Watford Borough Council
PPS4 Compliant Assessment September 2010
www.gvagrimley.co.uk 1 Watford Borough Council PPS4 Compliant Assessment September 2010
CONTENTS
1. INTRODUCTION ...... 1 2. POLICY REVIEW ...... 3 3. CURRENT LEISURE HABITS ...... 8 4. SCOPE FOR NEW PROVISION ...... 10 5. LEISURE COMMITMENTS ...... 24 6. SUMMARY / CONCLUSIONS...... 25
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Watford Borough Council PPS4 Compliant Assessment September 2010
PLANS
PLAN 1: WATFORD’S EXISTING LEISURE PROVISION: CINEMAS
PLAN 2: WATFORD’S EXISTING LEISURE PROVISION: BOWLING
PLAN 3: WATFORD’S EXISTING LEISURE PROVISION: BINGO HALLS
PLAN 4: WATFORD’S EXISTING LEISURE PROVISION: HEALTH & FITNESS CENTRES
PLAN 5: WATFORD’S EXISTING LEISURE PROVISION: THEATRES
PLAN 6: WATFORD’S EXISTING LEISURE PROVISION: HOTELS
PLAN 7: WATFORD’S CORE CATCHMENT AREA
APPENDICES
APPENDIX 1: WATFORD CINEMA CAPACITY
APPENDIX 2: LEISURE EXPENDITURE
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Watford Borough Council PPS4 Compliant Assessment September 2010
1. INTRODUCTION
1.1 We are instructed by Watford Borough Council to undertake a qualitative and quantitative review of existing commercial leisure/hotel provision within the Borough, providing commentary and recommendations on the extent of need for additional facilities over the LDF period. The report draws on the findings of the recent Watford Retail Study which is currently being prepared by GVA Grimley for the Borough. It also draws on national trends, mapping and desk-based gap analysis, a detailed analysis of the 2010 Household Telephone Survey used to inform the Watford Retail Study, and a broad overview of the economic growth in leisure expenditure over the forthcoming LDF period.
1.2 Nationally, commercial leisure covers a wide range of uses, such as cinemas (both multiplexes and traditional town centre cinemas), bowling alleys, night clubs, family entertainment centres, health and fitness studios and various food and drink outlets including pubs and restaurants. The 2010 Retail Study was underpinned by a newly commissioned Household Telephone Survey which provides detailed understanding of where the catchment is choosing to travel for these different leisure activities.
1.3 We have drawn on these outputs to provide a detailed analysis of the need for future additional commercial leisure facilities, examined current and forecast growth in leisure expenditure, reviewed the specific quantitative need for new cinema screens and assessed qualitative and quantitative hotel provision across the Borough.
1.4 New leisure formats are continually evolving, fuelled by external factors and the impacts of wider national trends are therefore crucial to our assessment and conclusions/recommendations. We also draw on GIS desk-based ‘gap analysis’ of existing provision within the Borough, supplemented by our detailed qualitative assessments to provide a robust understanding of existing provision and future requirements. The methodology provides a robust leisure needs assessment in accordance with PPS4.
1.5 Due to the Borough’s proximity to and strong transport links with London, locations such as Harrow and Central London itself, perform a higher role for retailing and leisure provision, which is commensurate with the scale of their conurbations. In addition, neighbouring settlements including St Albans and Hemel Hempstead achieve a significant market share of a number of leisure activities. This will be due in part to residents within the catchment area, who are located equidistant to these centres. However, the pattern also highlights opportunities for Watford Borough to improve and expand the leisure offer within the town centre to retain more trade.
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Watford Borough Council PPS4 Compliant Assessment September 2010
Structure
1.6 This report draws together the results of our research, incorporating the findings of the detailed survey-based technical analysis and our qualitative health check assessment. The report is structured as follows:-
• Section 2 summarises the national and local planning policies relevant to planning for commercial leisure/hotel provision in the Borough;
• In Section 3 , we consider the current leisure habits of people within the study area drawing on the results of household and in-centre surveys;
• Section 4 reviews the scope for new leisure provision in the Borough including cinemas, ten pin bowling, bingo, health and fitness clubs, leisure expenditure projections, the evening economy, restaurant/café expenditure, theatres and cultural venues and hotels.
• In Section 5 we identify leisure commitments in Watford and the wider sub-region which may influence leisure expenditure in the Borough;
• Finally Section 6 draws the analysis together and sets out the conclusions and recommendations in respect of the key policy considerations, the performance of the commercial leisure sector in Watford town centre and the extent of need for additional leisure facilities.
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Watford Borough Council PPS4 Compliant Assessment September 2010
2. POLICY REVIEW
2.1 This section sets out the key points of relevance from national and local policy in relation to leisure and hotel development, focusing on town centre strategy policy formulation and the management of growth and change.
National Policy Context
PPS4: Planning for a Sustainable Economic Growth, December 2009
2.2 The central message of the guidance is the need for a more proactive approach to securing new investment in centres, and achieving more sustainable patterns of development. The Government’s key objective for town centres is to promote their vitality and viability by:
• Focussing new economic growth and development of main town centre uses in existing centres and remedying deficiencies in provision in areas with poor access to facilities; and
• Allowing competition between retailers and enhanced consumer choice through the provision of innovative and efficient shopping, leisure, tourism and local services in town centres which allow genuine choice to meet the needs of the entire community (particularly socially excluded groups).
2.3 The policies within PPS4 cover the following main town centre uses which include:
• Retail development (including warehouse clubs and factory outlet centres);
• Leisure, entertainment facilities, and the more intensive sport and recreation uses (including cinemas, restaurants, drive-through restaurants, bars and pubs, night-clubs, casinos, health and fitness centres, indoor bowling centres, and bingo halls);
• Offices; and
• Arts, culture and tourism development (including theatres, museums, galleries and concert halls, hotels and conference facilities).
2.4 The statement advises that LPAs should plan positively for growth and development by assessing the need for further main town centre uses, including leisure and hotels, and ensure there is capacity to accommodate them. In assessing need for leisure development LPAs should take account of both quantitative and qualitative need, giving additional weight to the latter in deprived areas.
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2.5 When examining quantitative need for further leisure/hotel development, LPAs should have regard to relevant market information and economic data, including a realistic assessment of population and future growth and forecast expenditure for main leisure sectors. When assessing qualitative need for leisure uses LPAs should assess whether there is provision and distribution of leisure services which genuinely allow choice to meet the needs of the whole community (particularly those living in deprived areas), in light of the objective to promote the vitality and viability of town centres and the application of the sequential approach.
2.6 PPS4 states that LPAs should proactively plan to promote competitive town centre environments and provide consumer choice, and manage the evening and night-time economy in centres. LPAs should encourage a diverse range of complementary evening and night-time uses which appeal to a wide range of age and social groups, making provision, where appropriate, for leisure, cultural and tourism activities such as cinemas, theatres, restaurants, public houses, bars, nightclubs and cafes. The number and scale of leisure developments the LPA wishes to encourage should be set out, which should take account of their potential impact, including the cumulative impact, on the character and function of the centre, anti-social behaviour and crime, including considering security issues raised by crowded places, and the amenities of nearby residents.
2.7 LPAs should identify an appropriate range of sites to accommodate at least the first five years identified need. Sites for main town centre uses, including retail, leisure and hotels, should be identified through a sequential approach to site selection giving preference to locations in appropriate existing centres in the first instance, followed by edge-of-centre and out-of-centre sites, with preference given to those that are more accessible or have a higher likelihood of forming links to an existing centre.
2.8 In allocating sites, the impact of proposed locations for development of main town centre uses on existing centres will also need to be assessed by the LPA, taking into account impact considerations set out in Policy EC16 which include impact on town centre vitality and viability; in centre trade/turnover; investment in centres; delivery of development on allocated sites; and any locally important impacts on centres identified by the LPA.
2.9 In the determination of planning applications for main town centre uses, including leisure/hotels, that are not in a centre and not in accordance with an up to date development plan, PPS4 requires applicants to demonstrate compliance with the sequential approach and impact assessment taking into account the impact considerations set out in Policy EC16. Assessments of impact should focus on the first five years after the implementation of a proposal and should be proportionate to the scale, nature and detail of the proposed development.
2.10 Policy EC17.1 directs LPAs to refuse planning permission where an applicant fails to demonstrate compliance with the sequential approach or the proposal is likely to lead to a significant impact. Judgements about the extent and significance of any impacts should be informed by the
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development plan (where this is up to date) or recent local assessments of the health of town centres and any other published local information e.g. a town centre or retail strategy.
Good Practice Guide: Need, Impact and the Sequential Approach (December 2009)
2.11 The Good Practice Guide is a government document published alongside PPS4. It does not constitute a statement of Government policy, but forms guidance to support the interpretation of town centre policies set out in PPS4.
2.12 Of most relevance to this Study is the advice directed towards assisting LPAs in adopting a more proactive approach to planning for town centres, and particularly the role of evidence in the plan making process to identify the need for new development and inform the preparation of proactive town centre strategies. Central to PPS4 Policy EC1 the guidance sets out alternative approaches to assessing and identifying quantitative and qualitative needs for retail and other town centre uses such as commercial leisure and hotels. Building on the assessment of needs, the practice guidance explains how LPAs can plan positively and promote new retail-led and other town centre uses through their LDFs; setting out the ‘tools’ needed to prepare effective town centre strategies, including how to identify appropriate locations, and how to assess the effects of alternative policy options and specific proposals.
2.13 Having identified and evaluated the various policy options, LPAs should develop a clear vision and strategy for the network of centres, and strategies for individual centres where appropriate. In terms of the LDF, this is likely to include clear guidance on the appropriate scale and form of new development involving main town centre uses; allocation of sites to meet identified need; identification of the extent of key development opportunities; a clear statement of the approach to be taken to bringing forward development and the LPAs attitude to other competing developments.
2.14 It is added that strategies for individual centres can be prepared at any time but they should be incorporated into the LDF at the earliest opportunity. This is likely to be important where key site allocations are involved, either through strategic allocations in the Core Strategy, or through sites allocated in an Area Action Plan or other document. Promoting town centre strategies through the LDF process ensures that the evidence base which underpins the strategy will be properly tested. A strategy which has been progressed through the LDF process, and been subject to effective public and stakeholder consultation and tested through independent examination will ensure that proposals must be determined in accordance with the plan unless material considerations indicate otherwise.
2.15 When preparing their LDFs, LPAs should identify what they regard as the Primary Shopping Area (PSA) to provide clarity to applicants about the policy status of different sites. LPAs should also identify an appropriate ‘town centre boundary’ within which they should seek to locate other main
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town centre uses. It may also be appropriate to define other areas within the town centre but outside the PSA where specific uses are encouraged e.g. hotels, bars/restaurants, cinemas etc. In addition to defining the PSA and town centre boundary, where LPAs identify a need for new development to accommodate main town centre uses, they should allocate sites which are suitable, viable and likely to be available within a reasonable timescale to accommodate such needs.
2.16 National policy recognises the contribution which other (non-retail) main town centre uses make to vital and viable centres, and LPAs are urged to adopt positive strategies to promote commercial leisure and other main town centre uses within their existing centres. The requirement for new leisure facilities such as hotels, restaurants, bars, cinemas and health and fitness clubs relate to the level of available spending and demand, and include both quantitative and qualitative considerations. When assessing the need for and impact of new leisure development the same principles apply to that of retail assessments, although it is recognised that less detailed information is available for leisure assessments.
Local Policy Context
Watford District Plan 2000 (Published December 2003), Saved Policies (September 2007)
2.17 The Watford District Plan 2000 is the Borough’s local plan and was adopted by the Council in December 2003. As a result of the changes to the planning system which were introduced by the Planning and Compulsory Purchase Act 2004, local and district plans expired on 27 September 2007 unless ‘saved’ in whole or in part by the Secretary of State. As a result, approximately 70% of Watford’s District Plan was ‘saved’ in 2007 and continues to be used as the basis on which all development control decisions are made. A number of leisure/hotel related policies have been saved from the adopted District Plan, those of relevance are summarised below.
2.18 A number of leisure/hotel related policies have been saved from the adopted District Plan. For Watford town centre, Policy S2 relates to retail development outside identified areas which states that retail and leisure developments will be assessed in accordance to the sequential approach. The sequential approach will be applied to leisure and entertainment uses (including restaurants, pubs and cinemas) which can harm the vitality of the evening economy.
2.19 Saved Policies S11 and S12 relate to applications for Use Class A3 food and drink. These policies state that applications will be unacceptable if they create high levels of traffic/pedestrian generation, car parking problems or adversely affect residents or community safety. If permission is granted, conditions are to be imposed restricting opening hours, noise and sale of hot food to takeaway.
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Watford Borough Council PPS4 Compliant Assessment September 2010
2.20 The Plan states that the Council will produce a Town Centre Strategy to provide a framework for the management and development of Watford town centre (Policy TC1). The Town Centre Strategy will recognise the contribution of the evening economy of the Town Centre and approve amenities. Paragraph 8.8 states that other uses, catering for all age groups, which can contribute to and enhance ‘life after dark’ activities, should be encouraged such as cinemas, leisure uses and cultural activities. Planning opportunities for Watford Lower High Street, as outlined in Policy LHS1 state that in principle leisure uses will be acceptable.
2.21 Policy L1 sets out the strategy for leisure/cultural developments in Watford. In order to maintain standards of sports and recreation provision in the Borough it is identified that existing facilities must be retained and enhanced, and where there is a deficiency encourage further provision.
2.22 Policy L13 seeks to protect cultural and entertainment facilities and retail and improve the amount, range and quality of these facilities. Cultural and entertainment facilities will be encouraged in Watford town centre and Lower High Street policy areas. The Council will prepare a Cultural Strategy to look at ways of encouraging a wider range of facilities in the town centre.
2.23 Policy L14 specifically relates to tourism and hotel provision in Watford. The Council will in principle encourage tourism and related facilities in Watford. Development proposals for hotels will only be acceptable where there is no overall loss of permanent residential floorspace, and where the development would be located close to passenger transport facilities to reduce the need to travel by private car.
Core Strategy Preferred Options (February 2008)
2.24 The Core Strategy Preferred Options document was published for consultation in 2008. We understand that the Core Strategy will be adopted by late 2011. The Preferred Options report does not set out specific policies, but instead indicates a broad direction in which the Council intends to drive policy forwards.
2.25 A strategic objective for the LDF is to create a family friendly town centre, including leisure and cultural activity supported by restaurants, cafes and bars. Watford would be a key centre for development and change, meeting the regional role for shopping and leisure facilities.
2.26 Policy directs cultural and leisure development to Watford town centre, in the defined Cultural Quarter. ‘Family friendliness’ will be promoted in the town centre through a mix of land uses and the facilities on offer. The preferred policy approach for the Cultural Quarter states that there will be a balance of cultural, leisure, residential and retail uses that is attractive to all sectors of the community during the day and night.
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Watford Borough Council PPS4 Compliant Assessment September 2010
3. CURRENT LEISURE HABITS
3.1 In this section we set out below an overview of the leisure habits of people within the Study area drawing on the results of the household and in-centre surveys.
3.2 A household telephone survey of 1,611 Watford catchment area residents was undertaken in March 2010 as part of the Watford Retail Study 2010. The telephone survey included various questions about leisure provision in the Borough, including their likes and dislikes about leisure provision in Watford town centre.
3.3 Key findings from the telephone survey include that, in terms of leisure activities, people are most likely to combine food shopping trips with visiting cafes (2.7%), gym/health and fitness centres (1.5%) or restaurants (0.7%). When asked what they liked about Watford town centre, leisure facilities did not feature highly in the results, and instead retail aspects of the centre were most liked, with 34.7% of people liking the ‘good range of chain stores’ and 24.7% mentioned liking the ‘Harlequin Centre’. The most popular leisure related attributes related to food and drink provision but even these facilities were not mentioned often, with the highest cited being ‘restaurants/cafes’ (only 2.1%). 1.1% cited they liked ‘leisure facilities’ and 0.6% cited they liked ‘bars/pubs/clubs’ in Watford.
3.4 The respondents’ main dislikes about Watford town centre also highlight that leisure facilities are not key to people’s answers. 39.9% of people found ‘nothing/very little’ to dislike about the town centre, and the main concerns related to ‘traffic congestion’ (15.1%) and ‘difficult to park’ (13.9%). In terms of leisure provision, people disliked that there are ‘too many pubs/bars’ (cited by 1.1%), however 1% of respondents cited that there are a ‘lack of eating and drinking places’. These contrasting views are likely to reflect that respondents felt that there are too many pubs and bars serving the evening economy, whilst there are not enough family orientated eating and drinking places. 0.4% stated that they disliked the ‘lack of leisure/cultural facilities’ in Watford town centre.
3.5 When asked what would make you shop in or visit Watford town centre more often, the most popular leisure related improvement cited was ‘more places to eat/drink’ (1.1%). 1% cited ‘more leisure facilities (e.g. cinema)’, and 0.2% cited ‘too many bars/pubs/clubs’ and ‘more cultural events’. These results are consistent with respondents main dislikes about the town centre, that while there are too many pubs and bars, there remains a demand for more places to eat and drink.
3.6 The majority of respondents (70.4%) cited that there were no leisure facilities that were lacking within a reasonable distance of their home. However, 7.8% cited a ‘swimming pool’ was lacking, 7.3% cited a ‘cinema’, 3.7% cited ‘leisure/fitness centre’, 3.5% cited ‘facilities for children’, 2.9% cited ‘bowling’ and 2.4% cited ‘theatre’. A lower proportion mentioned ‘ice rink’ (1.6%), ‘pubs/clubs/bars’ (1.2%), ‘restaurants/cafes’ (1%) and ‘music concert venue’ (0.7%) as facilities lacking within a reasonable distance from home.
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Watford Borough Council PPS4 Compliant Assessment September 2010
3.7 Respondents stated that Watford was the destination of choice for the majority of leisure facilities, including; 46% of people who undertake bowling activities; 31.2% of people who visit the cinema; 21.9% of people who go to bingo; 20.2% of people who go to pubs and clubs; and 16.4% of people who go to restaurants and eat out. The only category where Watford was not the first choice destination was for people who go to the theatre or concert hall, where 67.4% of people would most often Central London and only 15.6% would most often go to Watford, which is not surprising considering the dominance of London’s West End theatres.
3.8 An in-centre survey was also commissioned in 2010, which had a smaller number of respondents (200). Results from the in-centre survey indicate that respondents are more likely to visit Watford town centre for day time eating/drinking, than for evening activities (clubs and entertainment or night time eating/drinking). People cited they visit for daytime eating and drinking 9% ‘once a week’, 7% ‘once a fortnight’ and 14.5% ‘once a month’. Visiting for clubs and entertainment was less popular, with only 2.5% visiting ‘once a week’, 4% ‘once a fortnight’ and 3.5% ‘once a month’. People questioned about evening eating/drinking cited they visit Watford 2.5% ‘once a week, 1.5% ‘once a fortnight’ and 9.5% ‘once a month’.
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Watford Borough Council PPS4 Compliant Assessment September 2010
4. SCOPE FOR NEW PROVISION
4.1 We consider below the scope for new leisure and hotel facilities coming forward in the Borough over the LDF period. There is no standard methodology for assessing the need for other main town centre uses. We have therefore drawn on the advice set out within the PPS4 Good Practice Guide (2009), to assess the quantitative and qualitative need for each main town centre use.
Cinemas
4.2 According to Dodona Research (2009) cinema audiences grew significantly during the 1990’s, but this growth reached a plateau by the start of the current decade. Table 4.1 provides a summary of the key industry indicators and charts changes in revenues and screen numbers between 2003 and 2008.
Table 4.1: UK Cinema Market 2003-2008
2003 2004 2005 2006 2007 2008
Screens 3,318 3,342 3,357 3,440 3,514 3,610
Admissions (£m) 167.5 171.5 164.7 156.6 162.4 164.2
Average Ticket Price (£) 4.43 4.49 4.68 4.87 5.05 5.18
Gross Box Office (£m) 742.000 770.000 771.350 762.300 820.000 850.200
Spend per head (£) 1.70 1.75 1.80 1.85 1.90 1.95
Screen Advertising 65.000 70.000 70.000 85.000 90.000 86.500 Receipts (£m) Admission per person 2.81 2.86 2.73 2.58 2.63 2.61
Admission per screen 50,482 51,317 49,059 45,523 46,223 45,491 Source: Dodona Research 2009
4.3 In 2008, there were 3,610 cinema screens across the UK, of which three-quarters were multiplexes 1. The remainder are traditional cinemas that have been converted to multi-screen use, large format screens such as IMAX, and screens in mixed-use venues such as arts centres. The dominant operators are Odeon and Cineworld although since the consolidation of the industry in 2005, Vue has undertaken an aggressive building programme to try and increase their market share.
4.4 The cinema industry is not immune from the recession and there were some closures during 2008, the majority being art centre venues rather than high street chains. The current economic downturn has hit advertising revenues, however, in general the industry is considered to be in good health. In
1 Purpose built cinema complexes with more five screens.
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Watford Borough Council PPS4 Compliant Assessment September 2010
October 2009, The Times 2 reported that cinemas are experiencing a boom with UK cinema admissions for the first six months of 2009 at their highest levels since 2002, whilst a report from May 2010 3 found that the global box office had experienced am impressive spike in attendance of 28% on the first quarter of 2010, compared to the start of 2009. Although ticket prices have been rising, a night at the cinema is considered a relatively cheap night out, especially for families.
4.5 Over the last couple of years, cinema operators have made considerable efforts to improve customer yields by introducing changes such as premium seating areas and enhancing the range of refreshments such as alcohol and higher quality food. Vue Cinemas introduced their ‘Evolution’ concept, which provides a mix of seating types comprising bean bags and sofas as well as regular seats. National Amusements rolled out its ‘Cinema de Lux’ concept at three shopping malls in 2008, which is a high service concept with allocated leather seating, contemporary dining and concierge facilities.
4.6 Another development has been the introduction of 3D films, which are attracting premium ticket prices from operators. In the future, Dodona predict that operators of traditional cinemas, particularly those with only one or two screens, will find their competitive position eroded, especially if family audiences start travelling longer distances to larger centres to obtain the latest 3D experience.
4.7 Dodona Research suggests that very large cinemas have fallen out of favour. They cite Odeon’s new 14 screen cinema in Liverpool, which opened in October 2008, the first cinema of its size to open since May 2004. It would appear that new cinemas are being built to serve smaller catchment areas and despite often having the same number of screens, the number of seats in each auditorium has been reduced.
4.8 Investment in new cinemas is continuing however, this is no longer producing such high levels of growth. The focus, therefore, has switched to replacing or relocating existing cinemas. There is also some investment in under-served areas, however, Dodona consider this to be merely offsetting a decline in existing markets. Over the short to medium term, future cinema projects are likely to be impacted by the level of availability of finance for property developers, although it would appear that investment in better seating, better bars and cafes and new buildings is continuing. More recently, in the midst of recession, HMV announced that it was testing a three screen art-house format above its Wimbledon music store. The move is part of an effort by HMV to diversify away from selling low margin CDs and DVDs.
4.9 Table 4.2 and Plan 1 illustrate the cinemas within Watford Borough. The Vue cinema at Woodside Leisure Park is the only cinema within the Borough. The Vue Watford opened in January 1996 and has 8 screens and 2,026 seats. The cinema is located in an out-of-centre location and therefore
2 The Times ‘Twist in the plot as British cinema defies the recession’. October 24 2009 3 Screendaily, International Box Office: Boom Times, 6 May 2010
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customers are likely to travel by car to the leisure park. There are no other screens within the borough, with the nearest alternative screens located in Harrow and Borehamwood.
4.10 The results of the 2010 survey indicate that of those interviewed within the household telephone survey the most popular cinema was the Vue Cinema at Watford’s Woodside Leisure Park, followed by the Vue Cinema in Harrow and the Empire in Hemel Hempstead. People from across the survey were also using cinemas in Hatfield, High Wycombe, Berkhamsted, Uxbridge and Central London. Based on our assessment of cinema market shares within the Borough and beyond, it is clear that there is leakage of cinema trade. A review in terms of drive times highlights a lack of facilities within the town centre, with Watford’s local cinema provision located at Woodside Leisure Park to the north. Many people in the borough are therefore likely to live equidistant to alternative cinemas in the local area. For example, people living to the south of Watford are likely to visit Harrow. Nevertheless, there are clear opportunities for Watford to enhance trade retention and claw back some of this lost trade.
Table 4.2: Cinema Provision around Watford
No. of No. of Cinema Postcode Screens Seats Vue, Watford WD25 7JZ 8 2026 Vue, Harrow HA1 1HS 9 1878 Safari Cinema, Harrow HA1 2TU 2 745 Reel Cinemas, Borehamwood WD6 1EH 4 583 Empire, Hemel Hempstead HP2 4JS 8 1848 Odeon, Uxbridge UB8 1GD 9 2305 Himalaya Palace, Southall UB1 1RT 3 750 Odeon, Hatfield AL10 0XY 9 1826 Empire Cinemas, High Wycombe HP11 1UA 8 1835 Cineworld, High Wycombe HP11 2DB 12 2200 Rex, Berkhamsted HP4 2FG 1 200 Cineworld Staples Corner, Barnet NW2 6LW 6 1568 Odeon Barnet EN5 1AB 5 1241 Phoenix East Finchley N2 9PJ 1 308 Vue Finchley N12 0GL 8 2186 Source: Dodona Research 2009
4.11 We have undertaken a quantitative need assessment for new cinemas in the Watford area, which is included in Appendix 1. In summary, the methodology compares population per screen as a UK average, with population per screen in the Watford catchment area. The shortfall highlights the need for new screens to bring Watford in line with the national average. This process also projects forward to 2015, 2020 and 2025 taking into consideration population forecasts and the consequent growth in the need for cinema screens as identified by Dodona Research 2009.
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4.12 Watford is currently served by 8 cinema screens, all of which are provided at Vue, Woodside Leisure Park. What is evident from the market share analysis is that people from within the Borough are choosing to travel further to cinemas in other areas.
4.13 Across the UK, Dodona estimates that there are approximately 3,670 cinema screens, which equates to around 17,458 people per screen. At present in the Watford Borough, we estimate there are approximately 28,750 people per screen, which is significantly above average and suggests that Watford is underserved with cinema screens at present. Clearly, our assessment has indicated that many of these people travel to competing cinema destinations and given overlapping catchment areas this is likely to continue to some extent even in the event of improved provision in Watford. People are, for example, choosing to travel to neighbouring centres such as Harrow and Hemel Hempstead, to visit other cinemas outside of the area.
4.14 Based on our broad-brush capacity assessment it is apparent that capacity exists to increase the level of cinema provision by a further 6 screens to serve the survey area population to 2015, which will increase to 8.6 screens by 2025. This is a guide and not a specific cap on screen numbers and on this basis, there could be scope for further screens in Watford beyond that set out in our assessment, although this would be subject to operator requirements and availability of sites.
4.15 In planning for a new cinema facility the Council will need to follow the sequential approach to site selection, showing preference to town centre locations first, before considering edge-of-centre locations and finally out-of-centre locations. Cinema provision in the Borough would also need to provide the latest in cinema experience technology, for example 3D screenings, to prevent consumers from travelling further for specific film screenings. A cinema in this location would support the 2010 Retail Study findings in terms of a need to attract more family orientated leisure uses into the town centre, particularly with regard to the evening economy.
Ten Pin Bowling
4.16 Ten pin bowling has been established as a commercial leisure activity in the UK for over 40 years, but after a period of growth in the 1980s, decline set in during the early 1990s. Since then, however, a spate of investment in new centres and refurbishments by recognised chain brands has revitalised the industry and ten pin bowling remains a strong family activity.
4.17 Mintel research (2006) state that high end, centralised venues have started to emerge, but the question remains whether this can dispel the lingering sense among many that bowling is either passé or too child or youth-orientated, whilst offering only basic refreshments. It would appear that it is down to the market and investor confidence to decide, although the concept is already beginning to evolve to generate customer demand. For example, the Bloomsbury Bowl Lanes in Bloomsbury
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offers a 50s American themed bowling venue with ancillary karaoke rooms, venue rooms for hire, DJ booths, bars, small scale cinema and a venue for bands and live performance/comedy nights.
4.18 There is just one ten pin bowling centre within the borough, which is the Hollywood Bowl at Woodside Leisure Park. Woodside Leisure Park is approximately 4 miles north of Watford Town Centre (Plan 2).
4.19 Using the 2010 household telephone survey results, the most popular ten pin bowling centre is the Hollywood Bowl at Woodside Leisure Park, which accounted for approximately 95% of the market share from these respondents who undertake bowling activities. No other bowling centre had a significant market share.
4.20 There may be opportunities to provide additional facilities in Watford to broaden consumer choice within this sector, although any facility would need to follow the sequential approach to site selection. Based on wider consumer trends we would expect, at least in the short term, for future bowling facilities to come forward in smaller niche and themed formats, such as the Bloomsbury Bowl in London. A good opportunity where this might be appropriate would be within the town centre to improve the existing leisure offer and encourage more family-friendly leisure facilities, as recommended in the 2010 Retail Study.
4.21 Ultimately, the market supply will meet demand, provided that the correct conditions exist within which it is able to operate. In this case, it will be important for the Council to ensure that an appropriately flexible policy framework exists to enable future development of this nature to come forward.
Bingo
4.22 Bingo is one of the oldest forms of gambling in the UK and has traditionally had a downmarket image limiting its appeal as a night out for the majority of the population. The typical bingo player has been perceived as lower income, female and from the older demographic. However, over the last decade, the market saw a rise in the number of younger and more affluent players and deregulation allowed clubs to offer bigger prizes.
4.23 Nevertheless, research by Mintel (2007) highlights that the industry has experienced a fall in revenues and admissions as a result of legislative changes such as the ban on smoking in public places and the rise of online gambling. The recession has also hit the market and although operators have attempted to diversify their offer to halt the decline in participation rates, it would appear that this has merely slowed the decline and operators continue to struggle in tough market conditions.
4.24 There is only one bingo hall located in the Borough, Mecca Bingo on King Street in Watford town centre. There is however, planning consent for a change of use of an existing amusement arcade on
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Watford Borough Council PPS4 Compliant Assessment September 2010
Watford High Street to a bingo hall (ref: 09/00437/COU). This application was granted in July 2009, but does not appear to have been implemented as yet.
4.25 Based on the 2010 household telephone survey results, we are able to identify market share statistics for the Watford Mecca Bingo, enabling an appreciation of the outflow of people from within the survey area to neighbouring centres. 69 people surveyed cited that they go to bingo, representing only 4.28% of the survey respondents. The Mecca Bingo at Watford attracts a market share of between 50% to 75% amongst Zone 1-6 and drops to 18% in Zone 14 where Gala Bingo in Harrow attracts the highest market share at 45%. Gala Clubs at Borehamwood also attracts 18.5% from Zone 14. The survey suggests that consumers are lost to the south and west of Watford, whereas there is a lack of alternative provision to the north and east of the town. The location of all competing bingo provision is illustrated on Plan 3.
4.26 Consequently, there may be additional market demand for bingo facilities located in easily accessible areas in Watford town centre. The quality of provision would need to be carefully monitored to provide ease of access to consumers to the north and east of Watford and providing a market destination that can rival competitor facilities in Harrow and Borehamwood.
Health and Fitness Clubs
4.27 According to Mintel’s report on Health and Fitness Clubs – UK (May 2003), between 1998 and 2002 the value of the private health and fitness club market increased by 62% at current prices; in real terms the growth was still substantial at 49%. Mintel recognise changes in sporting fashions, which have shifted away from competitive sports towards those focused on personal health and fitness development.
4.28 It is now apparent that the health and fitness sector was struggling long before the onset of the current economic downturn, although it is clear that the recession has compounded some of the problems faced by the industry such as falling membership rates. The Esporta chain was one of the most high profile casualties and was placed into administration in 2008. However, the Esporta business failed to sell and it is understood that it has been taken out of administration by its main creditor, who is trading the business until a buyer can be found. The number of new openings in the sector was static in 2008 and proposed openings have fallen sharply in 2009, with commentators predicting that many projects are likely to be shelved.
4.29 Nevertheless, there is evidence that value and budget operators are entering the health and fitness market and are actively looking to expand their businesses throughout the UK. This new breed of clubs aims to appeal to a wider market with subscriptions typically at £10 to £20 per month. It is apparent that there will be sacrifices to the quality of the offer, but that this offer is well suited to financially uncertain times.
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Watford Borough Council PPS4 Compliant Assessment September 2010
4.30 We have reviewed the provision of both public and privately operated health and fitness clubs within the Borough and the wider sub-region (Plan 4). The assessment indicates that there is a good coverage in terms of the ten minute drive time across the catchment area.
4.31 There are two health and fitness facilities operated by Watford Borough Council; ‘Central’ and ‘Woodside’. Both of which are managed by SLM, a ‘not for a profit’ organisation that run over 50 centres across the UK. The facilities provided at these leisure centres are detailed below in Table 4.3:
Table 4.3: Watford Borough Council Leisure Centres Leisure Centre Facilities • Six lane 25 metre swimming pool • Learner pool • Four court sports hall • 60 station gym fitness suite Watford Leisure Centre – Central • Dance studio • Climbing wall • Cafe • Creche
• 8 lane 25m competition swimming pool • Learner pool • 8 court sports hall • 100 station gym fitness suite • Dance studios Watford Leisure Centre – Woodside • Squash courts • Sauna • Crèche • Cafeteria • Treatment rooms • All weather pitch Source: Watford Borough Council, 2010
4.32 With respect to privately operated facilities, there are a number of smaller health club facilities located around the Borough, listed in Table 4.4 below. With the exception of David Lloyd which offers swimming and indoor and outdoor tennis facilities, most centres only provide gym facilities and are limited in this regard to cater for wider users. David Lloyd is the only larger fitness centre operator active in Watford with no other large scale operators such as Fitness First or Virgin Active present within the Borough. The nearest such facility is Virgin Active at Borehamwood and Fitness First at St Albans.
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Watford Borough Council PPS4 Compliant Assessment September 2010
Table 4.4: Health and Fitness Clubs, Watford Location Health Club Address Watford Town Fitness4Less Health Café Quarter, 46 The Parade, Watford, Centre Club Hertfordshire, Hertfordshire WD17 1AY Watford Town Charter House, Charter Place, Watford, Charters Health Club Centre Hertfordshire WD17 2RT Watford Town TFC Studio 1(Pilates & Wren House, 19-23, Exchange Rd, Watford, Centre Yoga Studio) Hertfordshire WD18 0JG Unit 1, Sandown Rd, Watford, Hertfordshire Out-of-Centre Windsors Gym WD24 7UE David-Lloyd Bushey- Out-of-Centre Hartspring Lane, Bushey, Watford, WD23 2DL Watford Femme Fitness 55, Queens Rd, Watford, Hertfordshire WD17 Out-of-Centre Womens Gym 2QN West Herts Squash and 8, Park Avenue, Watford, Hertfordshire WD18 Out-of-Centre Fitness 7HP
Watford Hilton Hotel, Elton Way, Watford, Out-of-Centre Living Well Health Club Hertfordshire WD25 8HA
84, Shenley Rd, Borehamwood, Hertfordshire Out-of-Centre Virgin Active WD6 1EH
Unit 17, Christopher Place Shopping Centre, St. Out-of-Centre Fitness First Albans, Hertfordshire AL3 5DQ
4.33 An assessment of the current requirements from health and fitness operators, as derived from the Focus database, indicates there are two registered operators with requirements for Watford. Both of these operators are budget operators as discussed above. ‘Fitness 4 Less’ and ‘Pure Gym’ both require sites of between 15,000 – 20,000 sqft within the Watford area, indicating opportunities for new budget concepts to be introduced to the market in this location.
4.34 In terms of planning for further facilities, we recommend that health and fitness clubs should be directed to the town centre in the first instance, as part of more comprehensive mixed-use schemes. The potential for new facilities and private sector investment can be facilitated through flexible town centre policy options, particularly with a view to the new budget operators looking to expand.
Leisure Expenditure Projections
4.35 The Experian ‘E-marketer’ report calculates annual consumer leisure expenditure per person on leisure and recreation goods and services (2008 price base), based upon a demographic profile of the catchment area. Leisure expenditure as defined by Experian includes recreation and sporting services, cultural services, games of chance and bars/restaurants.
4.36 We have projected available per capita up to 2025, based on the population projections from the study areas and assumed an ‘ultra long term’ growth rate in available expenditure of 2% per annum
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for leisure goods. This ‘ultra long term’ growth rate figure is derived from Experian Business Solutions. . Given the extensive area covered by the Watford survey area, we have used only the core zones (Zone 1 – 6 and 14) surrounding Watford town centre; these are the zones which we consider Watford should realistically be capturing leisure expenditure from. Our expenditure projections are provided at Appendix 2, whilst Plan 7 illustrates Watford’s core catchment area for leisure expenditure from the Watford Retail Study.
4.37 The annual average consumer expenditure per person on leisure goods in the catchment is currently estimated to be £1,972 (2008 prices). Per capita expenditure is projected to increase by £2,761 by 2025 (see Table 4.5 below).
Table 4.5: Per Capita Leisure Goods Expenditure Adjustments – Total Study Area
2010 (£) 2015 (£) 2020 (£) 2025 (£)
2,052 2,265 2,501 2,761 Source: Experian Business Solutions, Emarketer, 2010
4.38 If we apply the per capita goods expenditure to the total population of the core catchment area, it highlights that there is currently £472.9m available leisure expenditure in the catchment area. This is expected to rise to over £680m by 2025 (Table 4.6).
Table 4.6: Total Leisure Expenditure – Core Catchment
2010 (£000) 2015 (£000) 2020 (£000) 2025 (£000)
472,862 533,894 603,157 680,196 Source: Experian Business Solutions, Emarketer, 2010 / (Core Catchment : Zones 1-6 & 14)
4.39 Based on this information we expect available expenditure within the survey area to increase by 30%. This demonstrates strong growth in the leisure sector, sufficient to support further leisure facilities which should come on-line alongside improving and enhancing existing facilities. The existing designated centres in the Borough, particularly Watford town centre, should remain the main policy focus for leisure growth.
4.40 It should also be pointed out that this assessment does not factor in the likely leisure expenditure available from beyond Watford’s core catchment area, including the spend generated from workers/visitors who could, if the right facilities were available, opt to stay in Watford beyond their working day or shopping trip.
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Watford Borough Council PPS4 Compliant Assessment September 2010
The Evening Economy
4.41 The pub industry continues to suffer from the recession with a record number of pub closures across the UK as a direct consequence of a decline in both drinks sales and rental revenues. Other factors such as competition from the supermarkets, changes to licensing legislation and the smoking ban have further compounded the problems faced by many operators. Many of the large national pub chains have faced difficulties and there have been many cases of administration. However, this has meant that smaller multiples have been able to acquire premium sites at bargain prices and value led brands such as JD Wetherspoon have achieved significant sales growth and continue to expand.
4.42 It is generally considered that the recession has brought mixed fortunes for the restaurant sector. The main casualties appear to have been from the more exclusive end of the market, as well as smaller companies with less established brands. Many companies owning multiple brands have announced stable results and are seeking to trade through the uncertainties by offering heavy promotions and discounts. The fall in property prices has also provided an opportunity for stronger niche operators to expand their brands as they have been able to negotiate substantial discounts on rents and landlords have been offering attractive incentive packages to help fill vacant units.
4.43 For families in particular, going out for a meal has become too expensive, and many have switched to staying at home with a takeaway which has increased sales for businesses such as Domino’s. There has also been a surge in ‘all-you-can-eat’ style restaurants which are aimed at offering value for money for lower income families. The Taybarn brand owned by Whitbread is currently trading very strongly and the brand is pursuing aggressive openings.
4.44 The 2010 in-centre survey results reveal that nearly half of the 200 respondents (49%) ‘never’ visit Watford town centre during the evening to eat or drink. 20% of respondents cited that they eat or drink during the evening in Watford ‘less than once every 6-12 months’. 10.5% cited ‘once every 1-6 months’, 9.5% cited ‘once a month’ and 5% cited ‘once every 6-12 months’. These results indicate that a high number of respondents do not frequently visit Watford town centre supporting evening economies.
4.45 The 2010 telephone survey results indicate that between 20% and 70% of the market share in terms of eating out is attributed to locations in Watford, with the highest percentage from respondents located closest to the town centre. High levels of market leakage were noted to neighbouring areas such as Rickmansworth (up to 30% market share in zone 6), with up to 18% favouring St Albans (predominantly zone 4), up to 10% choosing Hemel Hempstead and a further 11% favouring Central London. A high proportion of respondents (20% to 25% across the study area) either didn’t know or chose to eat out at varying locations. The results also indicate a qualitative and quantitative need to improve Watford’s evening economy, particularly with a view to promoting family orientated options, a recommendation shared with the 2010 Retail Study.
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Watford Borough Council PPS4 Compliant Assessment September 2010
4.46 Footfall in locations such as The Parade, increases significantly in the evenings, with the abundance of drinking establishments in this location. Watford has a healthy provision of nightclubs within the town centre, comprised of 5 nightclubs: Area, GEM, Rehab Bar, Vodka Revolution and Velvet Goldmine. As well as Jongleurs Comedy Club. Up to 70% of survey respondents visit Watford for pubs and clubs, with the proportion of respondents within the inner zones of Watford being the highest. St Albans and Central London are the next most popular destinations, attracting a market share of up to 16% and 18% respectively. The concentration of pubs and clubs in the northern area of the town centre ‘The Parade’ results in a poor footfall during the day but a significantly increased footfall during the evening. In spatial planning terms, it is often practical to focus these uses in secondary areas of the town to aid with town centre management and create a destination that is able to support evening and night-time economy uses.
4.47 There is scope however, to promote a greater mix of uses in this location to retain footfall during the day and improve the vitality and viability of the town centre in this location. It is also noteworthy that no drinking operators currently have any requirements in Watford. We would recommend future planning policy frameworks and allocations focus on enhancing these current areas of nightclub activity, whilst promoting new areas for more eating and family friendly destinations to ensure the maximum mix of uses and increased visitor numbers.
Restaurant/Café Expenditure
4.48 The 2010 in-centre survey results reveal that only a quarter of the 200 respondents (26%) ‘never’ visit Watford town centre during the day time to eat or drink. 20% of respondents cited that they eat or drink during the evening in Watford ‘less than once every 6-12 months’. 15% cited ‘once every 1-6 months’, 14.5% cited ‘once a month’ and 9% cited ‘once a week’. These results indicate that a higher number of respondents visit Watford town centre restaurants during the day time rather than the evening.
4.49 According to Experian Business Solutions (2006) the average person spends £1,106 per annum in restaurants/cafes. Experian also estimate that people’s average likely spend on leisure goods such as eating out increases by 2.1% each year. Watford’s population is slightly above average with a total spend of £1,194 per annum per person. Currently, the total spend available for restaurants/cafes in the Watford area is £286.3m, increasing to £411.8m by 2025, as identified in Table 4.7 and Appendix 2. This is a strong level of growth and we recommend that this is directed towards town centres first in accordance with national planning policy. As discussed above, this level of expenditure could be increased if workers and visitors from beyond the core catchment were factored in.
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Watford Borough Council PPS4 Compliant Assessment September 2010
Table 4.7: Restaurant/Café Expenditure Forecasts based on core catchment (Zones 1-6 & 14)
2010 (£000) 2015 (£000) 2020 (£000) 2025 (£000)
286,307 323,260 365,198 411,843 Source: GVA Grimley 2010, Appendix 2. Experian Business Solutions, E-marketer 2010.
4.50 Research indicates that mixed-use town centre schemes can comprise a significant quantum of A3, A4 and A5 floorspace to complement the wider retail, office and residential offer. Given best practice, the growing trend towards mixed-use schemes and evidence of strong growth in this sector, it is usual to assume that comparison goods retail schemes will comprise circa 15% of leisure floorspace (i.e. Use Class A3/4/5 eating and drinking). Whilst this is a relatively crude assessment, it provides an indication of the level of café, bar and restaurant floorspace which could be provided.
4.51 The broad 15% indication for additional leisure provision would be in addition to the comparison floorspace figures identified in the Watford Retail Study 2010. It is possible that commercial demand could mean the scope for leisure provision such as restaurants is higher, particularly if the centre lacks a good array of A3 provision, which is evidently the case in Watford.
4.52 Clearly the profile of the catchment population, in relation to the proportion of ABs (professional / managerial socio-economic groups), will determine the location, scale and quality of restaurants/cafes in the catchment area. An assessment of current requirements from eating and drinking operators, derived from the Focus database, indicates the following requirements for Watford:
Table 4.8: Requirements from Eating and Drinking Operators in Watford Operator Requirements (sq ft)
Strada 2,750 – 5,000
Noodle Nation 2,500 – 3,500
Taco Bell 750 – 1,000
Pret a Manger 120 – 500
Costa 1,200 – 1,800
Crepeaffaire 580 – 1,000
Brioche Doree 500 - 150 Source: Focus Retailer Requirements
4.53 Such operators will help to attract more people to Watford town centre in the evening to help develop a more family friendly destination for eating out. An increased provision of restaurants/cafes could be linked with other associated leisure uses such as cinemas or theatres, as part of a comprehensive mixed use development. It is likely that standard mainstream restaurant chains will be achievable
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within Watford. However, further commercial demand analysis would need to be carried out to properly ascertain the standard of facilities likely to be viable, and this will of course depend on the current economic climate at the time the development is likely to be let.
Theatres and Cultural Venues
4.52 Theatres are primarily part of the evening / night-time economy within town centres and generally attract comparatively few people in the day-time. However, as part of the evening / night-time economy, theatres have the ability to act as a hub to wider cultural activities. These can also bring the well-behaved, comparatively mature audience into the town centre as a night-time civilising influence.
4.53 There are three theatres in Watford illustrated at Plan 5; the Pump House Theatre & Arts Centre, Watford Colosseum and Watford Palace Theatre. There are limited theatres in the surrounding sub- region, with the nearest being the Radlett Centre 5 miles west of Watford and further provision at St Albans. Indeed, the 2010 household survey indicates that between 38% (zone 1) and 81% of respondents (zone 14) choose to travel to Central London for the theatre, with Watford the second most popular destination with between 10% (zone 6) and 57% (zone 1) of the market share. This is not surprising due to Watford’s proximity to London with good transport links into London’s West End, where the variety and quality of performances is likely to be significantly higher and more diverse than that available in smaller local theatres.
4.54 Watford’s theatres vary in scale providing 124 seats at The Pumphouse, whilst the Palace Theatre seats 607. The Watford Colosseum is currently closed for major £5.5 million refurbishment and will eventually provide a 1,398 seat venue for Watford in 2011. The reopening of this venue may well change consumer choice, subject to the variety and quality of performances to be housed at this venue. In comparison with other surrounding locations Watford has the significant market share for theatres in the sub-region, with the next most popular being St Albans with an average of only 2% of the market share.
4.55 As a result of the cultural and artistic facets of theatre productions, a person is more likely to travel to see a particular production, which some of the larger theatres are equipped to attract and successfully stage for long periods. Therefore, to ensure that the influence of London’s West End does not grow to the detriment of businesses and vitality and viability of the cultural offer in Watford borough, it may be necessary to improve both the quantum and range of cultural facilities for both local residents and visiting tourists. The accessibility and range of theatres within the London West End ‘Theatreland’ 4 will consistently attract visitors from a very wide catchment with visitors travelling from around the world to visit London’s West End. However, there is currently un-met demand in the Watford borough area, resulting in significant numbers of people travelling to London. This is contrary
4 Comprises approximately 50 theatres with a vast range of facilities and productions.
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Watford Borough Council PPS4 Compliant Assessment September 2010
to the general level and thrust of planning policy at all levels, which seeks to ensure sustainable patterns of growth and movement within development.
4.56 The reopening of the Watford Colosseum, anticipated in 2011, will enable a wider range of productions and formats of culture and arts performance to be staged within Watford Town Centre. We would expect this to significantly enhance the capacity for Watford to stage a broader range of productions, thereby leading to a greater retention of market share from within its catchment. Given the large seating capacity and lack of similar scale facilities in the wider region, the Colosseum also has the capacity to attract larger pre- and post-West End productions, which has the potential to increase visitor numbers from outside the survey area.
4.57 Regular monitoring of the performance and role of that this venue plays in the leisure and cultural economy of the borough will be important to review how the Colosseum performs and whether the varied formats of productions are able to claw-back numbers of visitors from other centres.
Hotels
4.58 The UK Hotel Market is led predominantly by large brand names, the top five of which are Holiday Inn, Travel Inn, Hilton, Travelodge and Thistle (Mintel Research 2002). The economic downturn has seen a number of changes in the hotel industry, with a number of niche luxury hoteliers suffering from loss of trade, with some, such as City Retreats entering administration in 2009. The Real Hotel Group offering a variety of hotel concepts from premium economy to luxury brands also entered administration in 2009. The main group operators have remained strong throughout, with a recent report from EGi 5 stating that hotel investments have increased 6% year on year in 2010 with the potential to double by the end of the year.
4.59 The big hotel chains are having to remain innovative to survive in a difficult market, with many moving into the ‘boutique’ hotel market in Europe 6, by creating ‘individual and usually luxurious outlets’, including Spa style hotels that enable companies to boost revenue per room. An example of such is InterContinental Hotel Group’s ‘Hotel Indigo’ which opened in London Paddington in 2009.
4.60 Overall, there are 16 hotels within the Watford borough. Three of these are 4 star rated establishments, with the remainder budget style 3 star hotels (Plan 6). The qualitative assessment indicates a good provision of basic 3 star hotels. Big brand names including Premier Inn, Travelodge, Hilton Hotels and Holiday Inn Express are all located within the borough making use of both town centre locations and a strong presence on main transport routes linking to the M25 and M1, as well as ease of access to London including all major London airports via Watford Junction.
5 EGi News: ‘JLL: Hotel transaction volumes could double by year end’ (28 July 2010) 6 Reuters: ‘Giants muscling into boutique hotel niche’ (January 2009)
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Watford Borough Council PPS4 Compliant Assessment September 2010
Table 4.9: Hotel Provision, Watford (locations listed by increasing distance from town centre)
No. of Star Location Hotel Postcode rooms rating Town Centre Travelodge WD18 0PA 130 3 Edge-of-Centre Travel Stop Inn WD18 0JF 26 3 Edge-of-Centre Best Western White House Hotel WD18 0JF 59 3 Edge-of-Centre Jurys Inn WD17 1JA 216 3 Out-of-Centre Premier Travel Inn WD17 2NJ 105 3 Out-of-Centre Park Inn WD17 1RN 100 3 Out-of-Centre Bedford Arms WD17 4PT 14 4 Out-of-Centre Holiday Inn Express WD17 1UE 98 3 Out-of-Centre Wellington Arms Hotel WD17 1PA 15 3 Out-of-Centre Hilton International WD24 4QQ 200 4 Out-of-Centre The Phoenix Lodge WD24 6PE 14 3 Out-of-Centre Hilton Hotel WD25 8HA 201 4 Out-of-Centre Ramada Watford WD25 8JH 218 3 Out-of-Centre Premier Inn WD25 9JN 121 3 Out-of-Centre Premier Inn WD25 0LH 45 3 Out-of-Centre De Vere Venues Hunton Park WD4 8PN 60 3
4.61 It is evident from Table 4.9 that only one out of 16 hotels (Travelodge) is located within the defined town centre boundary, and three hotels (Travel Stop Inn, Best Western White House Hotel and Jurys Inn) are located in more edge-of-centre locations (as identified in the Watford Proposals Map as part of the Watford Local Plan 2000). There is clearly a lack of town centre hotel provision, and a lack of 4 star hotels within the Borough, which provides scope for further town centre hotel development to serve the strong office community.
4.62 Watford has a good provision of standard hotel provision from big name brands. There may however be scope to expand the hotel offer to provide the more niche hotel concept discussed above and seen elsewhere in the UK. In order to assess the demand and likely success of such a venture however, we would recommend a further more detailed gap analysis study into occupancy rates at existing hotels in the borough to identify specific need in any category where occupancy levels are above optimal levels.
5. LEISURE COMMITMENTS
5.1 There are just three leisure commitments identified in the Borough as listed below.
• Watford Colosseum (ref: 09/00875/FUL) – Full planning permission for the demolition of existing single storey extensions and erection of part single, part 2-storey extension, internal refurbishment and external works at the Colosseum on Rickmansworth Road, Watford. Expected to be delivered by Spring 2011.
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Watford Borough Council PPS4 Compliant Assessment September 2010
• Bingo Hall (ref: 09/00437/COU) – Planning consent for a change of use of an existing amusement arcade on Watford High Street to a bingo hall. This extant planning permission expires in 2014.
• Redevelopment at High Street/King Street, Watford (ref: 10/00385/FULM) – Erection of 3 storey buildings at 132-136 High Street and 3-9 King Street to providing 2,533 sqm retail and restaurant uses on the ground floor, with residential uses above. Application approved 19 July 2010.
5.2 Additional leisure commitments of relevance within the sub-region, which may be important within the context of predicting future patterns of expenditure within the leisure sector are listed below:
• Extreme Sports Centre – Jarman Park, Hemel Hempstead (ref: 4/01533/09/FUL). Application approved for construction of extreme sports facility, comprising covered skatepark, climbing wall and exercise studio, with ancillary facilities on 10 December 2009.
• Restaurant & Leisure Centre – St Albans (ref: 5/2009/2520). Application approved for change of use of Victoria Works and Link Building from Class B1 (light industrial) to Class A3 (restaurant) with first floor extension to Link Building and change of use of Leyton Hall from Class B1 (light industrial) to Class D2 (assembly and leisure). The exact nature of the leisure uses proposed is not specified and is to be left to the market. The application was approved on 9 March 2010.
• RAF Uxbridge– Uxbridge (ref: 585/APP/2009/2752) Outline planning application has been submitted to Hillingdon Council for the redevelopment of the RAF Uxbridge site to extend the town centre. The application includes plans to provide a new 1,200 seat theatre including ancillary café/restaurant and a 90 bedroom hotel. The application was validated 12 January 2010.
• Brent Cross Cricklewood – Planning permission was granted in 2009 for the development of a new town centre at Brent Cross. The scheme is for a mixed use development, primarily retail, residential and commercial led. There will also be significant leisure provision, including additional leisure floorspace (Use Class D2) of 26,078 sqm and hotel (Use Class C1) of 61,264 sqm. Leisure uses are expected to include a sports and leisure centre and a cinema alongside cafes and restaurants.
6. SUMMARY / CONCLUSIONS
6.1 Our assessment of the commercial leisure sector in Watford indicates a reasonable range of some of the Borough’s commercial leisure facilities, with much of this being focused within Watford town centre and to the north at Woodside Leisure Park. The town centre benefits from a range of facilities in terms of restaurants, bars, clubs and theatres, however it lacks in family orientated activities such as cinemas and bowling alleys which are located out of town at Woodside.
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Watford Borough Council PPS4 Compliant Assessment September 2010
6.2 The town centre would benefit from a diversification of evening economy uses to provide high quality leisure development to complement the existing retail offer and contribute to maintaining and strengthening Watford’s role in the regional leisure economy. This will have the effect of attracting a new mix of visitors and increasing frequency of trip and overall.
6.3 The town centre has a strong night-time economy, particularly the northern areas of The Parade, where the town’s clubs and bars are concentrated. However, there are pockets of high leakage in terms of theatres and restaurants. This may be due in part to the nature of the demographic attracted to bars and clubs. Thus again, the town centre may benefit from attracting more cultural and family orientated leisure outlets. The Council’s theatre offer is due to be significantly improved with the reopening of the Colosseum in 2011, which will see a broader range of theatre facilities to enable a broadened range of productions to be staged within the town. In addition, the town centre would benefit from a wider range of leisure activities including a cinema, bowling and sporting activities such as those on offer at Jarman Park in Hemel Hempstead.
6.4 Our cinema modelling indicates that there is currently a need for 6 additional screens within the Borough. Whilst this capacity is not significant, there is a clear gap for cinema provision within the town centre, particularly for screens providing the latest in 3D technology to compete with surrounding facilities including Harrow and Hemel Hempstead and retain shoppers within the town centre into the evening.
6.5 Similarly, the Hollywood Bowl at Woodside Leisure Park has a strong market share within the survey area suggesting scope for additional facilities within the town centre, again to retain shoppers into the evening and diversify the evening economy.
6.6 We have identified potential capacity for a range of additional leisure uses to come forward within the town centre. Whilst one of the key drivers in the commercial leisure sector will always be market demand, a formulation of flexible site and policy allocations can assist in facilitating investment and encouraging a greater mix of uses.
6.7 The Council will need to be proactive in identifying sites for main town centres uses following the sequential approach to site selection. The threat to Watford is the growing competition from nearby destinations in the sub region which are seeking to improve their leisure offer i.e Brent Cross, whilst there is also new competition in the form of the recent development of Westfield in West London.
26
PLAN 1
WATFORD EXISTING LEISURE PROVISION: CINEMAS
PLAN 2
WATFORD EXISTING LEISURE PROVISION: BOWLING
PLAN 3
WATFORD EXISTING LEISURE PROVISION: BINGO
PLAN 4
WATFORD EXISTING LEISURE PROVISION: HEALTH AND FITNESS CENTRES
PLAN 5
WATFORD EXISTING LEISURE PROVISION: THEATRES
PLAN 6
WATFORD EXISTING LEISURE PROVISION: HOTELS
PLAN 7
WATFORD’S CORE CATCHMENT AREA
APPENDIX 1
WATFORD CINEMA CAPACITY
WATFORD BOROUGH COUNCIL WATFORD COMMERCIAL LEISURE ASSESSMENT
Table 3 - Cinema Capacity 2010
No of Screens
Total UK population per screen (2010) 17,785 Catchment Population 230,000
Number if Watford BC to match UK average 12.9
Total number of screens needed 2010 4.93
Table 4 - Cinema Capacity 2015
No of Screens Total UK population per screen (2015) 16,576 Catchment Population 236,000
Number if Watford BC to match UK average 14.2
Total number of screens needed 2015 6.24
GVA GRIMLEY Table 5 - Cinema Capacity 2020
No of Screens Total UK population per screen (2020) 15,822 Catchment Population 240,000
Number if Watford BC to match UK average 15.2
Total number of screens needed 2020 7.17
Table 6 - Cinema Capacity 2025
No of Screens Total UK population per screen (2025) 14,796 Catchment Population 246,000
Number if Watford BC to match UK average 16.6
Total number of screens needed 2025 8.63
GVA GRIMLEY
APPENDIX 2
LEISURE EXPENDITURE
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