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OXFORD ROAD - MANCHESTER AN ECONOMIC AND CULTURAL POWERHOUSE

OXFORD ROAD - MANCHESTER AN ECONOMIC AND CULTURAL POWERHOUSE. PETER FELL DIRECTOR OF REGIONAL AND ECONOMIC AFFAIRS THE UNIVERSITY OF MANCHESTER JOHN HYATT DIRECTOR OF MIRIAD (MANCHESTER INSTITUTE FOR RESEARCH AND INNOVATION IN ART AND DESIGN) MANCHESTER METROPOLITAN UNIVERSITY.

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OXFORD ROAD - MANCHESTER AN ECONOMIC AND CULTURAL POWERHOUSE

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  1. OXFORD ROAD - MANCHESTERAN ECONOMIC AND CULTURAL POWERHOUSE PETER FELL DIRECTOR OF REGIONAL AND ECONOMIC AFFAIRS THE UNIVERSITY OF MANCHESTER JOHN HYATT DIRECTOR OF MIRIAD (MANCHESTER INSTITUTE FOR RESEARCH AND INNOVATION IN ART AND DESIGN) MANCHESTER METROPOLITAN UNIVERSITY

  2. ECONOMIC ENVIRONMENT • 36,000 people employed • 12% of City of Manchester workforce • 4% of city stock of businesses • Same size as biotech sector nationally • 61% concentrated in health, education, culture and media

  3. TURNOVER AND WEALTH GENERATION • Education - £650 m • Health - £396 m • Culture - £28 m • Media - £15 m (excludes BBC) • GVA generated - £112 m

  4. GREATEST “CONCENTRATION OF CULTURE”IN NORTH OF ENGLAND • Whitworth Art Gallery • City Art Gallery • Arup Gallery • Library Theatre • Contact Theatre • Capital Theatre • Martin Harris Building • John Rylands Library • City Library • Green Room • Cornerhouse Cinema • RNCM Arts Centre • Manchester Museum

  5. MATHS TOWER

  6. OXFORD ROAD

  7. VIEW FROM LIBRARY

  8. KRO DOOR

  9. AQUATICS CENTRE

  10. PALACE

  11. STATION – PALACE REFLECTION

  12. CORNERHOUSE

  13. CUBE - CARAVAN

  14. WHITWORTH ART GALLERY

  15. OLD AND NEW

  16. CULTURAL CONTRIBUTION OFOXFORD ROAD is • Home to cultural bodies • Home to consumers (students, University/health staff) • Generator of content

  17. STRENGTHS Concentration of venues Proximity to Central Business District Rail transport Concentration of students Historical tradition WEAKNESSES Little sense of place Traffic Environment Little quality public space No common marketing No ancillary services Seasonal STRENGTHS AND WEAKNESSESAS A CULTURAL CENTRE

  18. STRATEGIES FOR IMPROVEMENT (i) Cultural Corridor Consortium • Ad hoc group of cultural leaders and stakeholders • Set vision and agenda • Identified strengths and weaknesses • Kick started developments and activities • Brought people together

  19. STRATEGIES FOR IMPROVEMENT (ii) Manchester: Knowledge Capital • Partnership Group of major stakeholders (City, Universities etc) • Identified a knowledge based vision for the future • Initiatives: • Science City • Green Revolution

  20. STRATEGIES FOR IMPROVEMENT (iii) Stakeholder Activity • £1bn investment programme for Oxford Road underway • City Centre Management Company expanding southwards • Manchester International Festival 2007 City led studies • Oxford Road Corridor - Spatial and Economic Impact Analysis • Oxford Road Corridor – Transport Strategy

  21. NEXT STEPS • Academic – Ambition of the Oxford Road institutions • Development – activity will happen • Institutional – Manchester: Knowledge Capital to subsume responsibility for Cultural Corridor Consortium • and the cultural: • work on sense of place marketing • Ongoing physical improvements • Raising the profile and quality • arts/science cross over

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