WatfordWatford CulturalCultural Plan:Plan: ActionAction PlanPlan andand NeedsNeeds AssessmentAssessment
July 2011
•tomtom fleming fleming / creative / creative consultancy consultancy / / 1 Foreword
On behalf of the Cultural Leaders’ Forum, I am delighted to present this Five Year Action Plan for the cultural rejuvenation of Watford.
We have explored the role that culture and creativity play here, with a focus on how they can contribute to the process of change across the town centre, as well as the broader community and economic impacts for the borough as a whole.
It is clear that the range of cultural assets in Watford would be the envy of a much bigger town or borough. We should take pride in our excellent arts and entertainment venues, teaching facilities, first class expertise and talent.
The message of this report is that strategic action and close collaboration are the key to maximising Watford’s cultural potential still further. We have exciting opportunities brought by new facilities such as the West Herts College Campus, the Palace Theatre Digital Screen, the Colosseum and the Warner Bros Leavesden film studios.
I would like to thank the many local organisations, businesses and individuals who contributed their valuable insights and experience to the report and the Cultural Leaders’ Forum for steering its production so enthusiastically and agreeing to oversee its delivery over the next five years.
Here’s to the future!
Dorothy Thornhill Elected Mayor of Watford
• tom fleming / creative consultancy / 2 This report has been written by Andrew Erskine, Tom Fleming and Tracey Gregory from Tom Fleming Creative Consultancy. Research support was provided by Rosalyn Benjamin, Nneka Ugboma and Trends Business Research.
• tom fleming / creative consultancy / 3 Contents Executive Summary 3 1. The Role of Culture in Watford 7 1.1 A Cultural SWOT for Watford 10 1.2 Achieving Balance – Some Key Principles for Watford 11 2. Four Cultural Development Themes for Watford 12 2.1 Balanced Watford 13 2.1.1 Watford’s Creative Economy 14 2.1.2 Watford’s Night-time Economy 16 2.2 Accessible Watford 18 2.2.1 Improving Accessibility: Opportunities for Watford 19 2.3 Talented Watford 20 2.3.1 Nurturing Talent & Supporting Creative Business 21 2.4 Participating Watford 22 2.4.1 Building Cultural Participation in Watford 23 3. A Five Year Cultural Action Plan for Watford 24 3.1 Actions for a Balanced Watford 25 3.2 Actions for an Accessible Watford 27 3.3 Actions for a Talented Watford 29 3.4 Actions for a Participating Watford 31 Appendix A: Consultees 33 Appendix B: Literature Overview 40 Appendix C: Legible Cities 41 Appendix D: Local Participation 42 Appendix E: Watford’s Creative Industries 51 Appendix F: Watford’s Night-time Economy 63
• tom fleming / creative consultancy / 4 Executive Summary: This report is written for Watford Borough Council by Tom Fleming Creative Consultancy (TFCC). The Report and its accompanying papers are based on a Watford – a Balanced Town process of intensive consultation and partnership development. The TFCC team (Tom Fleming, Andrew Erskine, Tracey Gregory, Nneka Ugboma and Rosalyn for Culture and Creativity Benjamin) has worked closely with Watford Borough Council and stakeholders across the town and wider region to co create a clear role for culture and creativity in Watford and to identify a set of practical interventions that will maximise the positive value they have for the town as it changes over the coming years.
Through a series of workshops, interviews, and practical planning meetings, we have worked to develop a 5-year Cultural Action Plan for Watford.
Overall, a package of three papers (inclusive of this Report – Paper 1 ) form an overview of:
The current profile and dynamics of the cultural and creative sector in Watford. This includes analysis of the size and scope of the cultural and creative business sector in Watford to provide an assessment of the potential for growth to inform planning and policy development. See Paper 2 for a detailed profile of Watford’s Creative Economy.
The profile of Watford’s night time economy, showing how the night time offer of the town has changed in recent years. This includes an assessment of dynamics of the three night time economy sub sectors – drink led, food led and entertainment sectors. See Paper 3 for a detailed overview of Watford’s night time economy.
The distinctive role that culture and creativity play across Watford, including current audience and participation behaviour, and how culture and creativity impact on economic development, community engagement, planning and of course their contribution to the identity and life of the town. This Report explores the role that culture and creativity play here, with a focus on how they lead processes of regeneration and change across the town centre as well as a broader economic impact for the Borough as a whole. • tom fleming / creative consultancy / 5 i81
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• tom fleming / creative consultancy / 6 Slide 6 i81 Page 6, Para 3, last sentence. Reads "to succeed, this report will need support and animation from the all the Cultural ..... ". Delete "the"? insitets, 05/10/2011 i82 Page 6, column 2, final para, final sentence. Delete "Cabinet". Change "proposed" to "proposes"? insitets, 05/10/2011 Building from existing commitment While this new Report is concerned with culture and creativity across the whole Borough of Watford, much of its concern is with how culture can help in the regeneration and improvement of the town centre. In particular how culture can help make the town centre more appealing for residents and visitors through a broader day and night time offer.
Correspondingly, this Report and the consultations that have underpinned its development seek to address issues to do with promotion, inward investment and attracting businesses, improvement to the built environment, tackling the problem of excessive night time drinking at the expense of other activity, and making the city centre more balanced and appealing to all sections of the community.
In doing this it connects with existing activity such as the business driven Watford For You programme and the policies and strategies such as the Economic Development Strategy. It coincides with real innovation in creative projects – such as the rise of pop up arts and cultural activities in under used retail spaces. It also comes at a time that the Borough is finalising its Core Strategy, which would benefit from a stronger cultural emphasis.
Therefore, this Report recognises that much is already underway here, but it also challenges partners to acknowledge that much is still to be done if Watford is to become a compellingly cultural and creative town that maximises its existing assets and bridges gaps in provision and opportunity.
• tom fleming / creative consultancy / 7 The Five Year Cultural Action Plan for Watford However, it is made clear throughout this Report and in the This Report culminates in a Five Year Cultural Action Plan. This Action Plan that it is unlikely Watford will grow to become a is positioned to develop vision, cement partnership, widen the cultural centre of national significance. It lacks the scale and is ownership of the cultural asset base of Watford. It identifies how too close to London for such a role. to maximise the town’s potential and build on its already considerable asset base. There are significant opportunities and However, through better use of existing assets, more effective challenges here. coordination, and an approach to culture that unites different uses and aspirations, Watford can become a more balanced This is because: town for culture and creativity with a regionally - The range of cultural assets across Watford would be the significant offer. This is a town that has a more open and envy of a much bigger town or Borough. All the elements inclusive cultural offer; where the night time economy is enjoyed exist that are needed to make it a great place for culture: location, by a more divers profile of the town’s communities, and where transport, robust private sector economy, cultural attractions, Culture provides the ‘oil and glue’ for much that is currently excellent educational offer, strong communities, good shopping under developed and disconnected. offer, vibrant sports clubs, buzzing night time economy. This presents a challenge for Watford – to make better use of its mix of This Report sets out an agenda for this opportunity to be assets and engage different communities so that the role and realised. profile of Watford as a place for culture is better understood.
Watford is also a place of significant cultural potential from the fantastic new creative and media facilities at West Herts College to the nationally significant Warner Bros £150 million investments in nearby Leavesden Studios; from the strong grassroots cultural activities such as those supported by the Newton Price Community Centre, to the pioneering ‘pop up shop’ programme being developed by Watford Borough Council. It is clear that with a joined up approach that builds from existing strengths, majors on the passion and commitment that is already on show, and locks into emerging strategic opportunities, then Watford can genuinely be an excellent place for cultural development and a serious town for creative business.
• tom fleming / creative consultancy / 8 1. The Role of Culture in Watford – Urban, diverse and youthful Watford The borough of Watford is located in south west Over the last decade, investment in the cultural and wider Hertfordshire and is the most diverse as well as the liveliest infrastructure landscape of Watford has been significant: the district in the county. It is the centre of a sub region, task now is connecting it more effectively, further animating serving around 960,000 people who live within 20 minutes the cultural life of the town, and building a more sustainable travelling time. and resilient approach to cultural development. The borough virtually doubles its population each day as Indeed, despite improvements in infrastructure and people visit Watford for shopping, work, education, health heightened awareness regionally and nationally of the value and leisure. It has excellent transport links with easy access to the M1, M25 and M40 and stations on both the mainline of culture and creativity to economic development and into Euston and the Metropolitan Underground Line. planning, Watford is still not generally perceived as a great place for culture. Correspondingly, it is not widely recognised Watford is predominantly urban, with pockets of open as a great place to live, work or visit. spaces. It is a compact borough with 79,700 people living in an area of just 21 square kilometres making it the most Yet even at this time of economic down turn and public densely populated district council in England. expenditure cuts, Watford can develop a role for culture that gives it renewed energy, distinctiveness, confidence, Its population is diverse with 23.5% of residents members cohesiveness and competitive edge. With such a youthful and of an ethnic group other than White British, compared with st diverse population; fantastic learning and education facilities; 12.5% nationally. It is 41 out of 408 districts in Britain for ethnic diversity. The four largest groups other than White an improving public realm; increasingly open and innovative British are other white (4.8%), Pakistani (4.5%), Irish cultural infrastructure; an emergent mix of energetic creative (2.5%), Indian (3%) and Black African (1.8%). It has a businesses; Watford can play from its strengths to become a relatively young population, with an average age of 36.7 far more culturally significant town and a town that maximises years. The demographic profile is heavily skewed towards the role of culture for a set of strategic agendas. the 0 14 and 25 44 age groups. By 2026 the projection is that the population will rise by 9.8%, but the percentage of However, this will require substantial vision, appetite, and a 65+ will rise by 24.8%. new level of partnership. It will also require that partners across Watford are more accepting of the challenges and limitations that the town faces and more vigorous in their joint pursuit of opportunities. This means facing up to the current under appreciation of what Watford has to offer and transforming challenges into opportunities.
• tom fleming / creative consultancy / 9 Our research and consultation has identified a set of factors which contribute to this under appreciation of Watford: Watford – Improving the Cultural Assets − Locational and identity factors: Watford operates at once as a Examples of the recent and ongoing growth and development of distinctive town built on a heritage of independence as a free standing the cultural offer in Watford include: place, but its proximity and connectivity to London, through the The new West Herts College campus in Watford – with its industry northern outer London suburbs, make it more difficult to develop a standard creative and media facilities and rich mix of creative and distinctive cultural offer or to be visible amidst the wider cultural media courses. dynamism of a global creative city. The refurbishment and development of Watford Palace Theatre, which has developed to become one of the leading producing − It also means Watford is vulnerable to ‘leaking cultural theatres in the region. assets’ – e.g. audiences for culture travelling to central London or creative businesses commuting to more substantial clusters of creative Relocation of Rifco Arts, the renowned British Asian Theatre company, from Slough to Watford Palace Theatre. activity elsewhere. Achieving a balance where the influence of London – scale, markets, global connections, brand – is levered as a positive The refurbished and soon to re open 1398 seat Colosseum, providing 150 music, theatre and entertainment performances each for Watford, presents a major challenge and opportunity. year is a major cultural asset for the town. −Physical Planning factors: Watford, like many towns of its size, The BBC Concert Orchestra relocating its base to the newly does suffer from the planning mistakes of the past. A complex and refurbished Colosseum. disjointed urban layout, congestion, unwelcoming gateway points, The ongoing improvements to the public realm, which are helping areas of mundane public realm, and the obsolescence of infrastructure to connect the cultural assets of the town, improve the quality of the built environment and enhance the profile and confidence of – such as outmoded offices – make a positive cultural offer harder to Watford. deliver and sell. However, as will be shown, cultural activities and Growth in community cultural activity – from Watford Live! to the infrastructure can play a key role in ameliorating some of these issues. use of Watford Market and pop up shops to showcase local talent. −Cultural Planning factors: There is an overall lack of cohesion Warner Bros investment in Leavesden film studios with the forthcoming Warner Bros Studio Tours – The Making of Harry between the different elements that make up Watford’s cultural Potter and wider developments of the film studio facilities ecology and creative economy. Collaboration and partnership are themselves. underdeveloped, creative businesses are not effectively networked Improved partnership working evidenced by the Cultural with each other or to other assets in the region, and the town centre Leaders’ Forum, the Steering Group for this project and the does not connect effectively with the neighbourhoods as a stage for Watford for You initiative. cultural development.
• tom fleming / creative consultancy / 10 −Brand and reputation: Almost as challenging as negative perceptions, for many people Watford lacks a clear and distinctive identity. There is no simple story to describe the town, confidence is low in articulating Watford’s strengths, and there is a gap between some previous branding exercises and the ‘real reputation’ of the town.
If Watford is to make the most of its existing strengths and address some of its more challenging features, culture must play a role. By positioning the town’s cultural infrastructure to the heart of strategic planning and place shaping agendas, by embracing cultural activities as a means of connecting communities and enhancing the physical landscape of the town, and by supporting creative businesses to flourish, Watford can develop as a much more confident, distinctive and liveable town.
This is not to say Watford will develop as a nationally significant centre for culture and the creative economy. Rather, it can become a regionally significant centre if it plays to its strength, expresses more confidence and swiftly exploits opportunities as they arise.
A Balanced Cultural and Creative Town? The starting point here is to work existing assets more effectively and support them to become more integrated and balanced. Currently, as we will show, Watford is not a ‘balanced town’ – its strengths tower over its weaknesses and for every asset a gap can be identified. We want Watford to become a balanced cultural and creative town. In the following SWOT analysis, we provide an ‘aerial view’ of the role of culture and creativity in Watford, evidencing the imbalance and pointing to where balance can be achieved:
• tom fleming / creative consultancy / 11 1.1 A Cultural SWOT for Watford Weaknesses −‘Brand Watford’ : the town is not associated with being a cultural hotspot Strengths or creative hub; and it is perceived to have a weaker cultural offer than Cultural institutions/organisations – especially the Palace Theatre, neighbouring towns – e.g. St. Albans. Colosseum and BBC Concert Orchestra. This includes an existing audience for −Under developed creative industries base – particularly content culture and the reputational value of these organisations. businesses. − Community arts organisations/venues – principally the Pump House, −The town centre – fragmented, too often ‘mundane’, lacking ambience Newton Price Centre, and many local and art form specific groups. for fun and culture. − Central Library −The gateways – off putting to visitors, and not linked to the rest of the − Green spaces (e.g. Cassiobury Park) town. − Catchment area, excellent transport links, proximity to London. − Perceived Lack of distinctiveness – e.g. relative to outer London. − Creative education provision – West Herts College, good schools with some − Historically underdeveloped strategic approach to growing culture. excellent cultural provision e.g. The Clarendon Muse and track record in adult − Connectivity between business, culture and educational providers is learning. emerging but still weak. − Diversity and youth of resident population – adding dynamism. − Lack of landmark high quality events outside of institutions. − Relatively affluent population. − Limited engagement with Watford’s diverse and youthful population in − Mix of cultural offer relative to the size of the town. cultural activity. − Density and footfall of town centre, with a strong retail offer. − Visual arts and crafts provision – e.g. different types of gallery space & − Fluidity of working population – not a dormitory, but an economic hub. platforms for professional work.
Opportunities −The BBC Concert Orchestra – world class, contemporary and now Watford based. Threats Funding cuts and squeeze for 5 years. −Watford Palace Theatre – as a gateway, digital production hub, focus for community engagement, and consistent deliverer of quality. − Underdeveloped alternative funding streams, especially in Creative industries business development. −The Colosseum – a scalable, smart, venue with broad appeal. −Community arts – reconnecting with the institutions, engaging with young −Other towns/areas not standing still continued pressure on audiences people and intergenerationally/interculturally, linking the neighbourhoods to and creative businesses to ‘look elsewhere’. the town centre. − Consumer spending will be squeezed further next year. −Ongoing physical change creating new spaces for culture. − Underdeveloped links between communities and town centre – − Watford For You – building on this emerging brand for Watford. perpetuates fragmentation. − Leavesden Studios – as a centre for Cultural consumption (the Warner Bros − Failure to collaborate and make the most of asset base – e.g. the role of Studio Tour) and production (film) and inward investment lever Warner Bros educational facilities and local talent for industry. working with Film London on inward investment for UK film. − Growth in Creative sector supported by Hertfordshire LEP and Watford BC through Creative Interest Network Group.
• tom fleming / creative consultancy / 12 1.2 Achieving Balance - Some Principle 1: Open Watford Key Principles for Watford Developing a spirit and philosophy of openness that permeates across the town. In practice this means: Our consultation has shown that Watford, as a balanced town for Developing open cultural institutions which connect more effectively with people culture and creativity, will have: physically and virtually. Connecting up institutions and providers through programmes, shared services and activities. A richer mix for its economic base. It will be home to more micro Focusing more closely on active engagement with audiences, enabling them to firms working across the creative and knowledge economy. It will have take part in culture in ways they want. a more diverse night time economy, with the town centre catering for Embracing the public realm as a stage / canvas for cultural activities. Increasing the legibility of the town, enhancing its gateways and connecting core different generations, genders and ethnicities at the same time. It will assets. develop more home grown talent, reducing its dependence on fleet of Brokering connections between different sectors and communities – encouraging foot ‘back office’ activities. collaboration. Principle 2: Excellent Watford A high quality and accessible public realm , with gateway points Excellence means providing cultural experiences which have real meaning and relevance to the audience, and a no compromise approach to quality. In practice more inviting, key infrastructure more effectively connected, and the this means: ‘between spaces’ (e.g. subways, empty shops) attractive, animated and Supporting and nurturing excellence where it currently exists. uplifting. Providing new platforms and new ways for people to enjoy excellent cultural provision. Providing connections between excellent cultural provision and community cultural provision – while understanding and celebrating the differences. A multi-use approach to public space and infrastructure , Realising that excellent experiences need the right setting, ambience and where different communities feel a sense of ownership for their town atmosphere. centre and its cultural infrastructure. Principle 3: Confident Watford Watford is a confident town, but this sense of confidence is not as visible or A clear and confident brand narrative – where the identity of pervasive as it could be. In practical terms, confidence means: Watford is collectively told and the cultural institutions, organisations Support and encourage culture at its most innovative, working in new ways and and creative businesses are given a starring role. allowing it to flourish to deliver across multiple agendas and in spaces and places across the town and Borough Be open to developing new narratives for Watford which place culture at the fore. Challenge assumptions that culture in Watford can’t at least equal that of other Of course this means much more effective partnership working and a places. commitment to utilising culture as a development tool for years to Engage talent to take the lead – in events, brand, delivery come. However, it also requires a strong and clear commitment to how Maximise opportunities such as the development of Leavesden Studios and the redevelopment of the Watford Junction Gateway developments – so they become culture is nurtured as an asset. These issues are further explored in the cultural opportunities with economic and social impact themes presented in Section 2. Overall, to be a truly balanced town Watford needs to adopt the three core principles outlined opposite:
• tom fleming / creative consultancy / 13 2. Four Cultural Development Talented Watford. As an increasingly youthful and diverse Themes for Watford town, Watford has an enormous under tapped resource: its creative talent. With major investment in West Herts College For Watford to genuinely thrive as a town with culture and creativity at adding to an already significant education and learning offer (e.g. its heart, a committed, integrated approach to development is through the schools and non formal learning), the opportunity required. Focusing on the town centre, but connecting assets and exists to develop a creative workforce, with Watford operating as opportunities across communities and with specific locations across a regional hub for the creative economy. This ranges from new the sub region (such as Leavesden), four development themes have creative business start ups to the supply of services to Leavesden been identified through the research and consultations as key areas Studios; from an active ecology of professional artists living and for action. Each of these should be underpinned by the three working in the town, to maximising the influence of Watford’s principles introduced in Section 1. Themes are then used in Section 3 cultural infrastructure as hubs for creative practice. to provide structure and focus to the 5 Year Action Plan for Watford. Participating Watford. For culture to have a positive and They are: sustained impact, we need more people taking part in cultural activities, we need more people to feel an ownership for and love A Balanced Watford. This is the primary development theme of the cultural organisations and infrastructure of the town, and because it attends to the current lack of balance in the economy, we need to secure deeper and more relevant relationships with cultural offer and wider sense of place in Watford. It refers, for those already active in culture. This means opening up culture example, to the fragmented and under developed creative economy, across the town – from the buildings to the streets. It also means the way the night time economy is currently skewed in favour of a establishing spaces and events where diverse communities can younger demographic which embraces high volume drinking, and the gather, connect and enjoy culture on their own terms. Without fragile independent retail offer of the town. Here culture can play a deeper and more extensive participation, culture led change will key role in re balancing Watford so activities are more inclusive and have a cosmetic rather than transformational impact. sustainable. We explore each of these themes in more detail to identify their Accessible Watford. This refers to the ways the town can be practical implications for Watford. opened up as a place to live in, work in, visit and take part. The public realm can be enhanced and invigorated through culture, cultural infrastructure can more effectively connect communities and link different areas of the town, and the brand narrative of Watford can be clearer, more distinctive, and led by culture.
• tom fleming / creative consultancy / 14 2.1 Balanced Watford Successful towns have a mixed and balanced ecology which means that anyone who lives, visits or works enjoys a place which meets their needs and desires. Commerce and creativity, cultural consumption and production, leisure and business need to co exist in a way where all can flourish in a sustainable way. Balance challenges in Watford include:
— Economic: The town hasn’t adapted or moved on enough from its dotcom heyday and financial services speculative office build. Currently the economy is too orientated to large back office infrastructure, and not enough towards emerging knowledge and creative economy.
— Night-time economy: Monocultural ‘vertical drinking’ dominates the town centre (particularly on the Parade). This is a common feature across many British towns, but if Watford is to achieve a level of ‘balance’, it needs to develop a complementary mix of ‘something for everyone’. The ‘corporate’ will relax into the ‘social’, for example, daytime workers will stay in the town for a meal, for a drink and/or to engage in cultural activities; commuters returning from London and elsewhere will not feel the need to urgently rush straight home; and other residents will feel a stronger sense of ownership for the town centre across different times of the day.
— Retail: Watford has strong representation from the multiple retail brands, but it lacks the independent, quirky and original. Watford market continues to struggle, and the town doesn’t provide the rich mix of animated cultural experiences seen as part of the retail experience elsewhere.
— Culturally: While there is much to celebrate, the cultural offer of Watford is under integrated into the town centre; the strong community scene – has limited connection to the main infrastructure; and the economic impact of culture has not been effectively measured or supported.
• tom fleming / creative consultancy / 15 Table 1: Creative sub sector strengths – percentage turnover Below we explore two elements critical to achieving real balance to of total creative sector Watford – the creative economy and night time economy. Each are so Sub-sector Watford St Albans Stevenage Herts UK influential to the profile and dynamics of the town because the former Advertising 5.3% 12.8% 7.1% 10.2% 16.9% relates to how culture is turned into economic activity and the second to Architecture 1.1% 2.7% 2.9% 2.3% 3.8% how culture is consumed and enjoyed. Art & Antiques 1.0% 1.1% 0.2% 1.0% 2.6% Crafts 3.5% 0.6% 2.7% 2.3% 2.0% Cultural Heritage 0.8% 1.2% 0.2% 1.0% 1.7% 2.1.1 Watford’s Creative Economy Design 3.4% 2.3% 1.6% 10.9% 5.0% Watford’s creative economy is not as strong or developed as might be Film & Video 2.6% 5.2% 9.3% 6.6% 8.0% Music 1.4% 0.9% 0.8% 1.4% 1.4% expected given the proximity to London and lifestyle advantages of the Performing Arts 2.8% 2.4% 0.9% 2.4% 3.0% town. While this means that future development would begin from a low Printing 30.0% 9.6% 7.1% 11.9% 11.3% baseline – it does suggest that there is considerable scope to bring the Publishing 16.4% 15.1% 0.8% 11.7% 15.9% Software 28.7% 42.8% 65.9% 35.2% 21.1% sector up to and beyond the national and South East average. To date TV & Radio 2.2% 2.6% 0.0% 2.4% 6.5% the sector has not had high visibility or focus: the development of Visual Arts 0.6% 0.6% 0.4% 0.6% 0.8% Warner Bros Leavesden could provide the draw and scale needed to help Total Creative move the Borough up a gear. Turnover £’000 £268,730 £465,200 £214,740 £3,439,430 £164,056,330 Creative as % of total economy 3.0% 5.2% 5.0% 4.3% 4.5% The Creative Economy in Watford is relatively small accounting for just 7.6% of firms in the borough, 4.0% of employment and 3.0% of turnover. 2,940 people are employed in 675 firms with the sector made up largely of micro businesses. The sector is small due in part to the lack −The software sector is a second significant sub sector also of location attractor factors, already outlined. Below we provide employing around 900 people, but the firms are much summary profile headlines of the creative sector in Watford. smaller employing an average of 3.6 people. As table 1 shows, software is an even more significant sector in the Watford’s creative sub sector strengths are found in: nearby districts of St Albans and Stevenage with bigger firms producing higher turnover. In these two districts the –Printing, a historical strength in the borough, is in decline but sector is growing but turnover in the Watford software still a considerable employer when compared to other creative sector declined 18.7% between 2006 and 2009, even industry sub sectors, 90 firms employ around 900 people. though the number of firms and employees has seen a Printing accounts for 30% of Watford’s total (£269 million) slight growth. This suggests that these small firms are less creative sector turnover. successful at securing contracts or at least contracts of any scale.
• tom fleming / creative consultancy / 16 – Publishingemploys 410 people and contributes 16% to the borough’s creative economy. The average size of Watford’s publishing firms is just over 10 employees and firms in this sub sector turnover twice as much as the average creative sector firm in the borough (£1.09 million compared to £0.41 million).
– Advertising is the fourth largest creative sector in terms of employment and turnover contributing nearly £15 million in 2009. However, the advertising sector in Watford is underperforming, turning over less per firm than in other areas and employing fewer people per firm, just 2.6 compared to a national average of 7. So there is opportunity for improved performance in the town’s advertising sector.
– The performing arts, cultural heritage and music sectors employ just 6.5% of the creative sector between them. Combined they contribute just 5% of the total creative sector turnover. However, their role is more than just economic they play a valuable role in place making and quality Watford’s creative sector is underperforming in terms of of life as highlighted throughout this report. income generated per employee when compared to other areas. The micro nature of many of the firms is one reason, The film and video sector in Watford, identified through this study, is they don’t have the economies of scale and efficiencies of also small despite the existence of Leavesden Studios and Elstree larger companies operating in the creative sector elsewhere Studios in the county. This may be due in part to the focus being on the in the county and beyond. The recently commissioned ‘creative’ elements of the creative sector and therefore not picking up Hertfordshire County Council digital creativity and media the suppliers, to the creative sector. In the case of film, the caterers, study is considering interventions to support the growth of lighting and set suppliers etc. these sub sections of the creative economy in the county. This study is being carried out by Tom Fleming Creative Leavesden’s economic contribution: Consultancy and TBR, building on the work undertaken for Leavesden generated £2,698.6m inward investment for the UK, 26% of Watford as part of this Cultural Action plan. the film industries total investment between 2003 and 2008. 60 80% of the people working at Leavesden come from within a 30 mile (Paper 2 accompanying this Cultural Action Plan provides radius. Between 200 and 1,500 people can be working at studios on any full assessment of the scale and scope of Watford’s Creative one day depending on the production phase. Sector.) 30 trainee/work experience places are provided on each film. (Source: Warner Bros. Leavesden Planning Supporting Statement January 2010)
• tom fleming / creative consultancy / 17 2.1.2 Watford’s Night-time Economy Research carried out for this report found that, although Watford’s night time Watford NTE: Turnover by subsector (£’000s) economy (NTE) is seen as an important economic contributor to the town, it accounted for just under 1% of Watford’s economy total. This is well below the national level where the NTE accounts for 5% of UK economy. This may be due to the relative lack of restaurants and almost drink led monoculture in town.
The Watford NTE has grown between 2003 and 2009 but has not followed the pattern of the overall Watford economy or the national NTE. As the overall Watford and national economy grew between 2003 and 2006 Watford’s NTE fell, led by a drop in the food sector. Our consultations suggest that there was Watford NTE: Number of firms a decline in the number of restaurants in the town centre as the drinking sector grew and restaurants clients were driven away as they felt less welcome and secure in the town. After the 2006 dip the NTE sector picked up as overall economy declined. The rise in turnover in the drink led venues has been accompanied by a decline of firms but a static employment rate. This highlights the arrival of larger more efficient firms in the sector. The opposite is true in the food led sector with the fall in turnover and the rise in the number of firms, showing employment is now shared amongst an increasing number of smaller firms. The entertainment sector has also seen a slight growth. The challenge is to further increase the number and range of food led Watford NTE: Number of employees and entertainment establishments. The main barrier to growth in this sector is the cost of premises, a real challenge in Watford which has the 3rd highest Zone A (shop front) rents in the country and one of the driving factors behind the increasing rate of empty shops. The latest Local Data Company figures, published February 2011, identified Watford as one of the only towns in the South of the country with over 20% of vacant shops space across primary and secondary shopping parades. However, the Watford Retail Study (2010) found Watford below average in the town centre in terms of vacancy when measured by both number of units and by floor space. The challenge of high (A full analysis of Watford Night time economy is cost remains and during our consultations small restaurateurs reported a provided in accompanying Paper 3 .) 155% rise in rent and business rates over the last five years.
• tom fleming / creative consultancy / 18 Widening the offer in the town and animating the town centre with When the Colosseum opens (auditorium capapcity 1398) cultural activities for a broader audience is crucial if Watford is to secure together with the Palace (capacity 600) there will be over some of the leisure spend of the population. Despite the squeeze on 1900 people attending events in town on some nights. household budgets a recent report on leisure facilities in Watford suggests While both venues offer food and drink, the potential to that average consumer spending on leisure, (recreation, sport, cultural draw people out into the town from the venues is strong. services, bars and restaurants) is estimated at £2,052 per person and set One challenge to be overcome is the fact that geography to rise to £2,265 per person by 2015 ( Experian Business Solution in GVA and parking encourages visitors to both venues to park and Grimley Watford PPS4 Compliant Assessment 2010). A survey in the same go without exploring the town, so some kind of incentive study found that nearly half of respondents questioned in Watford never needs to be considered. went into the town centre at night. Only 9.3% visited once a month and 10.5% once every 1 6 months. However, 75% of those surveyed do eat Joint promotional offers with local bars and restaurants is and drink in Watford during the day and Watford’s population have an certainly something the restaurants themselves are keen on . average annual spend in restaurants and cafes of £1,194 slightly higher It is acknowledged that the theatres want to keep customers than the national spend at £1,106. spending in their own venues and that audiences often have limited time for pre theatre meals during the week, but Future Development weekend offers could be trialled. Part of the challenge is about changing perception of what is available as part of the Critical to developing Watford’s night time economy is establishing a more cultural offer. balanced offer which appeals to a wider cross section of society. To get this Watford is pursuing The Purple Flag Scheme, which gives awards to There is also an opportunity to broaden the cultural offer of town centres which are ‘great areas for hospitality and entertainment at the town with a cinema. The only cinema in the Borough is night’ has a framework which describes the steps that need to be taken to at Woodside Leisure Park and there is considerable leakage achieve the status as part of a joined up, multi agency approach. This has of cinema audiences with Watford residents travelling to four main elements Wellbeing, Movement, Appeal and Place. Harrow, Hemel Hempstead, Hatfield, High Wycombe and Berkhamsted to go to the cinema. The Watford Leisure Culture has a considerable role to play here – especially in creating a Study identified the demand for up to six new cinema night time economy with appeal to a diverse audience. Live music in screens by 2015. In the short term Watford Palace Theatre particular has been shown to have a transforming effect on bars and will be bringing a cinema to the town centre through their clubs, moving them away from just appealing to those keen on vertical film nights. There is also an aspiration for the scheduled drinking. Part of the pleasure for many in visiting a play or performance in development of Charter Place to include a cinema, but no the evening is enjoying food and drink around the performance. Currently final decision on this has yet been reached. the offer in Watford does not deliver for a considerable proportion of the audience.
• tom fleming / creative consultancy / 19 2.2 Accessible Watford −Lack of distinctiveness – homogeneous shopping, patchy “People come to Watford for one thing and then leave” quality across the urban environment, few clear ‘Watford Accessibility here refers to the way that the town is communicated and culture’ spaces and places. understood at every touchpoint – physical, virtual and conceptually. Currently Watford is not an accessible or legible town. −Lack of connectivity and dialogue between the elements in the town – where culture and creativity can be embedded across Challenges include: planning and economic development to provide the ‘oil and glue’ for different agendas – e.g. via events, public art and − The gateways to the town are not inviting, distinctive or illuminating of signage. what the rest of the town has to offer. For example, arrival at Watford Junction Station gives a poor first impression, with signposting to the town centre weak, and any element of Watford’s distinctiveness invisible.
− Signage and navigation issues, ensuring the town is more legible and that core features are connected to ‘surprising finds’. Currently, Watford lacks a coherent approach to signage, on street mapping is poor, and the distinctive assets of the town – e.g. its cultural buildings – are not easy to find.
− Connectivity and collaboration across the cultural sector – for audiences, organisations and practitioners – there is a need for ‘intersections’ and ‘noticeboards’ that have real ownership. Currently, the ‘What’s On’ publication is event focused and lacks the mix of formal and informal information critical for a healthy mix of cultural activities. Creative tourism.com, developed by Manchester’s museums, shows how a broader and more engaging offer can be developed.
−Fragmentation – Physically through the layout of the town due to barriers to flow (e.g. main roads bi secting pedestrian desire lines); and socially due to the ways culture is organised across the town (e.g. daytime versus nightime economy; community versus town centre, formal versus non formal education).
• tom fleming / creative consultancy / 20 2.2.1 Improving Accessibility: Opportunities for Watford One of Watford’s greatest challenges is that it feels disjointed – a collection of (often strong) elements rather than a coherent and appealing whole. Partly this is a result of geography: the town lacks a focal point public space, the flow through the town is split by roads/tunnels, the town is unbalanced with the Harlequin Centre at one end and the Town Hall, Library, college and Colosseum at the opposite end with little connection or reasons for people to make the journey through the town centre between the two ends. There are four opportunities for Watford to address:
1)Wayfinding and legibility: Bristol pioneered this approach in the UK – developing a system based on the town’s gateway’s, public transport, attractions and working with artists. This legibility approach has now been adopted by other towns and cities including Southampton and Sunderland. Watford could develop an information strategy which makes it easier for residents and visitors alike to find the town’s assets in a more coherent way. ( Appendix C provides further more details on Bristol’s Legible City and involvement of artists). 2)Tourist Narratives: Tourism needs ‘products’ as much as any other business. Watford could develop a series of narratives based on the town’s offer – these could include sport, nightlife, shopping and culture. These narratives need to be reflected in promotional material and activities available on the ground and featured in online promotion of the town. Such initiatives should build on the start made by Watford For You. See examples of Milton Keynes Days Out products, which include canal walks, shopping, museum and theatre visits on both www.destinationmiltonkeynes.com and www.mkweb.co.uk. 3)Gateways: The plan to develop the Junction Station over the next couple of years is welcome as the town needs a less underwhelming entrance. For a place that is remarkably fluid – with almost equal numbers flowing in and out of the Borough each day – so much more could be made of the town’s excellent accessibility. The idea of promoting the town through artists or musicians on trains for a day is strong. An example of this can be seen on the Penistone Line operated by Northern Rail. 4)Animation: Watford, especially with the new West Herts College campus attracting more students, is busy and lively during the day. Programming and events which bring the students down into the town would help create a Watford with a sense of place.
• tom fleming / creative consultancy / 21 2.3 Talented Watford
"Look into the toolbox - creativity is the only tool we have left ... and it's important to see it in the round: creativity is a new drug, or a better engine for cars - we shouldn't get trapped in a narrow definition.“ (Lord Puttnam).
Watford is resource rich in terms of talent. As a diverse place and with a demographic profile skewed towards the 0 14 year olds and 25 44 age group, it also boasts an impressive range of education and skills providers including the Grammar Schools and West Herts College.
However from the perspective of culture and creativity, Watford is not performing to its strengths: — Coordination between educational providers could be improved, with, for example, a stronger dialogue between formal and non formal sectors. — Connection between businesses, cultural providers and educational providers can be improved. Here pathways into employment, work related learning and the balance between industry specific skills and wider creative skills can be further explored. — Progression challenges for adult learners and for Continuous Professional Development in the creative industries can be improved through the better connections and coordination outlined above . — Creative talent can play a stronger role in place making – from animating the public realm to changing Watford’s brand / reputation. Currently emergent talent feels to be at the margins rather than the mainstream of civic cultural life.
• tom fleming / creative consultancy / 22 2.3.1 Nurturing Talent & Supporting Creative Business
Watford could become a hub for creative talent. A place where young people study and businesses locate because of the abundance of skills in the area. As it stands it has many of the ingredients – high numbers of young people, a rich educational offer at secondary, further and higher levels with particular strengths in creative and media and an emerging centre for film of National importance. While numbers of creative businesses are currently relatively small, if Watford develops a reputation and name for developing creative businesses this should rise.
Developing Watford into a hub for creative skills would include:
1)Work-related learning (WRL) – With schools now delivering 10 days of WRL to pupils between 14 19 taking the Diploma in Creative and Media, there is great opportunity here to connect with creative businesses and cultural organisations at an early age. 2)Creative Apprenticeships – A coordinated approach is needed to deliver apprenticeships for young people in film, media, culture and more through the Creative Apprenticeship scheme. 3)Business growth and incubation – through working alongside the Hertfordshire LEP and Chambers of Commerce, capacity needs to grow to help support emerging and start up creative businesses. 4)Graduate retention – providing opportunities and support for new and recent graduates to retain creative talent in the town.
• tom fleming / creative consultancy / 23 2.4 Participating Watford
Watford is the 41st (out of 408) most diverse districts in the UK, with 23.5% of residents classifying themselves as non white. This is one of the town’s real strengths. Equally its relatively young demographic makes it a town for the future. However getting real value from these strengths requires developing an embracing culture of active participation. Currently too few people actively take part in the cultural life of the town, and where participation does take place, it can be too fleeting – a ‘one off’ endeavour rather than a central part of life. In addition, for communities living outside Watford, the town is not normally associated as somewhere to go for cultural experience and participation.
However, much progress has been made here – with The Palace Theatre developing a strong reputation for audience engagement and development. The community sector is also playing an important role – with plenty of activities underway, albeit often under resourced and difficult to initially find out about.
If Watford is to make the most of culture as a resource for its wider development, then it needs to establish participation in culture as a central activity in the social and civic life of the town. This means:
−Focusing on creating and making – giving opportunities for all to explore their creative potential; linking creative businesses to the cultural sector; programming culture ‘with’, not ‘for’ residents.
− Opening up cultural infrastructure – so the assets are open and porous to all sections of the community; and so different communities feel a sense of ownership – of cultural agendas from their neighbourhoods to the heart of the town centre.
• tom fleming / creative consultancy / 24 − Experientially – So Watford offers the diversity of live experience What are the opportunities and challenges in consumers want today and it does so in the spaces and places accessible building cultural participation? to audiences (which means interweaving cultural provision across the 1.4 million adults live within a 30 minute drive time of Watford, town centre). 48% of whom have attended a theatre in the past 12 months − Digitally – Is Watford embracing digital technology in the ways it (Morris, Hargreaves McIntyre 2009). This is an active theatre connects communities, introduces, programmes and stages the cultural audience of 665,000 people within close proximity to Watford. offer? However, many of these theatre goers will be travelling into London. The recent Watford Leisure Study (GVA Grimley 2010) − Spatially – So that core civic spaces and the more marginal ‘spaces found between 38% and 81% of residents from different parts of between’ are connected through cultural activity. Watford travel to London for the theatre. − Commercially – developing independent retail & a pop up culture across the town. Watford Palace Theatre have a programme of engagement and audience development including work with schools, outreach work with Watford’s diverse communities and plans for work with 2.4.1 Building Cultural Participation in Watford Watford Live! Community festival. The Pump House, the Museum, National figures show Watford’s population is above the national average the excellent school facilities and numerous community groups all but below Hertfordshire residents as a whole in terms of participation in provide opportunities for participation. To ensure all sections of the arts. 53% of Watford’s adult population visited a museum or gallery Watford’s population have the chance to take part, better in a 12 month period in 2009/10 and 45% attended and/or participated collaboration between the different cultural groups and providers is in three or more arts activities (Active People survey 2010). This needed. compares to national arts participation figures of 43.8% and a County participation rate of 48.3% (See Appendix D for further details). Peterborough and Citizen Power: The Citizen Power programme in Peterborough, a partnership between the Council Arts Council England audience segmentation modelling shows that and the RSA, is a ‘Big Society’ approach to driving participation Watford, like other areas of Hertfordshire, has a higher proportion of its through connecting culture to local challenges. The Arts strand population likely to be highly engaged as cultural participants when includes events, residencies and commissions in which compared to the national population (9.3% compared to 8.3%). international artists will work with local people to create a Conversely 20.5% of Watford’s population is estimated to be ‘not blueprint for active, sustainable citizenship. This builds on the currently engaged’ in any cultural activities, a higher proportion than for existing arts infrastructure and is all about allowing local people Hertfordshire as whole, but lower than in neighbouring districts of more say in the shaping of the cultural offer. Broxbourne, Stevenage and Welwyn Hatfield, all with above 22% non participation rates. Further details of what constitutes different levels of engagement is included in Appendix D.
• tom fleming / creative consultancy / 25 3. A Five Year Cultural Watford is well placed to develop effective local responses to these Action Plan for Watford macro opportunities because, for example, of the ways The Palace Theatre is embracing digital technology to develop its cultural If Watford is to develop as a distinctive, resilient, inclusive and programme and reach new audiences in different ways; or the ways balanced town, then it is important to play to its strengths. This West Herts College can provide a flexible labour force capable of means maximising the value of culture and creativity across different capitalising on market and supply chain opportunities at Leavesden agendas. Studios.
This five year Action Plan sees Watford becoming a model of With the Local Economic Partnership for Hertfordshire prioritising how to open up and connect the components of a town’s the Creative and Digital Industries, and the new Creative England cultural and creative infrastructure in a way that drives up supporting film and media development through a cluster approach, engagement, participation and excellence. partnerships are set to harden and opportunities for Watford to grow. Culture in Watford is a strength because of the excellent and improving cultural infrastructure of the town, the facilities and vision It is therefore important that Watford is not only ready to maximise of the education and learning sector, the youthful and diverse talent these opportunities but it is on the front foot, building from its base, the increasing confidence of the community sector, the physical strengths in culture and creativity as an urgent priority. improvements underway across the town centre, and a set of major strategic opportunities – such as the planned developments at This Action Plan has been co created by stakeholders involved in Leavesden Studios. this consultation exercise. It is designed to be practical and achievable, blending ‘quick wins’ with medium and longer term The next few years present many challenges – with access to public vision. There are no simple ‘off the shelf’ approaches here: partners investment diminished, a fragile labour market subject to job losses, in Watford will need to work hard over a sustained period of time if and confidence for many at a low. However, with effective the full value of culture is to be realised. This means commitment, partnership and a sharp and rapid movement from strategy to action, conviction and an energetic approach. Watford is also faced by multiple opportunities. Here we consider the Cultural Leaders’ Forum to have a Some of these are macro opportunities with a local resonance – such leading role to play. We recommend it develops a formal Terms as through the ways digital technology can open up cultural of Reference as the development group for this Action Plan. It infrastructure, or through an increasingly flexible labour market for should meet quarterly to monitor progress on the Action Plan and it the creative industries (which favours those that combine technical should develop sub groups to ensure specific elements are delivered and wider creative skills). and built upon.
• tom fleming / creative consultancy / 26 3.1 Actions for a Balanced Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe connections (Financial Years) Starting in Year 1
3.1 A: Digital Palace Watford Palace Theatre A need for additional town Led by Watford Palace Underway. Funded by Watford Palace. develops a digital centre cinema screens Theatre. screening capability to identified in the Watford 1st season starts show films and as part of Leisure study – 6 more Q1 2011/12 its strategy to bring screens by 2015. digital into the theatre.
3.1 B: Watford Live! Community Arts Festival Bringing communities into Led by Watford Live! Underway. Supported by community – with events in the cultural spaces. WBC groups, WBC and WPT. formal cultural spaces WPT Event held Q1 2011/12 such as the WPT as well as around the town.
3.1 C: Warner Bros Studio Up to 5,000 visitors a Puts Leavesden/Watford on Led by Warner Bros Underway. Funded by Warner Bros Tour day on the Warner Bros the tourist map, potential to Leavesden. Leavesden. Studio Tour – The attract visitors into the town, Tours start Q2 2012/13 (KEY PROJECT) Making of Harry Potter. game changing effect on the town’s image.
3.1 D Annual Community Community groups and Would enable capacity of Led by the WBC Group established Q4 Some admin support Arts Plan cultural providers community groups to grow Watford Palace 2011/12 during strategy develop a joint annual as well as providing more Theatre development – otherwise (KEY PROJECT) plan. connections between the Pump House Delivery begins Q4 it is about using resources cultural infrastructure and Library and Museum 2012/13 better not getting new the Community. West Herts College funding. Colosseum Community cultural groups
• tom fleming / creative consultancy / 27 3.1 Actions for a Balanced Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe connections (Financial Years)
3.1 E: Creative Economy Linking Economic Beginning of the process of Led by Watford First meeting Q3 Potential funding by Sub Group Development Creative changing perspectives on Borough Council, 2011/12. private sponsorship. (CESG) Industries Network Watford and trying to build a Warner Bros and Group (CING) and a critical mass of creative Creative Interest Strategy completed by Cultural Leaders’ Forum businesses. Network Group Q2 2012/13. (CLF) creative economy (CING), Film Link , sub group, inviting new representatives of members to join, to plan other creative business for promoting Watford sectors. as place for creative business.
Starting in Year 2
3.1 F: Creative Workspace Identify possible vacant Watford needs more studio Led by WBC , with Project planning begins Studio providers – Inward Investment buildings and approach artist and messy space for artists. CING, Watford For Q3 2012/13 ACAVA/ACME/SPACE Initiative workspace providers to Workspace provided by an You, West Herts potentially set up and established provider would College. 1st workspace (KEY PROJECT) manage workspace. help change completed by Q4 perceptions/reality. 2014/15
3.1 G: Creative Economy Programme aimed at Part of the process of Led by WBC, CING/CLF Project planning begins Potential funding by Inward Investment creative businesses in changing perspectives on creative economy sub Q3 2012/13 private sponsorship. Initiative & Hertfordshire and London to Watford and trying to build a group. Showcase showcase potential of critical mass of creative Delivery begins by Q1 Watford as a place for businesses. 2013 14 (KEY PROJECT) creative businesses as part of a wider strategy to attract SME’s. Quarterly meetings of creative economy sub group to plan showcase events and discuss other sector and inward investment issues.
• tom fleming / creative consultancy / 28 3.1 Actions for a Balanced Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe connections (Financial Years)
3.1 H: White Nights Building on Imagine Helping visitors to see Led by WBC Project planning Funded by bars/clubs/ Watford, introduction of Watford at Night in a Bars and Clubs begins Q3 2012/13 for restaurants and income a week of live night time different light, introducing a Watford Palace event in Q1 2013/14 from ticket sales with some activity, music and more diverse audience. Theatre (Year 3). seed funding from performance. Colosseum ACE/WBC.
Starting in Year 3+
3.1 I: Watford An action plan and series An action plan for the Led by WBC and HCC Project planning starts HEFCE funding for pilot ‘Innovation Borough’ of pilot activities that development of the through the Economic Q1 2013/14 projects, HCC. Action Plan & Pilots links Watford’s multiple knowledge economy in the Development Strategy strengths in bio tech, Borough – which maximises and specific network Delivery begins by Q1 healthcare, hi tech and the potential for building groups (CING and 2014/15 creative making and connections/collaborations PING), West Herts Herts clusters in digital between sectors. College and University creativity and media, life of Herts. sciences and advanced engineering .
Years 4 and 5 – continued delivery and consolidation of existing projects
• tom fleming / creative consultancy / 29 3.2 Actions for an Accessible Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe connections (Financial Years) Starting in Year 1
3.2 A: Palace Theatre Physical enhancements to Theatre is ‘hidden’. Façade Led by Watford Palace Underway. Facade work Gateway the façade of theatre. improvements to integrate old Theatre Works completed by Q4 budgeted already. and new frontages and make 2012/13 theatre and its offer more visible.
3.2 B: Palace Theatre Feasibility/works to reduce Theatre is ‘hidden’ with poor Led by WBC and HCC Underway. WBC, HCC Gateway bus congestion and visibility from the street. Busses with Watford Palace Options feasibility improve environment at stopping directly outside add to Theatre completed by Q3 the Theatre entrance. the anonymity. 2011/12.
3.2 C: Warner Bros Studio Up to 5,000 visitors a day Has potential to change image of Led by Warner Bros As 3.1.C above Tour is fully funded Tour (see 3.1 D) on Harry Potter Studio Leavesden/Watford. Will be a Leavesden by Warner Bros. Tour. nationally recognised attraction. WBC Partners need to ensure that Watford for You visitors are attracted to spend time in town centre.
3.2 D: Gateway Projects Establishing 3 5 spaces as Despite being a ‘fluid’ borough Led by WBC, HCC Underway. signposting and animation with equal inward/outward Network Rail (KEY PROJECT) axis at Watford junction. commuters the town is let Delivery begins by Q1 As an interim/addition to down by its gateways. This plan 2012/13. the large scale would help to address that. redevelopment. A programme of artist commissions could be undertaken.
3.2 E: Complementary Development of Connects the town’s cultural offer Led by the Cultural Project planning begins Funding from venue Programming complementary and encourages audience to flow Leaders’ Forum Q2 2011/12. existing programming across the between multiple venues. BBC, Watford Palace programming (KEY PROJECT) cultural offer. Provides marketing/development Theatre, Colosseum, 1st themed programme budgets – require hook. Library and Museum delivered by Q1 2013/14. agreement and buy in commitment.
• tom fleming / creative consultancy / 30 3.2 Actions for an Accessible Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe Connections (Financial Years)
3.2 F: Watford ‘Accessible An integrated legibility Will help Make Watford an Led by WBC Project planning begins Would require funding Borough’ action and delivery easier, better, more attractive Q2 2011/12 mix for range of Action Plan plan – covering place to work in, live and visit . elements – including signage, gateways, Will shift perceptions and reality Delivery during years 3 5. development of plan, attractions and public of place through establishing art, signage. art. the Borough’s ‘cardinal points’. Strategy delivered and fully embedded into planning policy within 5 years. Starting in Year 2
3.2 G: Watford A set of different narratives Watford needs to develop a Led by WBC and Q3 2012/13 Possible funding Itineraries to re interpret Watford as a series of visitor ‘products’ that HCC Hertfordshire / destination. These guides can be understood by a diverse Cultural Itineraries commence Q1 East of England or products could be audience. This will help organisations 2013/14 tourism. promoted through Watford reposition the town in people’s Hertfordshire Work with local for You. perceptions. tourism designers could be Library and Museum pro bono. Local designers
Years 3, 4 and 5 – continued delivery and consolidat ion of existing projects
• tom fleming / creative consultancy / 31 3.3 Actions for a Talented Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe Connections (Financial Years)
Starting in Year 1
3.3 A: Watford A working group consisting By coordinating strategy across the Led by Cultural Leaders’ 1st meeting Q3 Currently unclear what Creative Talent of the major cultural leading players – this will see a Forum 2011/12 funding will be Working Group organisations, educational coordinated approach to offering West Herts College, Warner available through the providers and businesses apprenticeships, work related learning Bros Leavesden, BBC, WPT, sector skills agencies to coordinate strategy and and work experience – which will Colosseum, Watford For You Skillset, CCS, but delivery for supporting mean more and better opportunities some discretionary and encouraging creative for young people. funding likely. The two talent. agencies also lead on creative apprenticeships, training and CPD.
No cost for set up or delivery.
3.3 B: Warner Bros A joint talent development This should provide a pipeline of Led by Warner Bros Project planning Skillset has funds for Leavesden/West strategy/plan with talent for Leavesden and the film Leavesden/ begins Q3 apprenticeships and Herts College apprenticeships, WRL productions which are based there as Skillset/ 2011/12 potentially some Talent Hub opportunities, placements well as providing progression routes West Herts College additional resources to and more. for talented students from the Plan agreed and support this (KEY PROJECT) College. delivery programme. commenced by Q1 2012/13
3.3 C : Creative A cultural apprenticeship A new model of apprenticeship Led by West Herts College, Project planning CCI Skills has funds for Apprenticeships with experience gained providing apprentices with broader BBC, WPT, Colosseum, WBC begins Q3 the development of through placement with a experience and skills developed arts and events 2011/12 cultural (KEY PROJECT) number of Watford cultural through work with several apprenticeships partners. organisations. 1st apprenticeships commence by Q2 2013/14
• tom fleming / creative consultancy / 32 3.3 Actions for a Talented Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe Connections (Financial Years)
Starting in Year 2
3.3 D: Talent Space A physical space/event A space to demonstrate to employers Led by West Herts Project planning Initially could be hosted for showcasing and the wider population just how College, Warner Bros begins Q4 2012/13 by West Herts College networking and dynamic and vibrant creative talent is Leavesden, BBC, or be delivered in a exploring creativity. This in the Borough. Watford Palace Theatre, Programme of similar way to the pop could be an annual ‘pop Colosseum, Watford events agreed by up gallery scheme up’ space/event. grammar school for Q3 2013/14 animating empty girls/boys, WBC. spaces.
Starting in Year 3 +
3.3 E: Watford - Watford is acknowledged Watford becomes a beacon for Led by Cultural Leaders’ Project planning Funding for the A Centre of as a centre of excellence supporting creative talent – with a Forum starts Q1 2013/14 development will be Excellence for for supporting, fully coordinated approach between West Herts College, required – thereafter Creative Talent developing and business, educational establishments Warner Bros Leavesden, Delivery begins by programme funding for Strategy & retaining creative talent. and cultural organisations – making it BBC, Watford Palace Q4 2013/14 elements sourced from Delivery plan a great place to be a young creative Theatre, Colosseum, HEFCE, Skillset , or business. Watford Grammar business , central Schools for Girls/ Boys government.
Years 4 and 5 – continued delivery and consolidation of existing projects
• tom fleming / creative consultancy / 33 3.4 Actions for a Participating Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe Connections (Financial Years)
Starting in Year 1
3.4 A: Watford Outdoor An event featuring high High quality art delivered at the heart Led by Watford Palace Underway. Funding from ACE, Performance class outdoor performance of Watford in conjunction with and Theatre 1st event Q1 WPT and WBC. Event including street art, dance, outside the traditional venues will build BBC, Watford Palace 2011/12 music and more from an new and more diverse audiences as theatre, Colosseum, (KEY PROJECT) international cast of well as announce Watford as a cultural Library and Museum, Event review Q2 performers/producers. destination. WBC 2011/12
3.4 B: Young Cultural Spinning out from the A proactive set of young ambassadors Led by Watford Palace Underway. Initially funded by Ambassadors Watford Palace Theatre who can play an active role in helping Theatre Work plan WPT – with further Programme Young people’s cultural develop a cultural offer with broader West Herts College, established by Q1 contributions from board, it will provide a appeal. Warner Bros 2012/13 other cultural more direct connection Leavesden, BBC, institutions. between cultural Colosseum, Watford For organisations and young You people.
3.4 C: BBC Concert A programme of events, Celebrating the arrival of a world class Led by BBC 1st public event Q3 Funding to be Orchestra workshops and activities in orchestra to the Borough on a Colosseum 2011/12 agreed. and outside of the permanent basis – this will connect WBC (KEY PROJECT) Colosseum. the orchestra to the life of the borough Programme providing opportunities for people of developed by Q2 all ages to engage and participate. 2013/14
3.4 D: Joined-up A joined up approach to Acknowledges the fact that the Led by Cultural Leaders’ Underway. Funding from Marketing & marketing and audience audience for culture in Watford is one Forum institutions own Audience development across the shared by all venues – allows for Watford Palace Theatre Wider approach marketing budgets Development borough with all the greater targeting, cross selling. BBC, Watford Palace agreed and delivery – potential for joint relevant institutions and Venues are not in competition but theatre, Colosseum, begins by Q4 bids around (KEY PROJECT) producers. A first step is share aim of growing the market for Library and Museum, 2012/13 audience the WPT/Colosseum joint culture. WBC development. ticket booth in John Lewis from 2011.
• tom fleming / creative consultancy / 34 3.4 Actions for a Participating Watford
Action Description How it delivers for Partners Indicative Resourcing/ Watford Timeframe Connections (Financial Years) No projects starting in Year 2
Projects starting in Year 3
3.4 E: ‘myculture’ Develop a digital Ensuring arts and cultural Watford Palace Theatre Project planning Trust and foundations communication tool for organisations are using the and young people’s starts Q1 2014/15. such as Paul Hamlyn. connecting young people, in latest technologies to groups. particular, to cultural activity maximise audience Delivery begins Q4 in the town using sms and engagement. 2014/15 other digital means whilst supporting content creation and exchange.
Years 4 and 5 – continued delivery and consolidation of existing projects
• tom fleming / creative consultancy / 35 Appendix A: Consultees
Cultural Leaders’ Forum (September and December 2010)
Name Position Organisation
Andrew Connolly General Manager BBC Concert Orchestra Brigid Larmour Artistic Director and Chief Executive Watford Palace Theatre Cate Hall Executive Director Services Watford Borough Council Dan Dark Managing Director and SVP Warner Bros. Studios Leavesden Dorothy Thornhill Elected Mayor and Forum Chair Watford Borough Council Duncan Murray Director of Curriculum and Skills West Herts College Giles Ballisat Director Colosseum (HQ Theatres) Jenny Tomley MD John Lewis, Chair Watford for You John Lewis John Davidson Senior Manager Programmes Funding Arts Council England East Maria Staunton District Manager Watford Libraries Herts Library Services Mathew Russell Executive Director Watford Palace Theatre Sarah Roots Director Warner Bros Studio Tour London Warner Bros, Leavesden Studio Tours Stuart Timperley Non executive Director Watford Football Club Yvonne Shaw Town Centre Programme Manager Watford Borough Council
• tom fleming / creative consultancy / 36 Interviewees
Name Position Organisation Andrew Connolly General Manager BBC Concert Orchestra
Andy Gibson Economic Development & Infrastructure Planner Watford Borough Council Cultural Officer. County tourism manager and cultural Annie Hawkins Hertfordshire County Council olympiad lead. Brigid Larmour Artistic Director and Chief Executive Watford Palace Theatre Cate Hall Executive Director Services Watford Borough Council Colin Humphrey Head of Performance Music & Media West Herts College Dan Dark Managing Director and SVP Warner Bros. Studios Leavesden Duncan Murray Director of Curriculum and Skills West Herts College Roger Gagan Director Chamber of Commerce Franco Alija Owner Barracuda Georgina Jones Head of Art & Design West Herts College Giles Ballisat Director Watford Colosseum (HQ Theatres) Glenda Woods Head of Libraries, Culture and Learning Hertfordshire County Council Helen Tew Marketing & Publishing Co ordinator In and Around Covent Garden Holly Dalfen Specialist Status Manager for Visual Arts, Maths and ICT Watford Grammar School for Girls Jane Rouse Head of Hertfordshire Adult and Community Learning Hertfordshire County Council
• tom fleming / creative consultancy / 37 Interviewees (cont.)
Name Position Organisation
Jenny Tomley MD John Lewis, Chair Watford for You Watford For You/ John Lewis John Davidson Senior Manager Programmes Funding Arts Council East of England John Horsefield Resident – active cultural supporter Lee Farman Committee Member Pump House Lorenzo Rastelli Director Zinco Restaurant Margaret Cheal Creative Enterprise Manager West Herts College Marie Staunton District Manager Watford Libraries Hertfordshire County Council Marion Duffin Arts & Heritage Manager Watford Borough Council Martin Post Headmaster Watford Boys School Mathew Russell Executive Director Watford Palace Theatre Neil Hayes Head of Economic Development Hertfordshire County Council Richard Valentine Chair Town Centre Pub Watch Mix It Up UK Sian Finney MacDonald Planning Policy Watford Borough Council Sophie Ronson Arts Development Officer Watford Borough Council Steve Cardell Entrepreneur Lanchester Centre Will Oddie Property Development Project Manager Watford Borough Council
• tom fleming / creative consultancy / 38 Education, Learning and Skills Workshop (November 2010)
Name Position Organisation Specialist Status Manager, Visual Arts, Holly Dalfen Watford Grammar School for Girls Maths and ICT Department John Dowdle Manager The Newton Price Centre
Lyn Telford Manager Watford and Three Rivers Learning Partnership SchoolsPlus Extended Schools Consortium (West Maureen Miller Extended Services Manager Watford) Patrick Bailey Learning Manager BBC Concert Orchestra
Paul Rowbottom Professional artist Hand to Hand Arts
Tom Harland Participation Coordinator Watford Palace Theatre
William Penn Deputy Manager The Newton Price Centre
• tom fleming / creative consultancy / 39 Cultural Organisations Workshop (November 2010)
Name Position Organisation Andy Pickard Operations Manager Colosseum (HQ Theatres) Anna Marya Tompa Watford Recycling Arts Project WRAP Bill Cooper Publicity Secretary XRR Photographic Society Brian C O'Riordan Past Chairman Watford Novgorod Friendship Society Brigid Larmour Artistic Director and Chief Executive Watford Palace Theatre Doreen Meek Artist Hertfordshire Visual Arts Forum Open Studios Ekky Archibong Creative Director Neomari Business Training Service Frances Kershaw Artist Watford Live Festival, Steering Committee Giles Ballisat Director Watford Colosseum Jan Langton Watford Area Coordinator Hertfordshire Visual Arts Forum Jeannot Uche Posso Photographer Joanna Evans Artist Fine art and 3D John Dowdle Manager Newton Price Centre (Watford) Lee Farman Chair Pump House Martin Renshaw Director and Chair watford live festival Martin Renshaw Artistic Director Inspiral Arts Mary Green Youth Volunteering Development Manager Watford & District YMCA Mathew Russell Executive Director Watford Palace Theatre Mr Norman Tyrwhit Chairman (ex Watford Mayor & Freeman of the Borough) Myrtle Paterson Artist Watford and Bushey Art Society Patrick Bailey Learning Manager BBC Concert Orchestra Richard Chewter Street Angels Watford Town Centre Chaplaincy Sophie Ronson Arts Development Officer Watford Borough Council William Penn Deputy Manager The Newton Price Centre Zoe Tomlins Dance development officer Watford football club dance development
• tom fleming / creative consultancy / 40 Cultural Providers Action Plan Meeting (January 2011)
Name Position Organisation
Giles Ballisat Director Colosseum (HQ Theatres)
Jeanette Larkin Marketing and Sales Manager Colosseum (HQ Theatres)
Kelly Metcalf Events Officer, Community Services Watford Borough Council
Mathew Russell Executive Director Watford Palace Theatre
Patrick Bailey Learning and Skills Manager BBC Concert Orchestra
Sophie Ronson Arts Development Officer, Community Services Watford Borough Council
Yvonne Shaw Town Centre Programme Manager Watford Borough Council
• tom fleming / creative consultancy / 41 Learning and Skills Action Plan Meeting (January 2011)
Name Position Organisation
Dan Dark Managing Director and SVP Warner Bros. Studios Leavesden
Duncan Murray Director of Curriculum and Skills West Herts College
Luke Savage Development Manager (London & South East) Skillset
Yvonne Shaw Town Centre Programme Manager Watford Borough Council
• tom fleming / creative consultancy / 42 Appendix B: Literature Overview
– Watford Palace Theatre Business Plan 2010 13
– Morris, Hargreaves, McIntyre, From Programme to Progress Informing an Audience Development Strategy at Watford Palace Theatre (July 2009) – Watford Cultural Masterplan (2009) – Watford Borough Council PPS4 Compliant Assessment (September 2010)
– Draft Retail Study Report (July 2010)
– Watford Town Centre Cultural Study (December 2009)
– Towards a Watford Cultural Quarter Cornerstone Strategies (October 2008)
– Hertfordshire Local Enterprise Partnership Proposal (July 2010)
– Warner Bros Studios, Leavesden: Planning Supporting Statement (January 2010)
– Draft Watford Economic Assessment (August 2010)
– Draft Watford Economic Development Strategy 210 2015
– Draft Watford Borough Council Economic Development Action Plan – Watford Borough Council, Events team, information document
• tom fleming / creative consultancy / 43 Appendix C: Legible Cities In 1996 the Bristol Legible City initiative was conceived by Bristol City Council to deliver an information and wayfinding strategy to improve people’s understanding and experience of the city through the implementation of identity, information and transportation projects. Bristol City Council could not achieve their aim alone and have brought together multiple partners including commercial companies such as Adshel, Local Government departments, Central Government agencies and Development boards, artists and design companies to help fund and deliver the Legible City initiative. Projects include direction signs, on street information panels with city and area maps, printed walking maps, visitor information identity and arts projects that all combine to make the city legible for residents, businesses and visitors. Identity framework To achieve one identity, that could be used by all, a concept was adopted based around a visual language consisting of a number of key elements: A typeface, colours, icons and pictograms and a mapping system. A logo was avoided as they are more commonly known as a representation of one organisation or company. The concept of the colour ‘blue’ tied together more varied parts of the initiative, such as the art projects and street improvements. Projects included : pedestrian signage, consistent and clear street name plates, clutter reduction and public realm enhancements including street furniture, a Welcome to Bristol walking map, a visit Bristol website reflecting the legible city identity and an arts programme . A lead artist was appointed to work with partners at a strategic level to integrate art into the programme and oversee strategic art commissions. These included: ‘Walkie Talkie’, a temporary art commission that appeared with the then new Bristol Legible City pedestrian sign system consisting of a thin line of language, approximately 3000 words, in a strip 10cm wide and over 640 metres long; ‘High Life’ eight works created by eight artists installed in the trees of Queen Square, one of the City’s most important public spaces, created in response to its ecology, history, on the theme of ‘homes for all’.
Walkie Talkie Images of High Life
• tom fleming / creative consultancy / 44 Appendix D: Local Participation
A review of national and locally available participation data has been carried out to provide an assessment of levels of arts participation in Watford. Data reviewed has included:
–Taking Part – National Survey of Culture Leisure and Sport 2009 10 – Active People Survey Data 2008 10 – Arts council England Art based segmentation modelled by CACI Ltd, based on 2005 06 Taking Part data – BMRB Target Group Index Data 2007
Participation Rates for Watford, Hertfordshire, England and nationally
Museums and Museums and Area Libraries - 2009 Libraries - 2010 Arts - 2009 Arts - 2010 galleries - 2009 galleries - 2010
Change Change Change Change Change Change 2010 % 2008 v % 2008 v % 2008 v % 2008 v % 2008 v % 2008 v Number 2009 2010 2009 2010 2009 2010 surveyed
England 46.2% Decrease 45.0% Decrease 52.1% Decrease 51.5% Decrease 44.7% Decrease 43.8% Decrease 226,213
East 46.9% Decrease 46.3% Decrease 50.3% Decrease 49.9% Decrease 46.0% No Change 44.6% Decrease 27,345
Hertfordshire 47.8% Decrease 47.7% Decrease 55.7% Decrease 55.9% Decrease 49.5% No Change 48.3% Decrease 5,043 Watford 44.8% 43.6% 56.7% 53.3% 46.8% 44.5% 504
Source: Active People’s Survey 2010
• tom fleming / creative consultancy / 45 Engagement in the arts
Watford – top end of third quartile
Source: The data for each area is based on combining Active People’s Survey 3 (2008/09) and 4 (2009/10) samples.
• tom fleming / creative consultancy / 46 Arts Council England (ACE) Arts Based Segmentation 2008
According to ACE local profiling, Watford has a higher proportion of residents highly engaged in arts activity than nationally or in the Eastern region. Conversely, the Borough has a higher proportion residents not currently engaged than the County and East of England as a whole. Only Broxbourne, Welwyn Hatfield and Stevenage have higher levels of non engagement in the arts across Hertfordshire. The definition of the three broad categories are as follows:
Highly engaged Individuals who are by far the most engaged with the arts, with frequent attendance at a typically broad range of arts events, as well as high or at least moderate levels of active participation. Some engagement This refers to individuals with some engagement with the arts. Divided in seven subsets (see below for details) each with a different set of preferred arts events, some subsets are more active than others. Not currently engaged This consists of people (divided into four subsets) who are currently unlikely to attend any arts events or take part in arts activities.
• tom fleming / creative consultancy / 47 Arts Insight: Watford – who are the audience?
Not currently engaged sub categories and the proportion of Watford residents in each
Time-poor dreamers – 6.9%. They engage with popular culture by listening to music on the radio, going to the cinema and watching TV. Early or mid career, often juggling work and family commitments, they are busy, budget conscious and short term oriented, living in the moment. They do not currently attend arts events or actively take part in any creative activities. The majority of them cite lack of time as their reason for not attending or participating in the arts – the arts are not a priority for them and do not naturally fit into their current lifestyle.
A quiet pint with the match - 6.3%. Attending arts events or participating in arts activities is not a part of their current lifestyle and many of them describe themselves as not interested in ‘the Arts’. Many of them approaching retirement or no longer working and are not seeking change. They don’t go to arts events or do creative activities because they feel it’s not for them, they think they would not enjoy it and they prefer to do other things instead. Typically they also received a low level of encouragement to attend and participate in the arts when young.
Old and home bound – 4.9%. In their senior years, this group are generally content with a practical outlook on life. They spend a lot of their free time at home and some report poor levels of health, which restricts their activities in general. They are careful with money and prefer to have things planned out, so are more inclined to stick with the ‘tried and tested’ and with well established brands. While many in this group take opportunities to engage with art and culture by reading and listening to music, they do not currently attend any arts events or engage in any creative activities. Lack of transport/difficulty of getting to arts venues is also cited by some in this group as a barrier to attending any arts events.
- Limited means, nothing fancy – 2.4%. This group prefer to stick with the familiar instead of experimenting, and tend to avoid complications or anything they perceive as ‘too fancy’. They enjoy nights out having drinks and playing snooker with their friends. They might also occasionally bet on the horses or football pools or go fishing. Many in this segment listen to music in their free time they are, however, currently unlikely to engage with the arts in other ways. They neither attend arts events or actively take part in arts activities . Typically received a low level of encouragement to attend and participate in the arts when young. They are more likely than all other segments to cite a number of practical reasons as barriers to engaging with the arts, including high cost, lack of transport, poor information about available opportunities, no one to attend or participate with, and lack of opportunities to engage near to where they live.
• tom fleming / creative consultancy / 48 Some Engagement sub categories and the proportion of Watford residents in each
– Fun, Fashion and friends – 20.8%. These people express an interest in the arts, and usually in the early stages of their career or just starting families they like to seek out new experiences and are willing to pay for quality. Their attendance usually consists of infrequent visits (once or twice a year) to more ‘mainstream’ arts events, including musicals, pantomime and plays, rock or pop concerts and art exhibitions. Also likely to engage in creative hobbies such as painting or drawing, playing an instrument and textile crafts.
– Dinner and a show – 20.2%. The arts do not play a key role in their everyday life. Typically comfortably off, with average education and higher level positions in their workplace. They attend arts events infrequently, and when they do, attend live music events such as rock and pop concerts, theatre and musicals, with low levels of interest in other types of arts events. They have low levels of active participation in arts activities.
– Mature explorers – 10.9%. Characteristically attend art and craft exhibitions, street arts and carnivals. They are happy to engage with arts opportunities when they come across them, while being unlikely specifically to plan to go – their other interests usually take priority e.g. Outdoor activities, keeping up to date with current affairs. They display environmental and social awareness through their purchase decisions and lifestyle choices. They are not particularly inclined to take part in artistic activities themselves, with only low levels of interest in photography, painting and drawing and textile crafts.
– Family and community focused – 9.3%. Arts are not a central part of their lives, but they engage through occasional visits to family friendly arts events. Typically in their 30s and 40s, carnivals are by far the most popular activity, but they also attend musicals, pantomime and plays, craft exhibitions, street arts and culturally specific festivals (e.g. Mela, Baisakhi, Navratri). Their attendance tends to be infrequent – an annual trip to the carnival for instance, or once or twice a year at other types of events. They are the most likely segment to cite spending time with friends and family, accompanying children and supporting local community as reasons for attending arts events. They are generally unlikely to take part in creative activities themselves, although a few engage in textile crafts and computer art or animation.
– Mid life hobbyists – 4.1% In their 30s, 40s and 50s, Mid life hobbyists are often time pressured, juggling work and family commitments. They tend to spend what free time they have at home, relaxing and spending time with their family, at weekends perhaps gardening, reading, or doing DIY.
– Bedroom DJs 2.7%. In their late teens or 20s, still living with their parents or just flown the nest, Bedroom DJs are either starting out in low levels jobs or still finishing their studies.
– Retired arts and crafts 2.3%. Home loving and practical, Retired arts and crafts favour a regular routine and a slower pace of life. They are socially conscious and ethically responsible. They engage in arts and crafts at home.
• tom fleming / creative consultancy / 49 Highly engaged sub categories and the proportion of Watford residents in each
- Urban arts eclectic – 5.2%. Highly qualified, affluent, and in the early stages of their career, Urban arts eclectics are ambitious, entrepreneurial and believe in seizing life’s opportunities. They enjoy spending time with friends and have the time and money to eat out, go to the gym and visit museums, cinema, cultural events and arts activities. They are more actively engaged in the arts than any other segment and have frequent attendance across a range of events such as live music gigs, exhibitions, street arts, video or electronic art events, plays, carnivals and culturally specific festivals. The most active arts participants can also be found among this segment, with interests ranging from dance and computer art to photography, music and writing poetry or stories. Some urban arts eclectics would engage even more frequently – if only they had more free time, and the most common reasons they cite for engaging with the arts are enjoyment and learning new skills
- Traditional culture vultures – 4.1%. At a later stage of life and having attained a high standard of living, Traditional culture vultures have time to devote to their leisure interests – in addition to arts and culture, they enjoy gardening, trying new recipes, spending time with their family and travelling. In the evenings, they regularly attend arts and cultural events. Drawing on their substantial financial means they also eat out regularly, and take at least two holidays a year. They form the core, loyal audience base of several more traditional arts events including opera, ballet, plays and dramas, classical music concerts and art exhibitions. Their interest in the arts extends into their hobbies – in their leisure time many of them enjoy textile crafts, photography, playing a musical instrument or painting and drawing.
• tom fleming / creative consultancy / 50 Appendix E
Watford’s Creative Industries
Prepared for: Tom Fleming Creative Consultancy & Watford Borough Council December 2010 By TBR
TBR is the trading name of Trends Business Research Ltd This report is © Trends Business Research, 2010
• tom fleming / creative consultancy / 51 1. Introduction Tom Fleming Creative Consultancy commissioned TBR, on behalf of Watford Borough Council, to undertake an assessment of Watford’s creative industries (CI). This report delivers insight into the shape and size of the creative sector in Watford and it is accompanied by an electronic data appendix. Research into Watford’s night time economy (NTE) was also undertaken using TBR and MAKE associates NightMix Index. This is presented in a separate document.
Table 1: Summary of data contained within each section of the report
Section Data contained Year Geography Watford’s creative Firm numbers, employment, turnover, average 2009 Watford, UK sector turnover per firm, average employment per firm Comparator areas Firm numbers, employment, turnover, average 2009 Watford, St Albans, turnover per firm, average employment per firm for Stevenage, Hertfordshire, Watford, St Albans, Stevenage, Hertfordshire, UK UK Longitudinal Firm numbers, employment, turnover, average 2006 Watford, St Albans, performance turnover per firm, average employment per firm. 2009 Stevenage, Hertfordshire, Absolute and proportionate change over time for all of UK the above variables
1.1 Methodological note Data analysis for this project was made possible through the use of TBR’s own longitudinal dataset Trends Central Resource (TCR). TCR contains records on nearly 3.5 million live firms (enterprises and branch plants) in the UK. For the purposes of this project, TCR has been weighted to the SME Statistics [1] in order to fully capture the micro business element, which make up an important part of the CI sector. For the purposes of this project data was analysed over two time periods, 2006 and 2009.
The report provides data on the following sub sectors:
[1] SME Statistics are published annually by BIS and produce estimates on the total size of non VAT registered enterprises in the UK and therefore the total size of the UK business base. They can be found at http://stats.berr.gov.uk/ed/sme/
• tom fleming / creative consultancy / 52 Table 2: List of CDI sub-sectors
Creative and Digital Industry Advertising Music Architecture Performing Arts Art & Antiques Printing Craft Publishing Cultural Heritage Software Design Television & Radio Film & Video Visual Arts
Source: TBR 2010
Whilst our definition is based on Standard Industrial Classification (SIC) codes, it is built from the bottom up by selecting only those activities within particular SICs that are relevant to the CI sector. Whilst SICs are useful in providing an indication of CDI activity, for the most part there are large proportions of the SIC that are not relevant. To pinpoint the relevant CDI activities, TBR determined and searched for a set of keywords within the business activity of each firm in every SIC in our definition. This is only possible due to TCR’s granular nature, through which we can examine the actual activity of a firm. The methodology is highly robust as it is based on the actual activities of firms within relevant SICs, rather than alternative approaches based upon applying static proportions to SICs to extract the relevant information.
• tom fleming / creative consultancy / 53 2. Watford’s Creative sector
–There are approximately 675 CI firms in Watford, employing a total of 2,860 people and turning over £269 million. –The average CI firm in Watford turns over £400,000 per year and employs 4.2 people. –The CI sector accounts for 7.6% of all firms in Watford, 4.0% of employment and 3% of turnover. –The printing and software sub sectors dominate Watford’s CI sector, forming the largest two sub sectors by firm numbers, employment and turnover. There are many more software firms than printing firms (255 compared to 90) but employment is approximately the same in both sub sectors (c. 900 people). –Watford’s CI sector makes a larger contribution to the borough’s business base than it does to wealth creation or employment creation in Watford. –The performing arts sector has the third highest number of CI firms with 55 firms operating in this sub sector in Watford. Although these firms represent 8% of all CI firms in Watford they account for just 2.8% of turnover –Other sub sectors where the average firm size in Watford is less than 2 people include cultural heritage, arts & antiques, music and film & video, below the average for Watford’s CI sector as whole (4.2 people per creative firm) and for the whole of Watford’s economy (8 people per firm). –Watford publishingfirms employ 410 people and contribute 16.4% of the borough’s CI turnover, despite accounting for only 6% of firms in Watford CI sector. This is because of the sub sector’s relatively large average firm size (10.1 employees per firm) and a high turnover per firm figure, more than twice that of the average Watford CI firm (£1.09m compared to £0.4m). –Advertisingis the only sub sector besides publishing, printing and software to contribute more than £10m to the local economy in turnover. –Sub sectors such as performing arts and cultural heritagecontribute relatively low levels of turnover, but make an important contribution to Watford’s CI sense of place and vibrancy.
• tom fleming / creative consultancy / 54 Watford CI Employment Watford CI Firms Watford CI Turnover
Source: TCR 2009 (TBR Ref: W1/C3) Source: TCR 2009 (TBR Ref: W1/C3) Source: TCR 2009 (TBR Ref: W1/C2)
• tom fleming / creative consultancy / 55 2.1 Comparator areas This section provides insight and analysis of the size, scope and strengths of Watford’s CI sector in comparison to the local authority areas of St. Albans and Stevenage, the county of Hertfordshire [1] and the United Kingdom.
Watford’s local economy is larger than Stevenage (with almost 3,000 more firms) but is smaller than St. Albans (6,500 fewer firms). Correspondingly, Watford has more CI firms than Stevenage but fewer firms than St. Albans. This pattern is the same for CI employment and turnover.
Watford’s CI sector makes up a smaller proportion of the borough’s business base, compared to Hertfordshire average (7.6% compared to 8.1%). Watford CI firms contribute a smaller proportion of employment within the borough’s economy than Hertfordshire’s CI firms contribute to the county’s employment; the same pattern can also be observed for turnover in these two areas.
Watford’s CI firms make up a higher proportion of the borough’s business base compared to the UK average (7.6% compared to 6.4%). However, the CI sector does not contribute as much to Watford’s total employment (4%) compared to the UK’s CI sector employment (4.8% of UK employment). It also generates a smaller proportion of the economy’s turnover compared to the national CI sector average (3% compared to 4.5%).
Figure 1: Proportionate contribution of CI sector to total economy
Source: TCR 2009 (TBR Ref: W1/C4)
[1] The 10 local authorities that make up Hertfordshire are as follows: Three Rivers, Watford, Hertsmere, Welwyn Hatfield, Broxbourne, East Hertfordshire, Stevenage, North Hertfordshire, St Albans, Dacorum.
• tom fleming / creative consultancy / 56 The average size of a CI firm in Watford is almost identical to the UK average (4.2 and 4.3 people per CI firm respectively), although there are fewer people employed within each CI firm in St Albans (2.9 people) and Hertfordshire (3.4 people).
Figure 2: Turnover per firm and employment per firm in CI sector
Source: TCR 2009 (TBR Ref: W1/C6)
The data appendix provides a series of tables showing trends by sub sector, which are too large for inclusion in this report. The following points summarise key messages about sub sector performance across the comparator areas.
• tom fleming / creative consultancy / 57 –Printingaccounts for a much higher proportion of CI turnover in Watford than is the case for the UK as a whole (30% compared to 11%). oThis is because there are (on average) an additional 4 employees per firm in the printingsector in Watford, compared to across the UK; printingfirms also constitute a higher proportion of Watford’s CI business base compared to the UK as a whole. –The CI sub sectors in Watford which employ fewer than 2 people per firm (i.e. performing arts, music, cultural heritage and arts & antiques) also have relatively low employment levels per firm across the UK. oHowever, these firms do tend to be slightly larger across the rest of the UK (average between 2 and 2.5 employees per firm), suggesting that there are a higher proportion of sole traders in Watford’s CI sector (which depress average employment per firm) than across the UK as a whole. –Film and video firms in Watford also appear to employ relatively few employees compared to the UK average (1.7 and 2.5 employees per firm respectively) despite the existence of Leavesden Studios in Watford and proximity to Elstree Studios in Hertfordshire. –Watford appears to have a relative strength compared to the rest of the UK in the craft sub sector. Although average employment per firm is less in craft in Watford than across the UK (3.2 and 3.6 people per firm respectively), craft firms in Watford turnover more than the average UK craft firm. oThe craft sub sector in Watford accounts for a higher proportion of CI activity (firms, employment and turnover) than the UK’s craft sub sector contributes to the UK economy. oKey business activities within Watford’s craft sub sector are jewellery and glassware, accounting for a vast majority of firms, employment and turnover in this sub sector. –Although advertisingis the sub sector that employs the fourth most people in Watford’s CI sector, Watford’s advertisingsub sector appears to be relatively weak in comparison to other geographical areas. –Advertisingfirms in Watford employ only 2.6 people, which is less than St Albans, Stevenage and Hertfordshire and significantly less than the UK average (7.0 employees per advertising firm). oTurnover per advertisingfirm is lower in Watford than in all comparison areas, although this is likely to be largely driven by the relatively small size of the typical advertisingfirm in Watford.
• tom fleming / creative consultancy / 58 –The proportion of CI firms in advertisingin Watford compared to the UK is not vastly different, suggesting that there may be potential for this sub sector to develop in Watford, if existing firms are able to grow in size (employment and turnover). –Watford appears to have a relatively strong concentration of softwarefirms, compared to the rest of the UK. oApproximately, 38% of firms and 32% of employment in Watford’s CI sector is in the softwaresub sector; this is significantly higher than the proportion of activity that software firms account for across the UK as a whole (27% of firms and 21% of employment). oHowever, despite an equivalent number of people being employed per softwarefirm in Watford and across the UK, softwarefirms outside of Watford generate an additional £80k per annum. –The high proportion of Watford’s CI activity that lies within softwaremay not represent a strength in this particular sub sector, but may be a reflection of weaknesses in other sub sectors of Watford’s creative industries, which account for relatively low proportions of the sector’s employment, firms and turnover. –Softwareis also dominant in St Albans and Stevenage; over two thirds of CI employment in Stevenage is in software. oWatford’s softwaresub sector is primarily constituted of very small firms (containing just 1 or 2 employees) with a handful of medium and larger firms employing around 30 to 50 employees. The profile of softwarefirms in Stevenage is very similar to Watford with a large number of micro businesses, supplemented by a few larger outfits, making up the sub sector. –Other sectors that do not make as large a proportion contribution to Watford’s CI sector as one might expect, include design and architecture. They have a smaller average firm size, have a lower proportion of firms, and contribute a significantly lower proportion of turnover to the CI sector in Watford compared to the UK average.
• tom fleming / creative consultancy / 59 2.2 Longitudinal performance Between 2006 and 2009 Watford’s CI sector decreased in size and performed less strongly relative to the rest of Watford’s economy:
Table 3: Proportionate change in key economic indicators (2006-09)
Firms Employment Turnover Watford CI sector 1.2% 8.5% 23.4% Watford total economy +4.4% +10.4% 17.7%
Source: TCR 2009 (TBR Ref: W1/S4c)
However, it should be noted that this decrease in size of the borough’s CI sector occurred during a period of major recession, which affected most sectors of the economy across the UK. Indeed the UK’s CI sector also decreased in size between 2006 and 2009 (in terms of firms, employment and turnover), albeit to a lesser extent than Watford’s CI sector.
–Between 2006 and 2009 the number of CI firms in Watford decreased at a slower rate than employment within this sector. oThis decline in employment was primarily driven by a decrease in the number of people employed per CI firm, rather than a particularly large number of Watford CI firms failing to survive the recession. oTurnover per firm in Watford’s CI sector decreased at a faster rate than the number of employees per firm; this could be because some employees began to work part time hours. –Watford’s CI sector saw decreases in employment and firm numbers whilst the rest of Watford’s economy was growing. As such, the CI sector accounted for a smaller proportion of the borough’s economy in 2009, compared to three years earlier.
There were significant differences in performance at a sub sectoral level in Watford’s CI sector between 2006 and 2009. Perhaps unsurprisingly, turnover per firm decreased for advertising, architecture and film & video (see Table 4 below). It should be noted that some of the proportionate changes reported in this section are based on a relatively small sample of firms (e.g. music sub sector) and as such should be treated with a degree of caution.
• tom fleming / creative consultancy / 60 Table 4: Proportionate change in Watford CI sub-sectors (2006-09)
Firms Employment Turnover Advertising 10.5% 31.7% 52.4%, Architecture 18.3% 35.4% 37.3% Film & video 44.1% 50.9% 31.9% Design +12.4% +26.6% +9.6% Craft +59.9% +15.8% +24.3% Music +110.1% +16.7% +29.3% Arts and antiques +15.5% +17.0% +37.1%
Source: TCR 2009 (TBR Ref: W1/S4c) However, some sub sectors within Watford’s CI sector did exhibit a more resilient performance during this period. –The design sub sector saw a significant increase in employment, firm numbers, turnover and average employment per firm. –The music sub sector saw an increase in employment (16.7%) and firm numbers (over 100%) accompanied by a decrease in the average employment per firm, suggesting that there are a number of new music firms that have set up, or located to the borough, during this period. –A similar pattern can also be observed for the craft sub sector which saw employment increase, but spread over a larger number of firms (with the average firm size decreasing). Comparing to the national average, the UK’s creative sector also saw a decline in employment ( 8.0%) and turnover ( 11.8%) between 2006 and 2009; firm numbers increased marginally (0.6% increase). The longitudinal performance of Hertfordshire’s CI sector mirrored that of the UK over the period 2006 to 2009, with virtually static firm numbers and similar decreases in employment and turnover. However: –The CI sector in Stevenage bucked the trend of other comparator areas with its CI sector witnessing an increase in employment, firm numbers and turnover. –Over the same period, St Albans’ CI sector expanded in terms of number of firms, but saw a decrease in employment and turnover. oThis was primarily because firm numbers increased in sub sectors where the average firm size in St Albans (by employment and turnover) is relatively small (e.g. television and radio, software) and firm numbers decreased in sub sectors where the average firm size in St Albans is quite large (e.g. printing).
• tom fleming / creative consultancy / 61 Figure 3: Change in turnover, firms and employment between 2006-09
Source: TCR 2009 (TBR Ref: W1/C7)
• tom fleming / creative consultancy / 62 Appendix F:
Watford’s Night Time Economy A ‘NightMix’ Report for Tom Fleming Creative Consultancy & Watford Borough Council By TBR & MAKE
December 2010
• tom fleming / creative consultancy / 63 1. Summary Context Below is a summary of the findings of research by economists TBR and MAKE (specialists in the night time economy) into the value of Watford’s economy after dark. The data is sourced from TBR and MAKE’s ‘NightMix Index’ – the leading source of data on the UK’s night time economy (NTE). Findings and further research questions This report provides a high level overview of Watford’s NTE. Further research would be needed to provide the ‘story behind the figures’ before an NTE strategy could be developed (which in turn would need to be keyed into wider Watford policy context, e.g. planning, town centre regeneration, marketing, leisure retail, crime and health). However, there are a number of key conclusions from this brief study: 1. At 1% of turnover, the NTE forms a surprisingly small proportion of the Watford economy . What could explain such a very small NTE sector? Is there room for growth, and if so what sort, where and how could it be sustainably promoted? 2. There has been substantial growth in the size and turnover of drink-ledbusinesses in the borough. This may be good news, but in an era when citymakers are seeking to reduce the size and impact of the drink led sector, as well as prioritising quality abovequantity (for reasons of crime and health as well as in order to create appealing town centres), this finding is more likely to be an issue for concern. Why has this happened? Is a bandwagon rolling where more large-format drinking venues are likely to appear? What can be done to ensure that these venues are not adding to existing problems? 3. There was a major dip in food-ledturnover between 2003 and 2006 . This must be of concern and may have hampered the overall potential for the town. How does this compare to its competitors and its peers in terms of its food offer? Is it the growth in drink-led venues that is deterring food-led investment, or something else? This requires further investigation. 4. There is a small but growing entertainmentsector. What can be done to support and expand it?
• tom fleming / creative consultancy / 64 2. Context
The night time economy (NTE) is a key driver for UK plc.
Unique figures drawn from TBR and MAKE’s Night-Mix Index (a league table style ranking of the UK’s night time economies), show that the ‘core’ NTE, e.g. pubs, bars, restaurants, clubs, theatres and cinemas etc. turned over £66bn in 2009. The sector also employs around 1.2m people.
Hitherto the NTE has been subsumed into a much broader ‘leisure and retail’ subcategory. Indeed, firms that trade after 6pm (or rely on this trading period to drive their business model) are quite distinct from other sectors of the economy partly because of their importance in creating (or inhibiting the creation of) appealing town and city centres.
Obviously this facet of night time businesses has implications around alcohol consumption, health and crime and related public expenditure.
Because of this TBR and MAKE believe that firms operating at this time of day require a different policy and strategic approach from the agencies seeking to enhance or guide their growth. Our views on the NTE as a key driver of the local economy, which can and should be shaped at the local level, are increasingly supported by government and key advocacy and trade bodies.
For example, the Association of Town Centre Management has recently created Purple Flag, which, like Blue Flag for outstanding beaches and Green Flag for the best parks, is an accreditation scheme for safe, diverse and appealing town centres after dark. The Home Office, the Association of Chief Police Officers and Diageo, the world’s largest drinks company, are all supporters of Purple Flag’s ambition to raise standards and diversity of town and city centres in the evening and at night.
There are also complex interrelationships and dependencies between the night time economy and other sectors that create economic value: The cultural sector (not just cinemas and theatres, but bingo halls, community centres, event spaces, sports stadia); cultural industries (in terms of attracting and retaining high skill employees); retail (extending the day from 5.30pm into later retailing) and tourism, with the pub being the third most visited destination by overseas visitors on a trip to the UK.
Therefore, to support Watford’s increasing focus on the importance of the cultural sector, MAKE and TBR have drawn down some key statistics from our Night Mix Index to begin to identify how the NTE has performed since 2003 in Watford, and to present some conclusions. Given the limited scope of this commission, we also suggest some further research that would provide greater insight into the potential for Watford to change its NTE.
• tom fleming / creative consultancy / 65 3. Findings 3.1 Watford’s NTE Turnover Figure 1. Watford NTE turnover (2003-2009) by subsector (£000s)
NTE sub-sector 2003 2006 2009 Drink 25,100 30,410 32,500 Food 44,930 34,710 37,370 Entertainment 6,350 7,270 9,510
Watford NTE 76,380 72,380 79,380 Source: NightMix 2010 (TBR Ref: WB2/S3a) Total Watford economy 7,275,070 10,826,360 8,875,090
Overall, Watford’s NTE sector is now worth almost £80m annually to the borough, having grown from £76m in 2003. This is a relatively small rise given the national context, even taking into account the impact of the recession. It seems to relate to a setback in food ledgrowth between 2003 and 2006. This rise of £4m would have been even smaller or potentially reversed if it had not been for the number of new drink led units and enhanced turnover from existing drink led establishments, which contributed an additional 30% to the borough’s NTE turnover between 2003 and 2009. Compared to the national picture, Watford’s ‘late’ growth in drink ledoutlets is another unusual feature of its NTE, with many similar locations experiencing this type of growth in the 1990s and early part of the last decade. This suggests that Watford’s drink led subsector has perhaps lagged behind the national picture, but in the last 7 years has been catching up. However, without further analysis it is impossible to rely on this theory alone. Analysis of TCR and MAKE’s Night Mix Index suggests that food ledfirm turnover (and number of firms) has grown steadily in the UK over the past decade. However, in Watford there was a major dip in these operations between 2003 and 2006 (a fall of 23% in turnover). This dip is of considerable concern, even though in 2009 the food sector remains the largest of the borough’s NTE subsectors. A return to growth of the food ledsector, with a 7% rise in turnover between 2006 and 2009, is more in line with the national picture of food ledbusinesses, where growth has continued at a UK level, but has slowed due to the recession. Entertainment, while a smaller sector (both nationally and in Watford), has grown substantially in the borough. So, although the number of firms is low (see following section), its contribution to the Watford economy has risen by 50% to just under £10m. It would be worth further investigation to understand which firms are driving this change and what might be done to strengthen this promising subsector. [1] Drink ledbusinesses include pubs, bars, café bars, nightclubs and social clubs [2] Food ledbusinesses include restaurants, fast food takeaways and any other licensed premises where food dominates the business model. [3] Entertainment includes cinemas, bowling alleys, theatres, comedy clubs, performance spaces, certain sports operations, ice rinks etc.
• tom fleming / creative consultancy / 66 Figure 2. NTE turnover as a percentage of total Watford economy Change 2003 2006 2009 NTE as % of Watford economy 1.0% 0.7% 0.9% Source: NightMix 2010 (TBR Ref: WB2/S3a) Relative to the NTE’s proportion of the UK economy [1] , it appears that Watford’s NTE over the past six years has remained substantially smaller than might be expected, at 1% or less by turnover of the local economy. The findings suggest that the NTE proportion of the overall local economy is so small that a part of the economy which would normally play a key role in both business and community is close to being absent. If correct this must have implications for the attractiveness of the local economy and the revenue that should be flowing into that economy and requires fundamental research assessment. Figure 3. NTE and total Watford turnover change 2006-09 Change 2003-06 2006-09 2003-09 Watford NTE 5.2% 9.7% 3.9% Total Watford economy 48.2% 17.7% 21.9%
Source: NightMix 2010 (TBR Ref: WB2/S3b) Equally startling is that although there was an almost 50% rise in the turnover of all firms in the borough between 2003 and 2006 (i.e. pre recession), the turnover in the NTE fell by 5%. Yet as the overall Watford economy is impacted by the recession in 2007/08/09 and turnover of all firms falls by around a fifth, the NTE suddenly picks up delivering almost 10% growth. This latter period mimics other data from the national level which suggests that despite stories of 50 pubs a week closing, Friday nights being hit by the recession and Saturday nights by TV shows such as X Factor, as well as the general trend of ‘pre loading’ of alcohol and home entertainment, the NTE picture is much more complex and localised. It is important to note here that these figures cover the whole borough, not just Watford town centre and therefore to understand these unusual statistics would require separate analysis of Watford town centre. The scale of the NTE does not explain the quality and appropriateness of the offer or the diversity of the operational mix locally. The latest thinking from experts in the night time economy suggests that growth in food led premises is likely to be more beneficial for a town or city centre than drink led operations, not only from a crime and disorder perspective, but also from an economic and sustainability perspective, through their ability to attract a wider range of users, such as families and older people. Therefore both the overall weakness of the Watford NTE together with the growth of drink led establishments while food led has declined should be of concern to local agencies. [1] Which TCR and MAKE’s Night Mix Index puts at 5% by turnover and 6% by employment.
• tom fleming / creative consultancy / 67 3.2 Watford’s NTE Firm Count As figure 4 shows, in terms of firm numbers, the drink ledsubsector of the Watford NTE has fallen by over 15% in the last six years. As such, the previously noted increase in turnover suggests fewer small venues opening or continuing to trade and more new/extended larger operations such as clubs, superpubs and bars. Figure 4. Watford NTE firms by subsector
NTE sub-sector 2003 2006 2009 Drink 60 55 50 Food 140 140 150 Entertainment 5 10 15 Watford NTE 205 205 215 Total Watford economy 7,780 8,525 8,905 Source: NightMix 2010 (TBR Ref: WB2/S2a) While the number of drink ledfirms fell between 2003 06, the number of food ledoperations remained static before growing by 7% during the recession. Given that turnover food led operators fell substantially during this period, this might at first seem counterintuitive. But it is possible that larger operators have lost turnover or ceased trading and that those that have replaced them are smaller. Between 2006 and 2009 the small number of additional food ledfirms (10) that appear in Watford is contiguous with the small rise in turnover for this subsector. However, it is important to note that there may be considerable firm ‘churn’, not just ten new businesses. A more detailed examination would reveal why the businesses that did exist seem to have reduced in turnover and what the relationship is between firm births and deaths. Entertainment firms increase by 200% over the study period (from a small base of course). Because the turnover in this subsector increased over the same period by 50% this suggests that these might be new smaller businesses that have emerged.
Figure 5. NTE firms as a percentage of total Watford firms Change 2003 2006 2009 NTE as % of Watford economy 2.6% 2.4% 2.4%
Source: NightMix 2010 (TBR Ref: WB2/S2a) There is also evidence in these statistics that while the NTE does have a role to play in the local economy, the firms are smaller than the average. Over the last 6 years they make up on average about 2.5% of all Watford firms, yet their turnover contributes less than 1% over this same period, suggesting there are larger and / or more efficient firms in other sectors. This reflects wider opinion that the NTE can be a low wage / low value economy.
• tom fleming / creative consultancy / 68 3.3. Employment in Watford’s NTE
Figure 6. Watford NTE employment by subsector
NTE sub-sector 2003 2006 2009 Drink 615 680 710 Food 905 875 930 Entertainment 90 85 125 Watford NTE 1,610 1,640 1,765 Total Watford economy 53,560 64,840 71,570
Source: NightMix 2010 (TBR Ref: WB2/S1a)
Employment has risen modestly over the past six years both in the individual subsectors of the NTE and the NTE itself. The average number of employees in a drink led firm in 2009 was 14, while in food led it was 6 and in entertainment it was 8. Although there has been a notable percentage rise in the number of entertainment businesses (from 5 to 15) over the research period, the actual number of employees has only increased by a third (closer to the turnover rise of 50%), again suggesting the arrival of small new start ups. This would need further research to confirm this trend.
Figure 7. Watford NTE employment (percentage ) by subsector NTE sub-sector 2003 2006 2009 Drink 38.3% 41.6% 40.3% Food 56.1% 53.3% 52.6% Entertainment 5.6% 5.2% 7.1% NTE as % of Watford employment 3.0% 2.5% 2.5%
Source: NightMix 2010 (TBR Ref: WB2/S1a)
• tom fleming / creative consultancy / 69 Despite the rise in turnover and decline of firm numbers in drink ledvenues, employment has remained relatively static, suggesting larger more efficient firms. Food ledbusinesses in Watford have also remained relatively static in terms of employment, although they have lost around 4% of employees between 2003 and 2009. Given the fall in f ood ledturnover and the rise in the number of firms, this suggests that there will have been new entrants to the market. So while the historic decline in turnover presents a threat, perhaps employment is now shared amongst more but smaller firms, and this may present a platform for growth, if it is understood and supported. This would be in line with national trends where food is known to have weathered the recession reasonably well. So although rates of expansion or the ‘roll out’ of national brands, from Nando's, to Jamie’s, Pizza Express to Giraffe all slowed and were sometimes put on hold, very few food multiples went under. This is in contrast to pub and club chains, where there have been a number of high profile casualties. This has started to change again recently and the speed of roll out is picking up, signalling long–term faith in this sector by food operators and investors.
To find out more about the NightMix contact either:
Terry Bevan TBR Ltd [email protected] 0191 2790900
or
Alistair Turnham MAKE Associates [email protected] 07519 369039
• tom fleming / creative consultancy / 70 • tom fleming / creative consultancy / 71