THE QUAYS

DESTINATION MANAGEMENT PLAN

2014 - 2017
A three year action plan for the visitor economy

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:

>

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

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

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 Cultures 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.

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

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 Manchesters
historic ship canal.The melding of high quality destination
brands, populated by workers, students, residents and
visitors, will form a vibrant complement to Manchesters
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.
7

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 650m 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.

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.

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 Theatres
acclaimed production of War Horse which has become the biggest-selling
show in the centres 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.

10

RECENT INVESTMENTS AND ACHIEVEMENTS

Emirates Old Trafford, the home of Lancashire County Cricket Club,
has invested 45 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.
11

RECENT INVESTMENTS AND ACHIEVEMENTS

Ordsall Hall, a Grade 1

Tudor manor house in
Salford re-opened in May
2011 following a 6.5million
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.

12

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
Universitys 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.
13

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.

14

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

15

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.

16

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 Manchesters 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.

17

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. Londons Southbank or Bristol Harbour.

18

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.
19

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.

20

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 Manchesters 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

22

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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