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Infrastructure Delivery Plan 2010

Planning for a Better Watford

2Executive Summary

Introduction7Introduction1

9Methodology2

9Limitations of the Study3

9Watford in context4

104.1 Location114.2 Population124.3 Housing requirements144.4 General Transport

14Strategic planning and partnerships5

Assessment of Infrastructure Capacity16Assessment of Infrastructure capacity6

16Social Infrastructure7

167.1 Health207.2 Social care227.3 Education and schools287.4 Emergency services307.5 Cultural services

35Green Infrastructure8

37Physical Infrastructure9

379.1 Strategic Transport379.1.1 Croxley Rail Link399.1.2 Watford Junction Redevlopment409.1.3 Abbey Line Tram419.1.4 M25 Widening429.1.5 Health Campus429.2 Local transport469.3 Energy Infrastructure479.4 Water infrastructure509.5 Waste Infrastructure

51The Way forward10

Appendices52Glossary and AbbreviationsI

Infrastructure Delivery Schedule58Social Infrastructure ProjectsII

66Green Infrastructure ProjectsIII

70Physical Infrastructure ProjectsIV

Infrastructure Delivery Plan 2010 Watford Borough Council

Contents

Executive Summary

Background

The purpose of the Infrastructure Delivery Plan (IDP) is to provide an understanding of thefuture infrastructure needs of the borough and an evidence base on infrastructure for theLocal Development Framework (LDF). Formulating a programme tomeet infrastructure needsis now a mandatory part of LDF preparation.

Infrastructure planning is an important corporate tool and not just a town planning document.A robust and integrated IDP has the potential to support funding bids and influence decisionmaking. Such a plan can become or form the basis of a key strategic document for theborough, the Local Strategic Partnership, the Local Enterprise Partnership and other deliveryagencies.

Local Planning Authorities will be responsible for administering and securing infrastructuredelivery through agreeing appropriate scheme design and appropriate S106 planningobligations with developers, or directly through other delivery agencies such as for water,electricity and telecommunications infrastructure.

Housing and Population

The revocation of the Regional Spatial Strategy (RSS) along with the abolition of the housingtargets (announced July 2010) gives freedom for the borough to establish its own housingtarget for the period 2010-2031.

The current SHLAA study shows that Watford has the potential capacity to accommodate6,200 new dwellings in the period 2010 -2031, equivalent to 295 dwellings per annum. Thiscompares with the RSS housing target of 5,200 new dwellings for the period 2001-2021,equivalent to an annual target of 260 dwellings.

The housing target may have to be adjusted pending the outcome of the Strategic HousingLand Availability Assessment study (SHLAA) and identification of sites for housing that areyet to come forward in the LDF Site Allocations Document. However for the time being weare continuing with the 260 per annum target of the revoked RSS

The Office for National Statistics 2006 based population projections anticipate that Watford’spopulation will increase by 12 percent over the period 2006-2031. The most recent ONSprojection (2008) anticipates a population increase of 23 percent over the period 2008-2033.This is the highest figure in the County.

The housing targets and population projections indicate that demand for new infrastructuresuch as school places and doctor’s surgeries will need to be closely monitored, and that thiscould have an impact on other areas such as the provision of social and community services.

Watford Borough Council Infrastructure Delivery Plan 20102


Education and Schools

A significant infrastructure requirement that will need to be addressed over the next 5 years,is the provision of sufficient primary and secondary school places in order to accommodatethe additional demand that will arise.

The Local Education Authority (LEA) informs us that this is the third year of growth in receptionclass numbers, and that this trend is expected to continue to 2012/13. Eventually this willfeed into demand for additional places in secondary schools. Therefore, two sites for twoforms of entry (60 pupils) primary schools are required to meet this demand.

The greatest area of need is in central and west Watford, around the Central Primary andChater schools. This demand does take account of the projected population growth, however,it does not consider the specific potential growth from the from the Watford Junction andHealth Campus development proposals.

It is critical to respond to changing needs rapidly and flexibly. This can be done without addingpermanent additional capacity in the short to medium term. Current plans include the provisionof temporary places in the short term to cater for known increased demand. A feasibility studyis needed to ascertain the most appropriate long term solution for creating the requiredadditional capacity.

Transport

Road traffic is predicted to grow by 35% by 2021 (from a 2001 baseline). Sustainable transportinitiatives are therefore required to try and counter balance the predicted increase incongestion.

The major transport projects including Watford Junction redevelopment, Croxley Rail Link,Abbey Line improvements0 aim to relieve congestion in the town and also provide feasiblealternatives to the car.

The Croxley Rail Link in particular will improve accessibility from the area around WatfordGeneral Hospital, which has the lowest level of car ownership in the borough, the highestpopulation density and is the least accessible area for rail services.

The Watford Junction Improvement Scheme combines improved access for all modes oftransport to the station and the new Colonial Way Link Road which will relieve pressure onSt Albans Road.

Further work has been commissioned on developing a network of high frequency radial busservices in the area, linking the main retail, commercial and service areas in south-westHertfordshire.

The Council aims to support and improve local neighbourhood centres to serve as a focusfor key services within walking or cycling distance.

3Infrastructure Delivery Plan 2010 Watford Borough Council


The Council has delivered 14.1 km of new cycle routes over the last 6 years. Cycle routeusage has increased at all monitored sites.

The Hertfordshire Infrastructure & Investment Strategy Study (HISS), identifies priorityinfrastructure needs in the Borough, such as the Watford Junction rail interchange, and theAbbey Flyer. The proposal for theWatford Junction interchange, would contribute to improvingconnectivity and efficiency of the road network within Watford, including benefits for the busnetwork. Whilst the Abbey Line (Abbey Flyer) would improve rail connections between StAlbans and Watford. The Croxley rail link scheme involves the extension of the Metropolitanline, onto the disused Croxley Green Branch line, connectingWatford High Street andWatfordJunction overground Stations, which connect with London Underground. These transportinfrastructure needs would significantly contribute to improving connectivity within Watfordand Watford’s connectivity with West Hertfordshire and London

Emergency Services

There are no current gaps in provision, and future demand will need to be continuallyassessed. The police services required depend on criminality rates rather than population.

There should be an emphasis placed on “designing out crime” to reduce the potential needfor an increased police or fire and rescue service presence in Watford.

Health

The most significant health infrastructure planned for the borough, is the Health Campusdevelopment. The Health Campus proposal includes the replacement of the existingWatfordGeneral Hospital with a new 600 bed “Major Acute” hospital and primary care and healthclinic facilities, business uses, a hotel and housing.

In terms of General Practitioner (GP) capacity, the level is broadly sufficient to serve the sizeof the population. There are two areas in the borough, Callowland and Central wards, whichmay be least able to cope with proposed growth and may require some moderate additionalinvestment in the future.

Housing growth in Callowland and Central wards could give rise to an estimated 5,500additional registrations, equating to 3.1 full time GPs and support staff.

The WatCom study reveals that in terms of projected housing growth, if all housingdevelopments identified came forward, at best case, GP supply would exceed the worst casedemand for registrations.



Social Care

There are a total of 511 bed spaces provided in Watford’s care homes. By 2020/21 anadditional 400 bed spaces will be required, ideally through the provision of flexicare and extracare flats as an alternative to residential care. There is therefore a significant need for housingfor older people but little demand. Demand is restricted to those who are proactive in seekingretirement housing and those who have little choice but to move because of an urgent healthproblem. The most prevalent reason for delayed discharge from hospital for an older personis difficulty in finding residential or nursing home placements.

Arts and Cultural Amenities

Watford has one multiplex cinema which is located in the north of the borough at Woodside.However, there is an intention to locate a cinema in the heart of the town centre as part ofthe Charter Place development. The Council has committed £5.2 million from its 2010 budgetfor the refurbishment of the Watford Colosseum to provide a first class entertainment facilityto enrich the cultural life of residents and become a focus for the regeneration of this part ofthe town centre.

The long-term aim of the Cultural Study is to provide improved museum and library facilities.

Cemeteries

The borough currently has two cemeteries, at Vicarage Road and North Watford. A newcemetery will be required to serve the borough by 2014.

Water Infrastructure

The findings of the Water Cycle Study indicate that Watford has adequate water resourcesand the borough should not experience supply shortages within the next 20 years.

Wastewater and Sewage

Maple Lodge Sewage Treatment Works serves Watford, St. Albans and Hemel Hempstead.It is anticipated that Maple Lodge will experience capacity issues by 2016, which meanscapital investment will be required to increase capacity in the future.



ThamesWater is undertaking a 5 year investment programme (from April 2010) which includesthe maintenance and upgrade of the sewer system in Watford and interventions to protecthomes and businesses from flooding. The programme will also include the expansion of thesewer network and treatment capacity to meet the demands of new development, therebyenabling 200,000 new dwellings to connect to the sewer system between 2010 and 2015.

Whilst this five year investment programme will not impact directly on Maple Lodge theimprovements may need to be included in the next programme.

Municipal Waste

The treatment and disposal of municipal waste is a county responsibility. The MunicipalWaste Strategy prepared by the Waste Disposal Authority seeks to promote the provision ofa new waste facility, supported by strategically located waste transfer stations, needed inHertfordshire by 2015.

Watford is currently provided for by the Waterdale Waste facility at Garston. This provideswaste transfer facilities in the west of the County and is an efficient facility. As a result thenew waste facility for Hertfordshire is unlikely to be required in this location.

The Way Forward

The key messages from this IDP will be included in the production of the Local DevelopmentFramework, and in particular the Core Strategy, including the formulation of appropriatepolicies for dealing with infrastructure delivery.



1 Introduction

1.0.1 This Infrastructure Delivery Plan (IDP) provides an assessment of the infrastructurenecessary to support the existing and planned increase of new homes and jobs within theBorough up to 2031. It takes account of the projected population growth in the Borough andthe need to encourage sustainable development andmitigate climate change. The assessmentincludes a review of the existing provision and an analysis of the required future provision,and where known, its location, when it will be provided, how it will be funded and who will beresponsible for delivery.

1.0.2 The IDP has been informed by information from a range of service providers; Countyand District Council services, (such as education, libraries, highways etc), the Local StrategicPartnership and infrastructure providers external to the Council (such as the Primary CareTrust, emergency services and utility companies). It focuses on key infrastructure needsderived from various plans and strategies of each of these partners.

1.0.3 The IDP is accompanied by an Infrastructure Delivery Schedule (Appendix II-IV)which sets out the infrastructure schemes that are currently proposed to take place duringthe Core Strategy plan period to 2031.

1.0.4 The IDP is not a policy document and information contained within it does not overrideor supersede the Core Strategy policies and commitments contained within the formal suiteof LDF documents. It provides a key piece of evidence base and will further provide a robustbasis on which the Council will seek to influence public, private and agency funding andpriorities.

Policy background

1.0.5 Planning Policy Statement 1: Delivering Sustainable Development (2005) introducesa spatial planning approach to the preparation of local development documents.

1.0.6 PPS1 states: “Spatial planning goes beyond traditional land use planning tobringtogether and integrate policies for the development and use of land with otherpolicies andprogrammes which influence the nature of places and how they can function”.

1.0.7 This document enables an informed and coordinated approach to the planning ofthe infrastructure necessary to support housing and economic development. The CoreStrategy alongside the IDP will help to inform other business plans and strategies of allpartners in order to help shape and influence development within the Borough.

1.0.8 Planning Policy Statement 12: Local Spatial Planning (2008) sets out the frameworkfor the production and delivery of LDFs. A key sustainability objective for the preparation ofthe new Local Development Framework (LDF) should be for new development to beco-ordinated with the infrastructure it demands and to take into account the capacity of existinginfrastructure.

1.0.9 The LDF and Core Strategy are seen as key to delivering infrastructure, and the CoreStrategy needs to be supported by robust evidence of what infrastructure is needed to enablethe amount of development proposed for the area, taking account of its type and distribution.This is provided in this IDP.



1.0.10 Local Planning Authorities are required to set out within their Core Strategies theinfrastructure that is needed to support the level of development being proposed within theirLocal Development Framework. However, PPS12 clearly states that this should not be awish list of infrastructure provision that does not have a reasonable chance of being delivered.The infrastructure planning process needs to identify not only the infrastructure that is requiredbut also the cost of delivery, the phasing of delivery, how it will be funded and who isresponsible for delivery.

Planning Obligations

1.0.11 Under the 2008 Planning Act, the Government introduced the CommunityInfrastructure Levy (CIL). The aim of the CIL was to encourage development to contributeto the provision of strategic infrastructure. The current S106 contributions provide only apartial and variable response to funding major pieces of infrastructure. It was intended thatthe CIL would operate alongside S106 obligations, which would be ‘scaled back’ and belimited to site specific requirements and affordable housing.

1.0.12 The direction of policy now appears to be moving away from CIL and towards nonsite-specific planning obligations (Source: Green Paper-Open Source Planning). A singleunified local tariff applicable to all residential and non-residential development (even a singleunit), could be introduced but at graded rates depending on the size and scale of thedevelopment.

1.0.13 Currently the Council seeks contributions in respect of residential development.The contributions normally sought on new residential developments are payable to WatfordBorough Council and Hertfordshire County Council. These contributions are for:

Public open spaceChildren’s play spaceHealthcare provisionAmendment of CPZ Traffic order (parking permit)Affordable housing

Contributions sought by Hertfordshire County Council are for:

Sustainable transport measures for pedestrians and cyclistsEducationChildcareYouth facilitiesLibrariesFire Hydrants

1.0.14 The Policy Green Paper Open Source Planning (January 2010) published by theConservatives (now leading the Coalition government) advocates that each local planningauthority should be responsible for setting its own local tariff rates and should publish theseas part of the Local Development Framework.

1.0.15 However, in the absence of further guidance and planning legislation regardinglocal tariffs, the Council will continue to operate its existing framework of Section 106 planningcontributions.



2 Methodology

2.0.1 The methodology was developed using guidance from the Communities and LocalGovernment, (CLG), the Planning Advisory Service (PAS) and other best practice guidance.This IDP was produced by the Council in consultation with a number of service providers.Workshops and meetings were also held with the infrastructure providers. Where this wasnot possible telephone and email conversations took place. The aim of this initial engagementwas to establish existing infrastructure capacity as well as future requirements so as toaccommodate the levels of growth being proposed. Providers were also asked to provideinformation to help justify their infrastructure proposals.

2.0.2 The methodology involved identifying the types of infrastructure within the borough,followed by identification of relevant agencies/bodies responsible for providing theinfrastructure. An initial assessment of infrastructure provision and capacity within the boroughwas undertaken. This information establishes the baseline position of infrastructure in thearea, together with the infrastructure gaps and capacity issues.

2.0.3 The Infrastructure Delivery schedule outlines the cost involved in delivery, the potentialfunding sources and gaps in funding and whomwill be responsible for delivery and timescales.Ongoing dialogue with infrastructure providers is essential to plan for infrastructure needson an ongoing basis.

2.0.4 The Hertfordshire Infrastructure and Investment Strategy (November, 2009)supplements this document and provides information about the infrastructure that will berequired across the County in future years.

3 Limitations of the Study

3.0.1 A number of infrastructure service providers only plan on a 3-5 years time cycle,while others, such as some of the utility providers, simply react when proposals are at theplanning application stage. This has obvious limitations in terms of planning ahead withinthe LDF timeframe to 2031. Emphasis has therefore been placed on ensuring a detailedunderstanding of infrastructure requirements for the early phases of Plan delivery. A furtherupdated infrastructure plan will be needed to inform the requirements for later phases.Engaging some providers was sometimes problematic; others were unable to provide thedetail of information required for the IDP; this is noted within the relevant section of the Report.

4 Watford in context

4.0.1 Population growth, socio-economic profile and the economy are important factorswhich shape the approach to infrastructure planning. It is recognised that these factors canchange over time and updates of the IDP will allow flexibility in planning for any future trends.This section provides the local context in which future infrastructure needs to be planned inthe Borough.



4.1 Location

4.1.1 The Borough of Watford is predominantly urban in nature and covers an area of2,142 hectares (8.3 sq. miles). However, almost 20% of the Borough forms part of theMetropolitan Green Belt which encloses much of the built-up area. The Colne Valley LinearPark, the Gade Valley and Cassiobury Park, which extends almost into the centre of Watford,provide the main open space and nature resources in Watford.

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Watford Borough Boundary

I2 Railway StationsMotorwayA RoadRailwayB RoadRiver

4.1.2 Situated in the SouthWest of Hertfordshire,Watford has several locational advantagesdue to its excellent communication links. The M1 motorway, with a direct link to the towncentre, and the London to Glasgow railway pass through the Borough. London Euston canbe reached in 20 minutes by rail, while the nearby M25 motorway has enhanced road accessto the major airports at Heathrow, Gatwick, Stansted and Luton. Watford has major A-roadlinks to adjoining areas and is also connected to the underground rail network with theMetropolitan Line terminus adjacent to Cassiobury Park.



4.2 Population

4.2.1 The most recent population estimate for Watford is 83,800(1). At the time of the 2001Census, the total resident population for the borough was 79,726 (Census 2001). Thepopulation comprised a significantly larger percentage of people aged 25 to 44 (34.6%)compared with England as a whole (29.3%). Children under the age of 15 make up a higherproportion of the population (19.4%) than people aged 60 or over (17.3%). This age profiledistribution is contrary to the County and national trend(2).

Figure 1 Population pyramid for Watford – Source:Census 2001

1 Office for National Statistics (ONS) Mid-2009 Population Estimate2 Watford Borough Council Annual Monitoring Report (AMR) 2009



Population Density(number of persons perHectare)

ApproximatePopulation

Ward

34.226577Central

79.466635Callowland

37.37176Holywell

51.997044Leggatts

34.426865Meriden

36.496532Nascot

41.936395Oxhey

14.376192Park

49.336852Stanborough

31.835591Tudor

75.337149Vicarage

40.026700Woodside

37.2179726Total

4.2.2 The Census 2001 data, illustrates that Vicarage and Callowland Wards compriserelatively high population densities.

4.2.3 The 2008-based ONS population projections estimates Watford’s population will riseto 101,400 by 2033. This represents an increase of 22.90 % (between 2008-2033). Thispopulation increase is slightly higher then the projection for Hertfordshire (20.60%) as awhole.

4.3 Housing requirements

4.3.1 The now revoked East of England Plan (EEP), also known as the Regional SpatialStrategy (RSS) established a target of 5,200 new dwellings to be provided inWatford between2001-2021. This equates to an annual target of 260 dwellings. The revocation of the RSSalongside the abolition of the housing targets (announced July 2010), introduces therequirement for local planning authorities to review and establish housing targets for theirareas. Local authorities are advised to continue to collect and use reliable information tojustify their housing supply polices. In determining appropriate housing targets for the borough,it is important to consider the projected population growth and housing supply.

4.3.2 The ONS 2006-based population projections estimates, Watford’s population willincrease by 12.2%, equivalent to 9,700 people, over the 25 year period (2006-2031). Whilstthe most recent ONS mid-year 2008 population projection, indicates Watford’s populationwill increase by 22.9% over a 25 year period (2008-2033). This change represents a significantproportional increase in the population.



4.3.3 The ONS 2006-based household projections estimated an increase of 6,000households over a 25 year period, which equates to an average of 240 households per annum(6,000/25=240 p.a). The 2008 household projections are expected to be published late 2010or early 2011 and is likely to reflect the increased population projections and therefore showan increase in projected households. In the absence of updated household population data,it is reasonable to continue the current target of 260 dwellings per annum.

4.3.4 The annual target of 260 dwellings equates to an overall target of 6,500 dwellingsover the Core Strategy period (2006/7 to 2030/31). Taking into consideration those siteswhich have progressed within the planning system, and those sites identified as remainingto come forward; there is a capacity to deliver 4,971 dwellings. A shortfall of 665 dwellingsis identified against the overall target. The shortfall identified in the long-term could change,as sites come forward, for example windfall sites.

Housing Target and Supply Summary

65002006/07 to2030/31

Housing Target1

8642006/07 to2008/09

Net housing completions2

5636Provision to be met in Core Strategy period(1-2)

3

1152Sites under construction4a

928Sites with detailed planning permission4b

51Sites with outline planning permission4c

180Allocated housing sites remaining (fromWDP2000)

4d

2660Other identified sites4e

4971Total supply (1)5

665Shortfall in housing supply (3-5)6

Source AMR 2009

1. Housing supply figures are quoted as at 31 March 2009

4.3.5 The current SHLAA study shows that Watford has the capacity to accommodate6,200 new dwellings in the study period 2010-2031, equivalent to 295 dwellings per annum(6,200/21=295). However some of these identified sites came forward earlier for development(i.e. by grant of planning permission). Therefore the ultimate capacity for additional newdwellings will need to be reviewed further pending the outcome of other studies. Furthermorenot all these sites will be taken forward for the Site Allocations DPD.



4.4 General Transport

4.4.1 The Borough is served by excellent transport links, and is ranked fifth best connecteddistrict in the country(3) . Transport links include the direct mainline rail connections to London,Gatwick Airport, the Midlands and the North, Metropolitan Line underground connection toLondon, community rail connections to St Albans, national coach services to Heathrow, Lutonand Stansted airports, and convenient road links via the M1, M25 and A41.

4.4.2 Watford is relatively well served by buses. The Arriva Bus company operates themajor bus routes throughout Watford.

4.4.3 Car ownership in Watford is the lowest in Hertfordshire with the exception ofStevenage. 79% of households in Watford have at least 1 car. This is below the Hertfordshireaverage of 82% (Census 2001). Watford has the highest net in-commuting in Hertfordshire,and over 60% of people travel to work by car, either as a car driver or passenger. Thiscontributes to the problem of traffic congestion in Watford(4).

4.4.4 Traffic in Watford is predicted to grow more in line with forecasts for the Countyoverall. From the base year of 2001, Hertfordshire’s traffic is predicted to grow by 20.1% by2011 and 35.6% by 2021 and Watford’s traffic is predicted to grow by 20.5% by 2011 and35.1 % by 2021. Whilst the growth in traffic in Watford is predicted to be no worse than thatfor Hertfordshire as whole. Traffic congestion has an adverse impact on air quality and leadsto increases in green house gas emissions that contributes to climate change. Thereforealleviating congestion on the roads and the promotion of sustainable transport measures,are considered important issues to be addressed by the Core Strategy.

5 Strategic planning and partnerships

Hertfordshire Infrastructure & Investment Strategy

5.0.1 The Hertfordshire Infrastructure & Investment Strategy (HIIS) published November2009 was commissioned by the ten Hertfordshire District Councils and the County Councilto address the infrastructure implications of the RSS which identified significant growth forHertfordshire for the period up to 2031. The HIIS Study examined the strategic infrastructurethat would be required to accommodate growth in the County including growth areas andthe Key Centres for Development and Change (KCDCs) as identified in the now revokedEast of England Plan. The Study identifies Watford Junction rail interchange and the AbbeyLine (Abbey Flyer), as priority interventions needed in Watford.

Local Strategic Partnership

5.0.2 One Watford, the borough’s Local Strategic Partnership (LSP) was set up in 2002and brings together the borough’s key organisations from the public, private, voluntary andcommunity sectors that all have a role to play in improving the quality of life of Watfordresidents. Current members of the One Watford Board include:

Watford Borough CouncilHertfordshire County CouncilHertfordshire Police Authority

3 Local Futures Group 'State of the Borough' report 20064 Source: Census 2001 Workplace table W203



John Lewis WatfordSafer Watford partnershipWatford and West Herts Chamber of CommerceWatford Community Housing TrustWatford Council for Voluntary ServicesWatford District Children's Trust PartnershipWatford Football ClubWatford ObserverWentaWest Hertfordshire NHS Primary Care TrustWest Herts College

5.0.3 The Board has responsibility for developing the borough’s Sustainable CommunityStrategy that identifies both a long-term vision for Watford and the objectives and prioritiesthat will help deliver this vision.

5.0.4 One Watford’s vision for Watford is 'a town to be proud of, where people will alwayschoose to live, work and visit' and its objectives for achieving this are to focus on delivering:

A well-planned town with homes to suit all needsA safer townA healthy townA prosperous and educated townA well-informed community where everyone can contribute; andA town that protects its environment and heritage

5.0.5 In the last year, the partnership has received a sum of money (known as PerformanceReward Grant) that has been used to support some specific projects that the Board hasidentified as really making a difference to the borough and the delivery of the One Watfordvision. These have supported the following objectives in particular:

A safer town – funding allocated to support three ‘Partnership Protected Area Projects’A prosperous and educated town – funding allocated to support the Watford For Youinitiative, including an Inward Investment Manager, a new look website and communityactivities and eventsA well-informed community where everyone can contribute – funding allocated to thecreation of a purpose-built Resource Centre for the voluntary sector plus the setting upof a Watford Community Assembly.A town that protects its environment and heritage – funding two schemes; one to promotethe Watford commuter project to business and one to support businesses reduce theircarbon emissions and operate in a more environmentally sustainable way.



6 Assessment of Infrastructure capacity

Infrastructure can take many forms, and information has been gathered for the services andfacilities detailed in the following table.

Infrastructure TypeSectorInfrastructureCategory

GPs, Hospitals/Acute Provision, DentistsHealthSocial Infrastructure

Adult Care ServicesSocial care

Primary and Secondary Education, NurseriesEducation

Police, FireEmergencyServices

Libraries, Cemeteries, the Colosseum, theWatford museum, Watford Palace Theatre

CulturalServices

Youth projects and facilitiesYouth facilities

Parks, Open Spaces, Play Areas, WildlifeCorridors

Green andOpen spaces

Green Infrastructure

Sourcing, Treatment, Distribution, Waste WaterWaterInfrastructure

Physical Infrastructure

WasteMunicipalwaste

Croxley Rail Link, M25 Widening, WatfordJunction interchange improvements

StrategicTransport

Traffic Management & Highway Improvements,Road, rail and Bus network, Cycle Facilities

Local Transport

Electricity Distribution, Gas DistributionEnergyInfrastructure

7 Social Infrastructure

7.1 Health

7.1.1 The WatCom Locality cluster group is a Practice Based Commissioning Consortium(“PBC”) of 28 GP practices covering the Watford and Three Rivers area. The PBC’s ‘EstatesPlan’ report was produced in 2009 and considers the health infrastructure that will be requiredover the planning period of the Core Strategy.



Local healthcare (GPs)

7.1.2 Generally, in Watford the health of the population is better than regional and nationalbenchmarks but challenges remain in Central Watford. According to the WatCom report, atthe WatCom PBC group level, GP capacity is broadly sufficient and local practices operateout of a total floor space appropriate for the size of the population. However there are variationsand some proposed housing development areas need to be examined closely to ensurecapacity will be available.

7.1.3 The areas that seem least able to cope with the proposed growth and may requiresome moderate additional investment are Callowland and Central Wards. A considerableamount of housing development is forecast to come forward within the Callowland Ward; thelargest single development being theWatford Junction site. TheWatford Junction developmentmay lead to an estimated additional 3,500 registrations. This equates to possibly two wholetime GPs with associated support staff. The report reveals, that if there is rapid developmentof the Watford Junction site, patients may need to travel some distance to Meriden orBridgewater House surgeries to register.

7.1.4 There are five surgeries which serve the CentralWard area. The report reveals, thatif the identified housing developments came forward in this area, an additional 2,000registrations would result, equivalent to 1.1 whole time GPs with associated support staff.However housing developments in Park,Holywell and Vicarage Wards, will give rise tomanageable numbers of registrations. Almost all the growth in the VicarageWard is attributedto the Health Campus proposals. The report highlights that Commissioners may need toconsider how existing surgeries can serve developments in the Park and Vicarage Wards.

7.1.5 In terms of projected housing growth, if all housing developments identified cameforward, at best case, GP supply would exceed the worst case demand for registrations.

Local Health Care (GPs)

West Herts PCTLead Agency

WatCom Locality Commissioning Group –WatCom Estates Plan2009 East & North Hertfordshire and West Hertfordshire PCTsStrategic Plan 2009/2010 – 2013/2014

Evidence base

14 GP practicesExisting provision

At present there are no gaps in provision within the boroughGaps in provision

There are no planned increases or improvements in provision oflocal health care facilities

Planned provision

The most significant proposal within the Callowland Ward,includes the redevelopment of the Watford Junction site, whichmay lead to an additional estimated 3500 registrations equating

Impact of developmentproposals

to 2 GPs and support staff. Development in the Central Wardmay lead to 2000 registrations, this equates to 1.1 GPs andsupport staff.



At present the developers pay S106 contributions towards Healthcare provision

Potential for Delivery

Developer S106 contributionsPotential deliverymechanisms in the LDF

Hospitals/Acute Provision

7.1.6 Health services are provided through the Primary Care Trusts (PCTs). The East andNorth Hertfordshire and West Hertfordshire PCT are supported by a single managementteam. They have overall responsibility for healthcare in Hertfordshire and have produced ajoint strategic plan for Hertfordshire covering a five year period.

7.1.7 There are currently 4 major acute hospitals in Hertfordshire. Whilst these provideover 60% of acute care for the population, residents can also access services at severalother acute hospitals outside Hertfordshire. Nearly 98% of Hertfordshire residents, based onmodelled travel times, live within 30 minutes by car from an acute hospital.

7.1.8 The key strategic health provision for the area is the acute hospital at Watford General,Vicarage Road. This site was previously identified as an area needing development. TheWest Hertfordshire Hospitals Trust, intend to redevelop the site and have obtained outlineplanning permission to deliver a Health Campus. The Health Campus proposal includes; anew 600 bed “Major Acute” hospital and primary care and health clinic facilities, businessuses, a hotel and housing. The proposed Health Campus site lies in Vicarage Ward but iswell placed to serve Central Ward and West Hertfordshire, once transport links are in place.

Strategic Health Care (Hospitals)



Evidence base

Watford General HospitalExisting provision

These will be determined on a countywide basisGaps in provision

A new acute hospital and ancillary facilitiesPlanned provision

Growth in residential development in Watford and acrossHertfordshire will see increasing demand being placed onstrategic health services. However changes in the way servicesare provided and the provision of a new Acute Hospital willcontribute to increasing capacity of services.


The Health Campus proposal has outline planning permission.The key stakeholders includeWest Herts Hospital Trust, WatfordFootball Club,Watford Borough Council and Hertfordshire CountyCouncil.




Core Strategy and Site Allocations DPDsDelivery mechanisms inLDF

Dentists

7.1.9 Independent Dental Practices provide the majority of NHS dental care under contract.TheWatford area has 16 General and Specialist Dental Practices. Like other areas in England,the West Hertfordshire PCT area has seen a decline in the numbers treated under the newNHS dental contract. The PCT has more dentists per head of population than regional andnational averages. Unlike NHS dental services General Dental Practitioners are not NHSemployees but like GPs are independent contractors. The reimbursement framework forDentists under the current contract terms provides a single income stream for an agreedvolume of NHS work.

7.1.10 The contract sum contains a notional element for premises and staffing but theseare not reimbursed or identified separately. Unlike the way in which GPs operate, Dentistsare not precluded from mixing a considerable private income with an NHS contract.

7.1.11 This single rolled up payment makes it hard to strategically plan dental infrastructureoutside of the NHS. For a commercial dentist the choice of premises may be as much guidedby the potential residual value of a property as its suitability for a wide patient group. Locationmay be more influenced by the likelihood of a good private income as meeting an unmethealth need. This has led to many independent dental practices being located in hard toaccess premises, for example converted domestic homes or above retail units.

Dentists



Evidence base

16 DentistsExisting provision

At present there are no gaps in provision. WatCom haveconcluded that more information will need to be gathered to maplocal hot spots of dental deprivation and when considering newinfrastructure developments, Commissioners should discuss thelatest position with regards to Dental activity with PCT leads.

Gaps in provision

The Council is currently unaware of any planned provisionPlanned provision

An increase in dwellings could require additional provision ofNHS Dentists


At present the developers pay S106 contributions towardsHealthcare provision


Developer S106 contributionsDelivery mechanisms inLDF



7.2 Social care

Adult Care Services/ Older People Services

7.2.1 The HIIS study reveals there is a trend towards more personalised care and careprovided by the private and voluntary sectors, moving away from direct Council providedcare services. It is therefore important that the planning system allows land for such adultcare development opportunities to arise, both in forward planning and via ad hoc planningapplications.

7.2.2 Hertfordshire County Council Adult Care Services (ACS) is an enabling provider forspecial needs housing and housing for the frail elderly. It works in partnership with privateand public sector organisations to secure provision.

7.2.3 Hertfordshire's Accommodation Services for Older People (ASOP) programme waslaunched in 2008 following a detailed analysis of themarket for older people's accommodation.The predicted growth in the provision of older people’s accommodation (no. of units) withcare provision to 2010/11 and 2021 are as given below:

Projected FurtherGrowth Needed2020/21

Growth Needed by2010/11Base Line 2005

Private

305Not calculated0Extra Care Housing

496197Residential

13157Nursing

Social

5816532Flexicare (Extracare)

-24-46207Residential

-1418Nursing

400130511TOTAL

Source: Strategic Housing Market Assessment 2010.

7.2.4 In 2007 a coalition of Hertfordshire County Council and its constituent boroughs, thelocal NHS Trusts and Vincent and Gorbing (chartered architects and town planners) published‘Accommodation for frail and older people, increasing capacity and choice.’ Its purpose wasto ensure a sufficient supply of specialist care home placements for older people and todevelop more extra care housing and reduce the amount of residential care home beds.



7.2.5 There are 511 bed spaces provided in care homes. By 2020/21 an additional 400bedspaces/flexicare flats will be required. This future requirement is split between socialrented and private housing tenures, comprising extra/flexi care housing units and residentialand nursing units.(5)

7.2.6 There are 1148 (at 2005) sheltered housing units within the borough, of which 751are social rent schemes managed by a number of Social landlords and by Three RiversDistrict Council.

7.2.7 Commissioners and providers of accommodation for older people are engaged inreviewing care and housing related support provided within sheltered housing and the physicalsuitability of accommodation across a number of sheltered housing schemes to reconfigureexisting bedspaces at residential care homes and explore opportunities to link care provisionto sheltered housing schemes.

7.2.8 In summary, although there is much need for housing for older people there is littledemand. Demand is restricted to those who are proactive and seek retirement housing andthose who have little choice but to move because of an urgent health problem.

Frail and elderly people

Hertfordshire County CouncilLead Agency

LCB West Strategic Housing Market Assessment (SHMA) 2010Accommodation for Frail and older People: Increasing Capacityand Choice 2007 Vincent and Gorbing

Evidence base

511 bedspaces are provided in Care homes, there are also 1148sheltered housing units.

Existing provision

Projected growth needed of 400 bedspaces/flexicare flats by2020/21

Gaps in provision

Commissioners and providers of accommodation for older peopleare engaged in reviewing care and housing related supportprovided within sheltered housing and the physical suitability of

Planned provision

accommodation across a number of sheltered housing schemesto reconfigure existing bedspaces at residential care homes andexplore opportunities to link care provision to sheltered housingschemes.

Development proposals will provide opportunities to deliveradditional older people’s accommodation


Scope exists to incorporate older peoples’ accommodation aspart of larger residential developments


May be a suitable use for a residential site allocationDelivery mechanisms inLDF

5 Accomodation for Frail and Older People: Increasing Capacity and Choice 2007, Vincent and Gorbing



7.3 Education and schools

7.3.1 TheGovernment’s approach to Education provision has been one based on improvingthe choice of parents and using competition between schools to drive up standards. Howeverthe need to improve school infrastructure and continue to invest in new school buildings hasbeen recognised through the Building Schools for the Future (BSF) and Academiesprogramme. These have focused on improving school buildings in the most deprived areasof the Country, however the BSF programme has now been stopped under the new coalitiongovernment.

7.3.2 Hertfordshire is similar to the national picture where there has been a substantialincrease in demand for school places, largely resulting from the increasing number of births.Live births in England and Wales increased for the sixth successive year in 2007 – 690,013in 2007 compared to 669,601 in 2006, a 3% increase.

7.3.3 In Watford children under 15 make up a higher proportion (19.4%) of the populationthan people aged 60 or over (17.3%), which is contrary to the county and national trend.

Primary schools

7.3.4 In line with national trends, Hertfordshire experienced a period of falling demand forprimary school places between 2000 and 2007 during which it reduced provision along withAudit Commission guidance.

7.3.5 At a county-wide level 2009/10 is the third year of growth in reception class numbers.This increase is expected to continue to 2012/13. The 2010 forecast shows that the numberswill then stabilise at this increased rate across the county. However, it is impossible to tellwith any degree of certainty how long this pattern will continue for.

7.3.6 Therefore it is critical to respond to changing needs rapidly and flexibly, this can bedone without adding permanent additional capacity unless there are good grounds for believingit will be required in the medium to long term. Current plans include provision of temporaryplaces in the short term to cater for known or forecast increased demand. If it is determinedthat more permanent provision will be required appropriate arrangements can be made. Sofar seven forms of entry have been created in this way in Hertfordshire including 3 forms ofentry (90 places) in Watford.

7.3.7 On existing school sites where there is some certainty of longer term need thenpermanent expansion has been allocated only where it can be completed in time to meetdemand. The county council is currently planning to increase provision for school places by5 forms (150 places) of entry in the next two years, and has already allocated funding inaddition to Holywell Primary School, Watford expanding by 0.5 forms of entry (15 places) inSeptember 2009.



Figure 2

7.3.8 The above diagram shows the surplus and deficit of Primary provision acrossHertfordshire in 2012/13. A significant shortage of places is forecast in Watford, rising to fiveforms of entry (150 places) with no surplus capacity in 2012-13. However, forecast demandis not evenly spread across the town with a significant concentration of demand in centraland mid Watford.

Hertfordshire County Council outline the following for Watford with regards to the forecastdeficit.

2013/ 20142012/ 20132011/ 20122010/ 2011Forecast

1083109910611049Demand

-123-139-101-89Shortage

-12.8%-14.5%-10.5%-9.3%% Shortage

Data as of April 2010



Action taken

7.3.9 2003/2004: A review of primary places in the area was undertaken to address levelsof surplus places, with decisions to rationalise school provision and reduce places by 3 f.e.(90 places) in the north of the town.

7.3.10 2005: Implementation of review outcomes: The amalgamation of schools (AlbanWood Infant and Junior; Garston Infant, Lea Farm Junior and Meriden Schools) to create 2new schools: Alban Wood Primary School (1 f.e) and Berrygrove Primary School (3 f.e.) onthe former Garston Infant/Lea Farm Junior site.

7.3.11 Reduction of the admission numbers at Leavesden Green from 60 to 30 places.The outcome of the review has been successful and this pattern of school provision in northWatford is broadly in line with the forecast numbers for that part of the town.

7.3.12 2009/10: Holywell Primary School’s Planned Admission Number (PAN) increasedfrom 45 to 60 from September 2009 to meet a growing demand for places in west Watford.A building project is currently underway with funding provided from the county council’s capitalprogramme.

7.3.13 2010/11: PANs were increased by 30 places each at:

Laurence Haines School, from 60 to 90Beechfield Primary School, from 30 to 60 andCassiobury Infant school, from 60 to 90.

7.3.14 These schools are the closest to the area of greatest demand with sufficient sitecapacity to accommodate additional pupils. Temporary accommodation has been provided.

7.3.15 2011/12: To continue to respond to the change in demand the County Council isconsulting on the following proposals:

Laurence Haines and Cassiobury Infants Schools’ PANs to remain at 90.Beechfield Primary Schools PAN to remain at 60.Cherry Tree Primary School’s PAN to increase from 30 to 60 places.

Next steps

7.3.16 2012/13: Options for permanent expansion are limited. Feasibility work is requiredto ascertain the most appropriate long term solution for creating the required additionalcapacity in the town. This could be through the expansion of existing provision, or creatingnew schools in the town. It is recognised that Watford is a densely populated urban area,and therefore opportunities to create any additional provision in the areas of greatest demandare limited. It would therefore be prudent to identify two sites for two forms of entry primaryschools to accommodate the future demand, (each requiring 21/2 hectares) if possible.

Secondary schools

7.3.17 Inevitably rising pupil numbers in primary schools eventually translate to rising pupilnumbers in secondary schools. Recent projections show 2014/15 as the start of a long periodof sustained growth.



7.3.18 The pattern of growth over time is more consistent than the primary sector, due tothe longer time period, the effects of increased dwelling numbers have a proportionally greatereffect. Secondary aged pupil numbers are more predictable five or more years in advanceso the planning of expansions to meet demand is a more certain process.

Figure 3

7.3.19 The above map shows the surplus and deficit of Secondary provision acrossHertfordshire in 2012/13. There is a significant deficit across Watford Borough and ThreeRivers District. A shortage of school places is forecast from 2011/12.

Hertfordshire County Council outlined the following for Watford.

2014/ 20152013/ 20142012/ 20132011/ 20122010/ 2011Forecast

12361197112911701154Demand

-101-62+6-35-19Surplus/Shortage

-8.8%-5.4%0-3%-1.6%% Shortage

Data accurate April 2010



Action taken

7.3.20 2006: Westfield Community College Planned Admission Number (PAN) increasedfrom 180 to 210.

7.3.21 2009: Bushey Hall School closed to become Bushey Academy. Its PANwas reducedfrom 240 to 210 from 2009.

7.3.22 2011/12: To respond to the growing demand the County Council has agreed toWestfield Community College’s PAN increasing from 211 to 240.

Next steps

7.3.23 Feasibility work is required to ascertain the most appropriate long term solution tocreate the required additional capacity within Watford. This could be through establishingnew provision, the expansion of existing schools, or a combination of both.

7.3.24 There is a relationship betweenWatford and nearby area of Rickmansworth in ThreeRivers, in which there is substantial deficit, as parts of those areas are geographically close.There is also a relationship between Watford and Bushey, in which there are currently 72places available. The planning of school places is therefore complex across all three areas.It is anticipated that, together with some surplus places to allow for parental satisfaction, 12f.e. (360 places) could be required up to 2021 across Watford and Rickmansworth.

7.3.25 The greatest area of need is in Central and West Watford – around Central Primaryand Chater Schools. This demand comes from existing housing stock and does not take intoaccount growth arising from the Watford Junction, Health Campus proposals.

7.3.26 Future child care provision is closely linked to the future primary and secondaryschool provision outlined in detail above. Suitable land needs to be set aside for both theschool and the child care elements of the educational needs.

7.3.27 The Hertfordshire Infrastructure and Investment Strategy indicates a need foradditional children’s services arising from growth. In the growth locations, the County Councilenvisage developing a children’s centre alongside or as part of any new primary school. Childcare spaces will be provided on the basis of a new building for every 800 children. 82 newcentres were operational by March 2010.

Primary & Secondary Education

Hertfordshire Education Authority-Hertfordshire County CouncilLead Agency

Meeting the rising demand for school places December 2009 –Hertfordshire County Council

Evidence base

Building Schools for the Future Programme

Primary Capital Programme – Strategy for Change – HertfordshireCounty Council 2008

Regular meetings with Hertfordshire County Council.



There are 33 Primary Schools, 8 Secondary Schools and a further4 Independent Schools providing primary and secondaryeducation in the Borough.

Existing provision

The forecasts show that there is some pressure on secondaryplaces in Watford, during the period 2010/2011 to 2013/2014 andthat from 2014/2015 onwards this pressure will become muchmore acute. The greatest need for secondary education placesis Central and West Watford.

Gaps in provision

The need to provide the additional forms of entry has beenrecognised within the County’s ‘Meeting the rising demand forschool places’ report and regular discussions with Hertfordshire

Planned provision

County Council. Work is now underway to seek to identify waysof expanding capacity serving these areas on a permanent basisfrom 2014/2015 by either expansion of existing schools orprovision of two 2.fe primary schools.

However, no decision has been made as to where theseadditional forms of entry will be provided. Any growth in the next5 years will be accommodated in existing schools and temporarybuildings.

This demand comes from the existing housing stock and doesnot take into account planned growth. New housing will contributeto the increase in the number of children and young people and


the need for school places. Hertfordshire County Council hastaken account of predicted housing growth in their plans andrecognises that these will have to be reviewed on an on-goingbasis due to the difficulty in predicting the number of places thatwill be required.

Due to the current funding levels and Hertfordshire CountyCouncil’s status as a floor authority, investment demands to meetthe predicted demands in both primary and secondary school


places cannot be met from grant funding alone, and so fundingfor implementing their strategy will need to be considered throughtheir Integrated Planning Process. The Department for Children,Schools and Family (DCSF) will continue to make additionalinvestment available for primary schools through the PrimaryCapital Programme. The County Council also rely on developercontributions.

The Site Allocations Development Plan Document will considersuitable sites for two new schools. In the interim, the Council isworking with County Council to identify potential sites. Developercontributions currently contribute to the funding of child places.

Delivery mechanisms inLDF



Early Years Education in Watford

7.3.28 Watford is well supplied with a variety of childcare facilities for preschool children,including seven Children’s Centres which provide a range of integrated education, care andfamily support and health services; some of these are attached to schools. Sixteen schoolshave nurseries attached to them and there are over 30 private nurseries, preschools andplaygroups providing education for the under 5s.

7.4 Emergency services

Police Services

7.4.1 The Hertfordshire Constabulary is responsible for policing the District, and theHertfordshire Police Authority (HPA) ensure that it delivers efficient and effective policing.The need for the HPA to review how and where it operates its services is dependant on anumber of factors including:

Population growthType and design of any new developmentsSupporting infrastructure such as a road network etcNeed to reflect operational changes in delivering service such as changes in technology.

7.4.2 There are also changes to the way policing works in relation to a growing emphasison community policing through the Safer Neighbourhoods programme, changing crimepatterns, a need to modernise its working environments, provide effective flexible space torespond to the changes in the Police force and a move towards more effective joint-workingwith other agencies.

7.4.3 The HPA’s Policing plan sets out their policing priorities for 2009-2012 as:

Reduce the most serious violent, organised and acquisitive crimesProtect vulnerable people, including victims of sexual offencesBring more serious offenders to justiceImprove public confidence and satisfaction in police servicesIncrease people’s feelings of safetyReduce anti-social behaviour, including alcohol-related disorder

7.4.4 The number of staff needed to police an area is based on criminality rather thanpopulation. This is influenced by the type of housing, population density, housing quality andwhether there is a stable population. It is, therefore, difficult to assess future demand forpolice services as a result of housing growth.

7.4.5 There are currently 2 police stations inWatford; one in the Town Centre, Shady Lane,off Clarendon Road, the other in North Watford, on the North Orbital Road. The long termaim of the Police Authority is to vacate the existing Town Centre site and move to an alternatelocation.

7.4.6 There will be the need for a ‘Type 2’ facility to remain in Watford, it is probable thatthe North Watford site will also remain to provide policing to that part of Watford. A ‘Type 2’facility contains Intervention, Neighbourhood Teams, Police Community Support Officersand a Public Enquiry Office.



Police

Hertfordshire Police AuthorityLead Agency

Policing Plan 2009/2012 – (HPA)Evidence base

Hertfordshire Infrastructure & Investment Strategy 2009

Hertfordshire Constabulary, Estates & Facilities

2 police stations in WatfordExisting provision

No gaps in provisionGaps in provision

Planned relocation of the Town Centre Police Station. A suitablesite is required.

Planned provision

Increasing importance of ‘Designing Out Crime’ to maintain thequality of the built environment.


It is anticipated that the Constabulary and the HPA will identifythe most cost effective method of supplying any necessaryinfrastructure.


Policies that maintain the quality of the local built environmentand incorporating ‘Designing Out Crime’ criteria to reduce thepotential need for an increased police presence. Identify a suitablealternate site through the Site Allocations DPD.


7.4.7 In response to Watford’s Core Strategy Preferred Options consultation HertfordshirePolice stressed the importance of ‘Designing out Crime’ to maintain the quality of the builtenvironment. The safety module of HCCs Building Futures sustainable development guideprovides information on designing out crime for developers.

Fire Services

7.4.8 Hertfordshire Fire and Rescue Services (HFRS) are responsible in providing the fireand rescue service in Watford. The HFRS is split into five areas, each of which have a DistrictPlan. Watford is covered by the Watford and Three Rivers District Plan.

7.4.9 The HFRS has two main functions, to reduce the number of deaths, injuries andproperty losses from fire by delivering community fire safety initiatives across the county and,to respond to emergency calls to fires, road traffic collisions and other emergencies.

7.4.10 Fire services plan using a local risk management approach rather than one basedon population and general response times. Services are provided in a way that best managesrisk. Greater attention is now paid to reducing the incidence of fire and accidents rather thanthe reactive fire and rescue services.



7.4.11 Substantial investment in recent years has ensured that the community fire safetyteam have developed a number of fire safety initiatives that are delivered by both educationalofficers and operational crews. Coordination of this strategy is overseen by the communityfire safety division, whose expertise is spread across the county.

7.4.12 TheWatford and Three Rivers District Plan identifies areas of deprivation in Holywell,Stanborough, Meriden and Central wards – these areas have an increased probability ofsuffering a primary fire. HFRS are working with Watford Borough Council in the Crime andDisorder Reduction Partnership (CDRP) to reduce this probability through ProtectivePartnership Area initiatives. Community safety initiatives are set to continue in these areas.

7.4.13 A new two pump fire station has just been completed on the Lower High Street,Watford costing approximately £5 million. There have since been improvements in attendancetimes to certain areas of the borough which was the primary reason for the move. There arealso fire stations in St Albans Road, Garston and Rickmansworth that serve the Watfordarea.

Fire and Rescue Services

Hertfordshire County Council Fire AuthorityLead Agency

Herts Fire & Rescue ServiceWatford & Three Rivers District Plan2009 Herts County Council Fire Authority Community Safety Plan2009/12

Evidence base

Fire Station at Lower High StreetExisting provision

None following the relocation of Watford Fire Station.Gaps in provision

n/aPlanned provision

Fire & Rescue services are not based on population levels buton risk. An increase in housing may not attach a greater risk levelin itself, this will depend on the type of housing and where it islocated. In addition, new housing is more likely to be safer thanolder properties.


It is anticipated that the Fire and Rescue service will identify themost cost effective method of supplying any necessaryinfrastructure.


Policies in the LDF to ensure that developers provide sufficientaccess for emergency vehicles.


7.5 Cultural services

Libraries

7.5.1 In 2003 the Government introduced the first national public library strategy ‘Frameworkfor the Future’. A long-term strategic vision for public library services in England. This visionis to create a shared sense of purpose, promote reading and learning, provide access todigital skills and services and promote community cohesion and civic values.



7.5.2 Library provision is undertaken by the County Council and the above action plan fedinto the local ‘‘Libraries for the 21st Century’ Change for Excellence 2005-2015’ documentproduced by Hertfordshire County Council. This focuses on an upgrade of existing facilitiesthroughout the county, the provision of ICT equipment and increased opening times.

7.5.3 There are two libraries in Watford – Central Library, on Hempstead Road, and NorthWatford Library on St Albans Road. There is also a mobile library service travelling aroundthe borough 3 days per week.

7.5.4 Watford Central Library is one of the county’s most heavily used libraries, with over800 visits a day in 2008/09. Therefore it was the pilot for Sunday opening in 2005 resultingin an increase in visitor figures of 10%. Sunday opening has now been extended throughoutthe county.

7.5.5 North Watford Library has been identified in the ‘Implementing the HertfordshireVision for Libraries in the 21st Century’ as: “A well located building, but with an internal layoutthat makes it unsuitable for 21st century service delivery. Herts Property are looking at acomprehensive scheme to include HCC properties on both sides of the St Albans Road.Options to explore include a new library on the opposite side of the road to the existing one,in conjunction with other community facilities, or a new library on the same side of the roadcloser to Asda.

Libraries

Hertfordshire County CouncilLead Agency

HCC; Framework for the Future, DCMS; Libraries for the 21st

Century Change for Excellence 2005-2015 (HCC); Implementingthe Hertfordshire Vision for Libraries in the 21st Century (HCC).

Evidence base

There are two libraries in the boroughExisting provision

There are no gaps in library provision in the boroughGaps in provision

There is no planned provision for a new library within the borough.Planned provision

Increased residential development may place pressure on libraryservices and require the need for refurbishment of some libraries,in particular in terms of ICT.


The upgrade of the Watford Central Library is identified as partof the Cultural Study.


Protection of community facilities through the Core Strategy andother LDF documents.


Arts, leisure and cultural amenities

7.5.6 Watford Borough Council commissioned AECOM (formerly known as EDAW) toundertake a cultural study for the town centre. The Town Centre Cultural Study (December2009) is not a statutory planning document, however it provides further evidence of thecultural need and aspiration for the town centre. The Study acknowledges that Watford town



centre has a strong cultural offering. Amongst the town’s cultural assets, are the PalaceTheatre, the Colosseum, Watford Museum and the Library. The Theatre sells over 80,000seats per annum. Watford Museum had an attendance of 65,000 in 2007/08 and is growingsteadily.

7.5.7 The Study identifies scope to build further on the cultural strengths of the town centre.The opportunity exists to co-locate the museum with the Library (including refurbishment) tocreate a complex comprising visual arts and ancillary facilities such as a café, meeting roomseducation and display rooms. There is an aspiration to establish a bespoke CommunityPractice and performance facility for drama, performance and music.

7.5.8 Other strategies include improving the visual quality of the underpass that links theTown Hall and the Parade, enhancing the public realm, including a new civic space withinthe Parade and redesign the pond and water feature to incorporate a natural reed filtrationsystem as part of sustainable drainage system (SuDs).

7.5.9 These projects will require inward investment. To date, in the last five years, a numberof new cultural and educational bodies have invested in facilities. These include:

Watford Leisure Centre Central (open 2008)West Herts College (a new campus to open in 2011)Clarendon Muse, Watford Grammar School For Boys (a £5m music centre opened in2007).

7.5.10 Further investment is planned, the Council has committed £5.2 million from its 2010budget for the refurbishment of the Watford Colosseum to provide a first class entertainmentfacility to enrich the cultural life of residents and become a focus for the regeneration of thispart of the town centre. The cultural study also identifies scope to improve the access ofWatford Palace Theatre and create a more pedestrian friendly environment.

7.5.11 The Study identifies a case for bringing a cinema to the town centre. Currently thereis one cinema in the Borough which is located at Woodside at North Watford. The proposalfor a new cinema forms part of the Charter Place redevelopment project.

7.5.12 The delivery of the aspirations set out in the Study, will be dependent on fundingavailability. In the short-term, it is identified that S106 contributions will form part of the fundingstrategy, together with a long-term funding approach, involving collaborative working to fundraise and attract investment from public bodies and the private sector. Further informationof the town centre proposal options are detailed in the Cultural Study.

Arts, leisure and cultural amenities

Watford Borough CouncilLead Agency

AECOM Town Centre Cultural Study 2009Evidence base

A range facilities are accessible in the town centre, including theLibrary, Watford Museum, Palace Theatre, the Colosseum.

Existing provision

Currently Watford has one cinema located at Woodside in theNorth of the Borough. The provision of a cinema is included inthe Charter Place development proposal options.

Gaps in provision



A range of arts and cultural facilities are proposed as part of theTown Centre Cultural Study, including public realmenhancements, improving the appearance of the underpass that

Planned provision

links the Town Hall and the Parade, co-location of the museumand library, together with visual arts centre and café. A new TownCentre cinema as part of the Charter Place development.

Significant housing growth is likely to lead to an increase demandfor arts and cultural services and facilities.


The prevailing economic downturn, may prove difficult to raisefunding from large public delivery bodies in the short to mediumterm. Alternative options, could involve Watford Council forwardfunding elements of the town centre proposals.


Potential to seek S106 contributions for town centreimprovements.


Youth provision

7.5.13 HCC Youth Connexions is the integrated youth support service for young peoplein Hertfordshire. Alongside the voluntary and commercial sectors it delivers services to youngpeople. The District Children’s Trust Partnership in Watford through the 11-19 Sub Groupco-ordinates and promotes this work. The group is chaired by the Youth Connexions DistrictManager for Watford.

7.5.14 Education & Inspections Act 2006, Part 1, Section 6; Education Act 1996,Section 507B“Local authorities must, so far as reasonably practicable, secure for qualifying youngpersons in the authority’s area access to sufficient educational leisure-time activitieswhich are for the improvement of their well-being. In addition, sufficient facilities forsuch activities, sufficient recreational leisure-time activities which are for theimprovement of their well-being and sufficient facilities for such activities must beprovided.”

7.5.15 Youth Connexions provides youth work / positive activities, information, advice,guidance and support to all 13-19 year olds (up to 25 for LDD).

7.5.16 Youth Connexions operates in a variety of settings including Youth ConnexionsCentres, schools, colleges, community centres, youth projects, One Stop Shops, trainingprovisions and detached locations such as parks and streets.

7.5.17 Youth Connexions projects in Watford include:

A One Stop Shop in the town centre provides information, advice & guidance on health,drugs, sex, relationships, homelessness, lifestyles, training and careers. .Youth Council. Members represent the views of young people in Watford.Music, dance, arts & drama projectsSpecialist projects for young carers and young volunteersSports and fitness projectsAsian young women’s project



Projects for young people with special needsSkateboarders projectFriday night and Saturday night projects and eventsEducational off site visits

Youth provision

HCC Youth ConnexionsLead Agency

Discussions with CountyEvidence base

There are a range of Youth facilities for young people providedin the borough.

Existing provision

No gaps in provisionGaps in provision

No planned provisionPlanned provision

New development places an added burden on both existing andplanned service provision.


At present the developers pay s106 contributions towards youthprovision


S106 Developer contributions, protection of community facilitiesthrough the LDF.


Cemeteries

7.5.18 Watford Borough Council is responsible for the cemetery provision and maintenancewithin the District and all administration is carried out by the Community Services Section.The Borough has two cemeteries; Vicarage Road and North Watford Cemetery.

7.5.19 Vicarage Road Cemetery is full, and no new grave spaces are available. The onlyburials taking place now are those in common graves and the Garden of Rest. At NorthWatford Cemetery, sections are available for the principal religious denominations and thereare special sections for children, and for different religious denominations. Although NorthWatford has 8 years burial space available a new cemetery in Watford will be required by2014 to allow for the demand for different burial areas.

Cemeteries

Watford Borough CouncilLead Agency

Watford Borough Council Community ServicesEvidence base

Two cemeteries at Vicarage Road and North Watford CemeteryExisting provision

A new cemetery will be required by 2014Gaps in provision




Population increase is likely to result in a higher annual demandin burial space


N/APotential for Delivery

Potential sites for a new Cemetery will be identified in LocalDevelopment Documents.


8 Green Infrastructure

8.0.1 Green Infrastructure is a relatively new term . Defined by English Nature as:“A strategically planned and delivered network comprising the broadest range of high qualityspaces and other environmental features. It should be designed and managed as amulti-functional resource capable of delivering those ecological services and quality of lifebenefits required by the communities it serves and needed to underpin sustainability. Itsdesign and management should also respect and enhance the character and distinctivenessof the area with regard to habitats and landscape types.

Green infrastructure includes established green spaces and new sites and should threadthrough and surround the built environment and connect the urban area to its wider hinterland.Consequently, it needs to be delivered at all spatial scales from sub-regional to localneighbourhood level, accommodating both accessible natural green spaces within localcommunities and often much larger sites in the urban fringe and wider countryside.”

8.0.2 Hertfordshire County Council has prepared aGreen Infrastructure Framework (January2009) making the case for a Green Infrastructure Strategy to be prepared. Consultants haverecently been commissioned to undertake this study. Until this has been completed theprovision of new green infrastructure will be largely opportunity led, at the local level, inconjunction with the changes taking place on the ground through new developments.

8.0.3 The evidence base for this work is provided by a recent in-house study of open spacein Watford (July 2010) which brings up to date an earlier study jointly commissioned byWatford Borough Council and Three Rivers District Council and carried out by consultantsKnight, Kavanagh and Page (KKP) in 2005.

8.0.4 The Open Spaces in Watford Study, 2010 has been undertaken in accordance withPPG17 "Planning for Open Space, Sport and Recreation (2006)" and its companion guide"Assessing Needs and Opportunities". Where these studies have identified a shortfall inprovision of any type of open space identified in PPG17 these are set out below.

Parks and Gardens

8.0.5 There are 29 sites in the borough classified as publicly accessible parks and gardens,totalling just over 207 hectares with a large proportion provided by Cassiobury Park (76hectares) in the centre of the borough and Woodside Park (28.7 hectares) in the north of theBorough.

8.0.6 The study recognises that Callowland, Nascot and Meriden Wards are not wellprovided with formal parks and gardens but because of the catchment areas of the otherparks and gardens alleviating the deficiency is not considered to be an absolute priority.



Natural and Semi Natural Green Spaces

8.0.7 There are 30 sites classified as natural and semi-natural green spaces in Watfordtotalling 118 hectares. This exceeds the English Nature’s standard of 1ha per 1,000 population,but because it is not evenly distributed within the borough not all residents live less than300m from their nearest area of natural green space of at least 2ha in size.

8.0.8 Applying English Nature’s ANGST(6)model, the study did not identify any major gapsin provision and therefore the priority is to increase access to existing provision and enhanceits quality and value by careful management.

Green Corridors

8.0.9 There are nine sites classified as green corridors in Watford all with open accessand totalling 22 hectares.

Amenity Greenspace

8.0.10 There are 47 sites classified as amenity green space totalling 28 hectares. Accessto amenity greenspace is greatly valued by residents who regard it as being a measure ofthe quality of life which affects their desire to live in an area.

Provision for Children and Young People

8.0.11 There are 56 sites providing for children and young people in the borough totalling4.8 hectares. This gives an existing borough deficit of 66.4 hectares of children’s play spacewhen measured against the National Playing Field Association (NPFA) standard of 0.8 haper 1,000 population.

Outdoor Sports Facilities

8.0.12 There are 25 sites providing outdoor sports facilities totalling 187.8 hectares .Thereis currently no breakdown between publicly and privately accessible open space or anyupdated qualitative assessment of sports facilities in order to establish areas of deficiencyand priorities. This information will emerge as part of the ongoing Open Spaces Study..

Allotments

8.0.13 There are 13 allotments sites totalling 30 hectares. This represents a current provisionof 0.36ha of allotments per 1,000 residents against a recommended standard 0.35 ha.

Open Spaces, Parks and Gardens and Amenity Greenspace , Play Provision

Watford Borough Council and HCCLead Agency

Open Space Assessment (KKP), July, 2005 - updated 2010Evidence base

6 Access to Natural Green Space Targets



29 Parks and Gardens, 30 Natural and Semi-NaturalGreenspaces, 9 Green Corridors, 47 Amenity Greenspaces, 56Play Areas for Children and Young People, 25 Outdoor SportsFacilities, 7 Civic Spaces, 2 Cemeteries, 13 Allotments and 1area of Accessible Countryside.

Existing provision

Gaps in the provision of open space by PPG17 typology arecomplicated by overlapping catchment areas that depend on thelocal standards applied. However, it is acknowledged that

Gaps in provision

Callowland, Nascot and Meriden Wards are not well providedwith formal parks and gardens but because of the catchmentareas of the other parks and gardens alleviating the deficiencyis not considered to be an absolute priority, a defecit of provisionfor children and young people is also identified.

Improvements to the Colne river corridor are a high policy priorityfor Watford. It is the largest land owner with seven parks and oneallotment bordering the Colne.

Planned provision

The provision of new facilities are likely to be opportunity led atthe local level in conjunction with the changes taking place onthe ground through new developments.


Progress so far in the Colne river corridor has been to establishand map ownership, create a partnership of landowners to agreea joint management plan and undertake a baseline environmentalaudit to establish biodiversity and ecological priorities


Strategic projects will be identified in the emerging GreenInfrastructure Strategy jointly commissioned by HertfordshireCounty Council and constituent local authorities .The LDF willprotect community facilities.


9 Physical Infrastructure

9.1 Strategic Transport

9.1.1 Croxley Rail Link

9.1.1.1 Transport for London and Hertfordshire County Council are developing plans tore-route and extend the Metropolitan Line to Watford Junction. This is being done in orderto:

Increase the population served by the London Underground Connection betweenWatfordand LondonImprove access from the Metropolitan Line into Watford Town Centre and createinterchange opportunities between London Underground and National Rail services atWatford High Street and Watford Junction stationsImprove access to public transportImprove access to facilities in Watford



Improve the public transport provision, reducing road congestion and enabling localauthorities to manage the highway network and demands on it more effectivelyImprove local and regional public transport connections to WatfordProvide an alternative route between Watford and Central & North London.Improve transport provision enabling sustainable development of the Watford area.Contribution to the role of Watford Junction as an interchange hub for Outer London andWest Coast Mainline movements.

9.1.1.2 The area in and around Watford General Hospital has the lowest levels of carownership in the borough. It is also the least accessible to rail services of any kind and hasthe highest population density, the highest levels of unemployment and crime and the highestlevel of social deprivation. The new Croxley Rail Link stations planned adjacent to AscotRoad and Vicarage Road would serve this area.

9.1.1.3 The total cost of the project is £172m, this includes adjustments for inflation andrisk contingency. It is expected that £136.5m will come from the DfT and £32.2m (20%) fromlocal contributions.

9.1.1.4 The project is currently at the “Transport and Works Act” stage and a new projectteam had been set up to take it forward. A business case has been drawn up and has thesupport of London Underground Limited (LUL) who will operate the services and pass onthe operating surplus to HCC in support of a local financial contribution.

Croxley Rail Link

Transport for London, Hertfordshire County Council, Departmentof Transport

Lead Agency

Transport for London ‘Croxley Rail Link’Evidence base

Transport for London Funding Programme

Hertfordshire County Council Highways and Transport CabinetPanel Hertfordshire Infrastructure and Investment Strategy 2009

N/AExisting provision

N/AGaps in provision

Extension of Metropolitan LinePlanned provision

New railway stations adjacent to Ascot Road and Vicarage Roadwill serve the new development at the Health Campus.


Potential for delivery is high with the Department of Transportexpected to issue a Transport & Works Act Order in 2010.Awaiting Government funding announcements by the end ofJanuary 2011.




The Core Strategy will need to include the Croxley Rail Link andwill also contain policies that encourage development in areasthat are close to strategic public transport links.


9.1.2 Watford Junction Redevlopment

9.1.2.1 A large project to improve access to the station for all modes of transport andencompass much of the land to the east of the station. The Watford Junction Brief (April2004) had the following aims:

to provide a comprehensive planning and design framework for the redevelopment area(approx 14.8 hectares)to maximise the sustainability by improving opportunities for transport interchangeto recognise and exploit the area’s connection to the Town Centre and the proposedbus interchange in Exchange Road.

9.1.2.2 WBC and HCC have been working with landowners to develop a scheme for thecomprehensive redevelopment of the land including delivery of an interchange scheme. Theissues are complex and will require a two year lead in the submission of any planningapplication and extensive public consultation over the next twelve months. One of the keyissues for the project is the availability of public funding for infrastructure and public transportimprovements given current Government spending cuts. However the potential benefits ofthe project are such that a strong case for spending can be made.

9.1.2.3 The proposal includes a new link road between Colonial Way and St Albans Roadand is likely to require third party land-take. The landowners comprise Network Rail, RedrowRegeneration, and the HSBC Pension Fund represented by Hartfield Developments. WBCand HCC have been working with these landowners to develop a scheme for thecomprehensive redevelopment of the land including the delivery of an interchange scheme.

Watford Junction Redevelopment Project

Watford Borough Council, Hertfordshire County CouncilLead Agency

Watford Junction Brief 2004.Evidence base

Transport for London Funding Programme.

Hertfordshire County Council Highways and Transport CabinetPanel.

Hertfordshire Infrastructure and Investment Strategy 2009

Mainline station to London Euston and the north.Existing provision


New rail station. Improved access to the station for all modes oftransport. Link road between Colonial Way and St Albans Road.

Planned provision



Better transport links will serve the whole of Watford.Impact of developmentproposals

Potential for delivery is high, the potential benefits are such thatit is hoped a strong case for government spending can be made.


The Core Strategy will need to include the Watford Junctionredevelopment and will contain policies that encouragedevelopment in areas that are close to strategic public transportlinks.


9.1.3 Abbey Line Tram

9.1.3.1 Hertfordshire County Council (HCC) and The Department for Transport (DfT) wantto increase the frequency of services on the local rail line between Watford Junction and StAlbans Abbey stations (the ‘Abbey Line’). The two organisations are currently working togetherto develop a scheme to enable this to happen.

9.1.3.2 The proposal is to convert the Abbey Line to light rail, which means that the linewill run a tram-like service rather than traditional heavy rail. This will bring significant benefitsto the travelling public; in particular a more frequent service and a timetable that is easier toremember.

9.1.3.3 Under the proposals, responsibility for the line would transfer to HCC, so it wouldbecome locally operated and accountable. The DfT would transfer to HCC the money thatwould otherwise have been paid to London Midland, who currently operates the service.

9.1.3.4 The new services will use the same railway track and overhead power lines as theexisting service. It will need different vehicles, which will have to be procured, and potentiallysome modifications to the line’s infrastructure and power supply.

9.1.3.5 The basic requirement of the scheme is that services between Watford Junctionand St Albans should run at least half-hourly. However, it may be possible to run them evenmore frequently than that, and/ or with extended operating hours.

9.1.3.6 Consultation on the project took place between 4 Jan and 31 March 2010. The DfTand HCC consulted the users of the Abbey Line, and the public in the St Albans and Watfordareas on the proposal. The consultation period has now finished, and HCC are looking fortram operators interested in operating the new service.

Abbey Line Tram

Hertfordshire County Council and Department for TransportLead Agency

Hertfordshire County Council Highways and Transport CabinetPanel.

Evidence base

Hertfordshire Infrastructure and Investment Strategy 2009

Local rail line between Watford Junction and St Albans Abbeystation.

Existing provision



Infrequent service.Gaps in provision

Tramline between Watford Junction and St Albans running atleast half-hourly.

Planned provision

A more frequent and memorable timetable will benefit thetravelling public.


Potential for delivery is high with the support of HCC and the DfT.Potential for Delivery

The LDF will support sustainable transport infrastructure forWatford and the wider area.


9.1.4 M25 Widening

9.1.4.1 The London Orbital Multi Modal Study (ORBIT) was commissioned by theGovernment Office for the South East and made its final report in November 2002. Theintention of the study was to identify causes of congestion along and approaching the M25,and recommend a preferred strategy of possible solutions to alleviate the impact of congestionon the M25.

9.1.4.2 The final ORBIT study report recommended strategic measures to alleviate mediumto long-term congestion problems. The report identified a number of sections and junctionsof the M25 that would need widening or improvements to increase capacity for future growth.As a result the Highways Agency is to widen approximately 102 kilometres of theM25 betweenJ16 and J23 by adding a lane in each direction to make a generally 4 lane motorway.

M25 Widening

Highways AgencyLead Agency

Highways Agency M25 Junctions 16 to 23 WideningEvidence base

Highways Agency M25 Junctions 16 to 23 Widening Timetable

Hertfordshire Infrastructure & Investment Strategy

M25 is the London OrbitalStrategic context


Insufficient capacity identified in the ORBIT report in 2002 andis being addressed through a widening scheme.

Gaps in provision

The widening of the M25 to a four lane motorway, betweenjunctions 16 to 23 is in progress and expected to be completedby 2013.

Planned provision

Planned growth may increase the number of car journeys but willnot significantly impact the traffic on M25.


Responsibility of Highways AgencyPotential for Delivery



None needed. However, the Core Strategy will contain spatialpolicies that locate development in areas that are close tostrategic public transport links to encourage the use of publictransport.


9.1.5 Health Campus

9.1.5.1 The Health Campus development, a 26.4hectare site includes a new access roadfrom Wiggenhall Road over the line of the proposed Croxley Rail Link. The site entrance willconnect to the Dalton Way gyratory system by a new link road.

9.2 Local transport

9.2.1 Watford BC is committed to working in partnership with Hertfordshire County Counciland others to deliver the Local Transport Plan (LTP2) 2006/9-2010/11. The next LocalTransport Plan (3) is in the early stages of development, the final plan will be adopted in April2011 and will cover the period up to 2031.

9.2.2 Watford’s contribution to the Department for Transport shared policies include:

Tackling Congestion:Watford has the most congested roads in Hertfordshire and is committed to tacklingcongestion through its cycling and walking strategies, Green Travel Plans, active rolein network management and working to improve bus and rail patronage. Our ParkingStrategy is based on a demand management approach. Our planning policies requirecontributions to implement integrated transport measures and help fund LTP assistedprogrammes, such as variable message signage for drivers.Delivering Accessibility:Our free bus travel scheme for the elderly and people with disabilities greatly assistsaccessibility. As part of the preparation of our Local Development Framework, we areworking on a sustainable neighbourhood theme to ensure that district and local centresare appropriately sited with necessary facilities. We are in partnership with the healthauthority on new health facilities in the town.Safer Roads:We actively work with HCC on Safety schemes and Safer Routes to Schools.Better Air Quality:We are currently consulting on the possible designation of 5 AQMA’s, all of which arein heavily trafficked areas. We are committed to working with partners to tackle theseissues.Other Quality of Life Issues:Watford Council is following an ambitious change agenda, covering a wide range ofquality of life issues. These range from improvements in street care and recycling, throughto the development of an open spaces strategy and the anti-social behaviour work carriedout by the Council and its partners.

9.2.3 The South-West Herts Transportation Strategy (SWHTS) is the overall approach tomeeting Local Transport Plan objectives and contains measures designed to; addresscongestion, improve transport infrastructure and promote alternatives to journeys by car.



9.2.4 The South-West Herts Transport Plan Review and Action Plan was published inNovember 2008, covering Watford Borough Council, Three Rivers District Council, and thesouth western part of Hertsmere Borough Council. The forward vision is for: ‘a sustainable,innovative transport system, that seeks to make travel within the SWHerts area easier throughthe full utilisation of different transport modes and the better management of the existingnetwork’.

9.2.5 Watford is exceptionally well connected by road and rail. The Grand Union canalalso runs through the district and Luton, Stansted, Heathrow and Gatwick airports are easilyaccessible by train or the motorways running through the borough.

9.2.6 Congestion in Watford is predicted to grow by 18.9% by 2021 (from a 2008 baseline)[Source Hertfordshire’s Traffic & Transport Data Report 2008]. The predicted increase incongestion and increasingly car dominated environment will have a negative effect onenvironmental quality. Demand for rail services remains high but access to, and parking at,stations are additional pressures.

9.2.7 The Core Strategy will look to reduce the need to travel with it’s policies throughensuring more sustainable location of development and encouraging greater use of publictransport.

Road network

9.2.8 One of the major junctions on the M25/M1 motorway network. Radial routes fromCentral London A41 and M1 go throughWatford, as do the major orbital routes of A412/A405and the M25.

Railway network

9.2.9 The Metropolitan Line and St Albans Abbey Line run through Watford as well as theMainline Rail (managed by London Midland). There are 5 stations within the Borough:

GarstonWatford NorthWatford JunctionWatford Underground (Metropolitan Line)Watford High Street

9.2.10 High Speed 2 (HS2) is a Department for Transport (DfT) project to build a new highspeed line between London and Birmingham, with later extensions to Manchester and Leeds.The County Council supports this scheme in principle, but awaits further details on theproposed route.

9.2.11 The scheme will remove many intercity services from the existing West Coast MainLine, thereby releasing capacity. The County Council wishes to see priority for capacityreallocation given to services at current intercity speeds but providing intermediate stops atWatford Junction and other similar stations that have seen reduced InterCity services inrecent years.

9.2.12 It is noted that the scheme will not open until 2026 at the earliest. Details of theproject can be found at www.hs2.org.uk.



Bus network

9.2.13 As part of the SWHTS, further work has been commissioned on developing a networkof high frequency radial bus services in the area that will link the main retail, commercial andservice areas in south-west Hertfordshire. Bus priority measures and smartcard ticketingsystems are also being investigated.

9.2.14 New development will look to reduce the reliance on the car and support more useof public transport. Therefore it is expected that there will be an increase in demand for busservices where these are available.

Cycling facilities

9.2.15 Excellent cycling maps are available from the Watford Borough Council websitewhich detail the Grand Union Canal towpath route, the Ebury Way route, the West Watfordroute and a general map covering all the cycle routes in Watford.

9.2.16 The South West Herts Cycle Strategy Review plus improvements to cycle networkare ongoing through the Council’s capital programme as part of LTP3. The Cycling strategyaims to maximise the use of cycles as a mode of transport and reduce reliance on privatecars. The LDF needs to ensure needs of cyclists are represented in transport, land use,health, education, leisure and environmental proposals.

Community Transport

9.2.17 Roundabout is the south west Hertfordshire community transport scheme operatingin Watford, Three Rivers, Hertsmere and St Albans. The scheme provides accessibleminibuses for non-profit making groups in south west Herts who would otherwise by hamperedin their activities. The minibuses can be rented for short trips or week long excursions.

9.2.18 Hertfordshire Dial a Ride provides a door to door transport service for the elderlyor people of any age, including children, who have difficulty travelling due to permanentdisability or illness. The service operates 9am-5pm Monday to Saturday and fares arecomparable with passenger transport.

TravelSmart

9.2.19 TravelSmart is an innovative project offering households information and supportto enable people to walk, cycle and use public transport more often. The project started inWatford in 2008 and ran until 2010. The aims were to reduce car use and encourage healthierlifestyles by increasing active travel in our daily routines.

9.2.20 A total of 25,000 households across Watford were invited to take part in the project.Residents were able to choose from a wide selection of information such as local walkingmaps, cycling maps and bus timetables, as well as a discount card and the opportunity of apersonal advice session with an expert.

9.2.21 Hertfordshire County Council delivered the project in partnership with:

Watford Borough Council



Sustrans, the national sustainable transport charitySocialdata, travel behaviour research experts

9.2.22 The project was also supported by other local partners, including public transportoperators, walking and cycling groups, and local businesses.

9.2.23 To supplement the TravelSmart project, detailed travel behaviour research wasundertaken in Watford before the project started, the findings so far have showed:

Most of people’s day-to-day trips are localA quarter of all car trips are under two milesOver half of all local car trips could be made by walking, cycling or public transport.Most people are concerned about traffic growth and support policies which favour walking,cycling and public transport.Lack of information, motivation, and the misperception of travel time are the mainobstacles to changing travel behaviour.

9.2.24 The HIIS study has concentrated on primary transport infrastructure, which comprisesthe multi-modal transport network outside of development sites, rather than the secondaryinfrastructure which is everything the developer needs to provide within the developmentsite. Secondary transport infrastructure therefore needs to be planned for in the context ofthe particular urban expansion area being considered.

9.2.25 The Sustainable Communities Strategy aims to reduce congestion in Watford andreduce the amount of personal travel using cars. The LDF will contain policies to supportsustainable development and a sustainable pattern of transport use.

Local Transport

Hertfordshire County Council, Watford Borough CouncilLead Agency

South West Herts Transportation StrategyEvidence base

WBC Green Travel Plan 2006-10

Local Transport Plan 2.

Hertfordshire Infrastructure and Investment Strategy



Continued improvement to local transport in line with the emergingLocal Transport Plan 3.

Planned provision

Planned growth will impact the number of journeys. The councilaims to ensure that public transport is used for these journeys.


Delivery is reliant on capital budget and developer contributions.Potential for Delivery



The Core Strategy will contain spatial policies that locatedevelopment in areas that are close to public transport links toencourage the use of public transport.


9.3 Energy Infrastructure

Electricity distribution

9.3.1 The national network of electricity lines connect to local networks owned by distributioncompanies. EDF is the appointed distribution company for Hertfordshire.

9.3.2 EDF has identified network supply issues at St Albans, Hatfield, Welwyn, Stevenageand Watford. Capacity issues are being rectified at Royston and Watford.

9.3.3 The planned growth will require major new electricity infrastructure to support growthincluding a direct underground feed from Wymondley to service the growth at Stevenage,and new substations to support growth at Stevenage, Hemel Hempstead, Hatfield and Harlow.

9.3.4 Developers would be expected to pay for the proportion of costs associated with theelectricity infrastructure required to support the development.

Gas distribution

9.3.5 National Grid is responsible for the National Transmission System (NTS) which coversthe whole of Great Britain. There are 12 distribution zones in Great Britain, and NationalGrid is the licensed gas transporter for the zone containing the Hertfordshire area. Acrossthe country, National Grid is embarking on a 30-year programme to replace iron mains within30 metres of a property with polyethylene pipes which are more flexible and resistant tocorrosion. The replacement of pipelines is carried out on a risk priority basis. (Footnote Healthand Safety Executive).

9.3.6 It is forecast that there will be a 15% increase in annual gas demand by 2016/17,and capital infrastructure will be required to provide for this demand (Source HISS). Developersare expected to pay for the capital cost of the additional gas infrastructure to supply newdevelopment areas. The planning of additional gas infrastructure to serve new developmentsis on a reactive basis, i.e. at the time of developer making an application.

Gas and Electricity Infrastructure

National GridLead Agency

EDF Energy Networks

EDF Energy Networks plcEvidence base

EDF Energy Networks (EPN) plc Long TermDevelopment statement (2009)



There are a number of substations and gridsubstations that support delivery of electricityin Watford. The gas network is supported bya range of local and regional infrastructure.

Existing provision

There are no gaps in existing provisionGaps in provision


Future developments are phased and on arelatively small scale and are unlikely to havean impact on the supply of gas and electricity

Impact of development proposals

Any additional infrastructure required toenable development will be funded byproviders if necessary.


Policies on energy efficiency and renewableenergy (including Combined Heat & Power)will look to reduce the potential impact of newdevelopment on energy consumption.

Delivery mechanisms in LDF

9.4 Water infrastructure

Water Supply

9.4.1 The Water Cycle Study Scoping Report (2010) provides the evidence base for thissection. The study covers the following Local Planning Authority areas:

Three Rivers District Council (TRDC)Watford Borough Council (WBC)Dacorum Borough Council (DBC)St Albans City & District Council (SADC) andWelwyn Hatfield Borough Council (WHBC).

9.4.2 The following stakeholders were also involved in the study;

Natural EnglandThames Water Utilities LtdThe Environment AgencyVeolia Water

9.4.3 Hertfordshire is covered by the Veolia Water catchment area, and is supplied byboreholes (260 located in nearby chalk aquifers) and by surface water extraction (from theRiver Thames). The Water Cycle Scoping Study will provide a better understanding of thedynamics of the water environment and the need to manage and reduce demand for waterresources.



9.4.4 Government has produced a water strategy ‘Future Water’ to 2030 which sets out avision for future water use, and a water strategy seeking the supply companies to locateincreased water supplies and also implement demand management measures to reduce theaverage usage of water per person.

9.4.5 Veolia Water has published a Water Resources Plan which sets out the Company’sstrategy for ensuring that there are sufficient water resources and supply to meet futuredemand between 2010 and 2038. Due to recent investments by Veolia, there are no supplyissues at the strategic level. However, there is little spare capacity in the existing non-strategicwater supply infrastructure to serve the proposed new developments. New water mains willtherefore be required, but this should not stifle growth as they can be provided relativelyeasily. the cost of new water infrastructure is funded by water companies themselves andthe developers pay the water companies for the connection costs.

9.4.6 The findings of the Scoping Study, indicate that Watford should not experience supplyshortages within the next 20 years. However the Study makes a number of recommendationsto reduce water consumption per capita, through the setting minimum targets for waterefficiency in new developments equivalent to the Code For Sustainable Homes levels 3 or4 initially, progressing to a target of levels 5 or 6. Stakeholder engagement is alsorecommended in order to raise awareness of water efficient devices for retrofitting existinghomes and new developments and promote water policies which can be supported by thelocal planning system.

Wastewater and sewage

9.4.7 ThamesWater covers the majority of the Hertfordshire’s drainage catchment. ThamesWater has recently consulted the public and stakeholders on their 25 year strategy ‘TakingCare of Water’.

9.4.8 There are two main catchments for Hertfordshire – to the east is Rye Meads sewagetreatment works (STW) and to the west is Maple Lodge STW. Maple Lodge STW is inRickmansworth and serves St Albans, Hemel Hempstead and Watford. Maple Lodge hassome capacity issues at 2016, meaning that capital investment in the future will be requiredto allow for growth.

9.4.9 According to the Scoping Study, indicative guidance from the water companiessuggests the following planning and construction timeframes for wastewater infrastructure:

Network improvements – up to three years;Significant new network, and upgraded processes capability at waste water treatmentworks – up to five years;Major upgrade of treatment works or construction of new waste treatment works– up toten years.

9.4.10 large scale growth within the Maple Lodge catchment will severely impact on theexisting trunk sewers as they approach Maple Lodge. The occurrence of sewer flooding mayincrease in Watford Borough Council, particularly in areas close to the trunk and main sewersnear Maple Lodge. Maple Lodge will require substantial upgrades under the current growthscenario. Limited space at Maple Lodge TWmay make this problematic. Action at the earliestwill be required by 2016.



9.4.11 To ensure there is sufficient waste water infrastructure to support developments,the study recommends phasing developments and planned development trajectories andallow for the lead in time for investigating planning and constructing the required keyinfrastructure.

9.4.12 Any possible upgrades to Maple Lodge TWmay take up to ten years to plan, designand construct, and therefore it is recommended that consideration is given to phasing ofdwelling completions within the plan period. There are no upgrade works planned for MapleLodge linked with growth, only ongoing maintenance. Maple Lodge / Blackbirds canaccommodate the proposed growth levels without upgrades during this Asset ManagementPeriod (2010-2015).

9.4.13 From April 2010, ThamesWater are undertaking a five-year investment programme(£4.9bn) which includes the maintenance of the sewer system in Watford. The programmeincludes interventions to protect homes and businesses from flooding, by resolving repeatedsewer blockages which can prevent the sewer system from working properly and can leadto flooding and pollution. The programme will also include the expansion of the sewer networkand treatment capacity to meet the demands of new development; thereby enabling 200,000new dwellings to connect to the sewer system between 2010 and 2015.

Water, waste and supply

Thames Water UtilitiesLead Agency

Veolia Water Central

Water Cycle Study 2010Evidence base

Thames Water Five Year Plan 2010 -2015

Provision of water supply is through Veolia Water. Wastewatersewers treatment is supplied by ThamesWater Utilities andMapleLodge Wastewater Treatment Works

Existing provision

There are no gaps in the existing water supply. Maple LodgeWastewater Treatment works will need additional capacity ifproposed growth exceeds forecasts.

Gaps in provision

Thames Water Investment programme includes the expansionof the sewer network and treatment capacity to meet the demandsof new development between 2010-2015

Planned provision

Improvements to Maple Lodge WwTw is likely to be consideredin their next plan period 2015-2020


Any additional infrastructure required to enable development willbe funded by the developer and improvements will be funded byproviders if necessary.




The Core Strategy will need to address water conservationthrough the promotion of water efficiency measures/design indevelopment and the new promotion of Sustainable DrainageSystems.


9.5 Waste Infrastructure

Municipal Waste

9.5.1 The treatment and disposal of municipal waste is a County responsibility. HertfordshireCounty Council and the District Councils have set up the Hertfordshire Waste Partnership(HWP). By 2012, 50% of household waste will be recycled. Further feasibility work by HWPis progressing on the provision of one or two new waste processing sites in the County.

9.5.2 The Municipal Waste Spatial Strategy (MWSS) prepared by the Waste DisposalAuthority, seeks to promote the provision of one or more major new waste treatment facilitiesin the county, supported by strategically located waste transfer stations, and this facility willneed to be operational by 2015.

9.5.3 TheMWSS identifies four strategic locations where it would be appropriate to considerprovision of such facilities. One of the strategic locations is the Waterdale Waste transferstation, located close to the M1/A405 junction at Garston. This currently provides wastetransfer facilities in the west of the County and is an efficient facility. As a result the residualwaste facility will not be required in this location.

Municipal waste

Hertfordshire County Council and the Waste Disposal Authority,Lead Agency

The Municipal Waste Spatial StrategyEvidence base

WaterdaleWaste transfer centre at Garston (outside the borough)Existing provision

County wide, there is a need for one or two more waste treatmentfacilities.

Gaps in provision

The feasibility of increasing provision will determine the site offuture waste facilities.

Planned provision

Housing growth is likely to lead to increase in household waste.The increase demand will need to be provided for.


A feasibility exercise will be undertaken to determine the potentialto deliver additional waste treatment facilities.


County Council has responsibility for Waste management thecouncil will seek to support county objectives through the LDF




10 The Way forward

10.0.1 In order to meet the demand for infrastructure created by new development theCouncil will continue to work with providers and developers to ensure that the demand ismet in the right locations and at the right time. To achieve this, we will:

continue with a partnership approach to infrastructure delivery that involves keystakeholdersseek contributions from developers to help address the gaps in infrastructure provisionmaintain and review an Infrastructure Delivery Schedule which outlines the plannedinfrastructure, the organisations responsible for provision, costs, timings and funding.Review s106 planning obligations.

10.0.2 Understanding the future infrastructure needs of the borough and formulating aprogramme to meet them is now a mandatory part of LDF preparation.

10.0.3 Infrastructure planning is an important Corporate tool and not just a town planningdocument.

10.0.4 A robust integrated Infrastructure Delivery Plan has the potential to support fundingbids and influence decision making. Such a plan can become or form the basis of a keystrategic document for the borough, the Local Strategic Partnership, the Local EnterprisePartnership and other delivery agencies.

10.0.5 Local Planning Authorities will be responsible for administering and securinginfrastructure delivery through planning obligations or other delivery agencies.

10.0.6 The key messages from this Infrastructure Plan will be included in the Core Strategyincluding appropriate policies dealing with infrastructure delivery.

10.0.7 The Infrastructure Delivery Plan will be updated every two years to reflect changesin infrastructure needs or amendments to the Council’s planning obligations contributionsGuidance.



Appendix I Glossary and Abbreviations

Glossary and Abbreviations

The ability of everybody to go conveniently where they wantparticularly in relation to services and facilities.

Accessibility

Affordable housing includes social rented and intermediatehousing, provided to specific eligible households whose needsare not met by the market. (Planning Policy Statement 3). It doesnot include low-cost market housing.

Affordable Housing

AMR Annual Monitoring Report (AMR) assesses the Council’sprogress in producing the Local Development Documents andimplementing policies.

AMR

English Nature’s ANGSt model provides Access to Green Spacetargets.

ANGST

A strategic approach to capital investment in school buildingsto create the environment for the Government’s agenda ofeducational transformation.

Building Schools forthe Future

Capital refers to the budget that funds acquisition of a fixedasset.

Capital

Community Infrastructure Levy (CIL)a new charge proposed tobe introduced in the Spring 2010, which local authorities inEngland will be empowered but not required to charge on most

CIL

types of development in their area. CIL charges will be basedon a simple formula and the proceeds of the levy will be spenton local and sub-regional infrastructure to support thedevelopment of that area.

Communities and Local GovernmentCLG

Combined Heat and Power (CHP) is the simultaneous generationof useable heat and power (usually electricity) in a singleprocess. It is a form of decentralised energy technology andtypically installed on-site, supplying

Combined Heat andPower

customers with heat and power directly at the point of use.

A Local Development Document setting out the long term spatialvision and strategic objectives for the Local Planning Authorityarea. It includes a spatial strategy, core policies and a monitoringand implementation framework for

Core Strategy

achieving the plan. The Core Strategy has the status of aDevelopment Plan Document.



Designing development to limit the opportunities for crime byincluding natural surveillance and access points throughout thesite.

Designing out crime

A spatial planning document that sets out policies and proposalsfor

Development PlanDocument

development and use of land and buildings within the area of alocal planning authority. Part of the Local DevelopmentFramework (LDF).

The East of England Plan also known as the Regional SpatialStrategy (RSS), prepared by the East of England RegionalAuthority

East of England Plan

A local government body responsible for providing educationfor pupils of school age in the area of that local governmentbody.

Education Authority

Using theminimum amount of energy needed to produce a givenresult.

Energy Efficiency

Also known as the EA. It is a public body with the responsibilityfor preventing or minimising the effects of pollution on theenvironment and which issues permits to monitor and controlactivities that handle or produce waste.

Environment Agency

Housing designed to meet the needs of frailer older people withvarying levels of care and support available on site. Extra CareHousing is also known as sheltered housing.

Extra care housing

A type of supported housing designed for tenants with low,medium to high support needs.

Flexicare

Highways Authority (HA) responsible for the strategic roadnetwork such as the M25.

HA

Hertfordshire County CouncilHCC

Hertfordshire Fire and Rescue ServiceHFRS

Hertfordshire Infrastructure & Investment StrategyHIIS

Hertfordshire Police AuthorityHPA

Infrastructure Delivery PlanIDP

Collective term for physical structures, facilities and servicesneeded by the community.

Infrastructure



Key Centre for Development and Change (KCDC) – an areaidentified by the

Key Centre forDevelopment andChange

Regional Spatial Strategy – for regional focus for housing,employment, retail,

leisure, tourism, cultural and educational development

Local Area for Play (LAP) a small area of unsupervised openspace specifically designed for younger children mainly betweenthe ages of 4-6 years.

LAP

Local Area Agreements (LAAs) set out the priorities for a localarea between central government and a local area (the localauthority and Local Strategic

Local AreaAgreements

Partnership) and other key partners.

Local Development Framework – the portfolio or folder of LocalDevelopment Documents, which set out the planning policyframework for the District.

LDF

Local Equipped Area for Play (LEAP) – is a piece of open spacethat is designated and equipped for children of early school age.

LEAP

Local Development Document – comprising two main types:Development

Local DevelopmentDocument

PlanDocuments and Supplementary PlanningDocuments, whichtogether

from the Local Development Framework.

Local Strategic Partnership (LSP). The ‘One Watford’ LocalStrategic Partnership is an umbrella partnership that bringstogether public and private organisations and community groups,

LSP

allowing different initiatives and services to support one anotherso that they can work more effectively together. One of its maintasks is to prepare and implement the Sustainable CommunityStrategy.

Local Travel PlanLTP

London Underground LimitedLUL

Office For National StatisticsONS

A co-ordinated national network of cycle routes planned andpartially developed by SusTrans, a sustainable transport charity.

National Cycle Network



A strategy covering open space, playing pitches and sport andrecreational facilities to guide future provision and managementof existing resources in the District as required by PPG17.

OSSOpen Space Sportand Recreation Study

National Playing Field AssociationNPFA

Planned Admission NumberPAN

Planning Advisory ServicePAS

Police Community Support OfficersPCSO

PCT Primary Care Trust (PCTs)– cover all parts of England andtake control of local health care. Hertfordshire and WestHertfordshire Primary Care Trust cover Watford

PCTs

A performance related grant awarded by the CLG to LocalStrategic Partnerships on their achievement of their LAAs.

Performance RewardGrant

Guidance produced by the Government setting out nationalplanning policy (being replaced by Planning Policy

Planning PolicyGuidance (PPG)

Statements).

Guidance produced by the Government setting out nationalplanning policy (gradually replacing Planning Policy

Planning PolicyStatement (PPS)

Guidance).

Private Finance Initiative Contract (PFI) relates to the contractbetween the

Private FinanceInitiative Contract

Highways Authority and private companies who contribute tothe cost of and

carry out works involved in the widening of the M25. It providesa way of

funding major capital investments without immediate recourseto the public sector.

The first year pupils usually begin infant school at the age offour.

Reception Class

Collective term for domestic and non-domestic renewable energytechnologies such as solar thermal, solar photovoltaics, windturbines, District Heating Systems such as Combined Heat andPower.

Renewable technology

Revenue refers to the budget that funds the on going costs ofa fixed asset or service.

Revenue



RSS Regional Spatial Strategy (RSS) (also known as the Eastof England Plan) – sets out the broad spatial strategy for theregion prepared by East of England

RSS

Regional Assembly. This was revoked in 2010 under the newcoalition government.

A document (part of the LDF and the Development Plan) thatsets out how the Council will engage with the community inpreparing and reviewing the LDF, and also in major development

SCS

control decisions. In effect it is the Council’s policy on planningconsultation. A statement demonstrating how the local planningauthority has complied with the Statement of CommunityInvolvement will be required for all local development documentsthat the Council produces.

The Site Allocations Development Plan Document (DPD) willidentify or "allocate" areas of land for specific types ofdevelopment, such as housing, employment and communityfacilities

Site Allocations SPD

Strategic Housing Land Availability Assessment (SHLAA). TheSHLAA is a technical document forming part of the evidencebase for the Local Development Framework.

SHLAA

System to integrate land use planning policies with the policiesof other plans,

Spatial Planning

programmes and strategies which also influence the nature ofplaces and how

they function. Also about an integrated and partnership approachtowards

delivery of development.

In broad terms this means development that meets the needsof the present

SustainableDevelopment

without compromising the ability of future generations to meettheir own

needs. The Government has set out the following five guidingprinciples, in its strategy for sustainable development, “Securingthe Future” to be achieved simultaneously: Living withinenvironmental limits: Ensuring a strong healthy

and just society: Achieving a sustainable economy: Promotinggood governance: and using sound science responsibly.



A drainage system designed to control and improve the qualityof run off from development, enhance nature conservation,landscape and amenity value ofthe site and its surroundings.Also known as SUDS.

Sustainable DrainageSystem

Windfall refers to a site not specifically allocated for developmentin a development plan, but which unexpectedly becomesavailable for development during the lifetime of a plan. Most“windfalls”

Windfall



App

endixIISo

cialInfrastruc

ture

Projects

PROJE

CTCOST

INGAND

FINANCIALISSU

ESTIMING

DEL

IVER

YBODYAND

APP

ROACH

LOCAT

ION

DES

CRIPTIONAND

PURPO

SEPR

OJE

CT

Theoverallinvestment,including

thebuildingof550newhomes

isexpected

toreach£750m.

Constructionin

phases

upto

2018

with

new

access

routes

intheinitialphase.

Themainhospitalsite

toproceedthroughaPrivate

FinanceProcurement.The

housingproposalsare

expected

toassistthe

“affordability”ofthe

clinical

facilities.

Vicarage

Road

See

Map

AnewHealth

Cam

puscomprising

anacutehospital

(600)beds,

employmentuses,

housing(550

new

homes),leisure

Health

Cam

pusSite.

AS106Agreementw

assigned

2010-06-08.

Thiswillsecure:-

Thenewroad

linking

the

Cam

pustoDalton

Key

stakeholders:W

est

Herts.H

ospitalsNHSTrust,

WatfordFootballClub,

facilities,hotel,

Com

binedHeatand

Pow

erPlant(CHP)

Supporttobusservices

inthe

area

Way

andthedual

carriagewaysto

Improved

cycleroutes

theM1at

Junction5is

WatfordBorough

Council

andHertfordshire

County

Council

newurbangreen

spaceandaccess

byanewroad

fromthe

east.

Settingup

acarand

cycle

club

expected

tobe

oneofthefirst

Accesstoatravelcentre

and

travelplanco-ordinatorwithin

thesite

pieces

ofmajor

infrastructureto

becompleted

for

theCam

pus.

Site

Area26.4ha

(65.2acres)

Theproposalwillbe

thelargestsingle

investmentprojectin

Acommunity

supportofficer

ontheCam

pus

Constructionwork

forthe

first

housingscheme

Contributions

totraffic

managem

entimprovem

ents

tolocalroads

around

theWest

Watfordarea

Watfordandwillbe

locatedinVicarage

adjacenttothe

FootballGround

isunderway.

Junctionimprovem

entsto

improvecapacityandreduce

queueing

Wardwhich

hasthe

lowestsocialand

econom

icindicators

Localtrafficcalmingmeasures

andparkingzones



intownandoneofthe

lowestin

Hertfordshire.

Upto£500ktowards

new

outdoorplaying

facilitiesat

RadlettRoadandGam

mons

Lane,improved

tenniscourts

atWatfordHeath

FinancialAssistancetolocal

schools,youthandchildcare

facilities

AtpresentdeveloperspayS106

contributions

towards

Health

Care

Provision.

2015

WestH

ertsPCT

Shortfallsare

predictedin

Callowland

andCentral

Wards.

Tobalancethesupply

ofGPprem

ises

and

capacitywith

worst

case

demandor

predicted

registrations.

GPFacilities

CentralG

overnm

enthavenew

proposals,as

yettobe

clarified,

Watford

Junction

(estimated

Thebestcase

GP

supplyexceedsthe

worstcase

demandor

todevolveresponsibilityfromthe

PCTtoGPpractices.

3500

predicted

registrations)

registrations,butthis

and

requiresthatall

developm

ent

currentsurgeries

inCentral

expand

tocapacityso

thatdemandcanbe

met.

Ward

(estimated

2000

registrations)

viz3.1GP’s

andsupport

staff.



DeveloperspayS1

06contributions

towards

healthcareprovision.

Atpresent

thereareno

gaps

inprovision.

Tobalancesupplyof

anddemandfor

dentalservices

sothatno

partof

Watfordis

underprovided.

Dentists

Theneed

forpublic

sectorflexi

carehousingcurrently

outstrips

supply(165

units

by2010/11)and

afurther58

units

by2020/21.

Hertfordshire

County

Council

Opportunities

may

occurin

mixed

use

schemes,in

Toprovidespecial

needshousingand

housingforthe

frail

elderly

-working

in

AdultCare

Services/

OlderPeople

Services.

oradjacentto

partnershipwith

Although

thereismuchneed

for

housingolderpeoplethereislittle

effectivedemand.

neighbourhood

centresoras

partofa

regeneration

project.

privatesectorand

publicsector

organisations.

DeveloperspayS1

06contributions

towards

healthcareprovision.

Hertfordshire

CountyCouncil

CapitalProgram

me.

Theexpansions

willhave

tobe

builtandinplace

Hertfordshire

County

Councilhasallocated

fundingto:

See

Map.

Asignificant

shortage

ofplaces

is

Toaddtoexisting

schoolscapacityonly

ifdemandispredicted

tobe

sustainedforthe

mediumtothelong

term.

Education

andSchools.

Prim

ary

Schools.

tomeetthe

anticipated

demand.

AmalgamateAlban

Wood

InfantandJuniorwith

Garston

Infant,Lea

Farm

forecastin

Watford

JuniorandMeriden

Schools

risingtofive

tocreatetwonewschools

formsof

(Alban

WoodPrim

ary

entry

(150

School(1f.e.)and

places)w

ithBerrygrovePrim

aryschool



(3f.e.)on

theformer

Garston

Infant/Lea

Farm

Juniorsite.

nosurplus

capacityin

(2012/13).

Increase

thecapacityby

30places

atHow

ever,

forecast

demandis

Laurance

Haines

School,

notevenly

spread

Beechfieldprimary

School,

across

town

with

aCassioburyInfant

School.

significant

concentration

incentraland

midWatford.

Thearea

ofgreatestneed

isinCentralorW

est

Watford–around

Central

Prim

aryandChater

Schools.Thisdemand

comes

fromtheexisting

housingstockanddoes

not

take

intoaccountgrowthat

WatfordJunctionandthe

Health

Cam

pus.

See

map

Tocreateadditional

capacityfor

SecondaryProvision

Education

andSchools

Secondary

Schools.

Thereisa

significant

deficitof

Secondary

across

Watfordand

Rickm

answ

orth

throughestablishing

School

newprovision,the



expansionofexisting

schools,ora

combinationofthe

two.

Provision

across

Watford

Borough

and

ThreeRivers

District.A

shortage

ofschoolplaces

isforecast

from

2011/2012.

Applicationgrantedon

appeal.(21/07/10).

Starton

sitein

Novem

ber,2010

TaylorWimpeyNorth

Tham

esLtd

Leggatts

Way,

Watford.

Redevelopmentofthe

sitetoprovideanew

residentialareaof217

Leggatts

Cam

pus

SubjecttoaS106agreem

entto

includeaneighbourhoodshopping

centre,playarea,accessfrom

LeggattsWay

andNorthWestern

Avenue

(A41).

dwellings

with

asm

all

localshoppingcentre

andotherfacilitiesto

servethelocal

community.

Theneed

for

developm

entresults

fromtherelocationof

WestH

ertscollege

away

fromthesite

andconsolidationof

educationalfacilities

incentralW

atford.



Theproposed

local

shopping

centreis

locatedinan

area

whereagapinretail

provisionhasalready

been

identified.

Key

elem

entsinthe

CulturalStrategy

are:

CULTURAL

STR

ATEGY

Refurbishmentof

theColosseum

Relocatingthe

WatfordMuseum

toanew

pupose-built

building

Connectingthe

librarywith

avisualartscentre

Locatingcreative

businesses

into

theLanchester

Buildingby

the

College

Lifting

thewhole

look

andfeelof

theunderpass

Redesigning

the

pond

area

to



enableittohold

events

Creatingamore

family

friendly

Parade

Improvingthe

spacearound

the

PalaceTheatre

Providing

acinemaapartof

theCharterP

lace

developm

ent.

£5.235

million

setaside

byWatford

Councilinits

2010

budgetto

enabletherefurbishm

enttotake

place..

Sum

mer2011

WatfordDistrictCouncilin

partnershipwith

HQ

Theatres.

Rickmansworth

Road,

adjacentto

theTown

Hall.

Refurbishmentof

WatfordColosseum

,Rickm

answ

orthRoad.

Toprovideafirst

classentertainment

facilitytoenrichthe

CULTURAL

STR

ATEGY

culturallife

ofresidentsandbecome

afocusforthe

regenerationofthis

partoftheTown.

Ref.09/00875/FUL.28/01/2010

Plans

wereapproved

inDecem

ber2009for

atwo-storey

side



extension,newliftand

refurbishedbalcony

area.



App

endixIIIGreen

Infrastruc

ture

Projects

PROJE

CT

COST

INGAND

FINANCIAL

ISSU

ES

TIMING

DEL

IVER

YBODYAND

APP

ROACH

LOCAT

ION

DES

CRIPTIONAND

PURPO

SEPR

OJE

CT

£52,720

Awaitingthe

outcom

eof

theTown

WatfordBorough

Council

aspartoftheTownCentre

CulturalStudy

usingS1

06monies.

TheParade.

Toimprovetheappearance

oftheParadeintheTown

Centre

bylandscaping

works,replacementof

TownCentre

Enhancem

ents

Centre

Cultural

Study.

bollards,concreteballs,

treeplantingandreview

ofTownCentre

signage.

Tomakethetowncentrea

morefamily

friendlyand

attractiveplaceforpeople

tospendtheirleisuretim

eduringbothdayand

evening.

£160,000

forthe

first

phase.

FirstP

hase

2010

consultingon

WatfordBorough

Council

isthelargestlandow

ner

andhassevenparksand

oneallotmentbordering

theColne.

See

attached

Map.

Improvem

entstotheColne

rivercorridorareahigh

policypriorityforW

atford.

Progressso

faronthis

projecthas

been

toestablishandmap

land

Colne

Valley

Improvem

ents

Knutsford

Playing

Fields,

RadlettRoad

APartnershiphasbeen

establishedwith

BTC

Vto

createaGreen

Gym

ownership,createa

partnershipoflandow

ners

Recreation

Ground.and

(healthyenvironm

ental

toagreeajoint



managem

entplanand

undertake

abaseline

environm

entalauditto

establishbiodiversityand

ecologicalpriorities.

Waterfields

Recreation

Ground

activities

forvolunteers).

Fundingthroughthe

HarlequinShopping

Centre

andHertsCounty

Council.

Itisproposed

toconsult

thepublicon

the

improvem

entsinthree

phases:

NorthoftheTown

Centre

SouthoftheTown

Centre

TownCentre

section

KnutsfordPlaying

Fields,W

aterfields

RecreationGround

£160,000.

KnutsfordPlaying

Fields

(playgroundinc)

RadlettRoadRecreation

GroundandWaterfield

RecreationGround

(playgroundinc)and

Toconsultand

involve

childrenandlocal

communities

inthe

improvem

entstolarger

playgrounds.

Toencouragecommunity

developm

ent,community

ownershipandmeetlocal

needs.

Playground

Improvem

ents.

(Larger

Playgrounds)

Oxhey

Park

£130,000.

Oxhey

Park



Totalfortheeight

smallerplaygrounds

£200,000

Theplaygroundsidentified

forimprovem

entin2010

are:

Toimprovesm

allersites

whereitisimpracticalto

increase

thesize

ofthe

playground

toprovidemore

facilities.

Playground

Improvem

ents

(Smaller

Playgrounds)

St.John’sRoad,

ChaterS

chool(dual

usesiteinahigh

density

area),

LeaFarm

Receation

Ground,

Aspen

ParkDrive,

NorburyAvenue,

Jellico

Road,

StamfordRoad

Playground,

Oxhey

Village

Green

(alsoknow

nas

Lower

Paddock

Road

RecreationGround)

TheRugby

Club

have

alreadygained

planning

permission.

2010/2011.

Toconstructnewchanging

room

sforthe

Clubat

KnutsfordPlaying

Fields.

WatfordRugby

Club

TheCouncilhave

increasedtheir

contributionto

£200,000

tobe

takenfromS106

monies.



Thereservewas

startedin

2008

andapond

and

woodlandhave

nowbeen

created.

KingGeorgeV

Nature

Reserve

Woodsidesuccessfully

achieved

aGreen

Flag

designationin2009

further

Woodside

Playing

Fields

Green

Flag

improvem

entsareproposed

toensurethatthisis

retained

in2010.

£120,000

funded

byS106monies.

Multi-use

Gam

esarea

atMeriden

Thisprojecthas

been

delayed

slightlywhilethe

transferofM

eriden

Com

munity

Centre

isnegotiatedwith

thecommunity

partners.TheMUGA

isconnectedtothe

centre.



App

endixIV

PhysicalInfrastruc

ture

Projects

PROJE

CT

COST

INGAND

FINANCIAL

ISSU

ES

TIMING

DEL

IVER

YBODYAND

APP

ROACH

LOCAT

ION

DES

CRIPTIONAND

PURPO

SEPR

OJE

CT

Thetotalcostofthe

projectis£172m.

Thisincludes

2010/2018

Theprojectiscurrently

atthe“TransportandWorks

Act”stage,and

anew

projectteamhasbeen

set

uptotake

thisforward.

See

Map.

TheCroxley

RailLink

willbe

partofthe

London

Underground

Networkandwillhave

Toincrease

thepopulation

served

bytheLondon

Underground

Connection

betweenWatfordandLondon.

Toimproveaccess

fromthe

Metropolitan

lineintoWatford

TownCentre

andcreate

Croxley

Rail

Link

adjustmentsfor

inflationandrisk

contingency.

Itisexpected

that

£136.5mwillcome

fromtheDfTand

£32.1m(20%

)from

localcontributions.

Abusiness

case

hasbeen

draw

nup

andhasthe

supportofLULwho

will

operatetheservices

and

pass

throughthe

operatingsurplustoHCC

insupportofa

local

financialcontribution

amuchhigher

Service

frequency

andgreater

connectivity

with

London

.

Anewrailway

station

istobe

constructed

adjacenttoAscot

interchangeopportunities

betweenLU

Lservices

andNR

services

atWatfordHigh

StreetandWatfordJunction

Stations.

Thearea

inandaround

WatfordGeneralHospitalhas

thelowestlevelsofcar

NetworkRailhavebeen

involved

asexisting

ownersoftheheavyrail

alignm

ent.

Roadandone

adjacenttoVicarage

Roadtoservethe

Health

Cam

pus.

ownershipintheborough.It

also

theleastaccessibletorail

services

ofanykind,has

the

AStrategicBoardhas

been

established

consistingofNetworkRail,

LULandHCC.

highestpopulationdensity,the

highestlevelsof

unem

ploymentand

crimeand

thehighestlevelsofsocial

deprivation.



£1m,w

ith£200K

fromS106

contributions

Com

pletion

by Decem

ber,

2010

Managed

byLondon

Midland

Railway.

WatfordJunction

Station

Toimproveaccess

tothe

stationforallmodes

oftransport.

Watford

Junction-

NationalStation

Improvem

ents

Project(NSIP)

One

ofthekey

issues

facing

the

projectisthe

2013/14

onwards.

Theissues

arecomplex

andwill

Theproposalincludes

anewlinkroad

between

ColonialW

ayandSt

AlbansRoadandislikely

torequire

third

party

land-

take.The

Councilhas

See

Map

Approximately750

metresfromthenorth

–eastofW

atford

TownCentre.

Thisisnowalargerproject

encompassingmuchofthe

land

totheeastofthestation.

TheWatfordJunctionBrief

(April,2004)has

thefollowing

aims:-

Watford

Junction–M

ajor

Redevelopment

Project

availabilityofpublic

fundingfor

infrastructureand

publictransport

require

atwo

yearlead

inagreed

totheprincipleof

thecompulsorypurchase

ifland

cannotbe

acquired

bynegotiation.

improvem

ents,given

currentG

overnm

ent

spending

cuts.

Toprovidea

comprehensive

planning

anddesign

framew

orkfor

the

subm

ission

ofany

How

everthe

Thelandow

ners

comprise:-

theredevelopm

entarea

(approximately14.8

hectares)

planning

application

and

extensive

potentialbenefits

oftheprojectaresuch

thatitishopeda

strong

case

for

spending

canbe

made.

NetworkRail,Redrow

Regenerationandthe

HSBCPension

Fund

representedby

Tomaximisethe

sustainabilityby

improvingopportunities

forinterchange

public

consultation

overthenext

twelve

months.

Hartfield

Developments.

Torecogniseandexploit

thearea’srelationshipto

WBCandHCChave

been

working

with

theTownCentre

andthe

proposed

businterchange

inExchangeRoad.

theselandow

nersto

developaschemefor

thecomprehensive

redevelopm

entofthe



land

includingthe

deliveryofan

interchangescheme.

2011/2013

DepartmentofTransport

(DfT)and

HCC.

See

Map

Toincrease

thefrequency

ofservices

ontheroutebetween

WatfordJunctionandSt

AbbeylineTram

Theconversion

ofthe

Abbey

linetolightrail

removes

theneed

fora

bridge

tospan

theline,

saving

around

£2.125

m.

Albansabbeyby

convertinga

6.5mile

sectionoftrack

tolight

railoperation.

TosupportW

atford’s

designationas

aKey

Centre

forD

evelopmentand

Change

DfTaredelegatingthe

operationofthisrouteto

HCC

(KCDC)intheRSSand

WatfordJunctionas

aRegionalTransportnode.

Tocreatearesilient,

sustainable,transport

infrastructureforW

atfordand

thewidersub-region.

Construction

tocommence

in2013

and

WatfordBorough

Council

inpartnershipwith

London

andRegional.

See

Map

CharterP

lace

Redevelopment

tobe

completed

in2015.

Followingpublic

consultationWBCandL

andRaimtosign

aDevelopmentA

greement

which

willallowthe



partnershiptomakea

planning

applicationand

startassem

blingthesite

readyforconstruction.



Large print versions of this document can be produced on request:

Tel 01923-278970

Planning Policy, Watford Borough Council, Town Hall, Watford, WD17 [email protected]

www.watford.gov.uk/planning