Place
Our policy outcome
To achieve a strong and well-connected place that enables our borough, its diverse communities and businesses, to thrive and grow.
Our strategic objectives
We will lead the development of the borough by:
- collaborating with stakeholders, residents, communities and businesses to develop a plan for Thurrock that sets a compelling vision and intent for the borough that mobilises the collective endeavours of the private, public and voluntary, community, faith and social enterprise sector to deliver
- stimulating local economies by investing in or influencing investment in the infrastructure, housing, transport and educational capabilities to create jobs and transform places
- ensuring that economic growth provides opportunities to Thurrock residents and communities and reduces inequalities
- protecting and improving our environment, to ensure Thurrock improves as a quality place to live, with clean streets, well maintained public realm and well-maintained roads
What this will do for local people, businesses and places is:
- improve local infrastructure and transport connections, diversifying the role of town centres, improving the environment, sustainable housing and local services
- more and better opportunities for businesses to start-up, scale-up or locate in Thurrock and be nationally and globally competitive
- more and better opportunities for people to find good work or start a business here
- increase the value of international activity through export or international investment
Our priorities for 2024-2029 are as follows.
A. Build the policy framework and priorities, through collaboratively developing a 2024-2029 Thurrock Place Strategy and annual Place Plan for Thurrock, including the supporting statutory and technical documents
What we will need to do well is:
- improve insight into infrastructure and environmental opportunities and challenges
- create action orientated plans in collaboration with our partners, residents and stakeholders
- prioritise what actions the council needs to lead and what are for other agencies and partners to lead and deliver
| Number | What we will deliver |
|---|---|
| 1. | Develop a concise yet compelling 2025-29 Thurrock Place Strategy and from this refine and refresh other supporting strategies, ensuring they are clearly evidenced and that benefits, outcomes and performance measures are established. Ensure an open monitoring and reporting agreement is developed and implemented. |
| 2. | Adopt and begin to implement the Local Plan and associated suite of documents to the statutory timeline, ensuring the consultation responses are acted upon and all obligations are met. |
| 3. | In support of the Thurrock Place Strategy, refresh the housing strategy and delivery plan to include a clear evidence base on locations, type, tenure, and affordable homes. Agree this with a wide range of private, public and third sector providers. |
| 4. | In support of the Thurrock Place Strategy, support the leadership role of the newly formed, business leaders' group ensuring that growth is led and driven by the private sector. |
| 5. | Develop the Local Transport Plan 4 once Department for Transport guidance is issued (anticipated later in 2024). |
Directors responsible:
- Assistant Chief Executive
- Executive Director of Place
B. Develop the locality approach
What we will need to do well is:
- ensure stakeholders and communities are engaged in our planning
- ensure that inclusive, people-focused outcomes are integral to our plans
| Number | What we will deliver |
|---|---|
| 6. | Agree with political leaders and stakeholders a consistent approach to Thurrock's locality arrangements, including agreeing consistency on locations, developing a clear and agreed locality level evidence base and clear and agreed statement of priorities, outcomes and plan for measuring progress. |
| 7. | Mobilise the arrangements required by the new operating model to organise an increasing amount of services, teams, communications and engagement at a locality level, including with and through ward members. |
Directors responsible:
- Executive Director of Adults and Health
- Assistant Chief Executive
C. If agreed, develop the proposition for a pan-Essex devolution deal, and/or enhanced South Essex Councils (SEC) joint arrangements ensuring the council works to maximise the impact of devolution for Thurrock
What we will need to do well is:
- develop an evidence rich proposition for key priorities
- broaden our collaborative activity across Essex
- collaborate with Members and stakeholders to secure a mutually beneficial deal
| Number | What we will deliver |
|---|---|
| 8. | Work collaboratively with partners to innovate and lead change. Develop business cases for new approaches to deliver priority actions – for example, approaches to use devolved Adult Education Budget (AEB) to tackle the level 2 deficit, and to deliver beneficial outcomes that will accelerate impact across Thurrock and Essex. |
| 9. | Work collaboratively with elected members locally and internally with officers to establish a clear and evidenced policy position regarding subsidiarity to ensure policy, strategies and plans are clear about the most appropriate level to deliver programmes and services. |
| 10. | Work with the South Essex Councils Joint Committee to develop collaborative arrangements for economic development. |
Directors responsible:
- Assistant Chief Executive
- Executive Director of Place
D. Maximise the impact of the Freeport for businesses, residents and the community
What we will need to do well is:
- ensure that inclusive, people-focused outcomes are integral to the development of the Freeport
- influence levering the economic impact of the Freeport
- leadership, financial management and governance
| Number | What we will deliver |
|---|---|
| 11. | Innovate and influence priorities and work to capitalise on opportunities from the freeport. Ensure the economic impact of the Freeport is realised and the wider benefits for local employment, apprenticeships, supply chain development and infrastructure are realised. |
| 12. | Fulfil the leadership and governance role of Freeport Accountable Body, providing informed leadership challenge, strong governance arrangements and influence over the redeployment of any financial benefits to the wider borough. |
Directors responsible:
- Executive Director of Place
- Assistant Chief Executive
- Executive Director of Corporate Services
- Chief Finance Officer
E. Maximise the impact of the Thames Estuary for the benefit of Thurrock
What we will need to do well is:
- ensure that inclusive, people-focused outcomes are integral to the development of the Thames Estuary
- influence levering the economic impact of the Thames Estuary
- leadership, financial management and governance
| Number | What we will deliver |
|---|---|
| 13. | Innovate and influence priorities and work to capitalise on opportunities from the Thames Estuary. Ensure the economic impact of the Thames Estuary is realised and the wider benefits for local employment, apprenticeships, supply chain development and infrastructure are realised. |
| 14. | Fulfil the leadership and governance role of Thames Estuary Growth Board, providing informed leadership challenge, strong governance arrangements and influence over the redeployment of any financial benefits to the wider borough. |
Directors responsible:
- Executive Director of Place
- Assistant Chief Executive
- Executive Director of Corporate Services
- Chief Finance Officer
F. Maximise the potential and impact of the business leaders group to develop and mobilise Thurrock's Economic Development Strategy
What we will need to do well is:
- broker positive and impactful relationships between politicians and business leaders
- harness private sector influence, and resources to deliver the plan
| Number | What we will deliver |
|---|---|
| 15. | Develop a strong evidence base for Thurrock and its regional and national connections, that highlights untapped economic potential, opportunities and challenges to support the development of an insight rich Economic Development Strategy, as an integral element of the broader Thurrock Place Strategy. |
| 16. | Engage businesses to be active partners in business to business support, curriculum development and the delivery of other infrastructure, aligned to the Thurrock Place Strategy. Work to influence the private sector to deliver a voluntary programme of non-exec support and mentoring to support endeavours to increase the survival rate for self-employed or business start-ups including micro-enterprises. |
Directors responsible:
- Executive Director of Place
Corporate Plan pages
Contents: