strategy will continue to focus on improving 2.9 In 1985 the city centre was in danger of
quality buses and passenger facilities, and
Knowledge Capital initiative. With the the competitiveness and performance of the slipping into relative or terminal decline.
the continued expansion of Metrolink;
recognition that knowledge and innovation nation’s leading regional capital and Today it stands at the forefront of England’s
are the keys to competitive success in today’s measures to enable its local communities to Core Cities, with several significant • one of the largest concentrations of higher
global economy, Manchester: Knowledge share in that success. The recognition of successes, including: education activity in Europe that is working
Capital encapsulates a challenging vision to Manchester city centre as one of the region’s to unlock academic excellence to strengthen
• a city centre economy with 6,000 businesses,
harness the city’s economic assets, many of key generators of jobs, investment and the competitiveness of the City and region
which provides employment for 120,000
which are located in and around the city innovation – the others being Manchester and to grow the City’s employment base
people; improved investor confidence has
centre. By supporting and enhancing all Airport and the Higher Education Institutions through expanding knowledge based
also helped to generate around 25,000
these elements, Manchester: Knowledge (HEIs) – is critical to delivering this wider industries;
new jobs in last three years alone;
Capital will achieve integrated, sustainable strategy for the City. • the establishment of a pioneering City
economic growth across all communities. • the core rebuilding programme at the
2.5 The City Centre Strategic Plan is therefore Centre Management Company, driven by
heart of the Regional Centre has been the
designed not only to drive forward the the private sector with Council backing,
key catalyst for major private investment
continued economic success of Manchester, with an annual turnover in excess of
and new uses, which for the first time in
but also to enable the North West to close £1 million.
decades has extended the economic
the productivity and wealth gap with London
boundaries of the city centre;
and the South East and positively contribute
to the achievement of the Government’s
Public Service Agreement on Regional
Economic Performance.
6 7Priorities for Action • further reducing crime and improving • building on the linkages between the city • £1.5 billion of new private investment in
safety and security, and the bringing centre and key adjacent areas such as development initiatives, facilities and
2.10 The twin-focus throughout the Plan is on
forward of robust enforcement regimes to Hulme, Moss Side, Ancoats, Miles Platting, infrastructure improvements, with this
how the economic performance of the city
further improve resident, investor and and East Manchester to maximise regeneration activity underpinned by
centre can be strengthened and on how
visitor confidence in the city centre; regeneration opportunities and address improvements in mainstream public
access to employment and wealth creation
local needs; investment and services;
opportunities can be improved for all our • improving the stock and relevance of the
residents and their communities. The Plan, qualifications and skills of our residents to • ensuring that the city centre remains the • a reduction in the number of recorded
therefore, establishes a robust framework, enable them to access the employment key focus for regeneration strategies in crimes in the city centre by the following
which not only responds to the needs of and wealth creation opportunities that are the wider regional centre, including the percentages: street violence 15%; robbery
residents, investors and visitors, but also being created, and to ensure that the City neighbouring Chapel Street area, Salford 18%; and business crime 15%;
promotes opportunities for economic, social has the skills-base capable of attracting Quays, and Pomona;
• 90% public satisfaction rate with the
and physical regeneration. Broad priorities and retaining international investors in key
• addressing the long-term issues of the management and standard of public spaces
for action include: growth sectors;
funding and governance of major cities and on-street services in the city centre;
• strengthening the range, quality and • further improving the functionality of city like Manchester, which have regional
• 50% of trips to the city centre made using
attractiveness of investment opportunities centre transport networks and services by responsibilities and a key role to play in
public transport, the completion of
within the city centre in order to support easing congestion, improving car parking both regional and UK economies.
£10 million of car park improvements and
the development needs of both established services and public transport;
new interchange and bus priority measures,
and new growth industries, particularly in • improving the quality, management and Strategic Targets and improved signage for pedestrians and
the knowledge economy; maintenance of the public realm in the city and Evaluating Performance drivers.
• strengthening the office market in centre and developing new arrangements
2.11 The performance of the city centre is critical 2.13 We also intend to deliver major improvements
Manchester at a time when industries are to secure ongoing improvements, such
to Manchester’s ability to become a world in the social and visitor infrastructure of the
undergoing fundamental changes. The as the Piccadilly Partnership and other
class regional capital. It is clear that city centre. The development of some facilities
needs of users in terms of foot-plates, strategic partnerships, which build on the
significant progress has been made to and services, however, will only be realised
accessibility and quality – especially in Business Improvement District model;
establish the city centre as an important beyond the life of this edition of the Plan.
relation to Manchester’s competitiveness • providing the growing city centre population destination for investors and visitors, though Nevertheless, we will work with public and
with other UK and European cities – are with access to schools, healthcare, the momentum for renewal – which has private sector partners to ensure that
crucial, not least in terms of our planning community facilities, green space and been harnessed so successfully in recent progress is made towards securing:
policies, and approaches to addressing local shopping and recycling facilities; years – needs to be maintained and
development constraints such as rights to • access to a range of education, health,
accelerated.
light issues; • improving visitor facilities for both leisure social and commercial services and
and business visitors – the Commonwealth 2.12 To this end, it is proposed that the impact of facilities capable of serving the needs of
• strengthening even further the range and Games provided a valuable test-bed for this Plan be measured by its ability to deliver an expected city centre population of
quality of the retail, leisure and hotel offer this - but more important now is the need the following strategic benefits by 2007: 20,000 and a ‘daily’ population of nearly
in the city centre to remain competitive, and to build on its ongoing legacy; 350,000;
to meet the needs of residents, shoppers • 7,500 new jobs in the key sectors of retail,
and a wide range of visitors of all ages; • developing the Manchester Brand and a finance and business services, leisure, • provision of a world class visitor
world class events programme that builds tourism, creative industries and education, infrastructure capable of meeting the
• ensuring that knowledge generation, on the success of the Commonwealth and by improving the ability of residents to needs of 17 million visitors a year.
transfer and spin-out activities are Games, as the Games provided the unique access these opportunities;
supported through innovative partnership opportunity to change the image and
working with businesses, education, perception of the City in the eyes of
research and other knowledge institutions; international investors and visitors;
8 93 The Performance and
Prospects of the City Centre
2.14 One purpose of this document is to provide 3.1 Manchester is now one of the strongest 3.5 It is vital, therefore, that the Plan remains
a basis for monitoring and evaluating regional centres in Europe. By contrast, sensitive to the changing needs and
progress, which will ensure that the Plan although the fourth largest regional economy development dynamics of the city centre
remains effective and meaningful, and that in the UK, the relative macro-economic economy:
longer-term trends are embraced. This is performance of the North West continues
• growth and development of commercial
important for the Council and the City Centre to decline.
office space that is capable of meeting the
Management Company, because it enables
3.2 Manchester currently generates around a market demands of international investors
us to assess improvements in the delivery of
quarter of the North West’s wealth, and is has been constrained by the lack of
our services. We aspire to this as part of the
the largest and fastest growing employment opportunities to provide strategic sites.
Government’s modernisation agenda and are
centre outside London and the South East. There is a continued need to identify
improving the Council’s city centre services
Our recent economic performance, in terms premium development sites that are
through the Best Value programme. This
of GVA, employment and investment growth capable of meeting demands of indigenous
Plan is also important for other public
rates, out-performs that of London and the and new strategic investors. Regeneration
agencies and the private sector to enable
South East. In the last three years alone, the initiatives, especially those at Spinningfields,
them to base their priorities for action and
city centre has secured around £1.5 billion of Piccadilly and Southern Gateway are
investment plans on a broad-based, well
private investment and generated around central to strengthening and expanding
grounded strategy for the city centre.
25,000 new jobs. We are now the strongest the economic base of the city centre and
2.15 The Council will not only provide a locus for and fastest growing regional centre, in its growing reputation as an international
the quantitative and qualitative monitoring relation to financial and legal services and destination of choice for world class
and evaluation of the strategic targets above; the creative industries, and have one of investors in financial and professional
it will also promote a permanent intelligence the largest concentrations of HEI activity services, creative industries and other high
function which will enable all partners to in Europe. value-added sectors. Consideration will be
understand the economic and social context given to the timing and supply of sites in
3.3 Our grounds for continued optimism are well
within which the city centre functions and order to maintain the strength of the retail
founded as the City’s growth path to becoming
will grow. and commercial cores, whilst supporting
a global force in the knowledge economy is
the role and growth of the regional centre;
2.16 It is envisaged that such an intelligence now clear, with our Manchester: Knowledge
function will emerge from our close working Capital initiative expected to generate over • the secondary office market remains
relationships with businesses, HEIs, and 100,000 new jobs in high value-added growth strong and has successfully brought many
agencies such as Manchester Enterprises, sectors over the next ten years. under-used buildings back into full
Northwest Development Agency and private occupation, but key opportunities within
3.4 We believe that only Manchester can deliver the
sector partners. The need to establish an the central core need greater impetus;
quantum and quality of sustainable economic
“economic observatory” is made more
growth that is required to transform the
urgent by the lack of public and private
prospects of the North West, which, in turn,
sector confidence in the ability of ONS to
will ensure that the region makes a positive
competently undertake the Census of
contribution to closing the UK’s productivity
Population or economic surveys.
deficit and the achievement of the
2.17 The actions identified within the Plan are Government’s national PSA2 target on
being implemented and delivering benefits Regional Economic Performance by 2006.
‘on the ground’ already. Their effectiveness
will be reviewed annually and new measures
will be developed in response to new or
emerging priorities, as appropriate.
10 11• retail demand is strong with rents increasing • the city centre continues to develop leisure, 3.7 However, a more structured research
to £300-£340 ft2 for some city centre entertainment and cultural facilities that programme will be defined to help monitor
locations. However, the retail sector in the ensure that the City builds on its position the macro-economic performance of the city
city centre – and in other major regional as one of the nation’s leading visitor centre and its key sectors to identify current
centres – is in a state of transition due to destinations. The city centre is also capable and future skills and employment needs, office
new developments that are influencing the of meeting the needs of over 350,000 and property requirements, and other factors
locational decisions of end-users, and also people who use the city centre on a daily affecting the competitiveness of the city centre.
changes in customer tastes and ever-rising basis, though there is a need to ensure that
consumer expectations. This has manifested the hotel and visitor services infrastructure
3.8 Key Actions – 2004/2005
itself, for example, in the changing roles of is responsive to the requirements of
King Street, Market Street and Piccadilly, tourists as well as business visitors; i Publish an annual assessment on the
and the new linkages from St Ann’s Square economic performance and prospects of
• housing demand remains high. By December
through New Cathedral Street and Exchange the city centre and establish an economic
2002, nearly 3,000 housing units were under
Square to the Printworks; observatory that will further improve our
construction in the city centre, with a further
understanding of the function, performance
• the success of the city centre residential 3,900 granted planning permission. The city
and needs of the city centre. A key priority will
market has generated high land values, centre residential population is expected to
be the analysis of the current and future skill
which the Council has recognised and rise to around 20,000 by 2007. We recognise
demands, over the next 5 years, in relation
responded to in the need to promote that the potential for the comprehensive
to the employment base of the city centre;
opportunities for commercial investment. and sustainable renewal of the city’s
For example, Spinningfields and the housing markets rests squarely on the
Southern Gateway have been identified economic power of the city centre. The ii The development and implementation of the
primarily for major office investment and successful delivery of our Housing Market Manchester Employment Plan – under the
supporting uses, and it will be important to Renewal (HMR) Pathfinder programme is direction of the City Council, Jobcentre Plus,
ensure that strategies are put in place to dependent on, (though in time will help to Manchester Enterprise and GM Learning and
underpin the delivery of these and other underpin), the continued economic and Skills Council – which will help to improve
similar initiatives. This may mean prioritising population growth of the City. However, we residents’ access to the employment and
strategic employment opportunities, in will need to ensure that the role and wealth creation opportunities that are being
particular areas of the city centre, to ensure performance of the city centre housing created in the city centre;
that the City’s growth is balanced and is market supports the sustainable delivery
sustainable in the long-term; of our Housing Market Renewal objectives iii Oversee the development of sectoral and
accessible areas. area-focused partnerships and strategies to
• it will be important for the City to be in a
position to provide opportunities to nurture 3.6 It is therefore critical that we understand how support growth in knowledge-based, creative
and capture knowledge-based and growth the economy of the city centre is performing and other high value-added industries, within
industries as spatial and investment in order to respond to competitive challenges the overarching framework established by the
frameworks for the Knowledge Capital and to the current and future needs of residents, Manchester: Knowledge Capital initiative.
‘Arc of Opportunity’ are developed. The businesses and investors. Economic intelligence
areas around the HEIs, particularly the on the performance of the city centre will
Southern and Eastern Gateway areas and continue to be analysed by the Council and
the area around Granada are well placed Manchester Enterprises and tracked by the
to cater for this growth and strategies are Key Performance Indicators established by
being brought forward to ensure that the City Centre Management Company.
these opportunities are fully realised;
12 134 Management
of the Public Realm
4.1 This Plan recognises that strategic regeneration 4.5 Specifications for service delivery must also 4.9 The Company also provides a strong client 4.13 Key Actions – 2004/2005
initiatives must be supported by co-ordinated reflect the standards required to meet the focus on behalf of all city centre users –
i Drive forward the implementation of
mainstream public investment and the delivery demands and expectations of the modern shoppers, visitors, tourists, workers,
the agreed action plan to improve the
of high quality services and facilities that consumer. The fact that the city centre is a investors, residents – to ensure measures
management and quality of Council
respond to the needs of city centre residents, major visitor and tourism destination will, are developed to improve the operation of the
services in the city centre;
investors and visitors. therefore, be recognised in service city centre. It seeks to strengthen Manchester’s
specifications, along with the requirement to position as the nation’s leading regional
4.2 The continued development of the core ii Develop new area-focused partnerships
respond rapidly to changing circumstances centre by securing ever higher standards in
area and the wider city centre must also to secure further improvements in the
and competitive threats. the trading environment of the city centre, in
be underpinned by strong, sustainable management and quality of the public
terms of safety, accessibility, cleanliness,
management arrangements if competitiveness 4.6 This analysis is widely shared and is not realm, under the auspices of the City
quality of presentation and facilities.
is to be maintained and enhanced. The city unique to Manchester. It must be one of our Centre Management Company;
centre must be safe, secure, clean, well primary objectives, however, to address 4.10 Further improvements will be achieved
maintained and accessible, and widely these basic problems, both in terms of the through securing the ongoing participation iii Establish whether any further regulations
perceived as such. This will be achieved Council’s own internal organisation and and financial support of key private sector or powers are required to improve the
through partnership working and the service delivery arrangements, and in stakeholders, with commensurate support ‘street management’ of the city centre and
development of a strong, shared client focus developing a partnership approach to bring from the Council, for agreed actions. consider making the case to Government
to agree service standards, and to deliver added value and maximise management for a special package of powers, if required;
4.11 The Company provides a focal point for the
and monitor services on the ground. effectiveness.
co-ordination of agreed actions within the
4.3 Streets, open spaces and waterways, for 4.7 The recent Best Value thematic review of city framework established by its Business Plan iv Enhance the effectiveness of the dedicated,
example, must be managed more effectively centre services has helped to re-focus Council and works with the Council to deliver services multi-disciplinary ‘Compliance Team’
if they are to function successfully. This services on the priorities of the city centre and of the highest quality. It also establishes – in partnership with City Centre Rangers,
includes basic services such as refuse its stakeholders. This review process was led channels of communication that provide all Street Crime Wardens & GMP – to strengthen
collection and street cleansing, where by the City Centre Management Company city centre stakeholders with the opportunity enforcement activities in the city centre;
significant changes have been made in and its findings and agreed action plan are to contribute to decisions on the current and
recent years, but major improvements in the available on the City Council’s website. future development of the city centre, and v Working in partnership, the Council and the
management and standard of the public facilitate functional communication between City Centre Management Company will bring
realm are required if the city centre is to all sectors within the city centre. forward proposals that will maximise the
Manchester City Centre opportunities provided by proposed BID system.
become a world class destination for
Management Company 4.12 The review of the Council’s city centre services
investors and visitors.
and Government’s desire to allow for the
4.8 The City Centre Management Company was
4.4 This is especially the case in dealing with establishment of Business Improvement
incorporated in May 2000. A key focus of the
litter, chewing gum, fly-posting, graffiti, Districts (BIDs) will provide a further impetus
Company’s work is to ensure that the highest
street washing, footpath and lighting to the development of a strong, shared client
possible service standards are attained
maintenance, and the general upkeep of focus to the management and delivery of
within the city centre and that the
street furniture, statues and fountains, and services in the city centre. The City Centre
functionality and management of the city
waterways, where standards need to be Management Company has been selected to
centre is constantly improved.
constantly improved in terms of quality and participate in both the national BID Pilot,
frequency of service, and speed of response through the Office of the Deputy Prime
times. On-street services must also embrace Minister (ODPM) and the Association of Town
relatively minor, but important, threats and Centre Management (ATCM), and the
nuisance – illegal street trading, touting, Northwest Development Agency’s regional
begging, petty crime, objectionable busking, BID Pilot.
and nuisance skateboarding.
14 155 Transport Strategy
and Services
5.1 The development of an integrated transport 5.4 The success of Metrolink demonstrates that 5.7 The Plan also recognises that drivers and 5.9 The Council has also worked to develop a
strategy is essential in underpinning the a significant modal shift can be achieved if passengers, by whatever mode, become partnership with NCP, which has helped
success of the city centre. The key objectives public transport is perceived to be reliable, pedestrians once they reach their destination. deliver improved car park management and
of this strategy are as follows: comfortable, accessible, safe, convenient and Thus, whilst providing for the needs of cars functioning within the city centre, underpinned
quick. This now needs to be replicated on an and buses, the public realm will continue to the integrated transport strategy; and
• ensuring accessibility by all modes and
extensive, but under-utilised, rail network be designed to be predominantly pedestrian- upgraded the current city centre parking
users, including disabled people;
and on the bus network, which will remain friendly and the impact of both private and stock. New investment in car parks includes
• removing through traffic from the city the dominant public transport mode. This public transport will be managed to reflect redecoration, new lighting, CCTV linking all
centre, by the promotion of the Inner view is widely shared by both public this. For example, bus routing and numbers sites, structural and access work, Variable
Relief Route (IRR); authorities and private operators, who all will be restricted by agreement; pavements Message Signing system, and better on-site
• providing sufficient, quality short-stay recognise the need to grow overall demand will be generally widened and carriageways management. We are also aware that many
parking, which is well signed; for public transport in a potentially much narrowed; car parking will be signed to car parks have been lost to redevelopment
bigger market. minimise time spent on-street searching for and we intend to develop a more strategic
• encouraging greater use of public spaces; and general traffic will be allowed in approach to meeting continued demand.
transport – Metrolink, rail and bus; 5.5 It is fully recognised, however, that good car
during the evening to create a sense of
access will continue to be essential and will 5.10 We have undertaken a review of on-street
• providing a safe and pleasant environment security and vibrancy. This approach will be
be maintained and improved alongside parking provision within the city centre’s
for pedestrians and cyclists. sustained to make the city centre a more
improvements to public transport. The huge controlled parking zone (CPZ), to make sure
attractive destination.
5.2 A package of measures has been developed in success of city centre transport access of all that any restrictions are still relevant and
recent years to deliver these objectives. This types during the Commonwealth Games 5.8 The introduction of the Metroshuttle service necessary, and to see whether more
work has been undertaken by a wide range of highlighted the potential for Park & Ride has proved to be a significant success for the flexibility can be achieved. This has been
partners, principally Manchester and Salford schemes at times of peak demand. The key city centre. The frequent, free, high quality undertaken area-by-area across the city
City Councils, GMPTA/E, public transport overriding theme will be to provide real bus service now has two routes linking car centre on the basis of extensive consultation
operators, Government Office for the North choices for people for how they travel. parks, rail stations and interchanges with key with partners. The outcome will always be a
West and key landowners. It is set firmly within retail, office and leisure destinations in the compromise of conflicting interests and as
5.6 The importance of both cycling and
the context of the development of an integrated city centre. Subsidised night buses to outer such will be kept under close review.
motorcycling are recognised in achieving
transport strategy for the whole of Greater areas of the conurbation have been
sustainable city centre transport solutions 5.11 Manchester, along with other major cities,
Manchester, broadly by the same key partners, reintroduced along with complementary
and the steps already taken to accommodate has been asked by Government to consider
working closely with the Department for measures to improve security for
both within the city centre will be developed the introduction of demand management
Transport using the conurbation as a trial area passengers. Night buses will continue to
at every opportunity. measures, including workplace parking and
for integration. be encouraged, with a view to a full
road user charges. No decision has yet been
commercial network being provided. This will
5.3 The primary objective is to strike the right taken, as the Council firmly believes that
help to make the city centre both safer and
balance between good car access, (including businesses must be widely consulted on this.
more accessible, especially at night-time, for
taxi access, safety, and availability), for those However, although all measures to combat
those who wish to enjoy themselves, or
who require it and to encourage people to use traffic congestion must be considered, the
indeed work in the city centre at that time.
public transport. The completion of the IRR Council will need to be convinced that such
further reduces the need for through traffic to measures will not damage the city’s
use the city centre, thus both improving access competitiveness. The Council again re-affirms
for buses and creating a more pedestrian friendly that measures will not be taken unless there
environment. Significant improvements to the is a ‘level playing field’ with adjacent areas
quality of public transport are also underway and other cities and a step-change in the
with the completion of a new transport interchange quality of public transport alternatives.
at Shudehill due in Spring 2005.
16 176 Security
5.12 Key Actions – 2004/2005 x Undertake a rigorous analysis of the potential 6.1 Tackling crime, fear of crime, and perceptions 6.5 The key elements of a security strategy
transport demands that will be placed upon about crime is a fundamental issue for focused on this approach have been
i Evaluate the impact of new traffic circulation
the Manchester: Knowledge Capital Arc of the successful regeneration and improved developed by a broad partnership, which
and access arrangements;
Opportunity, having regard in particular to competitiveness of the city centre. A successful embraces the Police, City Centre
the anticipated impact of Project Unity (the security strategy can only be delivered as Management Company, the Council and the
ii Review the frequency and quality of transport
merger of Manchester University and UMIST) part of a wider management strategy, private sector. This has led to the formation
provision and car parking facilities to support
and projected economic growth arising addressing the full range of security issues – of Local Action Partnerships, responsible for
the development of the night-time economy;
from the implementation of the Knowledge violent crime, robbery, ram-raiding, general delivering the crime and disorder strategy for
Capital vision; anti-social behaviour and nuisance on the the city centre.
iii Evaluate the impact of new car parking
street, prostitution and terrorism. Public and
enforcement powers and activities, including 6.6 A significant range of initiatives have been
xi Develop proposals with GMPTA/E to upgrade business perceptions of crime, security and
the completion and implementation of a full developed, including:
the quality of Victoria, Oxford Road and nuisance are most crucial.
review of on-street parking provision; • regular liaison between the Council, the
Deansgate stations;
6.2 There is a broad range of responses to
private sector and the Police, which has
iv Consult on new transport measures such security issues currently being developed,
xii Develop in discussion with GMPTE and bus been formalised within the City Centre
as the Government’s demand management including: a Street Crime Wardens service;
operators a revised routing strategy for bus Management Company’s partnership
proposals; a fully developed City Ranger service; CCTV;
services which incorporates the opening of structure;
the Retail Crime Operation; the Storenet and
the Shudehill Transport Interchange; • the development of a city centre-wide
v Continue to assess car parking requirements, Nitenet radio systems; well-designed and lit
in particular the requirements of commuters, public spaces and individual buildings; and CCTV programme, four phases of which
xiii Evaluate the effectiveness of transport links have been completed since October 1998,
shoppers, residents and visitors by developing self-policing through active, vibrant streets.
between the city centre and elsewhere in the covering the main retail, business and
provision on the periphery of the city centre; 6.3 Other initiatives include: additional on-street
sub-region. leisure districts;
pricing structures; and public transport Help Points; the City Centre Safe night-time
access as part of all development schemes; public safety awareness scheme; the Doorsafe • regular joint Council and Police exercises
scheme for training and registering door to deal with illegal street trading,
vi Continue to develop and promote use of the staff; and other initiatives to tackle crime and aggressive begging and other sources of
Metroshuttle bus network; disorder issues for the night-time economy. street nuisance;
vii Review and improve city centre signage; 6.4 Although Greater Manchester Police have • the introduction of a city centre-wide
lead responsibility for tackling crime and Ranger scheme, which began in summer
viii Continue the construction of the new disorder, this must be underpinned by an 1998 and a Street Crime Wardens scheme
Shudehill Transport Interchange, and active partnership involving both the Council which began in 2003;
evaluate operation of the Christmas 2003 – in terms of enforcement and planning • ensuring that the design of both public
trial Park and Ride facility; guidance – the community and, critically, realm and new buildings increases actual
individual businesses. Formal partnerships and perceived security, through
ix Encourage the further development of a full based on the BID model could provide greater masterplanning and formal planning
commercial network of night buses; opportunity for maximising co-ordinated action. processes.
6.7 The City Centre Management Company will
continue to play a leading role in bringing
forward active partnership responses to
crime and disorder issues.
18 197 Marketing, Events
and Visitor Services
6.8 The recent Best Value review of city centre 7.1 Manchester’s success in hosting and 7.5 Manchester is now the second most important
services also sets specific targets around the delivering the Commonwealth Games – the international visitor destination in the UK, but
five key issues of crime and safety in relation largest and most successful multi-sport only the fifth in terms of visitor
to street violence, robbery, street nuisance, event ever held in the UK – has demonstrated nights/expenditure. A world class events
fear of crime and retail crime and where our collective ability and capacity the deliver programme will also help to realise the full
feasible, will seek to improve on the city-wide world class sporting and cultural events. economic potential of our cultural and
crime and disorder achievement targets set sporting infrastructure, and our creative
7.2 The Games have also provided both an
by the broader partnership. industries – the largest concentration of such
unprecedented opportunity to change the
activity outside London – which supports
image and perception of Manchester, and the
over 20,000 jobs and contributes over
6.9 Key Actions – 2004/2005 wider sub-region, in the eyes of international
£500 million per year to the Manchester
investors and visitors, and a truly world class
i Continue to develop effective measures to economy.
platform on which to build our marketing
respond to street crime and other anti-social
strategies to promote the potential and 7.6 The development of a strategic marketing
behaviour;
success of Manchester and the wider area. and events programme will not only secure
the economic legacy of the Games –
ii Implement and monitor the effectiveness 7.3 The recent experience of Atlanta and Sydney,
including the creation of 6,300 full time
of the recent Alcohol and Skateboarding however, confirms that without a coherent
equivalent jobs – but will support the Plan’s
Byelaws, and consider how the Government’s and vigorous marketing strategy – set within a
actions to transform the city centre into a
licensing proposals and the late opening of robust regeneration framework – the expected
world class economic centre by securing its
non-licensed premises can be made to visitor benefits of hosting a world class event
position as one of Europe’s top 10 locations
contribute to a cleaner and safer city centre; are not always realised or sustained. However,
for business investment, and one of the
we have continued to demonstrate our ability
world’s top 50 as a conference destination.
iii Consolidate the new Street Crime Warden to host world class events, including the
service and develop the ‘New Deal’ City Champions League Football Cup Final in 7.7 The development of the Manchester Brand
Centre Rangers service and explore 2003, Festival Europa and the establishment and the delivery of a world class events
alternatives to secure the future growth of the Great Manchester 10k road run. strategy will also provide a focus to the
of this initiative; regional marketing and economic
7.4 We are determined to build on this success and
development strategies of the NWDA and
support the development of the ‘Manchester
iv Establish a new control centre to integrate other key partners.
Brand’ and a world class marketing and events
more than 300 CCTV cameras operating in
programme to underpin the operational 7.8 Partners have invested heavily in the
the city centre;
success of the City’s cultural and sporting development of the Manchester Brand, and
assets, and attract the additional 300,000 are now developing it in consultation with key
v Monitor the impact and effectiveness of
visitors and £18 million of visitor expenditure city centre stakeholders who recognise the
Local Action Partnerships in the city centre;
per year that will be generated as a result of opportunity to make the step-change in the
the Games. way we market the city centre and the wider
vi Through planning and other measures,
region as an attractive place to live, invest
continue to address lighting, building design
and to visit.
and public space management issues,
together with effective integration of
residential and leisure uses in the city centre.
20 218 Residential Infrastructure
7.9 Key Actions – 2004/2005 8.1 Residential development in the city centre has 8.5 The provision of adequate infrastructure, such
grown rapidly over the last few years, with the as good public transport links and access,
i Prepare a marketing strategy for the city
population likely to have increased from just schools, community and health facilties, play
centre and contribute to the development of
900 in 1991 to a forecasted 20,000 in 2007. areas, local shops and a safe and secure
marketing initiatives to support and promote
environment will be vital to creating sustainable
the Manchester Brand to a wide variety of 8.2 The Council firmly believes that housing has a
city centre communities in which people
local, national and international audiences; critical role to play in the long-term future of
choose to live, work and play, as will active
the city centre, and particularly in the delivery
management and maintenance of the
ii Fully implement the integrated Marketing of the City’s Housing Market Renewal (HMR)
public realm to enhance the city centre’s
Plan under the control of the Council and Pathfinder programme. We have therefore
attractiveness.
the Private Sector Advisory Group; been proactive in our approach towards
maximising the potential of the city centre by 8.6 It is clearly necessary, therefore, to co-ordinate
iii Deliver a high quality, major events supporting housing development, in mainstream public and private investment in
programme for the city centre, which is appropriate locations. However, by setting these facilities in the city centre if we are to
focused on outcomes and the key priorities the city centre housing market within the ensure that future developments provide
of the Council; wider strategic context of the HMR Pathfinder homes which are fully accessible to all
programme, we can enhance the contribution residents, and in particular families, and are
iv Review tourism and visitor services and that the city centre makes to meeting more desirable places in which to live.
facilities in the city centre, and implement a housing demands generally in Manchester,
programme of improvements; as well as supporting the wider regeneration
8.7 Key Actions – 2004/2005
aims of the City.
v Review, in partnership with the sector, how i Ensure that the City Centre Residents’ Forum
8.3 The success of the Northern Quarter,
the quality and performance of the hotel is involved in the development of regeneration
Castlefield and the Whitworth Street Corridor
industry can be improved in light of the City’s plans and service improvement measures;
as vibrant residential areas are examples
growing importance as an international of achievements in providing homes of
business visitor and tourism destination. ii Conduct an audit of city centre residents
higher quality and appropriate density and
to establish the demand for services and
these areas are making a crucial contribution
facilities;
to the balanced regeneration of the city centre.
Other proposed residential developments such
iii Continue to develop a range of education,
as those at Spinningfields will continue these
social, community and health facilities and
recent successes and will help to develop a
services to meet the needs of city centre
strong higher value housing sector and the
residents and users;
ability to meet the housing needs of families.
8.4 One of the major opportunities in the provision iv Continue to monitor the effectiveness of
of new accommodation to meet the expected policies to minimise noise and all other
increase in households is the possibility of sources of nuisance in the city centre;
recreating urban communities in the heart of
the City, through high density, mixed-use v Promote the city centre as a family friendly
developments. However, there are a number residential location.
of critical factors that need to be addressed to
ensure the sustainability of these communities.
22 239 Statutory Planning Framework 10 Funding and Governance
and Planning Services
9.1 Manchester has an impressive record of 9.6 The Development Plan is an‘organic’ document 10.1 The city centre is a regional hub of economic 10.4 Key Actions – 2004/2005
engaging the formal planning process with and has been subject to partial reviews to and social activity. However, Manchester’s
i Continue to work with Government to deliver
wider regeneration aims, in recognition that ensure it continues to underpin the process tax base does not recognise the catchment
new arrangements in the development and
the planning process has a profound effect on and pace of change in the city centre. In this area of users of the services and facilities
management of city centres including the
the city centre’s ability to attract investment. way, the Development Plan can continue to the city centre provides. This limits the
consideration of BIDs;
This reflects an approach that is both be robust in its approach. This is not least Council’s ability to deliver and maintain high
pragmatic and dynamic, which will continue. because it effectively balances the need for quality facilities and services required by
ii Explore with Government more flexible and
new development – with a range of mixed residents, businesses and investors.
9.2 One of the key documents that will underpin responsive approaches to deploying
uses – to both enhance and protect our
and support this Plan is the Unitary 10.2 Therefore, the Council is engaged in a mainstream public investment to meet the
impressive Victorian and Edwardian built
Development Plan (UDP) for Manchester – dialogue with Government to address this needs and opportunities of regional centres
environment, whilst promoting new uses and
the statutory Development Plan for Manchester, situation by proposing new ways of improving such as Manchester;
quality new build.
which aims to guide and bring forward levels of investment in public services via the
development in the City. 9.7 The Council is currently bringing forward the Government’s Balance of Funding Review, iii Work to ensure that the strategies and
planning policy framework to support the for example; and by testing the relationships investment plans of national, regional and
9.3 As well as supporting the consolidation and
Manchester: Knowledge Capital initiative, and responsiveness of the present local sub-regional public agencies recognise and
expansion of the core shopping and office
which will ensure that the continued government finance system to the needs promote the role and contribution of the city
functions, the City’s planning policies have
sustainable growth of the housing market and opportunities presented by the city centre in transforming the prospects of the
encouraged a broad range of new and
supports the development of economic centre, whilst considering the potential of region and the nation.
mixed-use activity to develop in the city
activity in the city centre, and alterations to Government proposals such as BIDs and
centre, particularly related to residential,
this effect are in progress. local authority business growth incentives.
leisure and retail, cafes, bars and restaurants.
The policies have struck a balance between 9.8 However, we need to build upon this approach, 10.3 At the local level, the development of the
the need to encourage new development and upon the planning successes of the past MCS will provide a city-wide regeneration
whilst at the same time respecting and 15 years. To this end, this Plan brings together framework and a vehicle for improving the
enhancing the heritage of the city centre. the requirements of the Development Plan, co-ordination and quality of public services
These objectives are not mutually exclusive the review of policies – including small area and facilities. This Plan, therefore, will be
and many new homes have been created frameworks, and planning policies in respect crucial to the ongoing delivery of the MCS
within converted warehouses that are listed of Conservation Areas and listed buildings – as it provides the framework for the growth
or within conservation areas. into one locus, at the heart of the wider and development of the city centre, which
social, environmental and economic agenda. is one of the key economic generators of
9.4 The forthcoming review of the Development
Manchester and the North West.
Plan, which will include the city centre, will
aim to provide a similarly robust and flexible 9.9 Key Actions – 2004/2005
approach. The formation of general policies,
i Review the city centre components of the
for example, which apply throughout the city
Development Plan and bring it forward
centre to the development and management
for consultation;
of mixed uses, improving the quality of the
public realm, together with more specific
ii Prepare and consult on the successor City
guidance for smaller areas is therefore
Development Guide and incorporate into the
recommended.
Development Plan;
9.5 The City Development Guide is being reviewed
and a successor document will incorporate iii Ensure that the planning process continues
more specific guidance for the city centre. to play a key role in the management of
residential and mixed-uses in the city centre.
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