The Quays - Destination Management Plan (2014 - 2017)

THE QUAYS DESTINATION MANAGEMENT PLAN 2014 - 2017 A three year action plan for the visitor economy

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THE QUAYS VISITOR DESTINATION GROUP (QVDG) The regeneration of Salford Quays and Trafford Wharfside has led to the creation of a significant new destination in the city region for housing, leisure and business.

It has also created a new visitor destination for Greater Manchester.

This document seeks to bring together the plans and aspirations of the various stakeholders into one document to maximise the economic potential of the visitor economy in the local area and improve the day to day management of The Quays as a visitor destination.

The Quays Visitor Destination Group (QVDG) was established in 2009 in response to the emerging opportunity.

It is a partnership of organisations working at a strategic level in order to develop the visitor experience at The Quays to fulfil the ambition for it to become a world-class visitor destination.

Representation on the group consists of senior representatives of the following organisations:

Salford City Council Trafford Council Imperial War Museum North (IWM North) The Lowry Lancashire County Cricket Club (Emirates Old Trafford) Manchester United FC (Old Trafford) MediaCityUK BBC North ITV University of Salford

Representatives from other organisations such as Arts Council England, Association of Greater Manchester Authorities (AGMA),Visit Manchester and Transport for Greater Manchester (TfGM) also attend on invitation.

The specific duties of the QVDG are: •• To ensure that a world-class visitor experience is provided at The Quays that is cognisant of all visitor economy stakeholder developments and attractions.

•• To ensure that, where appropriate, the key organisations and destinations surrounding The Quays help provide a cohesive visitor destination.

•• To support and facilitate the development of an annual, co-ordinated events plan that maximises the unique properties of the location, its developments and its attractions.

•• To influence the visitor travel experience to, from and around The Quays working with key transport organisations including TfGM. •• To influence public realm developments in and around The Quays through partner relationships with relevant local authorities and private sector parties.

•• To promote The Quays as a worldclass visitor destination to wider stakeholders.

There are also three further groups that are currently delivering activity:

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THE QUAYS MARKETING PARTNERSHIP (QMP) This group involves various stakeholders and partners, the majority of whom are also represented at a senior level on the QVDG, who jointly fund annual marketing activity to promote The Quays as a visitor destination. The group was created 12 years ago as a joint initiative of public and private sector partners to raise the profile of The Quays, increase visitor numbers and maximise the economic benefit to the area. The strategic aims of the group are:

•• To increase the number of leisure visitors to The Quays and specifically to QMP member venues with an emphasis on group visits, overnight stays and short breaks.

•• To increase the number and value of business events at The Quays.

•• To raise the profile of The Quays as a visitor destination.

•• To work together as a cohesive business partnership demonstrating best tourism practise.

The QMP works as a membership organisation where each partner makes cash and in kind contributions to the group. The group has an independent paid Chair.

The core budget for 2013/14 is £26,000 the majority of which is spent on PR. There have traditionally been two sub groups, one for group travel and one for conference and events marketing. These groups manage a separate budget and not all partners are involved. An additional leisure marketing working group was formed for 2013/14. The group produces an annual Marketing Strategy, Leisure Marketing Strategy, Groups Strategy and PR Strategy.

The group also receives in kind support from Marketing Manchester who acts as treasurer for the group.

The partners for 2013/14 were: Salford City Council Trafford Council IWM North The Lowry The Lowry Outlet Copthorne Hotel Manchester United FC/Old Trafford Lancashire County Cricket Club/ Emirates Old Trafford MediaCityUK Mersey Ferries Manchester Cruises

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THE QUAYS PROGRAMMING GROUP

The Quays Programming Group aims to bring together shared opportunities for the delivery of arts and culture across The Quays, both indoors and outdoors. The group consists of the curators and programmers of the various organisations based at The Quays. There is currently activity to reinvigorate this group being led by IWM North and Salford City Council who are acting as joint Chair, with the intention of improving both shared programming and the working relationship with Quays Culture.

The partners are: Salford City Council Trafford Council IWM North The Lowry Quays Culture MediaCityUK University of Salford

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QUAYS CULTURE The Quays Culture team was appointed in 2012 by the QVDG: this programme is funded by a mixed income stream including: the Association of Greater Manchester Authorities, Arts Council England, in kind QVDG support, external partner funding/support and funding applications to smaller Trusts and Foundations. The team report to the QVDG and are line managed

by The Lowry.

Quays Culture’s remit is to animate the public realm spaces at The Quays with high quality art and culture. The programme is additional to the core programmes of the QVDG cultural partners, bringing a focus on contemporary visual art and combined arts practice to the public realm. The programme is only possible due to the QVDG support, and is reliant on the use of the public spaces and specialist resources at The Quays. The programme is part of The Quays Marketing Partnership and benefits from a joint approach to profiling and planning activity for audiences at The Quays.

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In addition to these groups, the QVDG aims to keep informed, and consult with the wider network of stakeholders on a twice yearly basis.

Efforts are underway to improve the strategic alignment of these groups, although there is already some crossover of people who sit on more than one group and with some exceptions they involve the same organisations.

A proposed structure for how these groups might be better aligned

Quays Visitor Destination Group (QVDG)

Quays Marketing Partnership (QMP)

Quays Programming Group

Quays Stakeholder Group (twice yearly)

Quays Culture

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THE VISION - FROM PORT TO PORTAL

By 2025 The Quays will be a world-class cultural, leisure and digital media destination on the banks of Manchester’s historic ship canal.The melding of high quality destination brands, populated by workers, students, residents and visitors, will form a vibrant complement to Manchester’s city centre offer – a truly creative community with a lasting impact on the value of tourism to Salford and Trafford.

The purpose of this Destination Management Plan (DMP) is to provide a strategic partnership approach to deliver the vision and an improved structure within which all stakeholders operate, clarifying roles and responsibilities around agreed priorities. It will sit alongside the Greater Manchester Destination Management Plan 2014 - 2017, the action plan for the Manchester city-region.

In summary this DMP will: •• specify where we are now and what we want to achieve over the next three years.

•• review and set priorities, actions and targets.

•• identify roles and responsibilities for all stakeholders.

•• act as a key tool for consultation and engagement.

The Quays Visitor Destination Group will act as the strategic group that manages and monitors the delivery of this Destination Management Plan.

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RECENT INVESTMENTS AND ACHIEVEMENTS The successful development of The Quays and MediaCityUK has created a media industries hub that is now home to the BBC, ITV and more than 150 businesses, creating approximately 5,000 jobs so far and ÂŁ650m of investment. It also includes new hotels, retail, food and drink and leisure facilities. New infrastructure includes a new tram stop, bus routes, taxi rank and car parking. A new footbridge connecting MediaCityUK to the Trafford banks has significantly improved pedestrian flow around the Quays and between key visitor attractions.

ITV have recently completed their new site including the new Coronation Street set and landscaping of the surrounding boundary area is underway.

The BBC launched tours of their new home in MediaCityUK in 2012 which now attract over 20,000 visitors a year, in addition to invited TV audiences. The piazza outside The Studios acts as an outdoor events space, streaming live media and regularly hosts food and drink outlets and family activities.

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RECENT INVESTMENTS AND ACHIEVEMENTS A number of venues and the local authorities all run events at The Quays.

The Quays Culture programme, as previously mentioned, has been in existence since 2012. This funded programme of activity to bring high profile and high quality outdoor arts events to The Quays has brought some exciting and high profile events, including Looping the Loop, which was part of the 2012 Cultural Olympiad, Speed of Light and Water Fools, all of which achieved significant media coverage and attracted large audiences

The continued investment in Irwell River Park – which connects £3 billion of investment along the international waterfront between MediaCityUK and the Manchester city centre – has delivered new waterside spaces and routes along the Ship Canal and River Irwell and improved the lighting landscape of The Quays. New proposed bridge connections at Clippers Quay, the animation of the waterway through commuter based water taxi services and the delivery of an enhanced pedestrian walkway on Trafford Wharfside complement the previous £3.5 million investment in the riverside promenade at the IWM North.

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RECENT INVESTMENTS AND ACHIEVEMENTS

IWM North, part of the Imperial War Museums group, is a multi-awardwinning attraction that has inspired over three million visitors to come to The Quays to explore the contemporary building, designed by architect Daniel Libeskind. Their ability to deliver programming which challenges perceptions brings ground-breaking world renowned artists to display, debate and create contemporary works, that show how war shapes lives and recognises the actions of ordinary people in extraordinary situations, is recognised both within the museum sector and the wider tourism network.

It is this contemporary approach that continues to inspire media coverage of IWM North as a museum of national and international importance. On a local level their work with schools, colleges and universities together with the ‘IF:Volunteering for wellbeing’ programme, demonstrates how they continue to use their knowledge, expertise and stakeholder links to benefit the surrounding area, daring to challenge perceptions and inform the audience of tomorrow.

The Lowry was named the Best Entertainment Venue in Greater Manchester at the Manchester Tourism Awards 2013. It is also one of the most popular attractions in the North West, with over 800,000 visitors each year. Significant programming in 2013 included the National Theatre’s acclaimed production of War Horse – which has become the biggest-selling show in the centre’s history, with over 114,000 seats sold during its nineweek run. A recent study by the economic think tank, New Economy, has valued the annual economic impact of The Lowry to the economy at £29million.

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RECENT INVESTMENTS AND ACHIEVEMENTS Emirates Old Trafford, the home of Lancashire County Cricket Club, has invested ÂŁ45 million in improving on site facilities to enable them to be a world-class venue fit to host international cricket. The investment includes major new facilities such as The Point and the new pavilion which also offer enhanced conference and event facilities. The Ashes returned in 2013 with test cricket confirmed through to 2016. Emirates Old Trafford won the Business Tourism award at the 2013 Manchester Tourism Awards.

Manchester United Football Club is a global brand and continues to be a major attractor of leisure and business visitors. The museum and tour won the Large Visitor Attraction of the Year category at the 2013 Manchester Tourism Awards. Old Trafford hosted Olympic football in 2012 and the Rugby League World Cup Final in 2013.

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RECENT INVESTMENTS AND ACHIEVEMENTS

Ordsall Hall, a Grade 1 Tudor manor house in Salford re-opened in May 2011 following a ÂŁ6.5million restoration. It was voted Small Visitor Attraction of the Year, in the 2012 Manchester Tourism Awards and won a bronze award at the 2013 Visit England Awards for Exellence.

Salford Water Sports Centre, managed by Salford Community Leisure is a state of the art water sports and outdoor activities centre in the heart of The Quays. In May 2013, Salford Wake Park opened and is attracting wake boarders from across the North West in addition to the visitors already attracted by various events such as the Great Swim and the Dragon Boat Race.

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RECENT INVESTMENTS AND ACHIEVEMENTS It was announced in December 2013 that the University Technical College (UTC) is moving to MediaCityUK. The college provides 14-19 year olds with access to careers in digital, media and creative industries. Sponsors include the University of Salford, Salford City College and The Lowry.

The University of Salford is continuing to develop its presence through building its educational, research and visual arts activities. The teaching portfolio based from the MediaCityUK campus has recently been enhanced with the preparations for the move of the Graphic Design Programme from the Adelphi Campus to MediaCityUK. This will bring significant additional student and academic staff numbers to the campus. The University’s global network of partnerships continue including those locally with the BBC, ITV and others on site, and with partners such as RMIT (Royal Melbourne Institute of Technology) and Carnegie Mellon University, Hewlett Packard and Adobe. The University continues to attract a range of events and to hold public facing lectures and other activities. Following the success of the Create@Salford Festival, and the Salford Media Festival (including Next Generation) in 2013, more ambitious plans are developing for this year, with an increased focus on public events and a higher visibility across MediaCityUK. In the visual arts the University is developing partnership working with Quays Culture and IWMN to add value and increase ambition across the programmes. Additionally a series of artists talks, lectures and conferences are under development including a major conference on Chinese Contemporary Art as part of the Asia Triennial Manchester. In 2017 the University will celebrate the 50th anniversary of the award of its Royal Charter. There will be a significant celebration of this milestone, and it will be used as a platform for the promotion of forward plans and ambitions by the University. There will be a special programme for the year.

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CURRENT PERFORMANCE The Quays: Baseline Research and Analysis undertaken in 2011 by Helen Corkery helped to provide some baseline data on which to measure future growth.

Some of the key headline data from the report for 2010/11 is listed below:

Tourism Economic Impact data (STEAM) The Quays

2009

2010

2011

2012

Economic £169.3m £197.6m £223.1m £251.6m Impact* FTEs supported

2313

2479

2712

3048

Visitor Numbers

2.7m

2.7m

3.0m

3.3m

Day visitors

2.4m

2.3m

2.6m

2.8m

•• The value of business events was £3,83m.

Staying visitors

325,000

399,000

423,000

507,000

•• The average annual growth rate between 2007 and 2011 was 4%.

Bed stock

2132

2535

2535

3197

•• There were 6.26m aggregated visits to venues and facilities, with 3.15m unique visits.

•• There were 2.11m unique visitors.

•• The value of tourism was £186m.

•• Only 4% visitors actually stay in The Quays Fewer people were travelling as part of an organised trip.

•• There was an increase in repeat visits.

Some of the data such as the value of tourism and the volume of visitors is now tracked by STEAM and we now have four years of data available for The Quays as shown below.

2013 STEAM data will be available in July 2014.

There are a number of key points to note from the 2012 data:

2012 data continued...

•• The bed stock rose to over 3,000 beds significantly influenced by the development of the serviced apartment stock.

•• Only Manchester, Salford & Trafford have a greater level of bed stock than The Quays area.

The remaining seven districts of Greater Manchester have less than 3,000 beds available.

It is useful to note the significance of visitor activity within The Quays as a percentage of total visitor activity within Salford and Trafford.

•• 31% of the bed stock of Trafford & Salford combined was within The Quays in 2012.

•• 37% of the number of serviced guests of Trafford & Salford stayed at The Quays in 2012.

•• 26% of the economic impact of Trafford & Salford combined was generated by tourism in The Quays in 2012.

•• The number of FTEs supported reached over the 3,000 mark in 2012 (3048 FTES equivalents).

•• 24% of the FTEs supported in Trafford & Salford combined were generated by tourism activity in The Quays in 2012.

•• The number of visitor numbers reached 3.3m (3,289,782).

•• 22% of the day visits to Trafford & Salford combined was to The Quays in 2012.

•• The number of visits to The Quays was 3.1% of the number to Greater Manchester in 2012 (compared to 2.7% in 2009).

•• 23% of all visits to Trafford & Salford combined were to The Quays in 2012.

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CURRENT PERFORMANCE STEAM Summary

The number of visitors to individual attractions for the last two calendar years is listed below.

The STEAM data shows us that the value of tourism has been increasing, from £169.3m in 2009 to £251.6m in 2012, a significant increase of 48.6%. The Quays is now attracting over three million visitors a year and supporting over 3,000 (FTE) tourism related jobs. The vast majority of visitors, 2.8m or 85% are day visitors. There has been a significant 66.6% increase in bed stock, from 2,132 to 3,197 beds over the last three years.

The importance of the day visitor market and the need to identify opportunities to fill the increasing bed stock are key pieces of intelligence that will help to inform The Quays Marketing Partnerships’ marketing plans.

Further information to help profile who these visitors are would be helpful and may be collected at some of the venues.

Consideration could be given to a Quays-wide visitor survey which would be of significant help in informing future marketing activity.

Name of Attraction

2012 Visitor Numbers

2013 Visitor Numbers

The Lowry

819,325

868,997

IWM North

328,523

335,462

The Lowry Outlet

5,000,000

5,000,000

MUFC Museum and Tour

330,963

321,972

Emirates Old Trafford (sports fixtures)

57,301

207,365

BBC Tours

17,000 (from April 2012)

22,000

Mersey Ferries

16,903 (64 sailings)

15,694 (46 sailings)

Ordsall Hall

29,578

25,800

Salford Tourist Information Centre

43,752

39,473

Salford Water Sports Centre

20,347

18,640

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CURRENT PERFORMANCE Comparing visitor figures to attractions in 2012 and 2013 shows a mixed picture.

The most significant increase in visitor figures from 2012 to 2013 can be seen at Emirates Old Trafford which is due to test cricket returning and the Ashes being held there in 2013.

The Lowry recorded growth of 6% in visitors; IWM North saw 2% growth and BBC Tours had a first full year of operation in 2013. The Lowry Outlet visitor figures remained static. Mersey Ferry sailings are dependent on suitable tidal times, there are currently 60 sailings scheduled for 2014, with a target of 19,686 passengers.

All other attractions and Salford Tourist Information Centre saw a drop in visitor numbers of between 2% and 14% from 2012 to 2013.

Hotel Occupancy data

Quays Hotel Occupancy data is monitored by Visit Manchester through their contract with STR Global.

There are restrictions on the data being available in the public domain.

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OPPORTUNITIES AND CHALLENGES Although there has been significant regeneration and investment at The Quays and individually the major stakeholders are delivering excellent venues and services for visitors, it is acknowledged that a more strategic approach is needed to maximise opportunities and address some of the challenges that the destination now faces.

Opportunities Securing Continued Economic Growth: There is a need to continue to build and develop what is there now by having a clear vision of where The Quays needs to be by 2025.

Structures and Governance: All partners of the Quays Visitor Destination Group are now starting to work together to realise opportunities in managing the destination more effectively. As this governance structure improves a more strategic vision can be implemented.

Partnerships: There is a need to improve wider partnerships at a strategic level e.g. working with Manchester City Council on their emerging digital tourism strategy, working with Transport for Greater Manchester on promotional activity and the development of their new SMART card, working with Manchester International Festival and other cultural events and networks.

Funding Leverage: This strengthened private/public sector partnership approach also increases the likelihood of attracting additional funding support from a wide variety of sources.

Marketing and Communications: With the development in the product offer in the last few years there would be benefit in developing and funding a new cross partnership marketing strategy and agreeing a visitor destination brand.

Product: with the re-invigorated Programming Group there is an opportunity to build on the outdoor events programme and develop The Quays as Manchester’s Southbank. There are opportunities to build on recent investments such as the relocation of ITV, Victoria Warehouse which is hosting the first BBC Radio 6 Music Festival in 2014 and the new conference and event facilities at Emirates Old Trafford. More could be done to capitalise on increased visitor numbers to major events such as The Ashes and the Rugby League World Cup and greater participation in events like the Greater Manchester Marathon, the Great Swim and Salford Wake Park events.

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OPPORTUNITIES AND CHALLENGES Opportunities (Continued) Continued growth of Water Based Activity: There is significant potential to promote further water based activity of the docks and the Turning Basin. This could include the provision of more formal sporting events or increased boat activity, or the provision of enhanced commuter services connecting people to opportunities around The Quays.

Night time Economy: The growth in a mixed economy of business and residential, retail & leisure, cultural and commercial is critical to creating a successful visitor destination – as restaurants and cultural attractions develop, the opportunities for a vibrant night time economy are increased. In addition an increasing bed night capacity will influence and be influenced by an increasing capacity for high profile cultural programming.

Infrastructure: The development and delivery of Irwell River Park continues and there is a need to enhance and promote pedestrian and cycle links with the city centre. Through the Local Sustainable Transport Fund cycle links to The Quays from Salford University will be improved this year. The Trafford Local Plan identifies Trafford Wharfside, Pomona and the Emirates Old Trafford Quarter as strategic locations. There is also a Trafford Park Growth strategy and a planned Trafford Park Metrolink extension, which along with existing and proposed car parking capacity will enhance the accessibility of The Quays as a visitor destination.

Universities: There is potential to develop the student friends and relatives market and to look at the potential of Open Days, Graduation Ceremonies etc. A changing student population also provides the ability to tap into a wider market with a constantly refreshing audience.

Investment: Further investment in the Manchester city region will also open up opportunities to develop The Quays as a visitor destination, particularly given the partnership approach with Peel Ltd, a major private sector developer.

Digital: Opportunities for digital engagement with visitors should be explored.

Comparative Learning: Could lessons be learned and information gleaned from other similar destinations e.g. London’s Southbank or Bristol Harbour.

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OPPORTUNITIES AND CHALLENGES Challenges to be addressed Structures and Governance: Despite moves in the right direction, there is still a lack of clarity and shared ownership of the destination and the various activities that happen here. There are examples of good practise, such as the Quays Marketing Partnership but there is still potential to work more closely together, sharing resources, data and intelligence and pooling budgets.

Branding: The Quays needs one cohesive brand that all partners sign up to.

There are currently many brands - Old Trafford/The Quays/Salford Quays/ MediaCityUK which can cause confusion. A proper study to understand how the destination works and the brand drivers is required to understand better what the appropriate brand for the visitor market is. The Quays would also benefit from being perceived as a core part of the central Manchester offer for visitors, rather than being separate to it.

Place Making and Shaping: There is a need for improved communication around balancing the positive contribution that visitors can make to the buzz and feel of the area without detracting from the fact that the MediaCityUK part of the Quays is first and foremost a business location.

Infrastructure: The physical landscape of routes connecting key attractions could be improved.

Environmental Quality: The environmental quality of the watercourse has continued to improve supported by the existing aeration systems, and there are now over 500,000 fish in the Turning Basin alone. Formal swimming events take place in the dock areas. However, continued partnership commitment to expanding water quality to improve environmental quality, reduce silt build up, facilitate growth of water based species and reduce litter and detritus on the water is crucial for the future growth of the Quays.

Connectivity and Accessibility: Although this is improving, there is still more work to be done on coach parking, water transport, public transport, pedestrian and cycling routes. The destination is not currently coach friendly. The future growth of the Quays will be dependent on the provision of adequate infrastructure to cope with a growing demand.

Marketing and Communication: Communications to residents and workers on the Quays needs to be improved and there needs to be consistent and clear promotion of what the offer is and what is open when across the destination. There is a need for improved communication, training and familiarisation visits between venues for their front line staff. There is also a concern that with the closure of Salford TIC in February 2014, the lack of a central point for face to face visitor information will impact negatively on the visitor experience.

Events: There has been a lack of shared ownership, planning and co-ordination for events. This has meant that to some extent resources have been wasted and some opportunities lost. For the site to work as a cohesive outdoor venue there needs to be an improved structure and agreed operational plan and a fully integrated events listing promoted to residents and potential visitors. The Quays Culture programme only has secured funding for 2013 -14 and is therefore not able currently to plan for future commissions. It is anticipated that the Quays Programming Group and an ‘Operations’ group (to be formed in the near future) will help address these issues.

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WHERE DO WE WANT TO BE BY 2017?

The desired outcome of the QVDG is that by 2017 The Quays will have made measurable progress in its ambition to be a world-class visitor destination by 2025.

There will be improved partnership working between all the key stakeholders, facilitating an improved visitor experience and improved marketing and communications activity that are inclusive and appropriate for target markets, underpinning an agreed destination brand and brand values.

Outputs include: •• A refreshed governance structure being in place, with clear reporting structures and clarity of roles and responsibilities.

•• An agreed visitor destination brand used by all stakeholders.

•• A destination wide strategic marketing and communications plan that includes the whole destination and that is funded appropriately.

•• A strategic approach to events planning and delivery, involving all stakeholders that deliver events.

•• An agreed operational plan for events so that it is much easier to deliver events on the ground.

•• Day to day maintenance and operational management of the destination is effectively managed with clear leadership and accountability.

Visitor Economy Targets The targets below are broadly based on 5% year on year growth in line with the England strategic framework 2010 – 2020 and the Greater Manchester Strategy for the Visitor Economy 2014 – 2020.

Objective

Baseline (2012)

Target by 2017

To improve the image and profile of The Quays with target markets AVE*

Positive media coverage 2013/2014: £414,581 2012/2013: £235,184

£250,000 minimum per year

To increase the value of tourism

£251.6m

£340m

To increase the number of day visitors

2.8m

3.4m

To increase the number of staying visitors

507,000

616,260

To increase the number of FTEs supported

3,048

3,705

* AVE – Advertising value equivalent

•• Partnership funding in place to deliver the priority actions of the DMP. •• Effective strategic partnerships are in place with key partners such as TfGM and other Greater Manchester local authorities.

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PRIORITY ACTIONS Priority 1: Improving the image

Priority 2: Promoting The Quays

Priority 3: Improving the value

and profile of The Quays

to national and international visitors

of business tourism

•• •• •• ••

•• To Increase The Volume And Value Of Tourism to The Quays.

•• To Attract Both New And Repeat Visitors.

•• To Attract Different Target Markets.

•• To Promote The Quays As A Year Round destination.

•• To improve the profile of the quays for conferences and events.

•• To improve the number of conferences and business events.

•• To improve the spend per head of delegates.

To raise the profile of The Quays.

To improve the appeal of The Quays To potential target markets.

To improve the numbers of visitors coming to The Quays.

•• To inspire civic pride in local residents, businesses and workers.

Action Area

Lead Organisation

QVDG/QMP to agree a brand for the destination

QVDG/MediaCityUK/ QMP

Improve The Quays website

QMP

PR activity and media trips from priority target markets to achieve an AVE (advertising value equivalent)minimum of £250k per year

QMP/venues

Use high profile events to improve image and perceptions Maintain an on-line image library and film footage of The Quays

Action Area QVDG and QMP to agree a strategic marketing and communications plan that involves all stakeholders

Lead Organisation

Action Area

Lead Organisation

QVDG/QMP/Marketing Manchester

Establish a baseline of business tourism activity and conference & events provision

QMP/Visit Manchester

Work with Visit Manchester to identify any current barriers to growing conference and business events

QMP/Visit Manchester

Target conferences and business events as part of the annual marketing strategy

QMP/Visit Manchester

Encourage the provision and development of new business event facilities

QVDG

Maximise opportunities from recent investments e.g. Emirates Old Trafford and events at the University of Salford

QMP

To undertake campaigns aimed at the target markets of day and short break visitors, groups and business events

QMP

Quays Culture/QMP/ Quays Programming Group

To use sporting and cultural events to drive visitors into the wider Quays destination

Programming Group/ QMP

QMP/venues

Undertake campaigns aimed at residents,VFR and workers

Salford and Trafford Councils/QMP

Investigate the potential for themed campaigns e.g. water, sport

QMP

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PRIORITY ACTIONS Priority 4: Events and Animation

Priority 5: Developing and improving the product

•• To improve the planning, co-ordination and delivery of events.

•• To ensure the visitor experience meets expectations and delivers quality.

•• To deliver high quality, high profile events in venues and outdoors to attract new and repeat visitors.

•• To support key projects that will enable the visitor economy to grow.

•• To improve the secondary offer of food and drink, retail etc.

•• To support an improved image and profile of the quays as Manchester’s Southbank/ waterfront.

Action Area

Lead Organisation

Develop a destination wide Events Strategy

Quays Programming Group/Quays Culture

Agree an operational plan for the delivery of events

Operations working group

Secure future funding for The Quays Culture Programme

QVDG

Maximise opportunities for Salford Water Sports Centre to develop events and facilities that attract visitors

QVDG/Salford Council/Salford Community Leisure

Continue to attract high profile events/exhibitions/ performances at all venues

Venues/QVDG/ Programming Group

Improve partnership working re sports and cultural events e.g. Manchester International Festival, other events within Salford and Trafford and across Greater Manchester

QVDG/QMP/ Programming Group/Quays Culture

Improve animation of the water and public spaces

Quays Culture/ Programming Group

Action Area

Lead Organisation

Ensure that all venues are accredited with appropriate schemes e.g.VAQAS, GBTS, ISO 20121, QiT or AA star ratings

QVDG/Salford and Trafford Councils

Mapping exercise of all master plans relevant to The Quays to ensure opportunities are maximised

Salford and Trafford Councils

Identify and support the development of any current gaps in the product offer

QVDG

Visitor welcome - ensure all front line staff are well trained and have appropriate information about the destination e.g. Welcome Host or a tailored version of Mapping out Manchester

QVDG/QMP

Consider a Quays Ambassador programme

QVDG/QMP/Quays Culture

Visitor information - ensuring good visitor information provision both before and during visits

QVDG/QMP

Develop the after work and night time economy

QVDG

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PRIORITY ACTIONS Priority 6: Improving the Infrastructure •• To review the longer term infrastructure requirements of The Quays to facilitate continued economic growth.

•• To identify and review future development potential.

•• To continue to improve the management and maintenance of the public realm across the whole destination to enhance further the environmental quality.

•• To encourage further appropriate and sustained development that supports the visitor economy.

•• To secure enhanced connectivity and to ensure the quays is publicly accessible by all modes of transport.

•• To improve circulation and flow of visitors between different attractions within the destination.

Action Area

Lead Organisation

To maximise the connectivity and infrastructure potential of The Quays to facilitate continued growth

Salford and Trafford councils/MediaCityUK/ TfGM

Produce a long term, joined up and funded approach to maintaining the public realm and watercourse around The Quays

Salford and Trafford councils/MediaCityUK

Maintaining and developing the quality of the architecture on The Quays

Salford and Trafford councils/MediaCityUK

Improve the digital infrastructure for visitors

All partners

Improve visitor signage

Salford and Trafford councils/MediaCityUK

Improve communication between partners to ensure joined up working and help to alleviate operational difficulties e.g. bridge raising

QVDG/Operational Group/All partners

Transport - improvements to pedestrian and cycle routes, water taxis and boat services

Salford and Trafford Councils

Improve the dressing of the public realm between events

Salford and Trafford councils/All partners

Deliver Trafford side infrastructure projects: 1. Clippers Quay Bridge.

2. Extending the Promenade Park ( as proposed in Land Allocation Plan Policy) 3. Strategic Processional Route from Old Trafford Metrolink to Clippers Quay (as proposed in Core Strategy Policies SL2/SL3).

4. Metrolink extension through Trafford park (inc. stops at Wharf side and IWMNorth.

Trafford Council

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