City Centre Action Plan - Glasgow City Council - Glasgow City Council

GlasgowCity CentreAction Plan

Glasgow City Centre Action Plan | 1

Foreword ............................................................ 3

Introduction ...................................................... 5

The City Centre in Context ..................... 6

The Challenges .............................................. 13

Glasgow’s City Centre Vision ................ 15

Priority Actions .............................................. 17

Management and Monitoring ................. 18

Action Plans and Programmes .............. 20 Access Development Management Promotion

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Contents

2 | Glasgow City Centre Action Plan


Glasgow City Centre is the commercial heart of a great metropolitan region. It stands proud amongst Europe’s major city regions, with a legacy of fi ne architecture providing an attractive backdrop to striking new investment that has established a vibrant, modern business community, and a world class retail, cultural and leisure destination. Glasgow city centre is the largest and most successful shopping centre outside London, and continues to attract signifi cant amounts of international investment in retail, business, hotel, leisure and residential developments. The quality of the city centre is fundamental to its status as the UK’s third most attractive overseas tourist and UK short break destination, and its position as one of the fastest growing conference centres in Europe.

We need the city centre to continue to deliver to its potential for the benefi t of the whole city, and indeed beyond. We have to do so during a period of unprecedented opportunity and enormous challenge. Challenge from

other urban centres throughout the world, from more local developments, and from the new pressures that fl ow from success. We intend to face these challenges and capitalise on them to ensure that the city centre continues to fl ourish and enhance the lives of all parts of our community.

Our Vision for Glasgow City Centre is straightforward. It is challenging but realistic.

Glasgow City Centre will be one of the most dynamic, economically competitive and attractive city centres in Europe and the best in the UK, outside London

To achieve this, Glasgow will pursue an action programme to secure and deliver positive change. This will enhance the city centre’s vibrancy, develop it as a base for work and business and - building on the city’s existing friendly and welcoming image and its ‘Scotland with Style’ brand - improve safety and security and its perceptions.

It will require a pro-active approach to securing and retaining investment in the physical environment. It will also require effective management of the services and resources which determine how well the city centre meets the needs of the people who live there, the businesses which operate there and the many people who use it for working, learning, for leisure or who visit.

We hope you will share our Vision and support us as we work in partnership to deliver the Action Plan over the next fi ve years.

Lesley Sawers Chief ExecutiveGlasgow Chamber of Commerce

Stephen Purcell LeaderGlasgow City Council

Stewart Patrick Operation DirectorScottish Enterprise Glasgow

Foreword

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Over the past 30 years, Glasgow has transformed itself from a declining industrial city to a vibrant and thriving urban centre. Massive changes have taken place, with major investment in new offi ces, shops, entertainment and hospitality industries. Glasgow’s success is largely due to the energy, commitment and investment by both the public sector and business community. Nowhere is this better seen than in the City Centre, which has attracted large amounts of investment, and where development has driven forward the City’s economic recovery.

This document sets out how we plan to secure the City Centre’s continuing success. It refl ects the views of the many organisations which recognise that a strong city centre is fundamental to a strong city and city region. It takes into account the fi ndings of market research, refl ecting the views of customers and users of the city centre. There are already many activities being undertaken in the city centre. The Action Plan does not

seek to duplicate existing work, but recognises the interdependence of the elements of city centre success and thus presents existing activities together with proposed new actions in a single accessible document. The Action Plan contributes to the City’s Community Planning activities and is a key component of Glasgow’s Economic Strategy. It puts forward measures to consolidate and build on its success. It sets out:

the context of the city centre as a focus for commercial investment and activity;the challenges currently faced by the city centre;the vision for the city centre and the approach that supports this;the actions which will be taken to realise the visionkey performance indicators and the management process to track progress and ensure the delivery of specifi c actions.

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Representatives of Glasgow City Council, Scottish Enterprise Glasgow, and the Glasgow Chamber of Commerce, have worked together to establish this shared Vision for the city centre and the Action Plan which will realise it. The implementation of the measures contained in this document will be overseen by a Working Group chaired by the City Council and comprising representatives from the key stakeholders concerned with City Centre maintenance and development.

Introduction


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The City Centre area


The City Centre is Glasgow’s shop window. It is also its commercial heart, providing over 160,000 jobs – nearly 40% of the total in the city. It is home to:

over 3,500 businessesover 1,470 shopsover 13,000 residents

The city centre is the busiest area in Scotland. It attracts:

over 100,000 commuters every weekdayover 75,000 vehicles every weekdayan estimated 70,000 leisure seekers on weekend evenings

The City Centre generates:enormous wealth - £4.3 billion (39% of the City’s GDP) £2.4 billion p.a. retail sales turnover over £700 million tourist expenditure p.a.over £1 billion p.a. in property development and investment

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Reconciling the pressures for development and managing the service needs of the various bodies with a ‘stake’ in the city centre is both complex and challenging. However, it is vital for the future of the Glasgow metropolitan region that the city centre is effi ciently and effectively managed to ensure it remains a vibrant, attractive and competitive place – and that it continues to attract investment and business in order to retain its competitiveness.

The role of the City Centre



In recent years Glasgow City Centre has attracted substantial, and growing levels of investment by both the private and public sectors. This has combined to position Glasgow as the largest retail centre outside London and, on the back of growing levels of 1st and 2nd round inward investments by mobile business investors, into one of the most rapidly growing business centres in the UK. The most recent highlights include:

Construction of St Enoch CentrePrinces SquareItalian CentreBuchanan CentreInternational Concert Hall and SECC Clyde Auditorium (The Armadillo)Gallery of Modern Art (GOMA)The National Centre For Architecture And Design (The Lighthouse)The National Youth Theatre City Halls/ Fruitmarket

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Construction in the last fi ve years of:over 1.75 million sq ft of offi ce spaceover 1,900 new hotel bedroomsover 1,200 new city centre residential units

Development of the International Financial Services District Completion of Phases 1-2 of the Merchant City Regeneration ProgrammeCompletion of the Public Realm Improvement Programme Phase 1-4 and the early phases of both the Street Lighting and Building Lighting StrategiesIntroduction of enhanced City Centre cleansing services, the City Centre Representatives Service and the Safe City Centre programme The development of a year-round annual events programme

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Launch of Glasgow: Scotland with Style city brand to position the international reputation and image of the city Introduction of enhanced public transport services and facilities

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A period of progress


All of this has contributed to both economic and employment growth – and consolidated the City Centre as one of the most dynamic areas within the UK. Over the last ten years the number of jobs within the city centre increased from 142,000 to 165,000, a growth of 16%. This represents nearly 40% of all employment in Glasgow. Although there is still some manufacturing within the area employment and activity is, as expected, dominated by service sector employment. Glasgow has a particularly diverse city employment base built round its role as a retail and visitor centre, as a fi nance and business centre, as the administrative heart of western Scotland, and as a further and higher education centre. The growth in contact and shared service centres in particular, has contributed greatly to this growth in recent years with over 115 contact centres supporting over 17,000 jobs. This has included investment, not only by Scottish/UK companies, but also by a growing overseas representation.

Glasgow is now a fi rst choice short list location for mobile service sector investment.

The city centre has attracted massive investment in new property, with annual investment either complete, underway, or in the pipeline consistently averaging around £2 billion per annum, and with a rising trend. This trend seems likely to continue, with strong demand for additional development in the city centre:

Much has been achieved over the past 20 years to transform Glasgow City Centre’s public realm to meet the needs of a modern service sector economy. Investment has been made not only in modernising buildings, but also in upgrading the streets and public spaces, transport and airport links making it one of the most accessible locations in


Europe. In addition, the City Centre is fulfi lling an increasingly important role as a place to live. New developments and conversions of older properties now provide attractive residential accommodation.

The city has won much acclaim and international recognition for its achievements in regeneration and it has changed local, national and international perceptions through the imaginative use of a series of events including:

European City of Culture 1990Glasgow Festival of Visual Art 1996Rotary International Congress 1997UK City of Architecture and Design 1999UEFA Champions League Final 2002

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Building on this success, the city is now bidding to host the 2014 Commonwealth Games

Furthermore, the repositioning of Glasgow through the ‘Glasgow: Scotland with Style’ brand has helped develop the city’s reputation as a tourist destination and today Glasgow attracts over 3 million UK visitors and 0.4 million overseas tourists, spending over £740 million p.a. in Glasgow. Today, Glasgow is recognised as:

one of the largest UK centre for overseas tourism and UK short breaks2nd largest and most successful retail centre in the UK 3rd largest centre for higher and further education in the UKthe fastest growing conference destination in the UK

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Because of what has been achieved to date, Glasgow city centre now operates in an international context – and its performance is now measured against major cities elsewhere in Europe. However, the secrets of competitiveness can quickly be learned and replicated. Glasgow city centre faces new competition from:

out of town retail, leisure and business park developments not only locally but UK wideother cities within the UK which have recognised and learned from our successour peers amongst the established cities of the world who have also recognised the pivotal role of city centrescities in Eastern Europe, which have the advantages of novelty, low cost bases, access to large scale EU aid and,the ‘BRIC’ wave of rapidly developing large cities in Brazil, India and China.

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This competition is all pervasive and intense. We can expect many of the competitors described above to develop strong offerings for the attraction of all forms of inward investment, tourism, learning and skilled labour.

The challenges


Glasgow also faces the challenges of change and of its own success. For instance:

the city centre benefi ts from splendid traditional architecture and a compact and easily navigable streetscape. However, these same attributes present challenges in accommodating modern developmentas the city centre develops it has to deal with increasing and confl icting demands for amenities, services and access. Dealing with traffi c congestion, environmental quality, safety, and the differing demands of the daytime and nightime economies are only some of the pressuresas with all city centres, the convergence of population, amenity and wealth also serves to concentrate urban problems of begging, littering, and other forms of anti social behaviour into a small area where their impact is disproportionate to their scale

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These are the challenges to which the public and private sectors will continue to respond positively. This Vision and 5 Year Action Plan will help galvanise a partnership between all the public and private sectors players and direct their efforts and resources to address these challenges and to manage the delivery of solutions in the years ahead.


The Vision for Glasgow City Centre is straightforward. It is challenging but realistic.

Glasgow City Centre will be one of the most dynamic, economically competitive and attractive city centres in Europe and the best in the UK, outside London

To achieve this, Glasgow will pursue an action programme to bring about positive change. This seeks to enhance the city centre’s vibrancy, develop it as a base for work and business and build on the city’s friendly image, to improve safety and security and perceptions of these.

Glasgow’s City CentreVision

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Glasgow will not seek to compete on the basis of size or price. We wish to grow through improving and adding value, rather than merely by scale or volume. The source of our future prosperity therefore lies in recognising and building on that which makes Glasgow unique.

We believe that this will be achieved through:

recognising the diversity of uses, opportunities and challenges, and delivering imaginative, coherent solutionsbuilding on a city centre legacy that is timeless and elegantexploiting niche opportunities and promoting diversityincreasing accessibilitynew developments and initiatives, enhancing the best that we already havepro-active protection and promotion of our brand

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Priority Actions

The full range of actions - both large and small - proposed to implement the action plan are detailed in Annexe1.These are differentiated between actions which are aimed at accessibility, development, management, and promotion. The actions allocate ‘lead and support’ responsibilities, and provide an indication of the timescale within which, resources permitting, the action will be delivered.

There are a number of key strategic actions which will fundamentally shape how the city centre looks, performs, and is managed. These form the core of the action plan over the period 2006-11. They are:

Implement a ‘development friendly’ planning regime which works with the major property owners to bring forward new retail, offi ce, hotel and residential development proposalsDeliver, in conjunction with property investors and occupiers, the ‘key

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regenerator projects’ including the International Financial Services District, the SECC campus, and the City Science and College Lands programmesSupport the implementation of the campus development plans of the City Centre Universities, Colleges and Specialist Learning InstitutesImplement further phases of the public realm and Lighting Strategy programmes

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The ApproachThe Approach


Complete the Merchant City (and Townscape Heritage Initiative) ProgrammesComplete and implement the City Centre Transport PlanDrive forward the Crossrail and City Centre - Glasgow airport rail-link programmesExpand the Safe City Centre programmeContinue to invest and to drive up standards in service and service quality across all key sectors Link employment growth to local labour market development, through improved public and private sector working

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Appoint a City Council ‘City Centre Service Manager’ with responsibility for the coordination and delivery of public services to support the ‘day’ and ‘evening’ economiesActively promote the City Centre through the ‘Glasgow: Scotland with Style’ brandConsolidate and integrate the City Centre Cultural and Events programmes with other key brand and tourism initiativesDevelop the visitor potential of the City Centre through the Tourism Action PlanEvaluate the benefi ts of a Business Improvement District

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Management

Delivery of the City Centre Action Plan will be via a partnership of the various stakeholders, which will also oversee other new initiatives affecting the City Centre including the proposed Business Improvement District, Clean Glasgow Initiative and the community safety programme for the management of the City Centre at night. The City Council will put in place arrangements to ensure that the Action Plan is at the heart of the Council’s management structures via a City Centre Management Team possibly including a City Centre Services Manager to co-ordinate the delivery of public services.

Stakeholders will be responsible for specifi c areas in the Action Plan and an annual progress report will be co-ordinated by the City Council.


Aspiration

We aspire to consolidate Glasgow City Centre as one of the most dynamic, economically competitive and attractive city centres in

Europe. This is in line with our Vision and our progress will be measured by benchmarking against the performance of our main competitor and comparator cities. Progress will be measured against the following key indicators (to be fi nalised):

Maintain the City Centre’s position in retail rankings - second after LondonTrends in City Centre property investment: increase retail fl oorspace by 35,000 m2 and offi ce fl oorspace by 80,000m2 by 2011Trends in visitor numbers and visitor expenditure.Increase the number of jobs in the city centre from 146,000 (2001) to 160,000 by 2011 (10%)The increase in the City Centre resident population by 4,000 (to 17,400) by 2011The increase in the number of households in the City Centre from 6,200 to 9,300 by 2011.

Other indicators of business activity will be developed as appropriate.

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Action ProgrammeThis action programme sets out measures to help deliver the vision for the city centre. It builds on what has been achieved to date and seeks to develop this further. The range of activities put forward are diverse, refl ecting the scope of the city centre and the agencies which have key parts to play in ensuring its continued success.

The action programme is divided into four themes, refl ecting the challenges the city centre faces and the opportunities it presents.

Access considers how those living, working and visiting the city centre enter, leave and move through it in an effi cient and effective way. Importantly, it is also concerned with how the businesses based there are serviced.

Development considers measures to enhance further the environment, ensure that the city centre meets the property requirements of existing and future businesses and that the potential of key areas presenting opportunities for development is fully realised.

Management considers what needs to be done to ensure that the city makes the most effective use of city centre assets, and how they can work better. It is concerned with maintenance, environmental management, safety and security, and comparing the city centre’s performance with its competitors.

Promotion considers how best to take forward city centre marketing. Events, themed promotions and training and skills development are proposed.

Action Plan Statements and Programmes


EC Employers’ Coalition

ENCAMS Environmental Campaigns (Keep Scotland Beautiful)

ERDF European Regional Development Fund

GCC Glasgow City Council DRS Development and Regeneration Services EPS Environmental Protection Services LS Land Services

GCMB Glasgow City Marketing Bureau

GCVJSP Glasgow and Clyde Valley Joint Structure Plan

GHA Glasgow Housing Association

HE/FE Higher Education/Further Education

JC Plus Job Centre Plus

RSAMD Royal Scottish Academy of Music and Drama

RSNO Royal Scottish National Orchestra

SEG Scottish Enterprise Glasgow

SEN Scottish Enterprise

SPN Scottish Property Network

SPT Strathclyde Partnership for Transport

Key to lead and supporting bodies


AccessDevelopmentManagementPromotion

ACTION LEAD BODY SUPPORTING BODY TIMESCALE

A 1. Update the Millennium Transport Plan and deliver an integrated Transport and Public Realm Plan for the City Centre

GCC - LS SEG 2006/7

A 2. Identify and Evaluate improvements to access from south-side and north west GCC - LS SPT On-Going

A 3. Provide a further 3000 off-street car parking spaces in city centre and upgrading of existing multi-storey car parks

GCC - LS,Private Sector

2006/11

A 4. Extend the Variable Message Signs to all permanent car parks in the city centre GCC - LS Private Sector 2006/10

A 5. Implement the programme of improvements to pedestrian linkages to and from the city centre and:

SECC / BroomielawSECC / Exhibition stationRiver ClydeStrathclyde / Glasgow Caledonian Universities

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GCC - LS, DRS SEG, SPT 2006/10

A 6. Replace the pedestrian and vehicular signage around the city centre GCC - LS, DRS On-goingPedestrian signage by 2008

A 7. Develop and implement a ‘Walking in Glasgow City Centre‘ strategy GCC - LS, DRS 2006/9

A 8. Actively support and drive forward key infrastructure proposals including Crossrail, airport link, M74 completion and Fastlink

GCC - LS SPT, Chamber of Commerce

Ongoing

A 9. Identify and support the development of new international air routes with support of the Air Services Development Fund

GCMB GCC, SEG, SEN,Private Sector

2006/11

A 10. Review and evaluate the provision of Late Night transport from Glasgow City Centre GCC - LS SPT On-going

A 11. Improve safety on public transport GCC - LS SPT, Bus & Train operators 2006/8

A 12. Review and Evaluate existing bus fl ows and parking in the city centre GCC - LS Police, SPT 2006/8

A 13. Identify and launch additional Park and Ride facilities serving the city centre GCC - LS SPT 2006/10

D 1. Conduct an audit of vacant upper fl oors and promote the potential for conversion to housing

GCC - DRS Private Sector 2007

D 2. Implement and monitor ongoing programme to improve the quality of ‘Back Lanes’ GCC - LS, DRS Chamber of Commerce, GCC - EPS

2006/10

D 3. Implement and monitor ongoing programme of public realm improvements in the city centre.

GCC - LS, DRS SEG 2006/11




D 4. Investigate the potential for a Business Improvement District in the City Centre. Chamber of Commerce / GCC

2006/8

D 5. Promote a further fi ve star, 300 bedrooms hotel within the city centre GCMB VisitScotland, SEG 2006/7

D 6. Identify the requirements for outdoor recreational facilities, green space and play areas for residents in the city centre

GCC - DRS 2006/8

D 7. Develop and promote a ‘Living in the City Centre’ initiative and prepare a City Centre Housing Plan

GCC - DRS GHA 2007/10

D 8. Develop and implement cultural precincts within the city centre at Cowcaddens and in the Merchant City

GCC - DRS RSAMD/RSNO/GCESEG

2006/11

D 9. Implement the Arts Property Strategy in the Merchant City GCC - DRS SEG/Lottery 2006/11

D 10. Develop and implement a Retail Inward Investment Strategy GCC -DRS GCMB 2006/8

D 11. Evaluate the impact of out of town and other retail development on the city centre GCC - DRS SEG, GCVJSP, Chamber of Commerce

2006

D 12. Develop and implement an on-line directory of available commercial and business space in the city centre

GCC- DRS SPN 2007/9

D 13. Review and evaluate the potentialfor the development of business centres for SMEs in surplus Council Properties

GCC-DRS Private Sector, SEG. 2006/7

D 14. Support the development of ‘City Science’ campus at Shuttle Street SEG GCC, HE/FE 2006/11

D 15. Secure the development of the College Lands site for a mixed business/residential campus

Private/GCC SEG/SPT 2006/7

D 16. Support HE and FE institutions to develop and maintain an estate management plan and corporate development plan

GCC - DRS HE&FE On-going

D 17. Bring forward and implement physical development strategies for:Buchanan Street / Queen StreetCity Centre South - Saltmarket to Jamaica Street involving link tothe River ClydeCentral Station area / Union StreetCowcaddens Cultural QuarterIndia Street / Charing CrossBlythswood Square

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GCC-DRS Private SectorGCC-LS

2006/8

D 18. Implement the Merchant City THI Five Year Action Plan (phase 2) GCC - DRS / SEG 2011

D 19. Implement the IFSD / Broomielaw Strategy GCC - DRS / SEG Private On-going




M 1. Develop the strategy for Managing the Night Time Economy GCC-DRS SEG,Strathclyde Police, Licensing Board

2006/7

M 2. Improve the standards of litter collection and street cleanliness by adopting a Service Agreement for Glasgow’s designated prime shopping streets (Public realm)

GCC - EPS 2006/7

M 3. Upgrade street lighting throughout the city centre as part of the lighting strategy GCC - LS 2006/9

M 4. Implement the Local Air Quality Action Plan in the City Centre GCC - EPS GCC - LS, SPT 2006/10

M 5. Undertake an annual environmental audit of the city centre and a Keep Business Tidy Awards scheme.

GCC - EPS Encams 2006/11

M 6. Reduce levels of anti-social behaviour on city centre streets in conjunction with the Scottish Executive, Strathclyde Police and the Procurator Fiscal

GCC - DRS Strathclyde Police Chamber of Commerce / Private Sector

2006/10

M 7. Implement the Public Arts Strategy for the city centre, linked to the public realm and lighting strategy

GCC - DRS SEG 2006/10

M 8. Develop and implement a performance measurement framework for the city centre (including benchmarking).

SEG / GCC 2007

M 9. Identify and evaluate new opportunities for training and employment projects linked to new development activity in city centre

GCC – DRS SEG EC 2006/9

M 10. Extend Streetwatch Glasgow public space CCTV to cover George Square, Merchant City, IFSD and all major licensed premises

GCC - DRS Streetwatch Glasgow 2009

M 11. Develop a strategic marketing plan for retail tourism GCMB VisitScotland, GCC - DRS 2006/7

M 12. Monitor and maintain links with relevant training providers. Promote training activities to city centre businesses, and work with training providers to implement new activities as required.

Chamber of commerce

SEG,GCC JCPlus, Careers Scotland

On-going

M 13. Improve links between the H&FE sector and city centre businesses focusing on employers’ skill requirements and business opportunities.

SEG HE/FE 2006/10




M 14. Develop and promote specifi c ICT related projects in the city centre including:Work with city centre businesses to increase the usage of / develop new uses for voluntary ‘resident cards’ in the city centre, in line with the city’s card strategy.Increased use of language translation tools in the city centre to assist visitors and ethnic minorities.Installation of wireless (Wi-Fi) ICT technology in the city centre, including bus and rail stations.Introduction of an e-City concept, including the introduction of Smartcard technology.Application of smartcard technology for public transport.

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GCC - DRS SEG 2006/9

P 1. Consolidate and integrate the annual events programme GCMB SEG, ERDF, GCC, Chamber of Commerce

2006/7

P 2. Implement programme to introduce festive Season Winter/ Christmas lighting into the main shopping streets

GCC - DRS Chamber of Commerce 2007/8

P 3. Produce and distribute an on-line retail guide for the city centre GCMB Chamber of Commerce, GCC

2006/7

P 4. Establish Glasgow as a Centre of Service Excellence in tourism, retail and hospitality SEG/Private Sector GCC, GCMB, Chamber of Commerce

2007/9

P 5. Develop and Implement a co-ordinated marketing campaign through ‘Glasgow: Scotland with Style’

GCMB Chamber of Commerce, GCC

2007

P 6. Develop and launch a programme of retail promotions and other events to animate the city centre experience


On-going

P 7. Support the development of a retail training academy GCC - DRS SEG, HE/FE, Chamber of Commerce

2007/8

P 8. Develop and implement marketing plan to promote city centre attractions and shopping to conference delegates


2006/7

P 9. Develop and implement annual Christmas winter marketing campaign GCMB Chamber of Commerce, GCC

2006/11




For further information contact:

City Centre TeamDevelopment and Regeneration ServicesGlasgow City Council229 George StreetGlasgowG1 1QU

Phone: 0141 287 6015Fax: 0141 287 9977

email: [email protected]

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