www.britishbids.info www.britishbids.info

Maria Manion Chief Executive, BID Watford Watford as a destination Galvanizing the partners into a shared vision Maria Manion Chief Executive Watford…. setting the scene

• High Street which is just under 1 mile long, • Watford borough area is approx. 8sqm. • Population just over 90,000, younger than national average local population • intu – one of the largest in town shopping centres in • Town centre home to Council (Town Hall), West Herts College, number of leisure centres, library and number of large charities & hospice • Around 5,000 car parking spaces • Premiership football club • Watford Junction – 9m people use it each year • Two theatres & home to BBC concert orchestra • Warner Bros & Wembley on door step – both international attractions • Home to a large number of head offices • 7 Green Flags • Limited land available for development (housing & business) • Number of popular local heroes with national appeal

…..and no-where near Watford Gap Watford

• A town with a name – everyone has heard of Watford • Town with a name - but what type of reputation?

So why the step change in approach?

• Political leadership – desire & understanding for need for change • The level of investment in Watford – phenomenal! • Maintaining the momentum • Economic & social landscapes are changing – need to adapt or be left behind Watford – getting people together

Number of groups already in existence: • BID/BID Board • Cultural Leaders • ONE Watford • BIG Business Connect • Watford Crime Partnership • Our Town (Newsquest) • Intu Merchants Association

Partner relationships across the town are generally very good Watford – Watford For You

Watford For You • Consumer facing interface, came over to BID in 2016, previously part of the former Local Strategic Partnership, then under guardianship of Council – funding ran out in 2016 • Focus since 2016 has been BID area • Website: Not fit for purpose – relied on designer updating • Social media following is solid • However, it doesn’t represent Watford Watford – next steps

• Cultural Strategy for Watford developed in 2018

• Branding and town image raised as an issue

• Council supported by range of partners & BID put together a tender for the creation of a Destination Management Plan and formation of a DMO

• Cultural strategy & Destination Management Plan – co-exist, not compete - synergy Watford – the journey

• Council, supported by BID commissioned Forth Street & Bolland & Lowe – also looked at Inward Investment • Important to get an external view of the town – wood for trees • Have someone to challenge perceptions and assumptions • Looked at other towns and cities • Running in parallel – High Street works, BID projects, redevelopment/extension of intu Creating the brand

• Partners & stakeholders buying into proposals • Creating something with broad appeal, contemporary – which could work across a range of mediums • Understanding where responsibilities lie • Support in principle & financial support • BID Board approved annual contribution – to be incorporated in next BID business plan Watford – the destination

• A brand doesn’t make a destination, it is a reflection of a place

• A destination is a sum of it’s parts – a sense of place, a personality, a spirit, a collective sense of ownership… and leadership with a vision

• A combination of the tangible and intangible Watford – the brand

Why?

• Perfectly placed – great location • We often take for granted things on our doorstep – a journey of discovery • We are a town full of passion and enthusiasm • Willing to take a risk • Personality – slightly unpredictable, quirky • Creates a sense of loyalty among people

Nick Fenwick Deputy Managing Director, Watford Borough Council Watford Regeneration

April 2019

Nick Fenwick Deputy Managing Director The Challenge • Growth of 800 new dwellings per year • Attracting/retaining businesses • Pressure on transport network • Infrastructure pressures • Watford Town Centre as a major destination • Safe and clean Town Centre • Accessibility • Quality

• Identity and impacts of • Relationship with rest of Herts (Region) Our Vision

To create a bold and progressive future for Watford Our Values BOLD We work as a team and we make things happen PROGRESSIVE We are ambitious, we are innovative and we are welcoming DYNAMIC CULTURE Ambitious – Innovative – Welcoming – Empowering – Open to Change

We are confident that the behaviours of being fair, showing integrity and being inclusive are now embedded across the organisation Corporate Priorities

• Managing our housing needs

• Champion growth and economic prosperity

• Enable a sustainable town

• Celebrate and support our communities

All support Town Centre

4 Priorities Regeneration: A Clear Vision

•Focus development in central and sustainable locations

•Maintain urban character and protect green spaces

•Linked by route of Metropolitan Line Extension (alternatives) One Watford Local Strategic Partnership

Big Business Connect

Developers Forum

Partnerships Town Centre WBC contribution

• Land/property holdings • Key player on many fronts • Powers (CPO. Article 4 directions) • But partnerships important • Investments • Delivery • BID is key • Policy • Regulation intu Watford Major impact delivered by ourdevelopment

Using our assets to support new retail and leisure development

Increase in business rates Exchanged Jobs Public Realm Works

• Own funds • Not without challenge • Delivery • Coordination • Communication • Quality • Reduce congestion • Funding bids (LEP) • Counter terrorism • Watford BID key player Public Realm Enhancement Projects High Street

Metropolitan Line Extension Metropolitan Line Extension Clarendon Road & Watford Junction Opportunity

• Business Hub • Quality of environment • Residential • High investment potential • Density • Connectivity • Integration with the Town • Image Watford Junction Vision

• New neighbourhood & gateway • New & improved train station • New commercial centre • High quality public realm

•Residential 3,000 • Employment 73,920sqm •2 2FE Primary Schools

Station Improvements

Planned early 2019 Railway City – Forecourt and Bus Station Pre-Application – 16/01748/PREAPP 10,000 sq.m office. 1,500 sqm retail space and station concourse extensions and footbridge. TJX Application submitted 24 April 2017 (17/00558/FULM). 12 storey office. 14,000 sq.m office. Also link bridge across Clarendon Road to form campus with 64 Clarendon Road. Public realm improvements in immediate vicinity. Investment over Circa £100m

Magistrates Court and Police Station Pre-Application – 16/01390/PREAPP 9,500sq.m office and 55 residential units.

48 – 50 Clarendon Road Pre-Application – 17/00194/PREAPP 5,500 sqm Office and 90 residential units.

Gresham House – 53 Clarendon Road Granted permission March 2017 (15/01787/FULM) Redevelopment of the site to provide a multi storey building comprising 6,247 sqm of B1 office accommodation, 140sqm of coffee bar use and 59 dwelling units 35% of which will affordable and associated landscaping, amenity space, refuse storage and basement car park. GDV Circa £43m

Cambridge House Initial interest in redevelopment expressed, potentially as a joint site with Victoria House. 37-39 Clarendon Road Application submitted 06 April 2017 (17/00470/FULM). Erection of 23 storey residential building containing 154 residential units. 11,000sqm office with ground floor café and publicly accessible rooftop café. Investment over Circa £100m 32 Clarendon Road Application due at committee 10 May 2017 (17/00279/FULM). Erection of a three storey building to provide a new 2FE Primary School (Class D1) with roof top play area, hard and soft landscaping, two blue badge parking bays and cycle parking. Clarendon Road

• TJX New European HQ • Planning Application submitted

New TJX Building under construction 3000 jobs 37 Clarendon Road:

11,180 sq.m of new, adaptable modern “Grade A” office space fronting Clarendon Road - 8Storeys Café/restaurant space located fronting the public plaza Roof top café and publically accessible open amenity space High quality (improved) designed building. High quality residential development of 154 flats -23 storeys Gym for residents Club residents lounge Roof top communal landscape amenities area Basement car and cycle parking for both the office and residential uses. Gresham House No 50

Things always go to plan !

• MLX • Timing • High Street • Coordination • Shared space directives • Consultation • Public opinion • Flexibility • Stakeholders wants • Managing expectations • Contact failure Other major regeneration schemes Opportunity

• Businesses • Demands on Town will grow • Residential • Major hospital (A&E) • Locally and Regionally • Premiership Football Club • Transport (post MLX) • Strategic

• Benefits to the Town WATERSIDE SITE HISTORY

Notable Past Uses • Coal fire power station • Gas fuel power station • Sewerage works • Light industrial and manufacturing • Scrap yards • New housing • Multi-Storey Car Park • Hotel • Retail Shopping • 2FE Primary School • Community Centre • Industrial Space • Public Square • Retail food and Beverage • Roads and Infrastructure • Hospital Redevelopment

Moving forward • Cultural strategy • New BID area? • Destination Management Audit • Funding schemes • (Gov/LEP/other) • Updating policy and development opportunities • Sustainable transport

• Evolution • Commitment from WBC Demand Responsive Transport (DRT)

Project Outline: To deliver a flexible bus service that can respond to passenger requests for flexible, immediate travel across the borough by a simple click of an app Delivery: By end 2019 Success factors: • Securing a delivery partner • Identifying high demand routes • Effective business engagement • Achieving take-up levels • User satisfaction with service Cycle Hire Scheme

Project Outline: To deliver a public bike share scheme that is open to everyone, with bikes available for hire on-street, 24 hours a day, seven days a week Delivery: By end 2019 Success factors: • Securing a delivery partner • Identifying routes across the borough • Effective business and resident engagement • Achieving take-up levels • User satisfaction with service Transport App • Multi-modal transport across Watford in a single place • View all transport options – bike, bus, walking, EV charge points, parking Watford Regeneration

April 2019

Nick Fenwick Deputy Managing Director Vicki Costello General Manager, intu Watford intu Watford Property Management & Partnerships Vicki Costello, General Manager intu Watford Our purpose – we make joy

We employ 160 colleagues, nurtured and guided by our culture and values. We’re passionate about providing customers with their perfect shopping experience so that our retailers flourish. It’s this that powers our business, creating opportunity for our retailers and value for our investors; benefiting our communities and driving long-term success.

Site location Intu Watford Back in the day…. Intu Watford Our Vision

“To create a new super regional in-town shopping and leisure destination” Intu Watford Key metrics

15 million 73% of customers visit every month 2,072 annual footfall parking spaces

66% of shoppers are female 1hrs 35mins average dwell time 4.5 million total population in catchment 121 stores

44% 83% ABC1 of customers visit weekly social grade

Source: CACI peak survey November 2016 *Gross Value Added (GVA) is a measure of the value of the goods and services produced in the economy. intu Watford Retail trends

Upsizing International Aspirational

77 Centre projects 2015-2018

Intu Watford Car Parks Redevelopment Refurb of car parks £180m redevelopment of Charter Place

Mall refreshment Toilets £13m full redecoration of Refurb of toilets the main centre Intu Watford intu Watford extension

£180m cost of project

£13m cost of refurb

£5m replacement M&E

£6m cost of car park refurb intu Watford Developing a premium London satellite town

M

M Planned underground station for Metropolitan line extension * Source: CACI peak survey November 2015 Existing centre Charter Place extension 80 Intu Watford intu Watford extension

81 intu Watford Redevelopment CACI Research – Catchment area now and in the future UK’s predicted top ranked shopping centres

Rank Centre Location Rank Centre Location 1 Westfield London London - Shepherds Bush 22 intu Watford Watford

2 Bluewater Greenhithe 23 Victoria Square Belfast 3 Westfield Stratford City London - Stratford 24 Union Square Aberdeen

4 Meadowhall Sheffield 25 The Glades Bromley 5 intu Trafford Centre Manchester 26 Festival Place Basingstoke

6 St David's Cardiff 27 Cabot Place/Canada Place London 7 intu Lakeside Thurrock 28= West Quay Southampton

8 intu Metrocentre Gateshead 28= intu Eldon Square Newcastle 9 Liverpool One Liverpool 30 Trinity Leeds Leeds

10 Bullring Birmingham 31 Princesshay Exeter 11 Brent Cross London 32 White Rose Shopping Centre Leeds

12 Cabot Circus Bristol 33 Touchwood Solihull 13 Manchester Arndale Manchester 34 Golden Square Warrington

14 The Mall at Cribbs Causeway Bristol 35 Victoria Quarter Leeds 15 Highcross Leicester

16= intu Merry Hill Brierley Hill 40 intu Chapelfield Norwich 16= the centre: mk~ Milton Keynes 41 intu Potteries Stoke-on-Trent

18 intu Derby Derby 44 intu Victoria Centre Nottingham 19 The Oracle Reading 53 intu Milton Keynes Milton Keynes

20 Silverburn Glasgow 66 intu Uxbridge Uxbridge 21 intu Braehead Glasgow 185 intu Broadmarsh Nottingham

Source: PMA – top shopping centres on basis of PMA Retail Score (December 2016). intu shopping centres highlighted. ˜ adjoined to intu Milton Keynes and shopped as one destination. Combined would be top ten. Intu Watford Construction key timings

• Demolition end of 2015

• Laing O’Rourke commenced works March 2016

• Key Dates; vDebenhams handover 5th March 2018 vCinema handover 16th July 2018 vPractical completion 30th August 2018 vScheme opened late September 2018 (phased opening) vCinema & bowling opened December 2018

84 intu Watford extension timeline The first 4 months….

Practical completion Debenhams opens New Look / H&M tbc th 27th Sept 30 Aug but approx. mid Oct Cineworld / Hollywood Bowl 14th Dec

4 weeks 3-4 weeks 10 weeks Intu Watford Demolition

86 Intu Watford intu Watford extension – 1 year to go

87 Intu Watford intu Watford extension

88 Refurbishment main centre

• Scaffolding erected in malls on the upper mall in zones 1,3 & 5 • Strip existing high level plaster work • Put in a new plaster perimeter detail • Put in light boxes in zones 1,3 & 5 and install stretch fabric (as per below image) • Floor tiling – replacement of any coloured tiles with cream terrazzo tiles • Spray all green balustrades to a neutral bronze

• We did not block entrances to stores • On every scaffold column outside a store we provided brand logos and way-finding signage • All work was done overnight and floors were reinstated by time of trading. Car Park refurbishment £6m investment Intu Watford Access…during development

91 Intu Watford

92 Intu Watford Access…on practical completion

• Practical completion achieved • Site handed back to intu team • Access granted to / from High Street

93 Intu Watford Partnership and Stakeholders

Town Centre Business Media B2B

Consumers Community & B2C CR stakeholders

Intu specific Watford stakeholders Borough Council

Statutory Consultees Watford BID Political Stakeholders

94 Intu Watford Communication - Customers

95 Intu Watford Communication

96 Intu Watford Communication – Customers & Stakeholders

97 Intu Watford Communication

98 Intu Watford Communication – Public Realm works

99 Intu Watford Redevelopment Advertising Strategy

Excite Launch - Phase 2 Love Raise Awareness and Launch - Phase 1 Encourage visits from Reinforce Retail and Excitement about the Encourage visits from our target audience Leisure credentials impending launch our target audience to our new leisure To become offering Destination of Choice

September – September to March to September November (phased January onwards November messaging)

January = OOH & Radio Continuation of local focus social media/PR Digital displays, social February onwards - Digital displays Social, Digital Displays, Radio media, radio, in centre Always on Tactical outdoor – PR, in centre activations, activation and PR Retail/Food/Leisure August/September Targeted campaigns/ Centre Signposting - July on- going PR

1st November to 31st December Christmas Creative – Development Messaging – OOH/Radio/Digital/Press Customer comms

Excite Raise Awareness and Excitement about the impending launch

101 Launch - Phase 1 Launch - Phase 2 Love Excite January 2019

•• RedevelopmentRedevelopment digital activitydigital has activity reached has 503,8k reachedunique users 503,8k with 5.6kunique clicks users through with to centre 5.6k website clicks and through 6.9k to engagements • Excitecentre and websiteLaunch phase and Out 6.9k of Homeengagements advertising – reach of 97,434 with base impacts of 1,538.527 • Excite• Total marketingand Launch budget phase excite and Out launch of Home phases advertising£100k – reach of 97,434 with base impacts of 1,538.527 • January Love phase out of home adverting – reach of 87,421 with base impacts of 2,083.868 • January• January LoveLove phase phase part out of centre of home marketing adverting budget – –totalreach Advertising of 87,421 budget forwith 2019 base is £231,787 impacts of 2,083.868 •• TheThe above above figures figures do not include do not local include marketing local social marketing and digital campaigns social and digital campaigns •• RadioRadio campaigns campaigns with Heart with 4 Counties Heart 42 burstsCounties over launch 2 bursts and love over phase, launch plus weekend and love sponsorship phase, onplus Heart weekend Herts FM • PRsponsorship Activity to date on- Circulation Heart Herts17,582,697 FM AVE £221,435.72 PR Value £664,307.16 • PR Activity to date - Circulation 17,582,697 AVE £221,435.72 PR Value £664,307.16 Car Park refurbishment Intu Watford Mall Refreshment 2017-2018

£13m investment

The end result We did it ! We did it ! And we hope you enjoy touring it! HOW TO REVIEW AND ENHANCE THE VITALITY OF YOUR HIGH STREET THROUGH A HEALTH CHECK TODAY’S EMERGING CONSUMER

Debtor Employed Brand savvy Technical Entrepreneurial

Time poor Individual Confident Mobile Emotional Convenience

Traveller Sociable Rebellious Engaged Experiential Public Immediate Multi- Socially- Connected Creative tasker conscious

Savills Place-Shaping & Marketing 110 ‘WANT’ VERSUS ‘NEED’

EXPENSIVE Leisure travel

Attending live sports events Video games and related online services

Visitor attractions Eating out TV/Movie Cost streaming Culture & Shopping subscription entertainment TV package Night out Gym membership subscription & other sports Music subscription Takeaway food

Other discrete leisure activities (bowling etc.) Drinking out Betting coffee shops/cafes & gaming CHEAP

LESS FREQUENT Frequency MORE FREQUENT

Occasional FREQUENT

Savills Place-Shaping & Marketing 111 WHAT IS A TOWN CENTRE HEALTH CHECK

WHAT IS A TOWN CENTRE HEALTH CHECK?

An town centre health check provides a BID and associated stakeholders with an assessment of their place today, and recommendations as to future actions that could be taken to improve prospects.

Savills Place-Shaping & Marketing 112 WHY SHOULD BIDS EXPLORE THIS?

WHY SHOULD BIDS EXPLORE THIS?

BIDs are well-placed to assess their town and city centres as they share a common goal, which is ‘improvement’. They also have the knowledge and insight to be able to advise senior stakeholders of issues affecting their place, particularly when acting for the interests of businesses. BIDs should be thinking about the vitality of their high streets at all times and a health check is a good way to set out quantitative and qualitative metrics.

Savills Place-Shaping & Marketing 113 HOW TO EXPLORE THIS

Design

Connectivity Marketing

Enlivenment DNA Leadership

Sustainability Perception

Composition THE PHYSICAL CONSTRUCT THE SOCIAL CONSTRUCT

Savills Place-Shaping & Marketing 114 HOW TO CONDUCT A HEALTH CHECK ON YOUR PLACE

THE PHYSICAL CONSTRUCT THE SOCIAL CONSTRUCT

the nature of the place the experience of the place

Design • Master planning Marketing • Branding and design • Planning • Communications and press relations • Design and architecture • Digital and social media • Public realm • Storytelling • Landscaping • Inward investment

Connectivity • Access Enlivenment • Brand activation • Transport • Events and promotions • Car parking • Technology • Wayfinding and signage • Commercialisation

Sustainability • Environment and efficiency Leadership • Governance, management, partnerships and community • Research, health checks and economic repurposing • Business Improvement Districts • Corporate social responsibility • Destination Management Organisations

Composition • Development and site assembly Perception • Visioning • Market-making and occupier mix • First impressions, narrative and memory-making

Savills Place-Shaping & Marketing 115 ECONOMIC HEALTH CHECK

Savills Place-Shaping & Marketing 116 HOW TO CONDUCT A HEALTH CHECK

STAGE 1 – QUANTITATIVE RESEARCH

CURRENT BENCHMARKING

Land use, including vacant frontages

Residential and employee numbers

Vacancy risks (via lease expiry data and imminent store closures)

Transport data (e.g. bus, car, car parking, pricing, cycling use etc.)

Crime and anti-social behaviour (via business and police/crime-reduction intelligence) Customer flows

Business and consumer questionnaires

Customer profiling (particularly of target secondary catchment)

Planned changes (to built environment and public realm)

Comparison of findings (with other similar locations)

Savills Place-Shaping & Marketing 117 HOW TO CONDUCT A HEALTH CHECK

STAGE 1 – QUALITATIVE RESEARCH

FUTURE PRIORITIES

Study team of street walkers providing first-hand impressions including on environmental conditions

Assessment of current communication and promotion styles and engagement (physically, online etc)

Non-user telephone research Recommended future uses for land and buildings

Key stakeholder interviews (focused upon future priorities, testing findings and informing recommendations)

Detailed SWOT analysis (particularly in comparison to competing locations)

Workshops to test findings and recommendations

Savills Place-Shaping & Marketing 118 WHY A HEALTH CHECK WAS VITAL FOR MIDDLESROUGH

OUTPUTS

20 recommendations to enhance the vitality of Middlesbrough.

Health check informs the city’s next steps in creating a place that people actually want rather than need to visit.

Savills Place-Shaping & Marketing 119 HOW BIDS CAN LEAD THEIR TOWN CENTRES

Savills Place-Shaping & Marketing 120 HOW BIDS CAN LEAD THEIR TOWN CENTRES

Savills Place-Shaping & Marketing 121 HOW BIDS CAN LEAD THEIR TOWN CENTRES

Savills Place-Shaping & Marketing 122 HOW BIDS CAN LEAD THEIR TOWN CENTRES

Building the foundations of our Future – Watford BID

Cost to the BID = £30,000

• Improved street scape and town centre environment, linking town to intu and ensuring a destination of quality • Facilitated take up of street pavement licenses for new businesses and existing businesses • Strong partnership between the BID, Watford Borough Council, Herts CC and LEP • £13.3m of new investment in the town centre as a result of the partnership.

Savills Place-Shaping & Marketing 123 HOW BIDS CAN LEAD THEIR TOWN CENTRES

Savills Place-Shaping & Marketing 124 THANK YOU Creating distinctive, engaging & enduring places, each capable of extraordinary EMILY RICHARDS & LEE WALKER experiences.

place.savills.co.uk Ian Hayes Business Rates & BIDs Manager, Tesco Tesco Stores Ltd Business Improvement Districts Supporting Criteria 2018 Tesco Stores Ltd 381 Assessments across the country Tesco Current BID Commitments In Numbers (end of 2018)

Nearly £100milion: The Rateable Value of the Tesco Hereditaments/Assessments that are located within existing BID areas.

£1.1Million: 2018 contribution via Annual BID Levy payments made by Tesco stores Limited.

Nearly 400: Hereditaments/Assessments that are liable for BID Levy payments situated within BID areas.

Over 130: Local Authorities which are collecting Tesco Levies payments on behalf of BIDs teams. Tesco Stores Limited Supporting BID Criteria Document (Launched end 2018) Why The Need For a Criteria:

• Growing Number of BIDs : – Helping to shape BIDs development

• Increasing Cost : - Investing over £1m+ per annum - Value for Money

• Fairness : - Large national retailers not being taken for granted

• Community Engagement : - Tesco a recognised part of the business community

• In it together : - Retail environment never been more challenging Tesco Stores Limited Supporting BID Criteria Document (Launched end 2018) Main Support Criteria Requirements

• Rateable Value (RV) : – Maximum RV cap is as important as a minimum.

• Store Location : - Not been added to outskirts of BID area to increase revenue.

• Fairness : - No single Hereditament more that 7.5% of total revenue.

• Common sense: - BID levied at occupiable hereditaments.

• Single point of development and ballot Contact : - [email protected]