The Executive Management Group chaired by Peel. This includes, as members, the key stakeholders providing executive and operational co-ordination and control.
Peel has appointed a full time Chief Executive Officer to manage the delivery of MediaCityUK. The CEO chairs the Executive Management Group under strategic guidance from the Steering Group.
The public sector input is co-ordinated by a Project Director managed by the URC who reports to the CEO of the URC. The Director’s role is to ensure that the public sector agencies deliver on their commitments.
There are a number of working groups set up by the Executive Management Group to ensure phase 1 work streams are delivered against the programme.
Advisory Boards have been established to assist the development and to ensure widespread participation and ownership eg there is an Occupants Advisory Group of key tenants chaired by the BBC.
MediaCityUK: Key Challenges
Unusually for a project of this scale there were no land assembly issues as Peel already owned the site. By the time Peel were making the final bid to the BBC, outline planning permission had already been granted for the BBC offices, a residential hotel, retail and leisure scheme. The Council had already resolved to approve planning guidance for the proposal and were indicating strong support. There were no highways issues. There were no local residents directly affected by the scheme and initial public consultation had been extremely supportive.
The key drivers for the scheme, and its key challenges, were first the BBC’s need to be operational on site in 2012 and secondly bringing together the interests of the key stakeholders, including the public sector partners.
Key outputs for the NWDA were
● An extension of the Metrolink including the purchase of Metrolink vehicles providing a fast regular service to Piccadilly and Manchester City Centre;
● An open centre within the studio and technical block providing public access;
● A piazza;
● A pedestrian link bridge over the Manchester Ship Canal connecting to the Imperial War Museum and providing circulation around the Lowry and the War Museum and MediaCityUK;
● A media wall overlooking the piazza to provide broadcasts;
● A special media enterprise zone to attract companies and investment in the public digital environment.
Funding provided by Salford City Council included sponsorship of the BBC Philharmonic Orchestra (to be based in MediaCityUK) and a new NHS walk-in centre.
34 Tiffany Cloynes
State aid compliance was a key issue throughout the discussions and involved detailed talks with the BBC, the NWDA, the Council and the URC to ensure that the proposals were State Aid compliant.
The distinguishing characteristic of each of the public sector partners was their “can do” approach. The NWDA, the City Council and the URC shared a determination to make MediaCityUK happen. Without public sector funding the project would not have got off the ground. However, even more importantly, without the drive and ambition of the public sector partners the negotiations which led to the commencement of work on site, would have stalled. The negotiations with the public sector partners were challenging, time consuming and raised numerous technical issues. Nevertheless everybody believed that hard work and commitment would enable us to find solutions. And it did.
MediaCityUK is testament to the vision of John Whittaker and Peel. It is equally a tribute to the way that the public sector can partner with the private sector to achieve a regeneration of a former dockland area in the North West of England that is of international significance.
Conclusion
MediaCityUK is an international concept in the North of England. At the end of the Victorian era the Manchester Ship Canal transformed communication between Liverpool and Manchester benefiting businesses throughout the Northern hemisphere and beyond. MediaCityUK is the equivalent step-change in communication in the Twenty First Century. It will develop over the next fifteen years to rival the best in the world becoming a global centre for business and ideas for the digital creative and media sector delivering a major boost to the UK economy providing significant economic and social activity. This has only been made possible because of the partnership between private and public sectors.
CASE STUDY 1 Leeds Arena
Leeds has been talking about having an Arena for many years and Cobbetts are very proud to be a member of the team that will eventually deliver it in 2013. In contrast to MediaCityUK, Cobbetts this time is acting for the public sector in this case, Leeds City Council. The Council started the whole process as facilitator but will deliberately end the process as the owner of the site and landlord of the development having played the key role of Developer along the way.
How did we get there and what lessons have we learnt?
Leeds Arena: Key Themes As this process evolved a number of key themes have emerged.
● A complex strategic procurement model to manage first the selection of the Arena Operator and second, and running in parallel, the selection of the Developer to deliver the site and construct the Arena. This unusual
ASSET - Liverpool-10
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68