COMMUNITY REGENERATION -for Cabinet approval - … · 2012-12-12 · The Strategy and this Implementation plan concentrate on a Decade of Delivery 2012-22 based on three delivery

REGENERATING THURROCKCOMMUNITY REGENERATION

IMPLEMENTATION PLANDELIVERING CHANGE FOR THURROCK

Version ControlOwner: Clare LambertDate: Sept 2012Version No: v7Status: Draft - for Cabinet approval

DRAFT-for Cabinet approval -

EXECUTIVE SUMMARY

In 2012 the Council took its place as the lead delivery body for Regeneration in Thurrock. To outline its ambition for this extensive agenda a Thurrock Community Regeneration Strategy was developed and adopted February 2012.

The strategy identified 16 community regeneration outcomes that would be the focus of activity over the next decade.

1. Exclusion to learning and work has been reduced through increased confidence, health and access to support

2. There is good access to further and higher education, lifelong learning and improved education standards

3. Residents have the skills, confidence and support to enter the workforce and sustain fairly paid jobs

4. Residents have the qualifications and experience they need to compete for the best jobs

5. Improved transport, communications and business support infrastructure

6. Quality, market led social and affordable housing to create balanced supply that meets local needs

7. New jobs are created by supporting the growth of existing business and encouraging new employment sectors

8. The benefits of the riverside location are maximised for people, nature and business

9. There is an attractive, well designed, a well connected built environment with quality urban green spaces

10.The natural environment is enhanced, increasing access and enjoyment while protecting wildlife value and landscape quality

11.Development is environmentally sustainable and resources used efficiently

12.Coordinated, area based access to services to meet local needs

13.A commissioning and procurement environment that supports Thurrock's business and voluntary sectors

14.Local people are supported to play an active role in their communities where they can access opportunities to influence the decisions that affect them

15. Improved and increased community infrastructure16.Communities have pride in Thurrock’s heritage, arts,

environment and culture and the growth of creative, entertainment and leisure opportunities is supported

To support the delivery of these outcomes twelve delivery programmes were identified. These are:

1. Employment2. Neighbourhoods3. Business Infrastructure and Support4. Business Networks5. Inward Investment 6. Environment Quality7. Climate Change and Low Carbon Economy8. Town Centre Renewal and Growth Hubs9. Procurement10. Coordinated Service Access Points and Community Infrastructure11. Community Engagement12. Thurrock Champions

The Strategy and this Implementation plan concentrate on a Decade of Delivery 2012-22 based on three delivery programmes.

2013-15 Phase 1 - Delivery and Phase 2 Implementation Planning

2015-19 Phase 2 - Medium Term Priorities and Phase 3 Project Development

2019-22 Phase 3 - Longer Term Projects and Strategy Refresh

This plan outlines:

The principles for the community regeneration programme The process for phase 1 priority development The regeneration outcomes, programmes and their strategic fit A suite of phase 1 work streams and projects The process for the development of phase 2 and 3 projects

1 INTRODUCTION

1.1 Community Regeneration Strategy

In February 2012 the Council adopted the Thurrock Community Regeneration Strategy. As Thurrock Council took its place as the lead agency for regeneration, the strategy brought together the delivery objectives for regeneration and the priorities of the Community Strategy into a single framework for Community Regeneration.

The strategy identifies 16 community regeneration outcomes and 12 community regeneration programmes through which these outcomes will be delivered. This plan aims to update the programme work streams proposed within the strategy, to identify the high level implementation approach for community regeneration delivery and the initial suite of projects for short, medium and longer term delivery.

The Strategy and this Implementation plan concentrate on a Decade of Delivery 2012-22 based on three delivery programmes.

2013-15 Phase 1 - Delivery and Phase 2 Implementation Planning

2015-19 Phase 2 - Medium Term Priorities and Phase 3 Project Development

2019-22 Phase 3 - Longer Term Projects and Strategy Refresh

1.2 The Principles of Regeneration

Regeneration is about giving fresh strength to the place and the people of Thurrock. It is about growing the place in a way that meets the needs of our communities, now and for generations to come, by building on what is positive and improving what it not.

Regeneration is a cross cutting agenda, it links to all aspects of the Council and partners activities. Regeneration is not something that is done in isolation but part of many roles and every service. Regeneration implementation links to all key strategies, this plan does not replicate these but should add value to work already under way by making connections and facilitating change.

The regeneration programmes within this implementation plan will act as the catalyst for greater economic, environmental and social prosperity and deliver infrastructure improvements to the primary benefit of Thurrock residents and businesses. In delivering the outcomes as set out in the ‘Community Regeneration Strategy’ we will promote long term equality of opportunity through supporting both economic, environment and community prosperity.

The regeneration agenda will change and develop in response to the changing circumstances and opportunities in the borough. To achieve this holistic approach to Community Regeneration Delivery the development of future work streams and projects will be underpinned by the following principles:

Community engagement Sustainable development Partnership working Performance management

1.3 Community Engagement

The development of the CRS and this supporting implementation plan has identified re-occurring concerns from the community and stakeholders that regeneration should not be "done to" Thurrock residents. The Council has adopted a clear approach to community engagement and is developing its approach to localism. To ensure regeneration has community engagement and empowerment at its heart these principles are embedded into the implementation of regeneration.

As central government lifts the burden of bureaucracy to empower communities to do things their way, this implementation plan will drive forward the localism agenda in Thurrock over the next decade.

Designed with community engagement at its core, this plan will ensure that all programmes and projects of activity are underpinned by a Community Engagement Programme that both embeds and builds on the principles of engagement detailed in the Community Engagement Toolkit (May 2009) and CLG Toolkit to Support Community-Led Regeneration (January 2012).

The core objectives of this programme are to ensure the principles of community engagement underpin future decisions on regeneration; to create opportunities for community leadership; to identify a suite of current and new projects that encourage civic pride and participation.

The consultation process for the strategy included a series of stakeholder workshops which defined the high level outcomes for regeneration. Further consultation activities have been held on key programmes to inform the development of the programmes. The programmes are now moving from consultation to engagement on the development of key projects.

All engagement will seek to achieve the highest level of engagement as appropriate for the type of activity and scale of programme or project. Programmes of engagement activity will:

Be clear about the engagement need and target audience Identify the desired outcomes and communicate these up front Take into account previous engagement activity and the views of stakeholders Be coordinated with other concurrent and planned engagement activity Follow planned methodology from the CE toolkit Use techniques appropriate to the need and audience Be reported on in a timely fashion with results shared in appropriate formats.

Fig 1 Engagement plan development process

Identify Engagement needs against the

hierarchy of engagement

InformConsultEngage

ParticipateEmpower

Identify Audience

Identify existing community

information baseline and other

programmed engagement activities

Develop targeted engagement/

participation plan

Identify desired outcomes and

engagement levels

Progress will also be reported through the Community Engagement Group, Regeneration Board and relevant portfolio holders. Lessons learnt will be reviewed and inform future activity.

1.4 Sustainable Development

To ensure that the approach to regeneration brings long lasting opportunities and benefits, it is underpinned by the guiding principles of Sustainable Development. Sustainable development focuses on the interaction between the economic, environment and social issues and opportunities and covers five areas.

Living within Environmental limits Ensuring a Strong Healthy and Just society Achieving a sustainable economy Promoting good governance Using sound science responsibly

1.4.1 All programmes will be developed using sound research and evidence bases (sound science). A set of evidence base documents will be maintained including:

Thurrock Profile Local Economic Assessment Joint Strategic Needs Assessment State of the Environment Report Area profiles A place survey

Where appropriate these will be supported by specific studies, feasibility studies and appraisals

1.4.2 Project will have clear programmes of community engagement as outlined in section 1.3 and will be subject to appropriate governance procedures. This will include the setting up of project boards for major projects and growth hubs and the development of community governance processes linked to the Community Councils as they develop or local groups such as the Grays Town Team.

1.4.3 Community engagement will include the gathering of views to inform effective Equalities Impact Appraisals, social value and in the impacts of projects on inclusion will also be considered at the project planning phase.

1.4.4 The Council's sustainability framework requires the assessment of economic, social and environmental benefit on all major programmes. Site related proposals that link to the LDF will be subject to sustainability appraisal through the sites allocation process. Revenue programmes will be assessed through a light touch sustainability assessment process.

1.5 Partnership Working

Thurrock has made a strong commitment to partnership working through the development of its partnership policy. With the scale and complexity of the regeneration agenda, and the limited funding and capacity available for delivery, a partnership approach will

be fundamental to the successful delivery of this plan. The Council's main strategic cross boundary partnerships are outlined in the Partnership Policy and include the Local Enterprise Partnership and the Thames Gateway South Essex Partnership.

Partnership working will help create capacity, increase funding and identify potential synergy between partners and stakeholders and their priority projects. The involvement of stakeholders will be considered with the development of the project engagement plans to ensure effective communication, views and input.

Some programmes will require the creation of new stakeholder groups or partnerships. Where partnerships are developed, these will be set up through appropriate processes and the Council and its partners will define their roles, vision, values, outcomes and outputs for the partnership and this should be set up in clear terms of reference or memorandum of understanding. On strategic capital projects and growth hub delivery the Council may enter into development partnerships.

The management of partnership can be resource intensive and where practical task and finish group approaches will be taken together with the use of virtual networking and meetings.

1.5.1 The key existing operational partnerships for this implementation plan are:

EmploymentNeighbourhoodsBusiness Infrastructure And SupportBusiness NetworksInward Investment Environment QualityClimate Change and Low Carbon EconomyTown Centre Renewal ProcurementCoordinated Service Access Points and Community InfrastructureCommunity EngagementThurrock Champions

Community Skills Strategy Group & 14 to 19 Partnership

Economic Delivery PartnershipThurrock Business BoardEconomic Delivery PartnershipEnvironment PartnershipEnvironment PartnershipGrays Town Team

Community Hub Working Group & Joint Strategic Forum

Community Engagement GroupCommunity Engagement Group

1.5.2 Foundations for Delivery

The role of the Council will vary across the programmes of delivery, it will be based around 5 activities Enabling Influencing Leading Advising Delivering

1.6 Performance Management

A performance management framework sits alongside this implementation plan. This will follow the plan, do, review, revise approach and include

The Project planning approach and templates A programme and project management framework Risk and opportunity procedures Value for money assessment Performance, programme and project reporting plan

The implementation of this plan will be monitored through the Regeneration Board and risk and performance through the Performance Board.

2. IMPLEMENTATION PLANNING PROCESS - Delivering Change for Thurrock

2.1 Community Regeneration Programmes

The delivery programme is focussed on achieving the 16 outcomes identified in the strategy. It will achieve this through the development of 12 Community Regeneration Programmes around the themes of:

1. Employment2. Neighbourhoods3. Business Infrastructure and Support4. Business Networks5. Inward Investment 6. Environment Quality7. Climate Change and Low Carbon Economy8. Town Centre Renewal and Growth Hubs9. Procurement10. Coordinated Service Access Points and Community Infrastructure11. Community Engagement12. Thurrock Champions

A set of work streams for each programme was outlined in the strategy. To develop the implementation plan the 12 programmes of activity and work streams have been reviewed and scoped through internal meetings and stakeholder workshops. These workshops identified a range of projects and aspirations for each programme which have been mapped against the strategy work streams and been subject of a high level assessment before inclusion within this plan.

The community regeneration agenda cuts across a wide range of existing work streams and strategies. To build on this good work these have all informed the development of the initial implementation plan.

2.2 Phase 1 work stream development

The initial programme of work for phase 1 has been informed by a comprehensive review of existing strategies, plans and programmes, these have been developed into a set of programme work streams and related projects.

The work streams are listed in each programme chapter and a full project list is attached in appendix 1.

This has informed a phase 1 project list for the 16 thematic programmes. These have also been reviewed against the spatial regeneration priorities for each of the five Growth Hubs

Grays Lakeside and West Thurrock London Gateway Purfleet Tilbury

Projects with a spatial element will be incorporated within the Growth Hub plan for that area. The Council and its Partners deliver a wide range of programmes that contribute to the regeneration agenda, many of which are already embedded and agreed as part of service specific frameworks. In order to develop a cohesive plan for the area, all activity must be considered collectively so that the

Internal Scoping Partner and Stakeholder Workshops

High Level Project List Prioritised work streams for Phase 1

Review of key strategies and existing plans.Meetings with department leads on future plans

Workshop style meetings with stakeholders and partners involved in delivery

Development of single project list for each programme

Review of project list and prioritisation into work stream plan for each programme

full range of schemes can be coordinated. This is critical when approaching the overall development of a ‘Growth Hub’ where the timing and impact of major infrastructure works (e.g. housing and transport) could potentially support/stimulate other projects and funding.

Fig 2 Relationship between the Programme and Growth Hubs

GROWTHHUBS

LAKESIDE LONDON GATEWAYPURFLEET. TILBURY

GRAYS

Wide ActionResearch, shared evidence, consultation Lobbying for resourcesCreating partnership support & linksDirecting own organisation to support and

enable the integrated regeneration agenda. Coordinating strategic funding Coordinating strategic messages / approach

Specific ActionJoining up - value for money Delivery planningTarget Setting Mapping the gapsEquality, Diversity, Sustainability

Local ActionID initiatives that need funding supportMonitor & EvaluateCoordinate throughRegeneration Strategy

Council leaders and strategic partners identifying key objectives to be achieved through Executive & Board

Direct delivery by council depts & partners at local level. Projects and programmes to be assessed for their impact on target areas.

Council and partners work with CEDU to create & agree area wide, cross boundary thematic action plan.

Actions

THEMES: People, Prosperity, Place, Service, Pride

IMPACT AREAS: Employment. Neighbourhoods.Business Support. Inward Investment. Environmental Quality. Climate Change. Town Centre Renewal.Procurement. Service Access. Community Engagement

Priority OutcomesStakeholders

Thurrock Community

RegenerationStrategy

3. STRATEGIC FIT

3.1 Outcomes and the Community Strategy

The Community Regeneration Strategy identifies a set of 16 outcomes based around the five 2011 Community Strategy Priorities: Improve the education and skills of local people Encourage and promote job creation and economic prosperity Ensure a safe, clean and green environment Provide and commission high quality and accessible services that meet, wherever possible, individual needs Build pride, respect and responsibility in Thurrock’s communities and its residents

Since the adoption of the CR Strategy, the Community Strategy has been refreshed and the priorities amended to: Create a great place for learning and opportunity Encourage and promote job creation and economic prosperity Build pride and respect to create safer communities Improve health and well-being Protect and enjoy our clean and green environments

The community regeneration outcomes are cross cutting but were linked to one main Community Strategy priority. With the changes to the priorities the programmes have been reviewed and the table below identifies the key outcomes from the CRS and there relationship to the old and new CS priorities.

Original Community Strategy Objective

Outcome learning and

opportunity

jobs and economic prosperity

pride and respect

health and well-

being

clean and green

Improve the education and skills of local people

1. Exclusion to learning and work has been reduced through increased confidence, health and access to support

X

2. There is good access to further and

higher education, lifelong learning and improved education standards

X

3. Residents have the skills, confidence and support to enter the workforce and sustain fairly paid jobs

X


X

Encourage and promote job creation and economic prosperity


X

6. Quality, market led social and affordable housing to create balanced supply that meets local needs

X


X

Ensure a safe, clean and green environment

8. The benefits of the riverside location are maximised for people, nature and business

X

9. There is an attractive, well designed, a well connected built environment with quality urban green spaces

X

10. The natural environment is enhanced, increasing access and enjoyment while protecting wildlife value and landscape quality

X

11. Development is environmentally sustainable and resources used efficiently

X

Provide and commission high 12. Coordinated, area based access

quality and accessible services that meet, wherever possible, individual needs

to services to meet local needs X

13. A commissioning and procurement environment that supports Thurrock's business and voluntary sectors

X

Build pride, respect and responsibility in Thurrock’s communities and its residents

14. Local people are supported to play an active role in their communities where they can access opportunities to influence the decisions that affect them

X

15. Improved and increased community infrastructure

X

16. Communities have pride in Thurrock’s heritage, arts, environment and culture and the growth of creative, entertainment and leisure opportunities is supported

X

3.3 Outcomes and Programmes

Community Regeneration is about delivering quality outcomes. With the changes to the community strategy priorities each programme has been reviewed against the priority outcomes and linked to all cross cutting outcomes that it delivers against.

SECTION 4. REGENERATION PROGRAMMES

This plan identifies twelve delivery programmes.

Each of the following sections identifies The programme, The community strategy objectives to which they link The key high level outcomes from the strategy against which they will deliver The original programmes of activity identified in the strategy Updates on progress and changes since the strategy was developed The project delivery list or process plan

EMPLOYMENT learning and opportunity


pride and respect

health and well-being

clean and green

√ √Strategic Outcomes

1. Exclusion to learning and work has been reduced through increased confidence, health and access to support.

2. There is good access to further and higher education, lifelong learning and improved education standards.

3. Residents have the skills, confidence and support to enter the workforce and sustain fairly paid jobs.


Programme Aims

Develop the connection between young people, education providers and employers

Strengthen skills and higher education provision to support the needs of business and regeneration opportunities

Develop leadership and professional skills to create future managers living locally

Connect people to employment opportunities and increase job readiness

Support partnership work to tackle long term and generational unemployment

In Thurrock the unemployment rate has increased significantly over the last five years at a higher rate than the regional and national rates and saw a steep increase in 2008-2009. 12.7 per cent of working age people in Thurrock are claiming out-of-work benefits.

However, Thurrock now has a significant opportunity with planned private sector investment through London Gateway, Lakeside and Port of Tilbury likely to provide upwards of 20,000 new jobs. The challenge – and one we are keen to grasp for Thurrock residents to be at the forefront of the skilled workforce that will take up quality jobs.

It is anticipated that 44% of these new jobs will require NVQ3+ qualifications but, although attainment levels are improving rapidly, only 36% of the Thurrock population have this level of qualification. A business survey carried out in 2010 reported that employers saw a worsening skills gap and a lack of individuals with advanced technical skills and management experience.

The plan focuses on making links between training providers and employers and putting in place clear routes to employment in growth sectors. Through this plan we will take action to understand the skills gap and continue the trend for improved skills at all levels ensuring that local people are not disadvantaged by where they live. Skills are a key driver of productivity and without an increase in skills within the workforce Thurrock will find it very difficult to reach its full economic potential and promote job creation and economic prosperity.

Employment delivery plan Phase 1 (2013-15)

Pathways to employment Targeted intervention to raise the employability skills of target groups (area based). Possibly include Intermediate Labour Market

Pathways to Employment

Development of appropriate IAG (Information Advice and Guidance) to highlight specific pathways through education and/or training which provide access to specific opportunities with local employers.

World of Work Supporting Disabled People back into work in partnership with Thurrock Centre for Independent LivingApprenticeships Promotion and creation of apprenticeship opportunities within the local economy

Supporting PeopleSkills Needs Analysis Establish a skills forecast up to 2017, including breakdowns by Major Standard Occupational Classification,

NVQ level (0-5) and by major SIC group. This information to be used to establish a targeted action plan.Job Brokerage Creation of a job brokerage service to get local people into employment within new and expanding local

employers (i.e. London Gateway firms).Opportunity Thurrock A programme of activity targeted at students and residents, to promote job and career opportunities in existing

priority and growth sectors for the future.

Sector SkillsLogistics Academy Development of a Logistics Academy to support the transport and logistics sectorGeneral Training Association for Transport and Logistics

Establish a GTA for transport and logistics bringing together local employers with training providers to ensure that provision meets current and future need.

Education Continue the positive trend in improved attainment and provide basic skills required by businessesDevelopment policy Develop a council policy for employment related conditions (apprenticeships etc) in s.106 agreements. (Must

be appropriate to the type of development proposed),

NEIGHBOURHOODS learning and opportunity


pride and respect


clean and green

√ √ √ √ √Strategic Outcomes

1. Exclusion to learning and work has been reduced through increased confidence, health and access to support.

14. Local people are supported to play an active role in their communities where they can access opportunities to influence the decisions that affect them

Programme Aims

Support the renewal of priority neighbourhoods through revenue employment programmes

Ensure the appropriate mix of demand led, affordable and social housing in priority locations

Improve environmental quality in priority locations Investigate the potential to develop programmes of

health promotion activity Ensure social inclusion and equal access for all

Thurrock residents are key principles that underpin regeneration activity

The strategy sets the challenge of neighbourhood renewal to strengthen communities and families long term and address social exclusion. The Neighbourhoods programme has developed significantly since strategy development. The adoption of the Housing Strategy and the emergence of the Health and Well being Strategy have changed the emphasis and role of regeneration of neighbourhoods. The feedback from stakeholders has focussed on the need for a clear approach to be developed on neighbourhoods including the development of baseline information, identification of neighbourhoods and the need to take a strong community engagement approach to identify issues and implement actions. The feedback from stakeholders has also identified the need for a broader approach to the issues affecting neighbourhoods than set out in the Programme Aims; an approach that is based on and reflects the particular needs of neighbourhoods.

To take this forward the priority for this implementation plan is the delivery of a stakeholder engagement programme to develop a Neighbourhood Renewal strategy. Once developed this will be supported by a community engagement and empowerment programme to develop neighbourhood action plans for improvements at the local level.

While neighbourhood action plans may identify projects that support the delivery of the programme aims these will be reviewed and updated in line with the outcomes of the engagement programme.

Neighbourhoods delivery plan Phase 1 (2013-15)

Developing a neighbourhood approach Local Engagement programme and Neighbour Renewal Strategy

Building Positive Futures Neighbourhood plan for regeneration of sheltered housing stockBuilding Positive Futures Housing for older people planning guidance

Scoping the neighbourhood focus

Developing strategy Engagement and Empowerment activityAdoption of Strategy

Neighbourhood or area plans

o Project Plano Data Collectiono Mapping other

strategieso Knowledge and

experience of stakeholders and existing engagement activity

o Establish and agree overall approach/strategy

o Identify locations/neighbourhoods for focus

o Map resources going in to those locations

o Neighbourhood profiles

o Draft Strategy

1. To agree strategy2. To identify issues

within locations for focus

3. Adopt Strategy

o Agree what needs to be done in those locations

o Build delivery partnerships

o Identify partner and Council roles

o Area Plans

BUSINESS INFRASTRUCTURE AND SUPPORT learning and opportunity


pride and respect


clean and green

√Strategic Outcomes

5. Improved transport, communications and business support infrastructure13. A commissioning and procurement environment that supports Thurrock's

business and voluntary sectors

Programme Aims

Deliver improved physical and virtual infrastructure to support business growth

Support and develop existing priority sectors and growth sectors

Strengthen data gathering and analysis to support economic decision making

Local businesses provide prosperity and jobs to many residents of Thurrock. To maximise the potential benefits for its residents, it is important for The Council to create an environment conducive to business creation and growth by providing appropriate infrastructure. Similarly, the provision of high quality business support and information can assist businesses seeking to start or grow. Measures to support the creation and growth of businesses are important contributory factors to encourage and promote job creation and economic prosperity.

Work to improve the business serving infrastructure in Thurrock and development of business space may involve many different departments within the Council (e.g. Housing, Transport, Waste, Etc). The role of regeneration should be to work with services on the implementation of plans and activity and influence and advise as appropriate. This role will also include lobbying at a LEP and national level for strategic infrastructure improvements.

Changes to the business support activity in Thurrock should take into account the changing position of business support within the wider agenda of central government (i.e. the dissolution of Business Link, new profile of business support lead by the Department for Business Innovation and Skills, etc).

Business Support and Infrastructure delivery plan Phase 1 (2013-15)

Space to grow

Planning for Growth Ensuring that statutory policy and site allocations cater for development of sites and infrastructure in support of growing economic sectors (for example,. green technology)

Additional business space Provision of high quality additional business space to provide stimulate existing businesses and, in particular growth sectors. Specific focus to be applied to office market.

Better business spaces Improvement of the physical environment of the Industrial estate and High Streets within the borough including those that are managed or maintained by the Council. Focus on vacant shop units etc.

Supporting business

Connecting business spaces Improvement of the internet connectivity & access for key business and leisure areas in the borough. Includes an initial pilot on Wi-Fi for Grays town centre.

Business Support Programme Creation of a combined package of business support initiatives including direct funding and funding advice (loans and grants), business improvement advice (coaching and mentoring) and ongoing support for start ups.

Social Enterprise support Combined package of support for social enterprises. Particular focus on spin-outs from public sector & changes brought about through Localism Act (right to buy/try, etc).

Entrepreneurship programme Development of the business start up programme into an entrepreneurship approach include start grants and innovation support

Transport infrastructure

Strategic Transport Lobbying for free flowing tolls and J30/31, A13 improvements

BUSINESS NETWORKS learning and opportunity


pride and respect


clean and green

√ √Strategic Outcomes



14. Local people are supported to play an active role in their communities where they can access opportunities to influence the

decisions that affect them

Programme Aims

Develop a business engagement framework to ensure effective communication and improved working between private and public sector

Over the last two years the Council has worked hard to develop a more constructive and proactive relationship with the Thurrock business community. While tremendous strides have been made with initiatives such as the annual ‘Lets talk business Conference’ there is still the potential to do much more. Through the life of this plan the Council will ensure that mechanisms are in place to help it engage with all sections of the business community so that it is aware of and understands the issues businesses face and business understands the Council's priorities and can support the delivery of its regeneration ambitions. This understanding will help to us to make better decisions supporting growth in new and existing businesses and presenting Thurrock as a desirable location for investors.

Business Networks delivery plan Phase 1 (2013-15)

Doing Business

Account Management Develop an account management approach to business engagement, including introducing CRM system to co-ordinate engagement

Business Directory Create a Business Directory for local businesses which promotes and encourages local procurementPromoting local purchasing Expansion of the loyalty card scheme to cover all of Thurrock promoting local purchasing in and between the

local community.

Engaging Business

Business Communication Rationalisation

Enhancing communication between the Council and business community (specifically SME’s), using various methods including; website improvement, single point of contact, expanding the database of business contacts, developing a business survey to capture key issues (every 2-3 years), maintaining the Economic Delivery Partnership, maintaining relationships with business network groups and organisations and broadening the Breakfast and Business Conference programme.

Business Board Creation of a 'Business Board' to provide a co-ordinated business voice for Thurrock identifying and lobbying on key business issues.

Town Team Develop the Grays Town Team as an effective voice for the Town Centre traders.

INWARD INVESTMENT learning and

opportunityjobs and economic

prosperitypride and respect


clean and green

√ √ √Strategic Outcomes

5. Improved transport, communications and business support infrastructure7. New jobs are created by supporting the growth of existing business and

encouraging new employment sectors 8. The benefits of the riverside location are maximised for people, nature

and business16. Communities have pride in Thurrock’s heritage, arts, environment and

culture and the growth of creative, entertainment and leisure opportunities is supported

Programme Aims

Strengthening of the inward investment programme to include marketing, branding and physical improvements

The Community Regeneration strategy recognises the need to revisit the existing inward investment plan for Thurrock. Specifically, it asserts that the borough would benefit from re-assessing the core attributes offered by the locality to businesses and how key messages are communicated. Once a comprehensive Thurrock Inward Investment offer is established, an analysis of suitable routes to market and communications plan will be put in place that will proactively encourage Inward Investment activity.

This work will affect several areas of Council activity including: Regeneration, Communications, Skills, Transport and Planning.

It is important that any activity is coordinated with the existing work being undertaken by partner agencies working in the Inward Investment services market (i.e. Invest Essex, UKTI, Invest Thames Gateway, neighbouring Local Authorities, Etc). In addition, future activity should build on previous work carried out by Thurrock Council, Invest Essex and partners.

Inward investment delivery plan Phase 1 (2013-15)

Destination Thurrock

Inward investment proposition

Development of a comprehensive, coordinated inward investment marketing offer for Thurrock. Identifying appropriate marketing points to communicate messages to potential investors in the borough.

Coordinated Council support for inward investment

Creation of a 'cross-council inward investment officer board'. Ensuring that the appropriate officers are engaged and are both proactive and responsive to key investment opportunities.

Targeted marketing to priority sectors

Development of a dedicated marketing programme targeting small and medium sized businesses to occupy available business space in the borough. This effort will particularly be targeted at ‘opportunity’ growth sectors (such as environmental technologies and creative and cultural industries) with the aim of broadening the economic base in the borough.

Tourism Strategy Develop a Tourism Strategy to promote all that Thurrock has to offer with the aim of increasing visitor numbers and the economic opportunities relating to tourism

ENVIRONMENT QUALITY learning and opportunity


pride and respect


clean and green

√ √ √ √Strategic Outcomes8. The benefits of the riverside location are maximised for people,

nature and business9. There is an attractive, well designed, a well connected built

environment with quality urban green spaces10. The natural environment is enhanced, increasing access and

enjoyment while protecting wildlife value and landscape quality16. Communities have pride in Thurrock’s heritage, arts, environment

and culture and the growth of creative, entertainment and leisure opportunities is supported

Programme Aims

Develop a Riverscape vision to connect people to the natural environment and increase access to the Thames

Delivery of green infrastructure and urban environmental improvements

The Environment Quality programme develops the foundations laid by the Greengrid Strategy to support delivery of environmental projects and improvements as part of the ‘Decade of Delivery’. Working with environmental partners such as the Royal Society for the Protection of Birds (RSPB) and the Essex Wildlife Trust (EWT) to form an overarching vision for the environment, a co-ordinated partnership approach through an Environment Partnership will be a key feature of delivery. Within Council, the Greengrid Strategy will be refreshed to provide the evidence base required to enable delivery through the planning process, by the Environment Partnership, other Council departments and the Chief Executive’s Delivery Unit.

Supported by improved partnership working with external stakeholders, internal Council departments, community groups and the public, a series of environmental projects will focus on enhancing riverside access, addressing open space deficiencies, connecting people to Thurrock’s natural environment and enhancing Thurrock’s strategic environmental sites. Through on-going dialogue with internal and external stakeholders, the prioritised list of projects will be periodically reviewed to ensure our efforts are focussed where maximum benefit for people and environment is realised.

Environmental Quality delivery plan Phase 1 (2013-15)

Environment Policy and PartnershipsEnvironment Partnership Development of a high-level environmental vision and implementation plan in partnership with external

environmental partners (co-ordination of respective organisational aims and objectives)Environmental policy To refresh all components of the Greengrid Strategy (expired 2011) in support of an Environmental

Partnership vision and LDF evidence base for environmental policies

Improving Environmental AccessEnhancing riverside access Development of the Thames Path and connections to it including connecting Chafford Hundred and South

Stifford to the Thames, improved access from Grays, Purfleet, Two forts way, East Tilbury, Linford, Stanford-le-Hope and Corringham via Coalhouse Fort, Mucking and the marshes

Connecting people to Thurrock’s natural environment

Delivery of 7 Greengrid Improvement Zone plans: including Aveley Forest Park with Thames Chase community forest and the Mardyke Valley Connection from Lakeside Basin, Purfleet, Grays and Tilbury via Tilbury marshesTilbury heritage trail and historic riverside assetsConnecting East Tilbury, Linford, Stanford-le-Hope and Coalhouse Fort to a restored Mucking, Corringham and Fobbing marshes and Stanford-le-Hope and Corringham to Langdon Hills

Enhancing Environmental QualityAddressing open space Open Space Strategy:

Implementing the open space strategy and enhance open space identified as low quality and high value including Grays Town Park

Enhancing strategic sites Coalhouse Fort, Delivery of generator house refurbishment to create enhanced visitor/community facility with new revenue stream (café) to support future Fort restoration works, with education officer and community development officer for 3 yearsSupporting sites within the Environmental Vision including the development of key improvements to Rainham Marshes, Thurrock Thameside Nature Park, East Tilbury Marshes and Thames Chase and enhancing key Council sites including Langdon Hills, Belhus Woods and Davy Down

CLIMATE CHANGE AND LOW CARBON ECONOMY learning and opportunity


pride and respect


clean and green

√ √ √Strategic Outcomes5. Improved transport, communications and business support

infrastructure7. New jobs are created by supporting the growth of existing

business and encouraging new employment sectors 9. There is an attractive, well designed, a well connected built

environment with quality urban green spaces 11. Development is environmentally sustainable and resources used

efficiently

Programme Aims

Deliver the Climate Change strategy including activities to manage the impacts of climate change and reduce emissions from growth and development

Since Thurrock Council signed up to the Nottingham Declaration in June 2007, it has been committed to the delivery of action plans to tackle climate change. While a lot of detailed work was done towards realising these objectives, corporate changes and re-allocated resources have meant only those actions with legal or financial implications have been undertaken. However, the value of addressing climate change and delivering a low carbon economy has now been recognised as a key part of the regeneration agenda. Mitigation and adaptation actions are able to deliver cost efficiencies, overcome resource scarcities and provide new jobs in green industries as well as helping to address the environmental issues. There is also a growing body of evidence that climate change can have adverse social impacts (crime rates, health etc), which adaptation and mitigation activities will indirectly alleviate.

As a community leader the Council will work with partners, businesses and residents to mitigate borough wide emissions caused by growth and development whilst also assisting these stakeholders to prepare for climate change impacts. The Council will also lead by example, working internally to reduce carbon emissions from Council buildings, activities and operations whilst preparing for the impacts of climate change on Council services, operations and buildings.

Climate Change delivery plan Phase 1 (2013-15)

Climate Change

Climate Change Strategy Adopt Climate Change strategy including activities to manage the impacts of climate change and reduce emissions from growth and developmentDeveloping feasibility and projects to support environmental technologies, water catchment improvements, developing the energy cluster, eco industrial estate Building a legacy from the low carbon economy programme

PROCUREMENT learning and opportunity


pride and respect


clean and green

√ √ √Strategic Outcomes13. A commissioning and procurement environment that supports Thurrock's business and voluntary sectors

Programme Aims Develop appropriate opportunities for local

procurement with the legal framework Work in partnership with CVS to support the

development of social enterprise models for commissioned services

60% of Thurrock’s businesses are actively looking for a means of increasing their turnover and 70% of businesses are looking for the development of the Thames Gateway to offer improved access to bigger markets. Currently, local businesses are unsure of opportunities and routes into the lower tiers of larger contracts.

Through the strategy all businesses will be offered support to take advantage of procurement opportunities and relevant supply chains.

As public sector spending cuts are implemented there are likely to be opportunities for social enterprises or Community Interest Companies to provide public services. Working with the CVS we will look to support the development of social

Procurement delivery plan Phase 1 (2013-15)

Procurement

Procurement Council to develop a coordinated approach to encouraging and enabling local firms to access procurement opportunities through the Council.

Procurement Influence and inspire – TBC use current communications to influence business outcomes. Assist companies such as DP World to buy locally.

Social Enterprise Commissioning and Voluntary Sector development including Thurrock Lifestyle Solutions

COORDINATED SERVICE ACCESS POINTS AND COMMUNITY INFRASTRUCTURE

learning and opportunity


pride and respect


clean and green

√ √Strategic Outcomes12. Coordinated, area based access to services to meet local needs13. A commissioning and procurement environment that supports

Thurrock's business and voluntary sectors

Programme Aims

Develop an efficient model of “in area” service delivery in key locations

Ensure the development of appropriate community infrastructure and service delivery to respond to proposed growth

Encourage appropriate commercial and community leisure, arts and entertainment infrastructure to support community pride and increase leisure activity and spend in Thurrock

Service Access and Community Infrastructure delivery plan Phase 1 (2013-15)

Services

Programme Management Pilot

Development of a pilot Programme Management approach in South Ockendon

South Ockendon Community Hub

Development of a pilot community hub in South Ockenden and feasibility of translating this approach in other areas including Tilbury and Chadwell St Mary and Stanford le Hope and Corringham

Extra Care Housing Development of 67 extra care units in Stifford Clays

COMMUNITY ENGAGEMENT learning and opportunity


pride and respect


clean and green

√ √ √ √ √Strategic Outcomes14. Local people are supported to play an active role in their

communities where they can access opportunities to influence the decisions that affect them

Programme Aims

Ensure the principles of community engagement underpin future decisions on regeneration

Develop increased area management and governance based around 7 ward clusters

Develop community arts and heritage programmes

Drawing on existing models of best practice within the authority and with its partners, a bespoke Community Regeneration Strategy Engagement Plan will seek to bridge the gap between corporate and community priorities, providing a platform for local residents, businesses, and community, voluntary and faith groups to shape the regeneration priorities for the borough through to 2022 and beyond.

Currently under development, the Engagement Plan will seek to build on earlier engagement activities progressed in connection with the Health and Wellbeing Plan, Community Engagement Strategy, Community Strategy and Local Development Framework.

The Engagement Plan will build on the principles outlined in the Community Engagement Toolkit and specifically:1. be clear about why there is a need to engage with our community and ensure that valid reasons for doing so are presented

to our target audience in accessible formats before we engage;2. use the CRS Engagement Plan as a tool for co-ordinating planned partner and corporate engagement exercises where

similar outcomes are identified using the Community Engagement Group as a consultation body;3. ensure that where possible, all engagement activity connected to the Community Regeneration Strategy follows a planned

project management methodology;4. endeavour to integrate a range of techniques through engagement activities to take account of different needs within our

target audience and to seek to enable all members of our target communities to participate and/or ensure that their views are represented when engaging on issues relevant to them;

5. justify and communicate why specific audiences have been targeted for engagement;6. involve and seek advice through existing community and voluntary networks before we enact community engagement

exercises;7. provide our communities with regular feedback when engaging with them using existing community and voluntary networks

as far as possible to encourage information flow 8. ensure that results of engagement are readily accessible in a timely fashion and in a range of formats that are agreed with

participants at the outset of engagement;9. ensure that open and honest engagement is enabled through the delivery of the Engagement Plan and that those involved

with the engagement process are aware of what they can and cannot alter through the process as part of establishing constraints and boundaries for engagement;

10.define and evaluate the engagement process against agreed outcomes and make the results of any engagement evaluation accessible;

11. recognise best practice within the community and voluntary sector and ensure that it is used to inform future engagement activities delivered by the Council and partners and provide quarterly updates on the Engagement Plan to the Community Engagement Group;

12.ensure that any lessons learned from engagement are used to advance the Community Engagement Plan, develop better processes and inform future engagement with our community.

Progress towards the delivery of the CRS Engagement Plan will be reported at quarterly intervals via the Community Engagement Group reporting to the Regeneration Board and Portfolio Holders for Regeneration and Communities.

Community Engagement delivery plan Phase 1 (2013-15)

While all programmes within the CRS will be subject to engagement activity the priority programmes that will be the focus of initial activity are:

Neighbourhoods The neighbourhoods programme focuses on tackling issues at a local area level. This will be the flagship programme for community engagement.

Growth Hubs Support to growth Hub leads to both develop engagement proposals and support the delivery of related

activities

Supporting and integral workstreams to the Community Engagement programme are also now identified as follows:

Engagement methods that support influence

Community Councils Support the delivery of community governance based around the 7 multi-ward clusters, identifying local priorities and opportunities for regeneration.

Community Participation

Deliver participatory budgeting exercise in Tilbury and Chadwell in conjunction with community and voluntary sector.

Identify additional opportunities for participatory budgeting. Community Mapping with stakeholders and networks to prepare neighbourhood profiles template Prepare and update profiles for each ward to include JSNA and equalities data

Consultation Portal Promote and implement the Council’s consultation portal through the delivery of engagement activities.Joint working Involve and seek advice through existing community and voluntary networks before enacting community

engagement exercises (e.g. through Community Engagement Group and Joint Strategic Forum) Build on active partnerships and seek new opportunities for joint-working with community and voluntary

sector to maximise opportunities for area or sector based engagement.

Embedding Principles of Community Engagement

Support to lead managers, officers and members

Continued promotion and support for officer-based Community Engagement Group Promotion of the community and voluntary sector at Leadership Group, Officer and Member level

through the delivery of bespoke training Community Engagement sessions

Community Learning Provide opportunities for people to participate Deliver training opportunities that support groups and individuals in becoming more active in their local

community (e.g. ACE)

THURROCK CHAMPIONS learning and opportunity


pride and respect


clean and green

√ √ √ √ √Strategic Outcomes16. Communities have pride in Thurrock’s heritage, arts,

environment and culture and the growth of creative, entertainment and leisure opportunities is supported

Programme Aims

Raise pride in Thurrock locally and recognise the value of community leadership

Connecting people with the regeneration programmes is a priority. The Community Regeneration Strategy Engagement Plan will support local people to play an active role in their communities and influence regeneration priorities for their areas.

The Engagement Plan will both encourage and promote community participation through its implementation and seek out local advocates (or Champions) passionate about their borough or a specific area. Using a combination of engagement activities, known community, voluntary sector, other partner and Council networks a group of Thurrock Champions will be formed with the common purpose of building pride in Thurrock as a location for residents and visitors.

The Thurrock Champions programme will work on an individual and group level and also through the delivery of projects and events designed to raise awareness and celebrate Thurrock’s heritage, arts, environment, entertainment, leisure, and cultural opportunities.

Thurrock Champions delivery plan Phase 1 (2013-15)

Community Advocates

Local Champions Recruited through engagement activities, known networks and within Thurrock Council, the role for a Champion is likely to vary according to the group or individuals capacity or remit but may include participation in projects or events that connect people to Thurrock’s opportunities.

Community Communicators

In conjunction with Local Champions workstream – recruit ambassadors for Thurrock to share good news and opportunities.

Celebrate Campaigns

Celebrate ‘Thurrock’ (area based)

Support residents to deliver community led initiatives that celebrate where they live. Create a Thurrock brand to promote awareness of what we have to offer – Made in Thurrock and by

Thames to all people of the world.Celebrate ‘Volunteering’

Celebrate, support and promote volunteering both across Thurrock and in Thurrock Council.

Work Stream: Voluntary Sector Development

Development and capacity building

Voluntary sector development and capacity building so that champions are supported to create effective opportunities

Work Stream: Communications

Communications Promote clear communications that encourage participation and pride in Thurrock. Provide residents with access to information related to services and resources through clear and timely

communications that recognise partnership working

SECTION 5

TOWN CENTRE RENEWAL AND GROWTH HUBSlearning and opportunity


pride and respect


clean and green

√ √ √ √ √Strategic Outcomes5. Improved transport, communications and business support

infrastructure6. Quality, market led social and affordable housing to create

balanced supply that meets local needs7. New jobs are created by supporting the growth of existing

business and encouraging new employment sectors 9. There is an attractive, well designed, a well connected built

environment with quality urban green spaces 11. Development is environmentally sustainable and resources used

efficiently 14. Local people are supported to play an active role in their

communities where they can access opportunities to influence the decisions that affect them

15. Improved and increased community infrastructure

Programme Aims

Develop a Town Centre Management approach to key centres

Deliver the development of the 5 growth hubs Work with planning and asset management to ensure

effective land allocations and site use to support regeneration

Town Centre Renewal and Growth Hubs

Thurrock’s town centres are important economic and community focal points for commercial, community, artistic, heritage and administrative uses. In many cases, the economic climate and changes in consumer behaviour have had adverse effects on the health and vitality of our town centres. The strategy seeks to bring about action to encourage the health and vitality of our town centres without simply replicating a model that is no longer commercially viable.

The Community Regeneration Strategy identified five Growth Hubs which, between them, would accommodate the vast majority of the growth proposed for the Borough. The Council’s efforts in securing the delivery of the regeneration agenda within these locations forms the majority of the work included within the Town Centre Renewal and Growth Hubs Programme.

Since the publication of the Strategy work has continued in each of the Hubs with some notable progress being achieved in respect of particular projects, including Thurrock Learning Campus and Purfleet Centre, and the broad agreement of overarching Visions for each of the Hubs. Much remains to be done however and the focus of the early years of the Implementation Plan is on developing these Visions into agreed spatial proposals and capitalising on the momentum which has been generated by bringing forward further projects.

Where projects have been identified as high priorities, it is anticipated that they will be brought forward and developed alongside and potentially in advance of the further development of wider spatial proposals. These projects have been selected on the basis that they either support or naturally follow on from committed projects (Grays South Public Realm and the Logistics Academy) or are within the Council’s control to implement immediately (Grays Magistrates Court).

The broad Visions for each of the areas, a review of what has been achieved to date and an overview of the projects contained in the Implementation Plan for each of the Hubs is provided below.

GraysDespite its diminishing retail function, Grays remains Thurrock’s administrative hub and contains the vast majority of civic functions and a range of cultural facilities. It is proposed that this role be developed and enhanced such that Grays becomes a centre for culture, public services, business accommodation, support services and convenience retail supporting a growing residential population.

With the development of South Essex College’s £45m Thurrock Campus in the centre of Grays due to commence imminently (with the College opening in September 2014) there is a real opportunity to use this as a springboard for a major regeneration programme which seeks to address many of the existing challenges. However, Grays has been a focus for a number of years and this has resulted in a vast number of proposals being brought forward with no obvious mechanism for prioritising one over another.

As a result, the Implementation Plan takes as its starting point the need to establish appropriate governance arrangements (including representation from the public and private sectors as well as the local community) to establish a shared view for the town centre based on engagement with communities and businesses. However, it is recognised that there are some obvious immediate priorities which, subject to funding, could become quick wins. As a result, the Implementation Plan also prioritises measures which are considered to support the opening of the Thurrock Campus (Grays South Public Realm) or which support the continuing momentum of change (Magistrates Court and State Cinema).

Project Title DescriptionGrays Vision Establishment of appropriate governance arrangements and development of a shared/agreed

vision for Grays Town Centre.Town Centre Management Establishment of the dedicated town centre management post for Grays to underpin the Visioning

work and provide a central point of contact for day-to-day issues.Early priority - Magistrates Court

Refurbishment of redundant Magistrates Court building for office accommodation and supported business space.

Early priority – Grays South Public Realm

Development and implementation of proposals to significantly enhance the public realm in South Grays (including rail crossing) around Grays Station to support the opening of South Essex College’s Thurrock Campus in September 2014.

Early priority – State Cinema

Securing the return of the State into active use through supporting the existing owners with efforts to develop appropriate commercial/partnership arrangements.

Early priority – Town centre virtual network

Development of a virtual IT network to support businesses, traders and visitors to Grays.

LakesideThe Council’s Vision for the Lakeside Basin is to encourage its transformation into a Regional Town Centre through an increase in retail floor space and a significant diversification of uses to include commercial (office), leisure and community facilities as well as around 3,000 new homes. The delivery of these exciting proposals will require the wholehearted commitment and support of the private sector, particularly the existing landowners within the Basin. The first phase of this diversification is already underway with CSC gaining consent for the extension of the Lakeside Shopping Centre together with the provision of new transport links.

Views are being sought on these proposals through the existing site Allocations DPD consultation which will span the first year of the Implementation Plan. Through this process detailed proposals will emerge for the precise quantum of development which will be permitted within the Basin. However, even at this early stage it is clear that the Council will have to play a leading role in addressing existing environmental and transport challenges with a view to creating the necessary conditions to encourage the private sector to make the necessary investments to deliver the Vision.

It is impossible to identify immediate projects to take forward without gaining a much more complete appreciation of the various issues at play. Therefore the Implementation Plan proposes that the identification and specification of the necessary interventions should be the immediate priority with a view to particular projects being prioritised within future iterations of the Implementation Plan.

Project Title DescriptionLakeside Regional Town Centre The diversification of the Lakeside Basin to provide a Regional Town Centre including new

homes, local services, commercial uses alongside new retail development.

London GatewayLondon Gateway is the only Growth Hub where the vast majority of activity will be led by the private sector. As a result the role of the Council in securing its delivery is limited although there are clear links with the Employment, Skills and Inward Investment Programmes identified within the Regeneration Strategy. The Vision for London Gateway sees the delivery of a £1.5bn world-class, deep-sea container port with a linked business and logistics park. Between these developments it is proposed that more than 12,000 new jobs will be created.

It is recognised that the priority for the Council is to ensure that this scheme provides the maximum local benefit. As a result, the priority is clearly identified as being the successful development of the Transport and Logistics Academy with a view to using this to create clear pathways to employment within both the port and the logistics sector. Recognising that the transport and logistics sector is already a major employer within the Borough, the Academy should seek to provide opportunities in the higher value occupations as well as those found on the shop floor.

It is anticipated that the Council will have a leadership role in the development of this project, seeking to engage a range of partners to develop the concept and ultimately secure the development of the facility. However, it is anticipated that the ultimate Academy will be operated by another organisation.

Project Title DescriptionAcademy of Transport and Logistics

The development of an Academy at London Gateway to provide a range of training in support of the businesses/operators both at London Gateway and across the Borough in general.

PurfleetPurfleet is recognised as being the most advanced of the five Growth Hubs in terms of having an accepted set of spatial proposals and recognised routes to securing their delivery. The Council’s Vision for Purfleet (as articulated within the LDF and Site Allocations DPD) is for the creation of a new centre around the existing Rail Station providing around 3,000 new homes, community facilities, services and business spaces.

Much has already been achieved in Purfleet with the continued success of the RSPB’s reserve on Rainham Marshes and the ongoing development of High House Production Park supporting a growing Creative and Cultural Industries cluster.

Looking forward, the Implementation Plan proposes a major focus on securing the delivery of the proposals for the Purfleet Centre. It is anticipated that the Council will take a leading role in this process; concluding the commercial arrangements with a private sector investor/developer and seeking to use its CPO powers to assemble the remaining land interests.

Alongside this work, the Implementation Plan proposes consideration also be given to the future of the Garrison Estate with a view to bringing forward proposals in the medium-long term which can benefit from the anticipated value increase generated by the Purfleet Centre proposals.

Project Title DescriptionPurfleet Centre The comprehensive redevelopment of industrial areas surrounding Purfleet Station to provide a

new, mixed use community featuring more than 3,000 new homes together with community facilities, leisure and commercial uses.

Garrison Estate Development of ideas for improvements to the areaHigh House Production Park Continued development of High House Production Park as a centre for Creative and Cultural

Skills.

TilburyTilbury is the most deprived community within Thurrock and, as such, requires a major, long term regeneration programme to bring about structural change. At present, however, the Vision for Tilbury is the least defined of all of the Growth Hubs with only the LDF and Site Allocations DPD making any proposals (1,000 new dwellings and up to 3,800 new jobs in logistics). Given the scale of the social and economic issues and the history of underinvestment within the area, the Implementation Plan proposes that the Council and its partners look to build a regeneration programme from scratch.

As a result, the priority activity within the Implementation Plan is to establish appropriate internal governance and seek to engage with local businesses, communities and stakeholders to develop and agree a Vision for the future of Tilbury. It is anticipated that, given the tenure mix of the housing stock, the Council will lead this work and is likely to be the lead agency for any further regeneration programme.

It is anticipated that this engagement and visioning work may identify a range of quick wins which could be brought forward through future iterations of the Implementation Plan.

Project Title DescriptionTilbury Vision Whilst Tilbury is one of the most deprived communities in Thurrock there is no shared/agreed

vision for its future or mechanism to deliver effective change on the ground. Tilbury needs a long term, coordinated programme of interventions. The initial project is to establish a Vision for Tilbury and identify the next steps towards its implementation.

SECTION 6 PROJECT DEVELOPMENT

6.1 Phase 1 project development

Each project will have its individual delivery requirements and model set out as part of the initial planning process. These will of course be relative to the size and scope of the specific scheme, although there will be common protocols that cut across all areas. Following the adoption of this implementation plan the projects will be subject to a project development phase.

This will be informed by a consistent process of evaluation and project management. Developing a fully integrated delivery plan allows community regeneration to interface with physical regeneration and to take full advantage of beneficial timings or outcomes.

The detailed project planning approach will be outlined in the performance management framework and link to the guiding principles outlined in section 1. In summary project development process will be.

Project Scoping Evaluating and Appraising

Prioritising and Monitoring

Management and Delivery

1) Assess needs for consultation or other external inputs. 2) Agree leads, partners, resources required and funding models. 3) Establish Links to growth hubs, existing frameworks and strategies.

1) Where appropriate, apply green book methodologies, social valuation and impact assessments2) Ensure all pre-delivery components are applied and in place, i.e. equality & diversity/sustainability etc3) Identifying costs and funding opportunities

1) Identify phasing for priority projects and programmes.2) Establish and agree commencement and completion timelines. 3) Establish and agree milestones and performance monitoring points

Programme and project implementation

6.2 Phase 2 and 3 programme development

6.2.1 Revenue Programmes

Phase 2 and 3 revenue Community Regeneration programmes will be developed through a process of stakeholder engagement and workshops with key partnerships. These will be carried out in the final year of each phase to inform the development of the next three year work programme. Once the project list is mapped it will be developed through the project planning process outlined above in section 6.1.

6.2.2 Capital Programmes

Phase 2 and 3 capital Community Regeneration programmes will be developed based around the work undertaken in the five Growth Hubs and the emerging Neighbourhood areas. These will be progressed through the development of area plans which will be led by area Boards and will be informed by a review of:

Key strategies Local development framework implementation proposals Requirements indentified in the Infrastructure Study Review of Masterplan proposals and projects Community consultation outcomes (existing and proposed)

A programme of community engagement and empowerment will inform and develop the plans including appropriate community mapping, participatory prioritisation and design for real type exercises. Neighbourhood planning will also be supported where requested.

Capital projects will be subject to detailed feasibility and appraisal. The initial development of this plan has identified a range of projects which will be fed into the area plan development process and assessed further for technical feasibility, deliverability and dependency before any potential inclusion in the appropriate Growth Hub plan or neighbourhood action plan. An indicative list of

potential capital projects which have been identified to date and which will be subjected to further assessment over the next 12 months is presented below:

Key transport schemes and local access improvements, including:o A13 widening,o J30/31 upgrade, o Revisions to Grays’ one way system,o Walking and cycling routes in Grays, Tilbury, Purfleet and West Thurrock, o South Essex Rapid Transport System, ando Thames Path and interchange improvements

Affordable, Social and Market led housing opportunities, including:o Development of annual programme of construction for affordable homes,o Improvement to key estates such as the Garrison Estate, Seabrook Rise, Flowers Estate and Tilbury, ando Encouragement of further private sector residential development in developing areas including West Thurrock, South

Stifford and Grays.o Encouraging development of mixed tenure retirement and specialist housing development

Development of Gateway sites, including:o Ponds Farm, Purfleet,o Purfleet Farm, Purfleeto Grays Community Hospital site, Grays, ando Tilbury Cruise Terminal Big Ocean project.

Business space opportunities, including:o Expansion of existing centres and opportunities in Grays,o Eco-industrial park opportunities in Tilbury, ando Ponds Farm One, Purfleet.

Skills and Learning facilities, including:o Enhancement/expansion of primary and secondary schools across the Borough to support growth;o Development of the Logistics Academy (included within Phase One of the Implementation Plan), and o Consideration of future phases of the Thurrock Learning Campus in Grays.

Business relocations, including:o Strategic relocations to facilitate particular regeneration projects (i.e. Purfleet), ando Relocations linked to the neighbourhoods theme to create more sustainable communities.

Leisure opportunities, including:o Leisure centre improvements, o Creation of sports hubs, o Diversification of Lakeside to provide commercial leisure facilities,o Upgrade/extension of Thurrock’s Theatre offer,o Improvements to the Thurrock Museum, and o The refurbishment/reuse of Coalhouse Fort.

Public realm improvements in all of Thurrock’s Town Centres.

Open space improvements and opportunities including Grays and Corringham Town Parks

Natural environment improvements, including:o Thurrock Marshes, o Langdon Hills Country Park, o Aveley Forest Park, o Mardyke, and o Bulphan Fen.

Health and Social facility improvements, including:

o Assisted centres, o Health centre provision in Purfleet, Tilbury and Grays, ando Community hubs in Tilbury/Chadwell St Mary.

Development of Lakeside and new local centres in Purfleet, West Thurrock and South Stifford

SECTION 7 FUNDING

7.1 Revenue Programmes

This plan identifies a range of phase 1 revenue projects for each of the 12 regeneration programmes. Many of these build on successful existing work programmes and Council and Partner services. Where appropriate the development of these projects will be resourced through the existing revenue funding streams. These include the final stage of approved LABGI allocations, European Regional Development Funding, agreed Section 106 allocations, existing core staff and budget resources and regeneration income.

In addition the Council will seek to develop appropriate external funding bids to support the future delivery of these programmes.

7.2 Capital Programmes

The capital projects identified in the plan (both in phase 1 and those for possible future phases) will require significant further assessment, development and feasibility work before they can progress. Where possible, this project development work will be resourced through core budget allocations for regeneration as outlined in the Medium Term Financial strategy.

However, the scale of capital development required to actually implement the proposals is significant and will require a step change in capital funding if the vision of a decade of delivery is to be delivered. Going forward, the Council will have to work collaboratively and imaginatively to secure the resources necessary to support this activity. A number of mechanisms have been introduced which, in combination, will go some way towards meeting the funding requirements, including:

The retention of National Non Domestic Rates (Business Rates), The New Homes Bonus, Changes to the treatment of the Housing Revenue Account, The Council’s existing Capital Programme, and S106/Community Infrastructure Levy.

Whilst these mechanisms are obviously welcome, of all of those identified above only the ability to retain new National Non-Domestic Rates seems to provide a real opportunity to generate the quantum of funds required to generate the critical mass of activity required to provide confidence to developers and investors that the Council’s aspirations are achievable. It is critical therefore that the Council continues to work to secure Government approval to retain as great a proportion of any new Business Rates as possible and considers how best to leverage funds against this income stream.

In addition, external funding will be sought from appropriate funding programmes including government funding and the Local Enterprise Partnership’s Growing Places Fund.

SECTION 8 PLANNING FOR CHANGE

6.1 Reprioritisation

The implementation plan will require regular updating as the project mix will undoubtedly change over time due to failures in funding or other affecting circumstances, and more likely, new projects coming forward. To maintain any interrelationships between projects this plan will be reviewed annually and reprioritised when appropriate to achieve the best strategic fit and project deliverability.

Documents

COMMUNITY REGENERATION -for Cabinet approval - … · 2012-12-12 · The Strategy and this Implementation plan concentrate on a Decade of Delivery 2012-22 based on three delivery