Watford Borough Council Infrastructure Delivery Plan March 2013
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Watford Borough Council Infrastructure Delivery Plan March 2013
Infrastructure Delivery Plan 2013 Watford Borough Council
Contents
Executive Summary 2
Introduction
1 Introduction 6
2 Methodology 7
3 Limitations of the Study 8
4 Watford in context 8
4.1 Location 8
4.2 Population 10
4.3 Spatial Strategy 10
4.4 General Transport 11
5 Strategic planning and partnerships 11
Assessment of Infrastructure Capacity
6 Assessment of Infrastructure capacity 13
7 Social Infrastructure 13
7.1 Health 13
7.2 Social care 17
7.3 Education and schools 20
7.4 Emergency services 23
7.5 Cultural services 26
8 Green Infrastructure 29
9 Physical Infrastructure 31
9.1 Strategic Transport 31
9.1.1 Croxley Rail Link 31
9.1.2 Watford Junction Redevelopment 32
9.1.3 Abbey Line Tram 34
9.1.4 Health Campus 35
9.2 Local transport 35
9.3 Energy Infrastructure 38
9.4 Water infrastructure 40
9.5 Waste Infrastructure 42
10 The Way forward 43
Appendices
I Glossary and Abbreviations 44
Infrastructure Delivery Schedule
II Social Infrastructure Projects 50
III Green Infrastructure Projects 53
IV Physical Infrastructure Projects 59
2 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
Executive Summary
Background
The purpose of the Infrastructure Delivery Plan (IDP) is to provide an understanding of the
future infrastructure needs of the borough and an evidence base on infrastructure for the
local plan.
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 decision
making. Such a plan can become or form the basis of a key strategic document for the
borough, the Local Strategic Partnership, the Local Enterprise Partnership and other delivery
agencies.
Local Planning Authorities will be responsible for administering and securing infrastructure
delivery through agreeing appropriate scheme design and appropriate planning obligations
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 housing
targets (enacted January, 2013) gives freedom for the borough to establish its own housing
target for the plan period.
Taking various evidence into consideration, such as the ONS population projections, previous
East of England plan targets, and the potential housing development land identified in the
SHLAA, the council considers that a minimum total target of 6,500 homes from 2006 to 2031,
an average delivery rate of 260 dwellings per annum, is suitable for the borough.
Watford's mid-2011 base population estimate is 90,700 and the resulting 2011 based estimated
population at mid-2021 is 95,300. This equates to a 22% increase in the population of Watford.
The housing targets and population projections indicate that demand for new infrastructure
such as school places and doctor’s surgeries will need to be closely monitored, and that this
could have an impact on other areas such as the provision of social and community services.
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 accommodate
the additional demand that will arise.
Hertfordshire County Council informs us that since 2007/08 there has been an increase in
the demand for reception school places, and that this trend is expected to continue for the
foreseeable future. Eventually this will feed into demand for additional places in secondary
schools. Therefore, three sites for two forms of entry (60 pupils) primary schools are required
to meet this demand.Infrastructure Delivery Plan 2013 Watford Borough Council 3
Infrastructure Delivery Plan 2013
The greatest area of need has historically been in central and west Watford, around the
Central Primary and Chater schools. This demand takes account of the projected population
growth, however, it does not consider the potential additional growth from any revised scheme
for the Health Campus (SPA3). A new primary school will be required to serve the Watford
Junction and Health Campus development proposals.
It is critical to respond to changing needs rapidly and flexibly. This can be done without adding
permanent additional capacity in the short to medium term. On existing school sites where
there is some certainty of longer term need then permanent expansion has taken place where
it can be provided in time to meet demand.
Transport
Road traffic is predicted to grow by 35% by 2021 (from a 2001 baseline). Sustainable transport
initiatives are therefore required to try and counter balance the predicted increase in
congestion.
The major transport projects including Watford Junction redevelopment, Croxley Rail Link,
Abbey Line improvements aim to relieve congestion in the town and also provide feasible
alternatives to the car.
The Croxley Rail Link in particular will improve accessibility from the area around Watford
General Hospital, which has the lowest level of car ownership in the borough, the highest
population density and is the least accessible area for rail services.
The Watford Junction Improvement Scheme combines improved access for all modes of
transport to the station and the new Colonial Way Link Road which will relieve pressure on
St Albans Road.
Further work has been commissioned on developing a network of high frequency radial bus
services in the area, linking the main retail, commercial and service areas in south-west
Hertfordshire.
The Council aims to support and improve local neighbourhood centres to serve as a focus
for key services within walking or cycling distance.
The Council has delivered 14.1 km of new cycle routes over the last 6 years. Cycle route
usage has increased at all monitored sites.
The Hertfordshire Infrastructure & Investment Strategy Study (HISS), identifies priority
infrastructure needs in the Borough, such as the Watford Junction rail interchange, and the
Abbey Flyer. The proposal for the Watford Junction interchange, would contribute to improving
connectivity and efficiency of the road network within Watford, including benefits for the bus
network. Whilst the Abbey Line (Abbey Flyer) would improve rail connections between St
Albans and Watford. The Croxley rail link scheme involves the extension of the Metropolitan
line, onto the disused Croxley Green Branch line, connecting Watford High Street and Watford
Junction overground Stations, which connect with London Underground. These transport
infrastructure needs would significantly contribute to improving connectivity within Watford
and Watford’s connectivity with West Hertfordshire and London.4 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
Emergency Services
There are no current gaps in provision, and future demand will need to be continually
assessed. The police services required depend on criminality rates rather than population.
The Core Strategy policies emphasise good design to reduce crime the potential need for
an increased police or fire and rescue service presence in Watford.
Health
The most significant health infrastructure planned for the borough, is the Health Campus
development. The Health Campus proposal includes the replacement of the existing Watford
General Hospital with a new 600 bed “Major Acute” hospital and primary care and health
clinic facilities, business uses, a hotel and housing.
In terms of General Practitioner (GP) capacity, the level is broadly sufficient to serve the size
of the population. There are two areas in the borough, Callowland and Central wards, which
may be least able to cope with proposed growth and may require some moderate additional
investment in the future.
Social Care
There are a total of 761 bed spaces provided in Watford’s older peoples care homes. By
2020/21 an additional estimated 250 bed spaces will be required, ideally through the provision
of flexicare and extra care flats as an alternative to residential care. There is therefore a
significant need for housing for older people but little demand. Demand is restricted to those
who are proactive in seeking retirement housing and those who have little choice but to move
because of an urgent health problem. The most prevalent reason for delayed discharge from
hospital for an older person is difficulty in finding residential or nursing home placements.
There is an ongoing need for housing adapted to meet the needs of people with disabilities.
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 of
the Charter Place development. The Council has committed £5.2 million from its 2010 budget
for the refurbishment of the Watford Colosseum to provide a first class entertainment facility
to enrich the cultural life of residents and become a focus for the regeneration of this part of
the town centre.
The long-term aim of the Cultural Study is to provide improved museum and library facilities.Infrastructure Delivery Plan 2013 Watford Borough Council 5
Infrastructure Delivery Plan 2013
Cemeteries
The borough currently has two cemeteries, at Vicarage Road and North Watford. A new
cemetery will be required to serve the borough by 2014.
Water Infrastructure
The findings of the Water Cycle Study indicate that Watford has adequate water resources
and 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 means
capital investment will be required to increase capacity in the future.
Thames Water is undertaking a 5 year investment programme (from April 2010) which includes
the maintenance and upgrade of the sewer system in Watford and interventions to protect
homes and businesses from flooding. The programme will also include the expansion of the
sewer network and treatment capacity to meet the demands of new development, thereby
enabling 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 the
improvements may need to be included in the next programme.
Municipal Waste
The treatment and disposal of municipal waste is a County Council responsibility. The
Municipal Waste Strategy prepared by the Waste Disposal Authority seeks to promote the
provision of a new waste facility, supported by strategically located waste transfer stations,
needed in Hertfordshire by 2015.
Watford is currently provided for by the Waterdale waste facility at Garston. This provides
waste transfer facilities in the west of the County and is an efficient facility. As a result the
new waste facility for Hertfordshire is unlikely to be required in Watford.
The Way Forward
The key messages from this IDP will be included in the production of the Local Development
Framework, and in particular the Core Strategy, including the formulation of appropriate
policies for dealing with infrastructure delivery. Information in this document will also feed in
to the preparation of a CIL charging schedule.6 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
1 Introduction
1.0.1 This Infrastructure Delivery Plan (IDP) provides an assessment of the infrastructure
necessary to support the existing and planned increase of new homes and jobs within the
borough up to 2031. It takes account of the projected population growth in the Borough and
the need to encourage sustainable development and mitigate climate change. The assessment
includes 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 be
responsible for delivery.
1.0.2 The IDP has been informed by information from a range of service providers; County
and District Council services, (such as education, libraries, highways etc), the Local Strategic
Partnership and infrastructure providers external to the Council (such as the Primary Care
Trust, emergency services and utility companies). It focuses on key infrastructure needs
derived 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 during
the Core Strategy plan period to 2031.
1.0.4 The IDP is not a policy document and information contained within it does not override
or supersede the Core Strategy policies and commitments contained within the formal suite
of LDF documents. It provides a key piece of evidence base and will further provide a robust
basis on which the Council will seek to influence public, private and agency funding and
priorities.
Policy background
1.0.5 Local infrastructure provision is a key element of making development sustainable
as outlined in National Planning Policy Framework (NPPF). The Local Plan will play a key
role in coordinating the level of infrastructure and services in the District to ensure that it
meets current and future demands.
1.0.6 In order to achieve this, Local Planning Authorities are required to assess the quality
and capacity of infrastructure in their areas and its ability to meet forecast demands. However,
this should not be a wish 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 required but also the cost of delivery, the phasing of delivery, how it will
be funded and who is responsible for delivery.
1.0.7 The LDF and Core Strategy are seen as key to delivering infrastructure, and the Core
Strategy needs to be supported by robust evidence of what infrastructure is needed to enable
the amount of development proposed for the area, taking account of its type and distribution.
This is provided in the IDP.
Planning Obligations
1.0.8 Under the 2008 Planning Act, the Government introduced the Community Infrastructure
Levy (CIL). The aim of the CIL was to encourage development to contribute to the provision
of strategic infrastructure. It was intended that the CIL would operate alongside S106Infrastructure Delivery Plan 2013 Watford Borough Council 7
Infrastructure Delivery Plan 2013
obligations, although these would be ‘scaled back’ to be limited to site specific requirements
and affordable housing. Include section on CIL regs. Further guidance from the government
is expected on CIL in relation to affordable housing.
1.0.9 Currently the Council seeks S106 contributions in respect of residential development.
The contributions normally sought on new residential developments are payable to Watford
Borough Council and Hertfordshire County Council. These contributions are for:
Public open space
Children’s play space
Healthcare provision
Amendment of CPZ Traffic order (parking permit)
Affordable housing
Sustainable transport measures for pedestrians and cyclists
Education
Childcare
Nurseries
Youth facilities
Libraries
Fire Hydrants
1.0.10 Watford Borough Council, working in partnership with Hertfordshire Local Planning
Authorities will be preparing a CIL charging schedule. It is anticipated that this will be adopted
by 2014. The IDP and accompanying schedule will be a key part of the evidence towards
developing a CIL charging schedule. They will help determine the level and costs of
infrastructure required to support development in the District. A single unified local tariff
applicable to all residential and non-residential development (even a single unit), will be
introduced but at graded rates depending on the size and scale of the development.
1.0.11 He introduction of CIL by 2014 will ensure that the current S106 guidance is reviewed,
and will ensure that the range and level of contributions towards our local infrastructure needs
are kept up to date and maximised in the context of emerging CIL practice and guidance.
This will include considering the potential for seeking contributions from new commercial
development as well as the potential for increasing the contributions to infrastructure from
new residential development. S106 contributions will be sought, where required for the
proposed development to proceed, for on-site and off-site infrastructure needs and affordable
housing, in parallel with the new CIL regime.
2 Methodology
2.0.1 The methodology was developed using guidance from the Communities and Local
Government (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.
2.0.2 The methodology involved identifying the types of infrastructure within the borough,
followed by identification of relevant agencies/bodies responsible for providing the
infrastructure. An initial assessment of infrastructure provision and capacity within the borough
was undertaken. This information establishes the baseline position of infrastructure in the
area, together with the infrastructure gaps and capacity issues.8 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
2.0.3 The Infrastructure Delivery schedule outlines the cost involved in delivery, the potential
funding sources and gaps in funding and whom will be responsible for delivery and timescales.
Ongoing dialogue with infrastructure providers is essential to plan for infrastructure needs
on an ongoing basis.
2.0.4 The Hertfordshire Infrastructure and Investment Strategy (2009, refreshed 2012)
supplements this document and provides information about the infrastructure that will be
required 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 the
planning application stage. This has obvious limitations in terms of planning ahead within
the LDF timeframe to 2031. Emphasis has therefore been placed on ensuring a detailed
understanding of infrastructure requirements for the early phases of Plan delivery. A further
updated infrastructure plan will be needed to inform the requirements for later phases.
Engaging some providers was sometimes problematic; others were unable to provide the
detail 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 factors
which shape the approach to infrastructure planning. It is recognised that these factors can
change 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 in
the borough.
4.1 Location
4.1.1 The Borough of Watford is predominantly urban in nature and covers an area of
2,142 hectares (8.3 sq. miles). However, almost 20% of the Borough forms part of the
Metropolitan Green Belt which encloses much of the built-up area. The Colne Valley Linear
Park, the Gade Valley and Cassiobury Park, which extends almost into the centre of Watford,
provide the main open space and nature resources in Watford.Infrastructure Delivery Plan 2013 Watford Borough Council 9
Infrastructure Delivery Plan 2013
Figure 1 Key Diagram
±
Special Policy Areas
Green Belt Key Diagram
Open Spaces
Railway
Croxley Rail Link (Proposed)
St Albans District
Abbey Flyer
London Underground Line
À
Á Railway Stations Woodside
"
Á Proposed Railway Stations
Motorway A405
Kingswood
A Road
Main Rivers
Garston
Leavesden Green
M1
M25 A41 Meriden
Dome Roundabout
North Watford
k
Lin
River Gade
ail
er R
River Colne
Fly
A412
bey
A411
Ab
Watford Junction
Hertsmere District
Grand Union Canal WATFORD
Town Centre
Three Rivers District
A412
Proposed Ascot Road Station
Cro Lower High Street
xle
yR
ail
Lin
k
B462
A4145
A411
Western Gateway
Proposed Vicarage Road Station
Health Campus
Holywell
Oxhey
A4125
Watford Heath A4008
ORDNANCE SURVEY LICENCE AGREEMENT
© Crown copyright and database rights 2011
Ordnance Survey 100018689
0 0.25 0.5 0.75 1
Kilometers
Produced by Paul Morton, Corporate GIS, August 201110 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
4.1.2 Situated in the South West of Hertfordshire, Watford has several locational advantages
due to its excellent communication links. The M1 motorway, with a direct link to the town
centre, and the London to Glasgow railway pass through the Borough. London Euston can
be reached in 20 minutes by rail, while the nearby M25 motorway has enhanced road access
to the major airports at Heathrow, Gatwick, Stansted and Luton. Watford has major A-road
links to adjoining areas and is also connected to the underground rail network with the
Metropolitan Line terminus adjacent to Cassiobury Park.
4.2 Population
4.2.1 The first release of data from the 2011 Census was published by the Office for National
Statistics (ONS) on 16 July 2012, the resident population for Watford on Census Day was
90,300. A significant amount of the population is aged 25-34 as seen in the pyramid below.
Figure 2 Age pyramid for Watford = 2001 Census and 2011 Census
Source: Office for National Statistics 2011 Census and 2001 Census population estimates
4.2.2 Watford has a high population density, which has risen to 42 persons per hectare,
compared with an average of 7 persons per hectare in Hertfordshire. The population is diverse
with around 18% of residents classifying themselves as other than white, compared with 8%
in the region.
4.3 Spatial Strategy
4.3.1 The Core Strategy seeks to deliver 6,500 additional homes between 2006 and 2031,
along with at least 7,000 additional jobs and other supporting services and facilities.Infrastructure Delivery Plan 2013 Watford Borough Council 11
Infrastructure Delivery Plan 2013
4.4 General Transport
4.4.1 The borough has excellent transport links with mainline rail connections to London,
Gatwick Airport, the Midlands and the North, Underground and Overground connections to
London, its north-west suburbs and the rural Chilterns, community rail connections to St
Albans, coach services to Heathrow airport, bus services to Luton airport, 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 the
major bus routes throughout Watford.
4.4.3 Car ownership in Watford is the lowest in Hertfordshire with the exception of
Stevenage. 79% of households in Watford have at least 1 car. This is below the Hertfordshire
average 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. This
(1)
contributes to the problem of traffic congestion in Watford .
4.4.4 Traffic in Watford is predicted to grow more in line with forecasts for the county overall.
From the base year of 2001, Hertfordshire’s traffic is predicted to grow by 20.1% by 2011
and 35.6% by 2021 and Watford’s traffic is predicted to grow by 20.5% by 2011 and 35.1 %
by 2021. Whilst the growth in traffic in Watford is predicted to be no worse than that for
Hertfordshire as whole. Traffic congestion has an adverse impact on air quality and leads to
increases in green house gas emissions that contributes to climate change. Therefore
alleviating 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 November
2009, update January 2013, was commissioned by the ten Hertfordshire District Councils
and the County Council to address the infrastructure implications of the RSS which identified
significant growth for Hertfordshire for the period up to 2031. The HIIS Study examined the
strategic infrastructure that would be required to accommodate predicted growth in the county
as identified in the now revoked East of England Plan. The Study identifies Watford Junction
rail interchange and the Abbey Line (Abbey Flyer), as priority interventions needed in Watford.
Local Enterprise Partnership (LEP)
5.0.2 The aim of the Hertfordshire LEP is to accelerate business-led growth in Hertfordshire.
Its ambition is for Hertfordshire to become a world-leading economy; one of the top three in
the country outside London. To achieve this, the LEP brings together key partners from
business, academia and the public sector to provide the necessary strategic leadership,
vision and focus to deliver this aim.
5.0.3 The primary goal for the LEP is to promote steady, sustained economic growth over
the next two decades, whilst simultaneously enhancing and protecting the valuable natural
assets which make Hertfordshire attractive and distinctive.
1 Source: Census 2001 Workplace table W20312 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
5.0.4 The four objectives are:
To encourage enterprise and business growth and build on our innovation assets
To maintain and improve the skills and employment prospects of residents
To identify and prioritise the strategic infrastructure required for economic growth
To secure greater investment from business and government in Hertfordshire by
improved promotion and advocacy activity
Local Strategic Partnership
5.0.5 One Watford, the borough’s Local Strategic Partnership (LSP) was set up in 2002
and brings together the borough’s key organisations from the public, private, voluntary and
community sectors that all have a role to play in improving the quality of life of Watford
residents. Current members of the One Watford Board include:
Watford Borough Council
Hertfordshire County Council
Hertfordshire Police Authority
John Lewis Watford
Safer Watford partnership
Watford and West Herts Chamber of Commerce
Watford Community Housing Trust
Watford Council for Voluntary Services
Watford District Children's Trust Partnership
Watford Football Club
Watford Observer
Wenta
West Hertfordshire NHS Primary Care Trust
West Herts College
5.0.6 The Board has responsibility for developing the borough’s Sustainable Community
Strategy that identifies both a long-term vision for Watford and the objectives and priorities
that will help deliver this vision.
5.0.7 One Watford’s vision for Watford is 'a town to be proud of, where people will always
choose 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 needs
A safer town
A healthy town
A prosperous and educated town
A well-informed community where everyone can contribute; and
A town that protects its environment and heritageInfrastructure Delivery Plan 2013 Watford Borough Council 13
Infrastructure Delivery Plan 2013
6 Assessment of Infrastructure capacity
Infrastructure can take many forms, and information has been gathered for the services and
facilities detailed in the following table.
Infrastructure Sector Infrastructure Type
Category
Social Infrastructure Health GPs, Hospitals/Acute Provision, Dentists
Social care Adult Care Services
Education Primary and Secondary Education, Nurseries
Emergency Police, Fire
Services
Cultural Libraries, Cemeteries, the Colosseum, the
Services Watford museum, Watford Palace Theatre,
Places of Worship
Youth facilities Youth projects and facilities
Green Infrastructure Green and Parks, Open Spaces, Play Areas, Wildlife
Open spaces Corridors
Physical Infrastructure Water Sourcing, Treatment, Distribution, Waste Water
Infrastructure
Municipal Waste
waste
Strategic Croxley Rail Link, M25 Widening, Watford
Transport Junction interchange improvements
Local Transport Traffic Management & Highway Improvements,
Road, rail and Bus network, Cycle Facilities
Energy Electricity Distribution, Gas Distribution
Infrastructure
7 Social Infrastructure
7.1 Health
7.1.1 The East and North Hertfordshire PCT and West Hertfordshire PCT are supported
by a single management team. They have the overall responsibility for health care in
Hertfordshire and have produce a joint Strategic Plan for Hertfordshire covering a five year
period.
7.1.2 The WatCom Locality Cluster group is a Practise Based Commissioning consortium
of 28 GP Practices covering the Watford and Three Rivers Area. Together they work with
the East and North Hertfordshire PCT to commission Health Services for around 188,00014 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
local people. They have produced a Strategic Plan following discussions with Watford Borough
Council concerning health infrastructure that will be required over the planning period of the
respective Core Strategies.
7.1.3 The strategic priorities are:
Keeping Hertfordshire healthy and improving the health of our growing population, both
the very young and the very old. In doing this we will ensure that those with the greatest
health needs, such as those experiencing deprivation and marginalised groups, are
targeted so that they have the same health chances as the rest of the population. Through
information, advice and support we will promote healthy lifestyles, the prevention of ill
health and delay the early onset of ill heath.
Enhancing the patient experience across primary and secondary care, recognising our
ageing population and the need to support the growing numbers of patients with chronic
conditions such as diabetes and Chronic Obstructive Pulmonary Disease (COPD) through
effective care pathways. More care will be provided closer to home and local community
services will be strengthened and made more accountable to local people through the
move to community Foundation Trust status.
Commissioning high quality health care for the population of Hertfordshire. We will ensure
that our population has fast and easy access to high quality healthcare when they fall
ill, are supported through effective rehabilitation to make as full a recovery as possible
and enable them to maintain their independence as long as possible. This will be achieved
in the context of the WCC competencies through stimulating the market, providing greater
choice, delivering value for money and ensuring that the highest standards of clinical
care and patient safety are achieved.
Local healthcare (GPs)
7.1.4 WatCom state that future development is likely to generate further demand on existing
health and social infrastructure but individual sites may be too small to enable the development
of new or extended provision.
7.1.5 Generally, in Watford the health of the population is better than regional and national
benchmarks but challenges remain in Central Watford. According to the WatCom report, at
the WatCom PBC group level, GP capacity is broadly sufficient and local practices operate
out of a total floor space appropriate for the size of the population. However there are variations
and some proposed housing development areas need to be examined closely to ensure
capacity will be available.
7.1.6 The planned growth is considered moderate and at a rate comparable with recent
years. The PBC group will seek to engage with local planners considering
redevelopment/regeneration of the special policy areas as an opportunity to address health
inequalities in the area through better integrated services.
7.1.7 The areas that seem least able to cope with the proposed growth and may require
some moderate additional investment are Callowland and Central Wards. A considerable
amount of housing development is forecast to come forward within the Callowland Ward; the
largest single development being the Watford Junction site. The Watford Junction development
may lead to an estimated additional 3,500 registrations. This equates to possibly two wholeInfrastructure Delivery Plan 2013 Watford Borough Council 15
Infrastructure Delivery Plan 2013
time GPs with associated support staff. The report reveals, that if there is rapid development
of the Watford Junction site, patients may need to travel some distance to Meriden or
Bridgewater House surgeries to register.
7.1.8 There are five surgeries which serve the Central Ward area. The report reveals, that
if the identified housing developments came forward in this area, an additional 2,000
registrations 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 to
manageable numbers of registrations. Almost all the growth in the Vicarage Ward is attributed
to the Health Campus proposals. The report highlights that Commissioners may need to
consider how existing surgeries can serve developments in the Park and Vicarage Wards.
7.1.9 In terms of projected housing growth, if all housing developments identified came
forward, at best case, GP supply would exceed the worst case demand for registrations.
Local Health Care (GPs)
Lead agency West Herts PCT
Evidence base WatCom Locality Commissioning Group – WatCom Estates Plan
2009 East & North Hertfordshire and West Hertfordshire PCTs
Strategic Plan 2009/2010 – 2013/2014
Existing provision 14 GP practices
Gaps in provision At present there are no gaps in provision within the borough
Planned provision There are no planned increases or improvements in provision of
local health care facilities
Impact of development The most significant proposal within the Callowland Ward,
proposals includes the redevelopment of the Watford Junction site, which
may lead to an additional estimated 3500 registrations equating
to 2 GPs and support staff. Development in the Central Ward
may lead to 2000 registrations, this equates to 1.1 GPs and
support staff.
Potential for delivery At present the developers pay S106 contributions towards Health
care provision
Potential delivery Developer contributions
mechanisms in the local
plan
Hospitals/Acute Provision
7.1.10 Health services are provided through the Primary Care Trusts (PCTs). The East
and North Hertfordshire and West Hertfordshire PCT are supported by a single management
team. They have overall responsibility for healthcare in Hertfordshire and have produced a
joint strategic plan for Hertfordshire covering a five year period.16 Watford Borough Council Infrastructure Delivery Plan 2013
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7.1.11 There are currently 4 major acute hospitals in Hertfordshire. Whilst these provide
over 60% of acute care for the population, residents can also access services at several
other acute hospitals outside Hertfordshire. Nearly 98% of Hertfordshire residents, based on
modelled travel times, live within 30 minutes by car from an acute hospital.
7.1.12 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.
The West Hertfordshire Hospitals Trust, intend to redevelop the site and have obtained outline
planning permission to deliver a Health Campus. The Health Campus proposal includes; a
new 600 bed “Major Acute” hospital and primary care and health clinic facilities, business
uses, a hotel and housing. The proposed Health Campus site lies in Vicarage Ward but is
well placed to serve Central Ward and West Hertfordshire, once transport links are in place.
Strategic Health Care (Hospitals)
Lead agency West Herts PCT
Evidence base WatCom Locality Commissioning Group – WatCom Estates Plan
2009 East & North Hertfordshire and West Hertfordshire PCTs
Strategic Plan 2009/2010 – 2013/2014
Existing provision Watford General Hospital
Gaps in provision These will be determined on a countywide basis
Planned provision A new acute hospital and ancillary facilities
Impact of development Growth in residential development in Watford and across
proposals Hertfordshire will see increasing demand being placed on
strategic health services. However changes in the way services
are provided and the provision of a new Acute Hospital will
contribute to increasing capacity of services.
Potential for delivery The Health Campus proposal has outline planning permission.
The key stakeholders include West Herts Hospital Trust, Watford
Football Club, Watford Borough Council and Hertfordshire County
Council.
Delivery mechanisms in Core Strategy and Site Allocations DPDs
local plan
Dentists
7.1.13 Independent Dental Practices provide the majority of NHS dental care under contract.
The Watford 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 new
NHS dental contract. The PCT has more dentists per head of population than regional and
national averages. Unlike NHS dental services General Dental Practitioners are not NHS
employees but like GPs are independent contractors. The reimbursement framework for
Dentists under the current contract terms provides a single income stream for an agreed
volume of NHS work.Infrastructure Delivery Plan 2013 Watford Borough Council 17
Infrastructure Delivery Plan 2013
7.1.14 The contract sum contains a notional element for premises and staffing but these
are not reimbursed or identified separately. Unlike the way in which GPs operate, Dentists
are not precluded from mixing a considerable private income with an NHS contract.
7.1.15 This single rolled up payment makes it hard to strategically plan dental infrastructure
outside of the NHS. For a commercial dentist the choice of premises may be as much guided
by the potential residual value of a property as its suitability for a wide patient group. Location
may be more influenced by the likelihood of a good private income as meeting an unmet
health need. This has led to many independent dental practices being located in hard to
access premises, for example converted domestic homes or above retail units.
Dentists
Lead agency West Herts PCT
Evidence base WatCom Locality Commissioning Group – WatCom Estates Plan
2009 East & North Hertfordshire and West Hertfordshire PCTs
Strategic Plan 2009/2010 – 2013/2014
Existing provision 16 Dentists
Gaps in provision At present there are no gaps in provision. WatCom have
concluded that more information will need to be gathered to map
local hot spots of dental deprivation and when considering new
infrastructure developments, Commissioners should discuss the
latest position with regards to Dental activity with PCT leads.
Planned provision The Council is currently unaware of any planned provision
Impact of development An increase in dwellings could require additional provision of
proposals NHS Dentists
Potential for delivery At present the developers pay S106 contributions towards
Healthcare provision
Delivery mechanisms in Developer contributions
local plan
7.2 Social care
Health and Community Services/ Older People Services
7.2.1 The HIIS study reveals there is a trend towards more personalised care and care
provided by the private and voluntary sectors, moving away from direct council provided care
services. It is therefore important that the planning system allows land for such adult care
development opportunities to arise, both in forward planning and via ad hoc planning
applications.
7.2.2 Hertfordshire County Council Health and Community Services (HCS) is an enabling
provider for special needs housing and housing for the frail elderly. It works in partnership
with private and public sector organisations to secure provision.18 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
7.2.3 Hertfordshire's Accommodation Services for Older People (ASOP) programme was
launched in 2008 following a detailed analysis of the market for older people's accommodation.
The predicted growth in the provision of older people’s accommodation (no. of units) with
care provision to 2010/11 and 2021 are as given below:
Projected Further
Growth Needed by
Base Line 2005 Growth Needed
2010/11
2020/21
Private
Extra Care Housing 0 Not calculated 305
Residential 197 6 49
Nursing 57 1 13
Social
Flexicare (Extra
32 165 58
care)
Residential 207 -46 -24
Nursing 18 4 -1
TOTAL 511 130 400
Source: Strategic Housing Market Assessment 2010.
7.2.4 HCC's predicted need for housing with care to 2020 and 2030 are as given in the
table below. This gives the need for social care funded beds, including adults with disabilities.
Future Needs (funded places) 2015 2020 2030
Older People Residential - HCC Funded 122 128 182
Older People Nursing - HCC Funded 70 83 119
Older People - Flexicare 99 135 193
Learning Disability Residential & Nursing 30 31 33
Learning Disability Supported Living 107 110 116
Physical Disability Residential & Nursing 17 18 19
Future Needs - Growth From Current 2010 - 2015 - 2020 - Growth
2015 2020 2030 over 20
years
Older People Residential - HCC Funded -137 6 55 -77
Older People Nursing - HCC Funded -56 13 36 -7Infrastructure Delivery Plan 2013 Watford Borough Council 19
Infrastructure Delivery Plan 2013
Future Needs (funded places) 2015 2020 2030
Older People - Flexicare 68 36 58 162
Learning Disability Residential & Nursing -40 1 2 -37
Learning Disability Supported Living 3 3 6 12
Physical Disability Residential & Nursing 2 1 1 4
7.2.5 In 2007 a coalition of Hertfordshire County Council and its constituent boroughs, the
local NHS Trusts and Vincent and Gorbing (chartered architects and town planners) published
‘Accommodation for frail and older people, increasing capacity and choice.’ Its purpose was
to ensure a sufficient supply of specialist care home placements for older people and to
develop more extra care housing and reduce the amount of residential care home beds.
7.2.6 There are 761 bed spaces provided in care homes. By 2020/21 an additional 250
bedspaces/flexicare flats will be required. This future requirement is split between social
rented and private housing tenures, comprising extra/flexi care housing units and residential
(2)
and nursing units.
7.2.7 There are 1148 (at 2005) sheltered housing units within the borough, of which 751
are social rent schemes managed by a number of Social landlords and by Three Rivers
District Council.
7.2.8 Commissioners and providers of accommodation for older people are engaged in
reviewing care and housing related support provided within sheltered housing and the physical
suitability of accommodation across a number of sheltered housing schemes to reconfigure
existing bedspaces at residential care homes and explore opportunities to link care provision
to sheltered housing schemes.
7.2.9 In summary, although there is much need for housing for older people there is little
demand. Demand is restricted to those who are proactive and seek retirement housing and
those who have little choice but to move because of an urgent health problem.
Frail and elderly people
Lead agency Hertfordshire County Council
Evidence base LCB West Strategic Housing Market Assessment (SHMA) 2010
Accommodation for Frail and older People: Increasing Capacity
and Choice 2007 Vincent and Gorbing
Existing provision 761 bedspaces are provided in Care homes, there are also 1148
sheltered housing units.
Gaps in provision Projected growth needed of 250 bedspaces/flexicare flats by
2020/21
2 Accommodation for Frail and Older People: Increasing Capacity and Choice 2007, Vincent and Gorbing20 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
Planned provision Commissioners and providers of accommodation for older people
are engaged in reviewing care and housing related support
provided within sheltered housing and the physical suitability of
accommodation across a number of sheltered housing schemes
to reconfigure existing bedspaces at residential care homes and
explore opportunities to link care provision to sheltered housing
schemes.
Impact of development Development proposals will provide opportunities to deliver
proposals additional older people’s accommodation
Potential for delivery Scope exists to incorporate older peoples’ accommodation as
part of larger residential developments
Delivery mechanisms in May be a suitable use for a residential site allocation
local plan
7.3 Education and schools
7.3.1 The government’s approach to education provision has been one based on improving
the choice of parents and using competition between schools to drive up standards. However
the need to improve school infrastructure and continue to invest in new school buildings has
been recognised through the Building Schools for the Future (BSF) and Academies
programme. These have focused on improving school buildings in the most deprived areas
of the Country, however the BSF programme has now been stopped under the new coalition
government. This has been replaced by the Priority Schools Building Programme (PSBP).
7.3.2 Hertfordshire is similar to the national picture where there has been a substantial
increase 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 – 690,013
in 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 population
than 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 for
primary school places between 2000 and 2007 during which it reduced provision along with
Audit Commission guidance.
7.3.5 Since 2007/08, across the County, there has been an increase in the demand for
reception school places. This increase is expected to continue for the foreseeable future.
7.3.6 It is critical to respond to changing needs rapidly and flexibly, and this can be done
without adding permanent additional capacity unless there are good grounds for believing it
will be required in the medium to long term.
7.3.7 On existing school sites where there is some certainty of longer term need then
permanent expansion has been allocated only where it can be completed in time to meet
demand.Infrastructure Delivery Plan 2013 Watford Borough Council 21
Infrastructure Delivery Plan 2013
7.3.8 In order to meet the increased demand for reception class places in the town
Beechfield Primary, Cassiobury Infants, Cherry Tree Primary and HolywellPrimary schools
were all expanded permanently by 1FE in September 2012. Cassiobury Junior School is
to be permanently expanded from September 2013.
7.3.9 In September 2012 Central Primary, Kingsway Infants, Orchard Primary, St Anthony’s
Catholic Primary and Watford Field Infant and Nursery Schools were all expanded on a
temporary basis by 1FE.
7.3.10 It is proposed to permanently expand St Anthony’s Catholic Primary School from
September 2013 subject to planning permission.
7.3.11 The permanent expansion of Orchard Primary School by 1FE is proposed for
September 2014. This will be subject to public consultation in January 2013.
7.3.12 Feasibility work is underway to assess whether it would be possible to permanently
expand Central Primary School.
7.3.13 Further options for the permanent expansion of existing primary schools are
extremely limited. Therefore, new school sites have been included in the Core Strategy at
Ascot Road and Watford Health Campus. A new primary school site is proposed at Watford
Junction to meet the needs that would arise from that development. HCC are also seeking
to acquire the Lanchester Building in Hempstead Road for a 2FE primary school.
Secondary schools
7.3.14 Inevitably rising pupil numbers in primary schools eventually translate to rising pupil
numbers in secondary schools. Recent projections show 2015/16 as the start of a long period
of sustained growth.
7.3.15 The pattern of growth over time is more consistent than the primary sector, as due
to the longer time period, the effects of increased dwelling numbers have a proportionally
greater effect. Secondary aged pupil numbers are more predictable five or more years in
advance so the planning of expansions to meet demand is a more certain process.
7.3.16 Westfield Community College has been temporarily expanded and this school is
due to be rebuilt under the Priority School Building Programme (PSBP). This is a government
initiative that has replaced BSF. Further expansion of this school is being considered as part
of the PSBP project.
7.3.17 A significant amount of feasibility work has been undertaken to ascertain the most
appropriate long term solution to create the required additional secondary school capacity
across Rickmansworth, Watford and Bushey. There is a relationship between these areas
in terms of school place provision as some areas are geographically close, with pupils moving
between them to attend secondary school.22 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
7.3.18 Given the increasing forecast in all three of these planning areas it is certain that
new provision will be required and consideration is also being given to the capacity of existing
local schools to expand, although town planning assessments indicate that options are
limited. HCC has been working closely with Three Rivers District Council to secure appropriate
education site allocations in their Development Plan in order to meet this forecast demand.
7.3.19 Future childcare provision is closely linked to the future primary and secondary
school provision outlined in detail above. Suitable land needs to be set aside for both the
school and the childcare elements of the educational needs.
7.3.20 The Hertfordshire Infrastructure and Investment Strategy indicates a need for
additional children’s services arising from growth. In the growth locations, the County Council
envisage developing a children’s centre alongside or as part of any new primary school. Child
care spaces will be provided on the basis of a new building for every 800 children. 82 new
centres were operational by March 2010.
Primary & Secondary Education
Lead agency Hertfordshire County Council
Evidence base Meeting the rising demand for school places December 2009 –
Hertfordshire County Council (updated annually)
Priority Schools Building Programme
Regular meetings with Hertfordshire County Council.
Existing provision There are 33 Primary Schools, 8 Secondary Schools and a further
4 Independent Schools providing primary and secondary
education in the Borough.
Gaps in provision The forecasts show that the demand for primary school places
continues to increase in the foreseeable future, and there is
pressure on secondary places in Watford from 2015/2016. The
greatest need for school places is Central and West Watford.
Planned provision The need to provide the additional forms of entry has been
recognised within the County’s ‘Meeting the rising demand for
school places' report and regular discussions with Hertfordshire
County Council. Work is underway to seek to expand capacity
by either expansion of existing schools or provision new schools.
Impact of development This demand comes from the existing housing stock and does
proposals not take into account planned growth. New housing will contribute
to the increase in the number of children and young people and
the need for school places. Hertfordshire County Council has
taken account of predicted housing growth in their plans and
recognises that these will have to be reviewed on an on-going
basis due to the difficulty in predicting the number of places that
will be required.Infrastructure Delivery Plan 2013 Watford Borough Council 23
Infrastructure Delivery Plan 2013
Potential for delivery Due to the current funding levels and Hertfordshire County
Council’s status as a floor authority, investment demands to meet
the predicted demands in both primary and secondary school
places cannot be met from grant funding alone, and so funding
for implementing their strategy will need to be considered through
their Integrated Planning Process. The Department for Children,
Schools and Family (DCSF) will continue to make additional
investment available for primary schools through the Primary
Capital Programme. The County Council also rely on developer
contributions.
Delivery mechanisms in The Core Strategy has identified suitable sites for three new
local plan schools. The Council is continuing to work with HCC to identify
further potential sites. Developer contributions currently contribute
to the funding of school places.
Early Years Education in Watford
7.3.21 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 and
family support and health services; some of these are attached to schools. Sixteen schools
have nurseries attached to them and there are over 30 private nurseries, preschools and
playgroups 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 the
Hertfordshire Police Authority (HPA) ensure that it delivers the most efficient and effective
policing in Hertfordshire. The need for the HPA to review how and where it operates its
services is dependant on a number of factors including:
population growth
type and design of any new developments
supporting infrastructure such as a road network etc.
need to reflect operational changes in delivering service i.e. changes in technology
7.4.2 There are also changes to the way policing works in relation to a growing emphasis
on community policing through the Safer Neighbourhoods programme, changing crime
patterns, a need to modernise its working environments, provide effective flexible space to
respond to the changes in the Police force and a move towards more effective joint-working
with other agencies.
7.4.3 The HPA’s Policing plan sets out their policing priorities for 2012-2015 as:
Tackling crime and disorder
Identifying and dealing with those responsible for committing crime and anti-social
behaviour
Tackling serious and organised crime24 Watford Borough Council Infrastructure Delivery Plan 2013
Infrastructure Delivery Plan 2013
Responding to the needs of communities
Responding to the needs of victims of crime and anti-social behaviour.
7.4.4 Hertfordshire has a dedicated Command team based at key locations within the
County. The Constabulary headquarters is based in Welwyn Garden City and provides a
support and administrative function to these areas. There are more locally based
Neighbourhood Teams which work in local partnerships at Ward and District level.
7.4.5 The number of staff needed to police an area is based on criminality rather than
population. This is influenced by the type of housing, population density, housing quality and
whether there is a stable population. It is, therefore, difficult to assess future demand for
police services as a result of housing growth.
7.4.6 There are currently 2 police stations in Watford; one in the Town Centre, Shady Lane,
off Clarendon Road, the other in North Watford, on the North Orbital Road. The long term
aim of the Police Authority is to vacate the existing Town Centre site and move to an alternate
location.
7.4.7 There will be the need for a ‘Type 2’ facility to remain in Watford, it is probable that
the 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 Officers
and a Public Enquiry Office.
7.4.8 In November the Police Authority will be replaced by a new publicly-elected Police
and Crime Commissioner, who will then exercise all the key responsibilities that currently
reside within the Police Authority. The Police and Crime Commissioner will set the Police
and Crime Plan annually. By creating a single elected Police and Crime Commissioner, the
aim of the Government is to allow the public to have a greater say in the policing services
they receive. The Government is also intending to transfer some existing budgets to the
Police and Crime Commissioner so they can be used on those schemes that can best improve
community safety and crime reduction. Community Safety Grants currently administered by
local councils will be transferred, and in time the grants forbodies such as Victim Support are
also likely to be transferred.
Police
Lead agency Hertfordshire Police Authority
Evidence base Policing Plan 2012-15 – (HPA)
Hertfordshire Infrastructure & Investment Strategy
Hertfordshire Constabulary, Estates & Facilities
Existing provision 2 police stations in Watford
Gaps in provision No gaps in provision
Planned provision Planned relocation of the Town Centre Police Station. A suitable
site is required.You can also read
