Barking And Dagenham Growth Strategy 2013-2023
London’s NewestOpportunityBarking and DagenhamGrowth Strategy2013-2023
KeyDistrict LineC2CLondon OvergroundHammersmith & City LineNational Express (Crossrail)East London Transit routeEast London Transit route P2Parks and open spacesEstate RenewalKey DevelopmentProjectsOpportunitiesBarking Town Centre includingRoding RiversideBarking RiversideLondon SustainableIndustries ParkSouth Dagenham1Barking RiversideHousing: 10,800 unitsEmployment: 2,496 jobs2Fresh WharfHousing: 1,186 unitsEmployment: 110 jobs3Lymington FieldsHousing: 293 unitsEmployment: 50 jobs4Dagenham Dock(London SustainableIndustries Park)Employment: 3,000 jobsBusinesseastGreen Belt Land1Gascoigne EstateHousing: 1,200 units2Goresbrook VillageHousing: 149 units3The LeysHousing: 175 units6William Street QuarterHousing: 200 units44Marks GateHousing: 100 units5Thames View EastHousing: 276 units35622 86712 45BusinesseastEmployment: 2,900 jobs6Orion ParkEmployment: 500 jobs7Beam ParkEmployment: 1500 jobs8Creative Industries QuarterHousing: 200 unitsEmployment: 125 jobs135 3
The Strategy’s objectives are:1. Attracting investment2. Creating a higher skilledworkforce3. Building businesses4. Widening the housingchoice.Appendix 1Growth Strategy SummaryBarking and Dagenham is one of the East LondonGrowth Boroughs - the main growth area in Londonover the next 20 years. The Growth Boroughs are anarea of rapid and dynamic change where economicdevelopment goes hand in hand with population growth.This is an exciting, dynamic, multi-cultural communitywhich will continue to churn, change and become moreprosperous over the next two decades.4 Barking and Dagenham Growth Strategya wide range of opportunities – the London SustainableIndustries Park, Business-East, Barking Riverside, BeamPark, Roding Riverside and Barking Town centre. Ourbusiness support offer is strong reflected in our highbusiness start up rate and our ‘Can Do’ Council approachhelps unlocks potential. Alongside the good valuehousing and quality parks, open spaces and leisurefacilities, all our Children’s Centres are rated outstandingand schools performance is a strong success story.Because of this Barking and Dagenham is perfectlyplaced in London as the destination of choice forworkers and families on medium incomes to make theirhome. The Council, whilst focussing upon new socialrented and Council homes, is also delivering homesfor working households who may not be able to accesshome ownership and who may have changeable tenureneeds over the next few years.Currently the Borough’s median income is the secondlowest in London, partly a consequence of some of thelowest skills in the country. The Borough’s traditionalsource of employment in manufacturing has declinedover the past 30 years in line with national trends furtheremphasised recently by the Ford announcement of theshutting of their stamping plant.Widening the choice of housing is critical to retainaspiring residents as their incomes rise and to attractnew residents with higher incomes which in turn will helpsupport the widening of the offer of our town centresand growth of the local economy. Alongside this, raisingskills, educational attainment and attracting and growingbusinesses are key factors in getting people into work orinto better paid employment which also raises incomesand supports the positive spiral of growth.But we also have compelling advantages andopportunities. The Borough’s strategic position andaccessibility make it a commercially competitive location- 15 minutes from Stratford and 10 minutes by roadfrom the M25. We also have excellent east-west publictransport with Barking Town Centre the eighth bestconnected transport hub outside of Central London.We have a number of strategic development sites offeringThis approach (covered by the Strategy’s 4 key objectives) is designed to bring new life to the borough andhelp assist the economic and social well being of theBorough maximising the benefits of the over 17,000 newhomes and 10,000 new jobs that will be created over thenext two decades. The aim of this approach would be todeliver growth to improve the local economy and makethe Borough a more sustainable and resilient place.Barking and Dagenham Growth Strategy 5
IntroductionLondon’s NewestOpportunityBarking and Dagenham is “London’s Newest Opportunity”with significant housing and employment growth potential aspart of the wider opportunities of the ‘Growth boroughs’ of EastLondon. East London offers substantial employment potential atStratford, Canary Wharf and Greenwich peninsula whilst Barkingand Dagenham itself offers scope for over 17,000 new homesand 10,000 new jobs. Ensuring Barking and Dagenham achievesits full potential and benefits from the growth of the sub regionrequires the council and its partners to work together to attractinvestment, develop a highly skilled workforce able to accessjobs in the wider sub region, regenerate places and deliverhousing growth alongside a widening of the housing offer.Significant progress has been made over the last 10 years includingfundamental improvements in Barking Town Centre, first phases ofdevelopment at Barking Riverside, new jobs and development at the LondonSustainable Industries Park, improving education and a transformed businesssupport environment. The council has invested heavily and wisely in social andcommunity infrastructure which supports growth. We now need to buildon that legacy and ensure that we continue and accelerate the growth. It isessential that the various barriers to achieving the full potential are addressed.Dagenham BusinessCentreThe Strategy’s objectives are:1. Attracting investment2. Creating a higher skilledworkforce3. Building businesses4. Widening the housingchoice.6 Barking and Dagenham Growth StrategyThe council and partners have a clear focus on what we want to achieve andhow growth will be unlocked through utilising a range of tools and methods.This strategy sets out how this will be done and how we will deliver ourCommunity Strategy objectives.Barking and Dagenham Growth Strategy 7
The visionThe council and borough’s overarching vision isencouraging growth and unlocking the potential ofBarking and Dagenham and its residents. The councilis determined to continue to focus on our borough’spriorities. To do this, we will: Ensure every child is valued so that they can succeed Reduce crime and the fear of crime Improve the health and wellbeing through all stagesof life Create thriving communities by investing in homes Maximise growth opportunities and increase thehousehold income of residentsA prosperous growing local economy requires all theabove to be addressed.Related to this, the private sector led Barking andDagenham Skills, Jobs and Enterprise Board’sover-arching objective is to ‘Increase the wealthand household income of Barking and Dagenhamresidents by utilising the growth opportunities andexpanding the local economy to create a sustainablefuture’. It is essential we continue to work in collaborationwith Greater London Authority and the other growthboroughs to realise the massive economic opportunitiesin this part of East London.The Barking and Dagenham Local EconomicAssessment provides an evidence based narrative ofthe local economy and will be updated in 2013 to reflectthe emerging 2011 Census information not least the factthe borough has the highest birth rate in the country andthe significant change in ethnicity both of which generateeconomic development opportunities.8 Barking and Dagenham Growth StrategyThe challenges - whyregeneration is essentialUnlocking the borough’s growth potential and deliveringeconomic regeneration is essential for addressing manyof the key challenges the borough faces. These include: One of the lowest average household incomes inLondon. Raising average household incomes requiresa strong focus on maximising employment opportunities,improving skills and making Barking and Dagenhama place where people want to move to and stay. Above average unemployment and young people Not inEducation, Employment or Training (NEETs). The Strategyboth seeks to ensure new employment opportunitiesare generated in the borough but also critically thatresidents have the skills, aptitude and ability to secureemployment both in the borough and outside. Below average adult skills contributing to higherunemployment and lower household income andreduced life chances. Large areas of vacant brownfield land partly reflectingthe decline of manufacturing. Evidence suggests many investors either have limitedknowledge or negative perceptions of Barking andDagenham which needs to be addressed by raisingawareness and highlighting the successful deliveryover recent years and the opportunities available toinvestors. High affordable housing need alongside thechallenges of ‘generation rent’ but with capacity,ability and political will to deliver new housing aspart of the wider regeneration agenda. Difficulties retaining/attracting higher skilledresidents – the percentage of residents in managerialcategories is one of the lowest in the country. A number of poor health and wellbeing statistics.Raising standards of health/wellbeing is a prerequisitefor a thriving economy because it can improveproductivity and reduce social and financial costs.Transforming theGascoigneBarking and Dagenham Growth Strategy 9
What does regeneration aimto deliver?Barking Town CentreBarking and Dagenham is predominately known forits manufacturing heritage and the Becontree estate.The image and awareness of Barking and Dagenhamneeds to be improved to highlight how the borough haschanged, is changing and the significant opportunitiesavailable as a key part of a growing East London.Delivery of the regeneration agenda set out in thisstrategy will establish Barking and Dagenham as beinga great place to live, work and spend time.The scale of Barking Riverside offers the scope to bea transformational driver - opening up the borough’shidden riverside assets, considerably widening theborough’s housing offer, providing a very attractiveenvironment with a range of schools and other facilitiesmaking it a desirable place to live alongside the creationof thousands of new jobs. The housing deliveryprogramme will ensure the borough offers a wider rangeof affordable and private housing addressing people’sneeds and supporting London’s labour market as wellas improving the borough’s appearance.Barking Riverside forms part of the large London Riverside area - an Opportunity Area in the London Plan withsubstantial Greater London Authority landownership– with strong political will at all levels of governmentthere would be the opportunity to deliver significantemployment and residential growth.The borough’s image for industrial heritage needs to betransformed to address the needs of the future economy.Ford Motor Company and manufacturing generally willcontinue to form an important part of the local economybut supplemented by building on our strengths andassets to diversify the economy into key growth sectors.10 Barking and Dagenham Growth StrategyThe borough can host key opportunities for growth in theenvironmental business sector, cultural and creativeindustries and, particularly with the businesseast development, science, technology and IT alongside an increasinglyentrepreneurial population and growing business base.Whilst generating new employment opportunities within theborough are critical to the vision, it is important to maximisethe opportunities for residents to access employmentacross the region and that requires supporting residents tohave the skills, aptitude and abilities that employers want.Long term prosperity also requires the continuation ofimproving performance in schools.An improved physical environment with high quality publicrealm, good transport links, improving schools and vibranttown centres will retain more residents as their skills andincomes increase and foster a virtuous circle of growth.Barriers to achieving growthThere are a number of factors required to unlock growth inBarking and Dagenham: Delivery of physical infrastructure (eg transport) Delivery of social infrastructure to meet the needsof new communities Improved image/sense of place and identity –creating attractive places Improving development viability Delivering a wider range of shops, services andleisure facilities Ensuring a high skilled and motivated working population Providing a supportive environment (‘Can Do Council’)Infrastructure requirementsIn developing our Community Infrastructure Levy requirementsthe council has established a detailed analysis of the borough’sinfrastructure needs. Key elements of the infrastructurerequired to unlock the borough’s full potential include: A light or heavy rail public transport solution forBarking Riverside A full grade separated junction for the A13/RenwickRoad and upgrading of the Lodge Avenue junction. A River Thames Crossing addressing East London’slong standing north/south connectivity. Direct rail links between Barking and Stratford Better north/south bus links An East London transit route linking Barking to theRoyal Docks Improvements to A12/Whalebone Lane junction Modernisation of Barking station to address the needsof over 6.5m users a year and growing Funding for schools and other social infrastructurerequired as a result of growthDelivery mechanismsThe council and partners have a range of deliverymechanisms to achieve the objectives of the strategy.The council’s role varies from leading on schemesthrough to influencing through to lobbying. The toolswe will use as a ‘Can Do Council’ include: Securing funding - Bidding from various sources forfunding which supports growth. Council spending power - maximising spend withlocal firms Council investment – eg. in schools, leisure centres,shopping parades, public realm Use of LBBD land and assets for growth/use ofpowers to unlock potential NNDR retention and possible incentives Working with private sector (SJE Board, Chamberof Commerce, Forums, Town Team) Working with GLA particularly on their significantland holdings in the borough Supportive regulatory role including planningsupporting growth and being business friendly Estate renewal – changing perceptions andcreating more mixed communities Lobbying national and regional Governmentparticularly on transport Marketing and inward investment activity Assisting businesses in recruiting local people Working in collaboration with Barking & DagenhamCollege and other Further Education Providers
Growth potential inBarking and DagenhamThe scope for growth provides Barking and Dagenhamwith significantly more opportunities than other Londonboroughs. Growth offers the chance to improve thelives of local residents and contribute to the regional andsub-regional economy. Growth potential means morejob opportunities for residents, an improved environmentwith wider housing choices, and better of shops andservices. Growth also offers financial benefits includingbusiness rate retention, new homes bonus, increasedcouncil tax and Community Infrastructure Levy (CIL).However it is also important that national governmentand other agencies provide the additional fundingrelated to population growth. The following sectorshave been identified as providing growth potential inthe borough:Jobs from housing growthA lack of housing is identified as a key barrier to London’seconomic growth. The housing growth proposed inBarking and Dagenham as well as delivering widereconomic objectives will also to be a source of additionalemployment in the borough. This will be throughconstruction and supply chain jobs, but also frompermanent employment. GLA research suggests forevery 1,000 additional residents, 230 jobs will be created.Green and environmental industriesAnother growth sector is addressing the environmentalchallenges of waste, renewable energy, carbonemissions and sustainable development. With itsstrategic location and manufacturing heritage, theLondon Sustainable Industries Park (LSIP) will attractcompanies from across the globe such as first tenantClosed Loop London. In addition the retrofit market isestimated to be worth 3.75m a year in London andthere is real scope to improve the borough’s housingstock.12 Barking and Dagenham Growth StrategyLondon Serving industriesThe private sector has identified the benefits of the southof the borough for logistics – especially ‘London Serving’industries. This recognises our location between theM25 and Central London with access to the largestconcentration of people in the UK, as well as good linksto Europe. There is a risk that if the A13 improvementsare not continued the borough could lose out on inwardinvestment opportunities. Barking and Dagenham hassubstantially more safeguarded river wharves than anyother London Borough, as well as rail freight links.The Box Lane site is potentially suitable for aninternational strategic freight terminal.Barking as the Town Centre serving new populationsWhilst Barking Town Centre has undergone significantimprovements in the past 10 years, there is scope forsignificantly more development. Barking Town Team hasa strategy to maximise the opportunities arising fromthe high birth rate, the changing demographic and thenew housing growth. Attracting well known chains andrestaurants will be important to widen the centre’s offerand open up the evening economy.Science and technology research and developmentThe scientific R&D sector is poorly represented locallyand the current skills profile does not support its growth.However the businesseast Science and TechnologyPark (BEST Park) offers a chance to change this utilisingthe superb facilities. Further, complemented with themulti-million pound Science Technology English Maths(STEM) Centre development at Barking & DagenhamCollege, in close proximity to BEST park, will enhancethe science & technologies training and skills profile oflocal people.IT and digital technologyLondon is already one of the world’s leading digitalknowledge economies. The digital technology sectorhas been forecast to grow by 10.9% in the next fewyears (Boston Consulting Group). IT businesses needflexible accommodation, good accessibility and similarbusinesses to work with. The model for the BarkingEnterprise Centre, business east and the entrepreneurialmicro businesses supported by Barking & DagenhamCollege in the POD, can address these requirements.Barking and Dagenham Growth Strategy 13
A relatively limited number of high growth ‘Gazelle’companies create most new jobs and particularadditional support should be provided to them.Creative and cultural industriesBarking and Dagenham has real opportunities for growthin this sector building on the Icehouse Quarter, theinnovative arts organisations and businesses establishedin the borough, the superb training facilities and thesuccessful Creative People and Places bid to the ArtsCouncil for a three year programme of activity.More entrepreneurial populationThe economy is and will increasingly be made up ofsmall and medium sized enterprises (SMEs) rather thanlarge companies. The cumulative impact of SMEs willbe significantly more important to the local economythan individual large firms. Business support in Barkingand Dagenham has been transformed over recent yearsparticularly benefiting from the Local Enterprise GrowthInitiative (LEGI) programme. This has resulted in theborough having one of the highest percentage rates ofbusiness growth in the UK. The changing demographichas also resulted in a more enterprising culture. This issupported by Barking & Dagenham College and theTechnical Skills Academy as national award winnersand champions of entrepreneurship as the LondonGazelle College. The College’s new POD facility providestargeted support for new micro businesses and buddingentrepreneurs whilst the Barking Enterprise Centreprovides start up support alongside accommodation.14 Bar
how growth will be unlocked through utilising a range of tools and methods. this strategy sets out how this will be done and how we will deliver our Community strategy objectives. 6 Barking and Dagenham Growth Strategy Barking and Dagenham Growth Strategy 7 London’s newest OppOrtunity Dagenham Business Centre the strategy’s objectives .
If the dog is barking at people it can see passing by, try blocking the dog's view. An anti-barking collar may be useful for some, but not all. Teach the dog to stop barking on command. When the dog is barking give a firm command such as 'cease' and call the dog to you. Praise the dog when it stops barking. If the dog will not .
identify the correct address of the offending dog; Complete the 'Barking Dog complaint form' in the center of this booklet. keep a diary of the dog's barking habits for a period of two (2) weeks, noting the date, time, weather conditions and duration of barking, and the reason as well as the effect the dog's barking is having on
When we touch 3, 1, 2 and 4(enter), which is the correct code, does the barking stop? When we touch 1 and 4(enter), does the barking go on? When we touch continuously (more than 4 touches without 4(enter)), does the barking go on? When we touch 4(enter) without any touches with the code numbers, does the barking go on? !!!
q Predatory barking - barking occurs when the dog is chasing prey, or confronting something that might be prey. q Territorial barking - the dog barks when in his yard, or in the car, in his crate when people or animals approach. q Separation anxiety - barking occurs when the dog's familiar people are absent.
Barking’s fishing heritage is celebrated with several memorials in St. Margaret’s Church and at the restored Town Quay. Barking Town Hall was opened in 1958 when Barking was a borough in its own right. St. Margaret’s Church has recently become custodian of t
Barking Dog 6/5/05 3:51 PM Page 7 Study the diary to establish barking patterns to try to determine the reason for the dog's barking. Confirm that other nominated residents are being affected by the dog's barking. Advise the dog owner of the complaint, discuss possible solutions and inform them of their responsibilities.
the dog barking, try some of these simple tips - every dog is different! Do not reward the dog when it barks. Don't let the dog inside or give it attention - instead, reward the dog when it is quiet. Teach the dog to stop barking on command - give the dog a command when it is barking and reward the dog
since 2012. The third and final year of the strategy provided a good opportunity for us . to take stock of what we as nurses, midwives and care staff have achieved through the strategy and how we have contributed to ensuring high quality, compassionate care. This means not only thinking about this final year, but also reflecting on the last three years as a whole. I have been privileged to .
