british bids main pdd 2019

www.britishbids.info

Maria ManionChief Executive, Watford BID

WatfordWatford as a destination Galvanizing the partners into a shared visionMaria ManionChief 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 England

• 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 FenwickDeputy Managing Director, Watford Borough Council

Watford Regeneration

April 2019

Nick FenwickDeputy 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 London• Relationship with rest of Herts (Region)

Our Vision

To create a bold and progressive future for Watford

Our Values

BOLDWe work as a team and we make things happen

PROGRESSIVEWe are ambitious, we are innovative and we are welcoming

We are confident that the behaviours of being fair, showing integrityand being inclusive are now embedded across the organisation

DYNAMIC CULTUREAmbitious – Innovative – Welcoming – Empowering – Open to Change

4 Priorities

Corporate Priorities

• Managing our housing needs

• Champion growth and economic prosperity

• Enable a sustainable town

• Celebrate and support our communities

All support Town Centre

Regeneration: A Clear Vision

•Focus development in central and sustainable locations

•Maintain urban character and protect green spaces

•Linked by route of MetropolitanLine Extension (alternatives)

Partnerships

One WatfordLocal Strategic Partnership

Developers Forum

Big Business Connect

Town Centre

WBC contribution

• Land/property holdings• Powers (CPO. Article 4

directions)• Investments• Delivery• Policy• Regulation

• Key player on many fronts

• But partnerships important

• BID is key

intu WatfordMajor impact delivered by ourdevelopment

Exchanged

Using our assets to support new retail and leisure development

Increase in business rates

Jobs

Public Realm Works

• Own funds• Delivery• Coordination• Quality• Reduce congestion • Counter terrorism

• Not without challenge

• Communication

• Funding bids (LEP)

• Watford BID key player

Public Realm Enhancement Projects

High Street

Metropolitan Line Extension

Clarendon Road & Watford Junction

Opportunity

• Business Hub• Residential

• Connectivity

• Image

• Quality of environment• High investment potential• Density

• Integration with the Town

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

Planned early 2019

Station Improvements

32 Clarendon RoadApplication 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.

37-39 Clarendon RoadApplication 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

Cambridge HouseInitial interest in redevelopment expressed, potentially as a joint site with Victoria House.

48 – 50 Clarendon RoadPre-Application – 17/00194/PREAPP5,500 sqm Office and 90 residential units.

Magistrates Court and Police StationPre-Application – 16/01390/PREAPP9,500sq.m office and 55 residential units.

TJXApplication 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

Railway City – Forecourt and Bus StationPre-Application – 16/01748/PREAPP10,000 sq.m office. 1,500 sqm retail space and station concourse extensions and footbridge.

Gresham House – 53 Clarendon RoadGranted 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

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 residentsClub residents loungeRoof top communal landscape amenities areaBasement car and cycle parking for both the office and residential uses.

Gresham House

Things always go to plan !

• MLX• High Street• Shared space directives• Public opinion• Stakeholders wants• Contact failure

• Timing• Coordination• Consultation• Flexibility• Managing expectations

Other major regeneration schemes

Opportunity

• Businesses• Residential• Major hospital (A&E)• Premiership Football Club• Transport (post MLX)

• Demands on Town will grow

• Locally and Regionally

• 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• Destination

Management Audit

• Updating policy and development opportunities

• Evolution

• New BID area?

• Funding schemes• (Gov/LEP/other)

• Sustainable transport

• 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 appDelivery:By end 2019Success 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 weekDelivery:By end 2019Success 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 FenwickDeputy Managing Director

Vicki CostelloGeneral Manager, intu Watford

intu WatfordProperty Management & PartnershipsVicki Costello, General Manager

Our purpose – we make joy

Site location

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.

intu Watford

Intu WatfordBack in the day….

Intu WatfordOur Vision

“To create a new super regional in-town shopping and leisure destination”

2,072parking spaces

Intu WatfordKey metrics

15 millionannual footfall

1hrs 35minsaverage dwell time

73%of customers visit every month

44%of customers visit weekly83% ABC1

social grade

4.5 milliontotal population in catchment 121 stores

66%of shoppers are female

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 WatfordRetail trends

77

Upsizing International Aspirational

Centre projects 2015-2018

Intu Watford Redevelopment

Toilets Mall refreshment

£180m redevelopment of Charter Place

£13m full redecoration of the main centre

Refurb of toilets

Refurb of car parks

Car Parks

Intu Watfordintu Watford extension

£180m cost of project

£13m cost of refurb

£5m replacement M&E

£6m cost of car park refurb

intu WatfordDeveloping a premium London satellite town

80

M

Planned underground station for Metropolitan line extension Existing centre Charter Place extension

M* Source: CACI peak survey November 2015


81

intu Watford RedevelopmentCACI Research – Catchment area now and in the future

UK’s predicted top ranked shopping centres

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.

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

Intu WatfordConstruction key timings

• Demolition end of 2015

• Laing O’Rourke commenced works March 2016

• Key Dates;

vDebenhams handover 5th March 2018

vCinema handover 16th July 2018vPractical completion 30th August

2018vScheme opened late September

2018 (phased opening)vCinema & bowling opened

December 2018

84

intu Watford extension timelineThe first 4 months….

Practical completion 30th Aug

Debenhams opens 27th Sept

4 weeks

New Look / H&M tbc but approx. mid Oct Cineworld / Hollywood Bowl

14th Dec

3-4 weeks 10 weeks

Intu WatfordDemolition

86

Intu Watfordintu Watford extension – 1 year to go

87


88

• 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.

Refurbishment main centre

Car Park refurbishment£6m investment

Intu WatfordAccess…during development

91

Intu Watford

92

Intu WatfordAccess…on practical completion

93

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

Intu WatfordPartnership and Stakeholders

94

ConsumersB2C

Town Centre Business

B2B

Watford Borough Council

Statutory Consultees

Political Stakeholders

Intu specific stakeholders

Media

Watford BID

Community & CR stakeholders

Intu WatfordCommunication - Customers

95

Intu WatfordCommunication

96

Intu WatfordCommunication – Customers & Stakeholders

97

Intu WatfordCommunication

98

Intu WatfordCommunication – Public Realm works

99

Intu Watford RedevelopmentAdvertising Strategy

ExciteRaise Awareness and Excitement about the

impending launch

Launch - Phase 1Encourage visits from our target audience

Launch - Phase 2Encourage visits from our target audience to our new leisure

offering

LoveReinforce Retail and Leisure credentials

To become Destination of Choice

March to SeptemberSeptember –

November (phased messaging)

September to November January onwards

Continuation of local social media/PR Digital displays

Tactical outdoor –August/September

Centre Signposting - July

Digital displays, social media, radio, in centre

activation and PR

Social, Digital Displays, Radio PR, in centre activations,

January = OOH & Radio focus

February onwards -Always on

Retail/Food/Leisure Targeted campaigns/

on- going PR

1st November to 31st DecemberChristmas Creative – Development

Messaging – OOH/Radio/Digital/Press

Customer comms

101

ExciteRaise Awareness and Excitement about the

impending launch

Excite Launch - Phase 1 Launch - Phase 2

• Redevelopment digital activity has reached 503,8k unique users with 5.6k clicks through to centre website and 6.9kengagements

• Excite and Launch phase Out of Home advertising – reach of 97,434 with base impacts of 1,538.527• Total marketing budget excite and launch phases £100k

• January Love phase out of home adverting – reach of 87,421 with base impacts of 2,083.868

• January Love phase part of centre marketing budget – total Advertising budget for 2019 is £231,787

• The above figures do not include local marketing social and digital campaigns

• Radio campaigns with Heart 4 Counties 2 bursts over launch and love phase, plus weekend sponsorship on Heart Herts FM

• PR Activity to date - Circulation 17,582,697 AVE £221,435.72 PR Value £664,307.16

LoveJanuary 2019

• Redevelopment digital activity has reached 503,8k unique users with 5.6k clicks through to

centre website and 6.9k engagements

• Excite and Launch phase Out of Home advertising – 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

• The above figures do not include local marketing social and digital campaigns

• Radio campaigns with Heart 4 Counties 2 bursts over launch and love phase, plus weekend

sponsorship on Heart Herts FM

• 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!

H O W T O R E V I E W A N D E N H A N C E T H E V I TA L I T Y O F Y O U R H I G H S T R E E T T H R O U G H A H E A LT H C H E C K

Savills Place-Shaping & Marketing 110

T O D A Y ’ S E M E R G I N G C O N S U M E R

Brand savvy

Immediate

Time poor

Sociable

Technical

Convenience

Experiential

Debtor

Mobile

Employed

Confident

ConnectedSocially-conscious

Entrepreneurial

Engaged

Individual

Creative

Traveller

Multi-tasker

Emotional

Rebellious

Public


‘ W A N T ’ V E R S U S ‘ N E E D ’

EXPENSIVE

CHEAP

Cost

MORE FREQUENTLESS FREQUENT Frequency

Occasional FREQUENT

Leisure travel

Attending live sports events

Visitor attractions

Culture &entertainment

Other discrete leisureactivities (bowling etc.)

Eating out

Night out

Takeaway food

Betting & gaming

Drinking outcoffee shops/cafes

Gym membership& other sports

Video games andrelated online services

TV/Moviestreaming

subscription

TV packagesubscription

Musicsubscription

Shopping


W H A T I S A T O W N C E N T R E H E A L T H C H E C K

W H AT I S A T O W N C E N T R E H E A LT H C H E C K ?

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.


W H Y S H O U L D B I D S E X P L O R E T H I S ?

W H Y S H O U L D B I D S E X P L O R E T H I S ?

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

Perception

Marketing

Enliven

ment

Design

Connectivity

114

H O W T O E X P L O R E T H I S

Sustain

ability

Composition

Leadership

DNA

T H E P H Y S I C A L C O N S T R U C T T H E S O C I A L C O N S T R U C T


H O W T O C O N D U C T A H E A L T H C H E C K O N Y O U R P L A C E

• Master planning• Planning• Design and architecture• Public realm• Landscaping

the nature of the place

T H E P H Y S I C A L C O N S T R U C T T H E S O C I A L C O N S T R U C T

the experience of the place

Design

Connectivity

Sustainability

Composition

• Access• Transport• Car parking• Wayfinding and signage

• Environment and efficiency• Research, health checks and economic repurposing• Corporate social responsibility

• Development and site assembly• Market-making and occupier mix

• Branding and design• Communications and press relations• Digital and social media• Storytelling• Inward investment

Marketing

Enlivenment

Leadership

Perception

• Brand activation• Events and promotions• Technology• Commercialisation

• Governance, management, partnerships and community• Business Improvement Districts• Destination Management Organisations

• Visioning• First impressions, narrative and memory-making


E C O N O M I C H E A L T H C H E C K


H O W T O C O N D U C T A H E A L T H C H E C K

S T A G E 1 – Q U A N T I T A T I V E R E S E A R C H

C U R R E N T B E N C H M A R K I N G

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)


H O W T O C O N D U C T A H E A L T H C H E C K

S T A G E 1 – Q U A L I T A T I V E R E S E A R C H

F U T U R E P R I O R I T I E S

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


W H Y A H E A L T H C H E C K W A S V I T A L F O R M I D D L E S R O U G H

O U T P U T S

20 recommendations to enhance the vitality of Middlesbrough.

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


H O W B I D S C A N L E A D T H E I R T O W N C E N T R E S



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.

place.savills.co.uk

Creating distinctive, engaging & enduring places, each capable of extraordinary experiences.

THANK YOU

E M I LY R I C H A R D S & L E E WA L K E R

Ian HayesBusiness Rates & BIDs Manager, Tesco

Tesco Stores LtdBusiness 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]

mailto:[email protected]

british bids main pdd 2019

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