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Manchester Building a Competitive City: The Commonwealth Games and their Legacy Eamonn Boylan Deputy Chief Executive of Manchester City Council 21 st November 2003 Manchester : Building a Competitive City – Our Vision Core Objectives Creating a world class regional capital city

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Manchester Building a Competitive City:

The Commonwealth Games and their Legacy

Eamonn Boylan

Deputy Chief Executive of Manchester City Council

21st November 2003


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Manchester: Building a Competitive City – Our Vision

Core Objectives

  • Creating a world class regional capital city

  • Maximising local benefit


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Manchester: Building a Competitive City – Our Approach

  • Realising the potential of cities

  • Strong local civic leadership

  • Facilitating/enabling Council

  • Partnership

  • Positive planning

  • Importance of design guidelines and excellence

  • Creating a world class public realm


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Manchester: Building a Competitive City – Our Performance

  • Manchester is recognised as the regional capital of the North West and the nation’s leading regional centre

  • Manchester has established a critical mass of economic activity, facilities and services which enables the City and the region to compete in the international market place for jobs and investment


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Manchester: Building a Competitive City – Our Performance Cont…

  • Manchester has been at the forefront of delivering strategic regeneration and investment frameworks that combine the drive for greater economic competitiveness with the need to deliver local benefit

  • Manchester has developed a world class cultural, sports and visitor infrastructure


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Manchester: Building a Competitive City –Creating Momentum

  • Consistent drive for Regeneration over many years

    • Manchester Airport

    • Hulme Regeneration

    • Metrolink

    • City Centre Renaissance (post ’96)

    • East Manchester

    • Knowledge Capital


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Commonwealth Games 2002

  • Not the dawn of a new era

  • An acceleration along a continuum

  • Step change in velocity


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Manchester: The Games

  • A major opportunity to radically improve the economic and social prospects of Manchester and the profile and image of the North West

  • A major opportunity to create a sports and cultural infrastructure capable of hosting and delivering world class events

  • A focus for partnership action and investment


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Manchester: The Games cont…

  • A unifying theme against which to justify bids for a wider range of regeneration programmes in East Manchester

  • The transformational impact on re-positioning Manchester and East Manchester as an international investor and visitor destination


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Games Facts

  • 17 sports

  • 72 teams

  • 3,690 athletes and 2,038 team officials

  • 3,500 media

  • 1 billion TV viewers

  • 200 hours broadcast on BBC

  • 10,000 volunteers – 1,260,000 volunteer hours!

  • 1 million spectators

  • 2.3m website visitors


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The Impact and Legacy of the Games

  • Over £600m of public investment

  • £2.7m added value for every £1m invested

  • 6,300 full-time jobs

  • Television audience of nearly 1 billion people worldwide

  • An extra 300,000 visitors per year

  • £28m spent by Games participants and visitors

  • £22m in additional business benefits

  • Enhanced civic pride

  • The Manchester Brand


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Regeneration

  • £600m public and private investment

  • New jobs – estimated 6,300 fte

  • Environmental improvements - £24m investment programme along Ashton Canal linking East Manchester and the City Centre

  • A new town for East Manchester:

    • 12,000 new homes

    • 7,000 improved homes

    • ASDA store with 1,000 jobs targeted at local residents


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Built for the Legacy

  • Nothing built for the Games alone

  • Long term uses secured for all venues

  • Stadium converted to football – Manchester City FC

  • Agreements with Governing Bodies for National Centres

  • Aquatics Centre built to service community/Universities


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Why the Need for a New Marketing Strategy?

  • To ensure that the Games’ true benefit is captured

  • To consolidate our position as leading edge

  • To bridge the gap between poor perception and vibrant reality

  • To position the city and equip it to compete


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Key Success Factors

  • Strong leadership from the centre: The City Council is critical

  • Clear strategic focus

  • Comprehensive buy in from stakeholders in key sectors

  • Clear long term vision

  • Creation of a strong, relevant brand based on reality


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Building the Manchester Brand

  • Accentuate the differences that make the place unique

  • Much more than a logo or a tag line

  • Create enduring value from key events (Games/festivals etc)

  • Focus the message

  • Distil the essence


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The Manchester Brand

  • Highlights the unique attributes, benefits and traits of Manchester

    • Vibrant

    • Exciting

    • Confident & Cocky

    • Friendly


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The Manchester Brand

  • Identifies the City’s Core Values:

    • Respect

    • Live & Let Live

    • Going Places


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The Manchester Brand

  • Distils the Essence of Manchester

    • Opportunity


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Manchester: Building a Competitive City – The Challenges

  • Cities Make Sense

  • The National Agenda

  • The Challenges for Manchester


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Manchester: Building a Competitive City – The Way Forward

  • The Knowledge Capital

  • The Manchester Prospectus

  • Maximising the HEI resource

  • Excellent connectivity

  • Creating Innovative Urban Development Frameworks

  • A world-class cultural offer

  • Creating a world class city centre


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Manchester: Building a Competitive City –The role of Core Cities

  • Building the arguments for a balanced economy

  • Creating a new dynamic for cities and regions

  • Increasing the spatial awareness of Government policy making

  • Making the links


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