Economic Development Strategy

Thurrock Thames Gateway

Development Corporation
 


Contents

1. An Economic Strategy for Thurrock 1

2. The Economic Challenge for Thurrock 4

3. The Strategy Framework 8

4. Creating a Network of Economic Hubs 38

5. The Way Forward 43

 

1. An Economic Strategy for Thurrock

1.1 Thurrock faces a challenging future. The area must generate 26,000 additional
jobs by 2021 in order that planned housing development and new population
growth is fully sustainable. The need to create new employment will be
significantly more challenging than the requirement for additional housing and
means that the local economy must perform as strongly as possible over this
critical period.

1.2 There are a number of essential factors that will support successful economic
growth in Thurrock. These factors include skills development, provision of sites,
premises and infrastructure, development of more effective business functions
and networks, successful marketing and the attraction of high value-added
inward investment.

1.3 Skills development, in particular, is of paramount importance to Thurrock’s

economic future. Without a significantly improved skills base, existing businesses
will struggle to generate new employment and the area will fail to attract new
investment.

1.4 It is the responsibility of all local partners collectively, led by the Thurrock
Thames Gateway Development Corporation, to ensure that the factors
necessary for successful employment growth are all firmly in place.
Employment growth in key target sectors must be both effectively ‘enabled’
and ‘embedded’.

1.5 This Strategy is designed to address the key challenges currently facing the
Thurrock economy and the challenges that may become more apparent in
the future as the area itself, as well as external influences, alter.

1.6 The Strategy incorporates a number of components developed via the

following mechanisms:

x A thorough analysis of the economy of Thurrock;

x In-depth consultation within Thurrock and at a regional and Thames

Gateway-wide level;

x An extensive survey of businesses based in Thurrock.

1.7 A detailed baseline review has been undertaken to ensure that the elements
outlined within this Strategy are in line with the direction of travel of existing
local, sub-regional and regional bodies. The review exercise also re-visited
existing data to ensure that Thurrock’s economic and social characteristics are
fully taken account of. Critical to the recommendations outlined within this
document, the baseline review identified the key sectors that should be
specifically targeted for employment growth.

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Thurrock’s Economic Hubs

1.8 Through the completion of the Development Corporation’s Spatial Plan and
the ongoing development of the Borough Council’s Local Development
Framework, five key ‘economic hubs’ have been identified, namely:

x Purfleet;

x Grays;

x Lakeside and West Thurrock;

x Tilbury, and;

x London Gateway

1.9 These hubs collectively form the locations for employment growth across a
range of target sectors and are effectively the engines of economic
development in Thurrock. As such, it is absolutely imperative that the conditions
and attributes for growth are evident and fully accessible in each hub.

1.10 The hubs will play unique, individual roles in securing employment growth. These
roles are based on location characteristics, local economic history and linkage
to surrounding areas. Each hub has been subject to a detailed masterplanning
exercise which has identified sites for development and priority options for
physical, economic and social improvement. These priorities must be delivered
in full if Thurrock is to meet its job growth objectives successfully. Failure to
deliver the proposals outlined in the masterplans for any of the hubs will
seriously constrain Thurrock’s potential for growth.

1.11 Critically the development of the hubs will provide a new mix of housing which
will allow new and existing residents to stay and grow in the borough, creating
a clear continuum for economic growth in the next 2 decades and beyond.

1.12 There are a number of critical developments across the hubs that will provide
specific impetus to economic development efforts in Thurrock. These include:

x Full realisation of the London Gateway Developments, including

development of the deep water port and associated land-side industrial
and business functions;

x Establishment of a multi-functioning Learning Campus at Grays providing

quality learning opportunities that range from post 14 learning through to
further and higher education, all aimed at supporting growth in target
sectors;

x Development of significant, high specification office space in the vicinity

of Lakeside and as part of the London Gateway developments;

x Delivery of the Royal Opera House Production Park at Purfleet;

x The development of a state of the art, coal powered, carbon capture

power station at Tilbury with an associated sustainable industrial park;

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x A complete reorientation of the Thurrock inward investment offer
positioning the area as one of national and international importance.

1.13 It is the responsibility of the Development Corporation to ensure the effective

implementation of the masterplans and in so doing to provide the physical
basis upon which partner agencies can successfully support the various strands
of economic development activity.

Risks & Dependencies

1.14 The delivery of significant employment growth across key hub locations and
within a number of target sectors is subject to considerable risk. The effective
economic development of the area will be directly dependent upon a number
of key factors, both physical and non-physical:

x Significant improvement to the road and transport networks serving

Thurrock, in particular, improvement to Junction 30/31 of the M25 and
improved road access to London Gateway;

x Delivery of quality sites and premises in hub locations across Thurrock, in

particular those that will attract operations in sectors likely to generate
most employment;

x Ability to successfully deliver the five masterplans covering the hubs and
generate substantial investor and developer interest in the various priority
sites and locations coming forward;

x Delivery of a substantially improved skills and qualifications base that

moves closer in quality to that of the Greater South East, driven by
significant and sustained expansion of learning structures and facilities;

x Development of a quality housing offer that attracts and retains high skill,
high income individuals and their families;

x Significantly improved partnership working, in order that partners in

Thurrock and the wider area provide a strong, supportive basis for growth
and development.

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2. The Economic Challenge for Thurrock

2.1 The Thurrock Economic Development Strategy is designed to address a number
of key economic challenges for the area. These are set out below.

2.2 The need for new employment. The overarching challenge for Thurrock is to
create new jobs – 26,000 jobs are required by 2021. This is a necessary
requirement for sustainable growth: an area with an increasing population
requires more employment in-situ in order to generate economic, social and
environmental sustainability.

Role of the Strategy – to create the platform for employment growth

particularly in those sectors capable of generating significant numbers of
quality, sustainable new jobs.

2.3 The continually evolving policy landscape. Thurrock finds itself at the crossroads
of a number of strategic geographies. As a Thames Gateway Growth Area, it is
subject to the direct influence of Central Government. as well as other
organisations tasked with developing this specific growth area as a whole.
Simultaneously, as an area within the Eastern region of England, Thurrock is
directly affected by policy and strategy developed at the regional level.

2.4 The pressures and demands of a growth area location mean that the overall
policy framework is shifting continually as development plans are designed and
implemented. A key challenge for Thurrock therefore is both to adhere to and
complement these policy platforms, while taking any opportunity to ‘bend’
them to its advantage. The Economic Development Strategy seeks to utilise the
existing strategic landscape to generate maximum benefit for Thurrock.

Role of the Strategy – to support the achievement of regional and Thames

Gateway wide objectives, while utilising the existing policy landscape to best
effect.

2.5 A relatively unbalanced employment base. It is well known that the Thurrock
economy has been driven historically by the presence of several large sectors
that have dominated the business base in employment terms. Transport,
logistics, port functions, as well as retail, still account for a substantial part of the
current economic landscape. The challenge for Thurrock here is twofold. Firstly,
there is a need to diversify the economy to some extent in order that it is less
dependent upon a relatively narrow range of sectors. Secondly, and
correspondingly, this diversification process must not impact upon the area’s
core sectors negatively or create unnecessary barriers to the continuing
development of businesses in these core activities.

2.6 Diversification and growth must be achieved simultaneously and in a mutually

reinforcing fashion. As such, the area’s main employment sectors must be
supported in diversifying internally, seeking to grow and attract higher value-
added, higher skill functions wherever possible.

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Role of the Strategy – to support both growth of the employment base in
Thurrock as well as an appropriate and achievable level of diversification that
does not impinge on the current performance of core sectors.

2.7 A relatively weak skills base. In comparison with the national profile, the labour
force in Thurrock possesses a limited volume of higher level qualifications. This is
particularly the case in terms of Level 3 and Level 4 qualifications. In addition,
there are relatively low rates of progression from secondary school to further
and particularly higher education.

2.8 This skills base is unlikely to attract new high value-added economic functions
successfully, nor will it provide the platform for the current business base to
maximise productivity and revenues. This is not to say that the area lacks skills
per se, many of the industries that contribute to Thurrock’s current performance
are highly skilled in nature, but this is not necessarily reflected in terms of formal
accredited qualifications. There is a key challenge here around not only
improving the quality of the overall skills base specifically in terms of
qualification levels, but also in ensuring that these skills are deployed and
utilised as effectively as possible.

Role of the Strategy – to provide the platform for uplift in the quality of the skills
base in Thurrock and the capacity of businesses to use higher level skills
effectively.

2.9 A relatively limited educational offer. Thurrock does not currently exhibit
significant breadth in availability and delivery of Further Education (FE) and
Higher Education (HE). There is no HE facility in the Borough currently, although
some HE access or foundation level learning is available in a limited number of
disciplines. There is a key challenge here around how to develop both breadth
and depth in the education and learning offer. In addition to developing new
facilities in Thurrock itself, the development of a transparent, accessible and
effective offer on a wider geographic scale, encompassing institutions in
London and the Eastern Region is necessary.

2.10 Of vital importance here is that the overall structure is clear, coherent and
offers easily accessed progression routes suitable to a wide range of learners.
There is a need to balance both the needs of the employer – often looking for
bespoke, focused provision - with the needs of individual learners – usually
requiring formal accreditation as a progression ‘currency’ within the labour
market.

Role of the Strategy – to support the development of an education and

learning offer strong in both depth and breadth.

2.11 Some concentrations of socio-economic disadvantage. A number of specific

communities within Thurrock experience particularly severe levels of
disadvantage on a par with large inner-city urban areas. In particular, South
Ockendon and Tilbury have identifiable communities where multiple forms of
deprivation are apparent. The challenge here is around ensuring that
communities broadly within Thurrock are able to take advantage of new
opportunities. Where there are segments of the population that are ill

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equipped to take up these new opportunities, for whatever reason, the result
will be an inability to utilise the Borough’s pool of human resources effectively.
Overall, this means Thurrock will not achieve its full economic potential.

Role of the Strategy – to support the ability of Thurrock’s existing communities to

access new opportunities and receive maximum possible benefit.

2.12 Relatively low rates of enterprise. Historically, Thurrock has not demonstrated
high rates of new business formation. The presence of a number of very large
employers in key industrial sectors may to some extent explain this trend.
Recently, there has been a noticeable improvement in enterprise levels, with
larger numbers of new businesses forming across the Borough. There remain,
however, relatively high rates of business failure. Overall, the role of enterprise
within the local economic environment is becoming stronger. As such, the
challenge is to facilitate higher rates of sustainable business formation by
building upon the currently improving enterprise base, ensuring that these
businesses continue to locate in the Borough as they grow, develop and
diversify.

Role of the Strategy – to encourage the development of support and

infrastructure necessary to increase rates of enterprise and to ensure that
growing businesses choose to remain in Thurrock.

2.13 A number of infrastructure constraints. In terms of progressing the economic

development of Thurrock, a number of physical infrastructure elements will
need to be addressed. In particular, the ability to move physically within the
Borough is key; whilst the Borough is highly accessible from other parts of both
the UK and Europe, due to its good external transport links, movement within
the Borough itself can sometimes be difficult. In addition, infrastructure
associated with business premises and business space is also limited. The near
absence of high specification office premises across the Borough is detrimental
to its economic development.

Role of the Strategy – to provide the platform for ongoing infrastructure

development.

2.14 A significant scale of development planned for Thurrock’s key hub locations.
Thurrock has five key economic hubs – Purfleet, West Thurrock/Lakeside, Grays,
Tilbury and London Gateway (formerly Shellhaven). These locations are all
currently subject to individual masterplanning processes. As such, a large
number of plans will be coming forward for the redevelopment and
reconfiguration of these areas. It is imperative that planned development,
especially as it relates to economic functions is taken forward in a coherent
and complimentary fashion. The overall, desired result is that these locations
compliment each other economically with each one effectively reinforcing the
economic impact of the others. Any forms of unnecessary competition or
duplication of activity or effort must be avoided.

Role of the Strategy – to provide guidance on the development of economic

activities across the area that can be reflected in individual development plans
for each of the economic hubs.

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2.15 London Gateway. The London Gateway development presents an excellent
opportunity for Thurrock to address several economic objectives
simultaneously. The growth and diversification of the economic base will be
supported positively by proposed developments at the former Shellhaven site.

2.16 The development of a large-scale, deep-water port, associated land-side

operation, as well as business park developments will provide new employment
opportunities and provide new key elements to the business infrastructure, not
only of Thurrock, but of the greater South East of England as a whole. The key
challenge is to support the development of London Gateway in a manner that
maximises the benefit for Thurrock specifically. This will require detailed planning
and facilitation in order that employment and skills development opportunities
accrue to local people directly. In addition, there is a role to be played here in
terms of ensuring that developments take place in a timely and
environmentally sustainable fashion.

2.17 A number of factors under the direct influence of local partners will lead to
London Gateway delivering a larger scale benefit to the local area in terms of
business and employment opportunities. Skills development is key and it is
imperative that education sector partners design and implement a robust and
relevant programme of support to the developers and occupiers of London
Gateway. In addition, local partners are also able to influence and support the
development of local supply chains and business networks that again embed
the benefits of development locally as fully as possible. Failure to implement
measures of this kind will not necessarily hamper the development of London
Gateway, but will reduce the opportunity to secure benefits specifically for
local communities and local businesses.

Role of the Strategy – to identify and promote opportunities for development at

London Gateway, maximising business development, skills enhancement and
overall employment opportunities.

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3. The Strategy Framework

3.1 The overall aim of the Thurrock Economic Development Strategy and
accompanying Implementation Plan is to provide a basis for securing
successful employment growth and economic diversification.

3.2 This is a strategy ‘owned’ by the Thurrock Thames Gateway Development

Corporation, but which will be delivered in partnership with a range of key local
and regional stakeholders. As such, the Economic Development Strategy draws
together a number of existing strategic visions that collectively express the
broad economic aspirations of these stakeholders.

Vision
3.3 This Economic Development Strategy is essentially driven by the vision of the
Development Corporation:

“To secure the comprehensive and sustainable housing and economic growth
of Thurrock, through the structured development and regeneration of the
Borough for the benefit of new and existing communities and for visitors to the
area’’.

3.4 This vision is underpinned by a series of Strategic Goals. The role of the
Economic Development Strategy therefore is to address those goals which are
specifically about the economic future of the Borough, as illustrated below:

Thurrock Thames Gateway Development Corporation Direct

Strategic Goals contribution
from EDS
1. Contribute to the provision of sufficient capacity to meet strategic
growth targets including 26,000 new jobs and 18,500 new homes in a High
sustainable way by 2021
2. Increase participation and attainment in lifelong education and skills
High
development
3. Create a wide range of jobs with a future High
4. Increase the choice and quality of housing provision for everyone Low
5. Provide modern community infrastructure and service delivery Medium
6. Enhance the quality and use of valuable green space Low
7. Increase opportunities for entertainment, leisure and culture Medium
8. Ensure that all parts of Thurrock are accessible to, from and within the
Low
Borough
9. Ensure that development and regeneration take place in an
Medium
environmentally sensitive way

3.5 The Development Corporation’s vision is complimented by the aspiration for

Thurrock set out in Thurrock Council’s “Our Sustainable Community Strategy”.
The Sustainable Community Strategy is intended as a long term ‘road map’ for
Thurrock providing direction on how local partners should work together
towards an agreed vision and set of goals (through the Thurrock LAA). The
vision articulated within the Strategy is that:

‘‘Thurrock will be the location of choice – a place where people thrive and

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prosper; where residents can access services that will make a difference; and
where development is sustainable and supports new and existing communities
as they regenerate and grow’’.

3.6 Thurrock Council’s Community Strategy shares many of the aims and objectives
of the Economic Development Strategy and therefore activities developed
under the Community Strategy should be key contributors to Thurrock’s
successful economic development.

3.7 Allied to the Community Strategy Vision, the 4th Block of the Thurrock LAA,
Economic Development and Enterprise (EDE), seeks to find a balance between
retaining Thurrock’s economic heritage and tradition of manufacturing and
supporting growth in enterprise and inward investment. To inform delivery, the
LAA identifies five goals for individual delivery bodies and the Local Strategic
Partnership as a whole. These are:

x GOAL 1 – Skills, aspiration and educational participation;

x GOAL 2 – Competitiveness, productivity, entrepreneurship and

enterprise;

x GOAL 3 - Innovation in the knowledge sectors including science and

technology research;

x GOAL 4 - Creation of high quality places; and,

x GOAL 5 - Social Inclusion and maximum participation within the local

economy.

3.8 The Economic Development Strategy is directly relevant to all of the above
goals and should therefore be considered as a key mechanism for achieving
the Community Strategy vision.

3.9 As well as more local strategies, the Economic Development Strategy also
draws upon and reinforces the strategic priorities outlined in the suite of
relevant regional and sub-regional and policy statements, as illustrated below:

TTGDC
Corporate Plan
A Shared Vision - East
TTGDC Regeneration
of England Economic
Framework
Strategy

Thurrock Sustainable
Thames Gateway South Economic Community
Essex Economic Strategy Development Strategy for
Strategy Thurrock

Thames Gateway
Thurrock Local Area
Interim Plan
Agreement
Thames Gateway South
Essex Investing in
Communities Business Plan

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The Strategy Framework

3.10 The overall Strategy Framework is illustrated overleaf. This framework is
composed of three key parts:

x The employment dimension. The overall aim of this Strategy is to secure

significant new employment in Thurrock. This new employment will come
from a series of target sectors;

x Enabling factors – those strategic elements that must be firmly in place to

support employment growth in target sectors; and,

x Embedding factors - elements required to ensure that employment

growth is sustainable and impacts directly upon the communities of
Thurrock.

3.11 Each of these dimensions is described in turn below.

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Thurrock Economic Development Strategy - Framework

Enabling Factors Embedding Factors

Ensure a firm foundation exists Key Outcome
Ensure that employment and
to maximise employment EMPLOYMENT investment growth is long term,
opportunities and investment in sustainable and generates direct
target growth sectors benefit to local communities
Core Employment Opportunity Employment
Growth Sectors Growth Sectors
Strategic Theme Objectives
Already strong in Sectors less established,
•Generate a stronger skills base Thurrock, generating future growth will need to
natural growth and be induced by partners Strategic Theme Objectives
•Improve the inward investment offer employment
• Business Services •Tackle deprivation in communities
•Develop a relevant business support • Retail
offer and structures • Recreation and Leisure •Develop effective innovation capacity
• Ports, Logistics &
•Ensure relevant physical infrastructure is Transport • Environmental •Improve quality of environment
in place Technology & Energy
• Construction •Ensure ongoing improvement of business
• Creative Industries spaces
•Raise aspirations for growth locally
• Public Sector Services
•Improve partnership working •Develop effective business processes

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The Employment Dimension

3.12 Employment is at the heart of the Strategy. The overarching objective is to achieve a
significant increase in net employment in both ‘core’ sectors and ‘opportunity’
sectors. The key elements are presented below.

Key Outcome
EMPLOYMENT

Core Employment Opportunity Employment

Growth Sectors Growth Sectors
Already strong in Sectors less established,
Thurrock, generating future growth will need to
natural growth and be induced by partners
employment
• Business Services
• Retail
• Recreation and Leisure
• Ports, Logistics &
Transport • Environmental
Technology & Energy
• Construction
• Creative Industries
• Public Sector Services

3.13 The Strategy adopts a ‘balanced portfolio’ approach. This means focusing on
employment growth that is available from the area’s main employment sectors,
whilst also stimulating growth in a series of other sectors which are currently under-
represented but which have shown signs of nascent growth from an existing base.

3.14 Overall, this employment growth will arise from three main sources:

x Expansion of individual enterprises already present in Thurrock. This may

involve increasing the scale of the existing business function, but may also
include the development of additional or diversified functions. This is more likely
to be the source of employment growth for the area’s existing core sectors.

x New inward investment. This involves new investment from incoming operators
and occupiers - from either domestic or international sources - and may be
relevant to either core sectors or opportunity sectors.

x Newly forming businesses. This will essentially involve ‘new starts’ – new
businesses emerging in the Borough which are likely to be very small or micro in
scale initially. These enterprises may emerge across a wide variety of sectors
and will not necessarily be tied only to core or opportunity sectors.

3.15 All of these sources of employment growth are to be encouraged and will form
components of an overall approach to developing the local economy.

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Target Sectors - Core Sectors

3.16 Employment growth for Thurrock is available, with appropriate support, from a range
of sectors that are already well represented in the local economy and which have
the potential to grow further. These sectors are presented below and have been
selected via analysis of recent and ongoing employment trends in the Thurrock
economy, proposed developments in the Borough’s main economic hubs, as well as
broader sub-regional and regional trends.

Port, Logistics & Transport

3.17 This is one of Thurrock’s strongest sectors. There are around 8,500 jobs in Thurrock
currently in this combined series of related sub-sectors. Key activities include:

x Supporting Transport Services;

x Storage and Warehousing;

x Transport Agencies;

x Water Transport; and,

x Freight Transport.

3.18 Nationally, this broad sector has shown limited employment growth in recent years.
This has not been replicated in Thurrock however, where the sector is strong and
represents a key and growing concentration of activity even by international
standards.

3.19 The development of operations at London Gateway will play a key role in supporting
continued employment growth in this range of sectors. As such, there is a
requirement for partners locally to facilitate efficient, sustainable development at
London Gateway. In addition, the port related functions at Tilbury will continue to
develop and again, sustainable growth and diversification must be supported by the
effective actions of public partners. A key requirement is the definition of clear,
complimentary and mutually reinforcing roles for London Gateway and Tilbury ports.

3.20 Recent figures suggest that the London Gateway development when fully realised
could generate 14,500 jobs across a variety of sectors (some of which would not fall
within the port, logistics and transport categories). Taking into account London
Gateway and Tilbury Port plans, as well as associated supply chain and secondary
impacts, there is potential to create around 10,000 jobs in Thurrock in port, logistics
and transport functions up to 2021. This will, however, depend on a number of
significant infrastructure improvements, in particular around Junction 30/31 of the
M25, as well as addressing a number of critical skill shortages (e.g. drivers).

Retail

3.21 This sector has grown dramatically in Thurrock over the last decade, especially
following the establishment of the Lakeside Shopping Centre and associated
activities. Lakeside is a centre of regional significance with a catchment that extends

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well beyond the Thurrock boundary. Retail alone accounts for almost a quarter of all
jobs in the Borough. The sector continues to grow in size and will expand further as
the local population increases with the onset of new housing development.

3.22 Key sub-sector retail activities include:

x Sale of motor vehicles;

x Food & Beverages;

x Clothing;

x Footwear;

x Furniture; and,

x Household, Lighting & Hardware.

3.23 If Thurrock were to follow the projected employment growth rate for the retail sector
nationally1, this would suggest an additional 3,000 jobs to 2021. Taking into account
the capacity for retail employment indicated by the emerging masterplans, this
indicates a figure of around 11,000 additional retail jobs would be possible in
Thurrock. Generating employment closer to this upper end figure would require all of
the masterplans to be delivered in full, as well as success in removing the ‘no net
additional retail floorspace’ clause from the East of England Plan.

Construction

3.24 This sector is strongly represented in Thurrock and continues to grow. The massive
scale of construction activity in the broader Thames Gateway area, as well as
Greater London, including the 2012 Olympics and associated regeneration
programme, means that there is likely to be continued, significant growth in this
sector. In addition, the scale of the developments proposed for London Gateway will
form the basis for a significant number of temporary construction sector jobs.

3.25 Key construction sub-sectors include:

x General Construction;

x Civil Engineering;

x Specialist Trades;

x Electrical Installation; and,

x Plumbing and Joinery.

3.26 The Construction sector is diverse in nature and ranges from large multinational
operators to independent, local micro businesses. As such, the nature of support
structures for growth and market development must be equally diverse.

1 Sector Skills Development Agency (SSDA) ‘Working Futures (2006)

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3.27 If Thurrock were to follow national trends in projected employment growth, this
suggests an additional 1,300 jobs to 2021. It is likely, however, that given the scale of
development in Thurrock and the wider Thames Gateway that a higher level of
employment growth may be possible.

Supporting Growth in Core Sectors

3.28 These core sectors collectively offer a strong platform for ongoing employment
growth – they are already strong and have exhibited an upward trajectory over
recent years in terms of new job creation. There are however a number of issues to
be considered in taking these sectors forward:

x The need to facilitate the continued employment growth of these sectors by

delivering or promoting the main components for growth in terms of sites and
premises, skills and market access and well established supply chains.

There are a core set of generic requirements that all sectors need for growth.
These will include a strong skills base generally, good business support and
training structures, effective transport networks with minimal congestion, as
well as a strong business community that supports development of local
supply chains and procurement opportunities. In addition, core sectors will
have specific requirements around key sites and premises, infrastructure, land
assembly and planning decisions. These may include:
¾ Ports, Logistics & Transport – significant improvement to Junction 30/31
of the M25, as well as improved access to the London Gateway site
generally. Also, removal of land constraints around the Port of Tilbury,
to allow for expansion.
¾ Retail – removal of the ‘no net additional retail floorspace’ clause from
the East of England Plan.
¾ Construction – identifying large enough sites in appropriate locations to
accommodate construction assembly related functions.

x Enabling the internal diversification of these sectors by supporting the

development of higher value-added, higher skill functions. This would include
increasing the representation of managerial and research and development
related components of these sectors’ operations in Thurrock.

This process requires existing businesses to invest in higher order functions,

which in turn means that the components must be in place locally or at least
regionally for these functions to develop effectively. Key factors include
access to a flexible, high quality skills base, to R&D and innovation services as
well as effective managerial capacity. The availability of these factors in the
Thurrock area will make it more likely that businesses will extract added value
and cost efficiencies from investing in higher order operations in Thurrock.

x Establishing sub-regional and regional level ‘critical mass’ in certain activities,

in order that they form a core component of a broad geographic economy.
This is already the case with port, logistics and transport activities. In addition,

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it is possible to create construction sector related concentrations of activity,

drawing upon current local specialisms that supply to a wide geographical
market. This process should be tied directly to the ongoing development and
diversification of the port and logistics sectors, in order that Thurrock can
become a strong construction-logistics hub servicing a wide area that
includes the Thames Gateway and wider South East of England.

3.29 To summarise, if all of the assumptions and requirements underpinning employment

growth in core sectors are addressed fully, the following jobs growth is potentially
attainable:
Potential employment growth in Core Sectors in Thurrock to 2021
Port, Logistics & Transport 10,000
Retail 3,000 – 11,000
Construction 1,300
Total 14,300 – 22,300

3.30 Whilst this Strategy focuses on 3 core sectors, there are other industry types that
should not be neglected. Manufacturing in particular has a strong tradition in
Thurrock and despite 2 decades of restructuring, maintains the potential for growth in
the future. As such, partners should continue to monitor and support the
diversification and advancement of this sector where appropriate.

Growth Sectors - Opportunity Sectors

3.31 The employment growth of Thurrock’s core sectors must be fully complemented by
the growth and development of a number of sectors which offer additional sources
of new employment and which simultaneously contribute to the twin goal of
economic diversification. These ‘opportunity’ sectors, although present and
demonstrating some growth in Thurrock over recent years, are likely to require a more
robust form of support and intervention than the ‘core’ sectors.

3.32 Although some of these sectors will not generate significant volumes of new
employment in the short to medium term, especially in comparison with the core
sectors, they do offer a good opportunity to broaden the overall economic base. As
with the core sectors, these opportunity sectors have been identified via analysis of
identifiable trends in the local economy and wider economic opportunities available
regionally.

Business Services

3.33 Although present and currently growing in Thurrock, this broad sector remains under-
represented. In order to achieve a more balanced and ultimately sustainable
economic profile, it is vital that business services activities increase their share of
overall employment. There are already emerging strong sub-sectors including
industrial cleaning and labour recruitment, but growth should be encouraged and
supported in professional services such as accountancy and legal services, but also
in back office processing activities, business related consultancy, computer and IT
services.

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3.34 In taking these sectors forward it is likely that in the short to medium term and
especially given the current local skills profile, employment growth will be more easily
achieved in medium level business services, as opposed to higher end professional
services. This should not however preclude the growth of higher end professional
services as a longer term goal for Thurrock.

3.35 Growth of business services as a key employment sector will be directly related to the
growth of the area’s other main sectors, as business services by their nature support
the development and execution of other economic activities. A key factor in
supporting the growth of business services therefore is to align development of these
activities directly to growth in other key sectors in order that the overall process
becomes mutually reinforcing. Business services tied to supporting activities in port
activities, logistics, distribution, construction and retail for example will be particularly
important.

3.36 Employment growth in business services in Thurrock will begin from a relatively small
base. The emerging masterplans suggest capacity for around 2,000 additional jobs in
business services to 2021. This volume of additional jobs would require Thurrock to
achieve employment growth levels in business services on a par with national trends
over recent years. This employment is likely to be concentrated in certain key hubs,
namely Grays town centre, as well as Lakeside and West Thurrock. In addition, the
London Gateway development also presents a major opportunity to develop higher
end business services functions aligned to the other key operations on this site.

Recreation & Leisure

3.37 There are a number of reasons why Recreation & Leisure activities offer good growth
opportunities for Thurrock. With housing development and associated population
growth, there will be a direct knock-on effect in terms of increased demand for
locally available leisure and recreation activities. In order to generate sustainable
growth in Thurrock generally, there is a need to ensure that increased leisure services
are available and accessible locally without the need for unnecessary travel outside
of the area.

3.38 Key sub-sectors for growth include:

x Sporting activities;

x Operation of sports and leisure facilities;

x Gambling and betting activities;

x Entertainment activities.

3.39 These sectors have already demonstrated growth potential over recent years despite
starting from a relatively small base. Planned developments within key economic
hubs, in particular in and around Lakeside, offer good opportunities for the
development of leisure facilities and therefore a higher value visitor offer in the area
overall. Combined with the planned ‘greening’ of certain areas within Thurrock, the
opening up of riverside spaces and the ongoing development of attractions such as

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Rainham, Aveley and Wennington Marshes, the Recreation and Leisure sector
provides a good basis for employment growth.

3.40 Recreation & leisure related employment growth will take place in a number of key
locations. In particular, the Lakeside area will be a major location for leisure related
activities, as this area seeks to diversify its offer away from the current dominance of
retail. In addition, Grays is also likely to be a key location for employment growth in
this sector. Sites identified within the emerging masterplans overall suggest capacity
for up to 1,800 additional jobs in this sector.

3.41 An additional consideration concerns the attraction of inward investment, where a

high quality leisure and recreation offer locally will act as an important component of
the overall offer to businesses possibly seeking to locate in Thurrock.

Environmental Technologies, Recycling & Energy

3.42 Business activities covering environment, energy and recycling are already present in
Thurrock on a relatively small scale. There is an opportunity to grow employment in
these sectors on a limited basis in the short to medium term. There are a number of
reasons for this; the Energy sector is already well established in Thurrock and there are
plans to replace the current Tilbury Power Station with a state of the art, low
emissions, carbon capture facility. This equates to an investment in the area of
approximately £1.5billion. This scale of investment could act as a catalyst to the
development of other green energy functions around the redevelopment of the
power station.

3.43 In addition, there is potential to develop a broader range of business functions

associated with recycling. Thurrock’s position as a port and logistics hub, as well as its
proximity to London suggests that it may be a good location for certain types of
recycling activities. Development of these types of activities may require significant
land use in areas effectively segregated from residential or other uses.

3.44 Sub-sectors within this growth sector might include:

x Production and distribution of electricity;

x Environmental consultants;

x Environmental pollution research and experimental development;

x Waste collection, recycling & disposal

3.45 Given the current range of activities in the Tilbury area around port and energy
functions, it is likely that this hub will feature as the key location for growth in
environment, energy and recycling. Employment growth will begin from a very small
base and there is unlikely to be significant new employment in the short to medium
term. Employment growth is likely to be no more than 1,000 – 1,500 jobs to 2021,
based on current plans. This potential employment growth is wholly dependent upon
appropriate development land coming forward to accommodate growth.

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Creative Industries

3.46 This sector is currently small in scale in Thurrock and employs relatively few people.
Again, as populations grow across communities in the Borough, there will be an
increase in latent demand for cultural services. As the various economic hubs and
town centres across Thurrock develop in line with implementation of their respective
masterplans, spaces for additional cultural activity will be created.

3.47 The development of the Royal Opera House Production Park offers the basis for
further growth of these activities in the Borough. Thurrock Council has also prioritised
Cultural Industries as an area for future support and development.

3.48 In the short to medium term, employment growth within Creative and Cultural
Industries will be relatively small in scale. The emergence of this sector will, however,
offer an opportunity to gradually diversify the overall business base in Thurrock.
Specific sub-sectors that can be targeted for growth include:

x Live theatrical presentations;

x Operation of arts facilities;

x Library and archives activities;

x Museum activities and preservation of historical sites and buildings;

x Art & crafts.

3.49 It is also important to consider development of Creative and Cultural industries

activities in the context of the overall quality of life offer locally to both potential
residents and potential investors. An expanding set of creative and cultural activities
will be seen as a positive signal as to the future development of the area.

3.50 The creation of new employment in creative industries will depend in part on the
successful implementation of existing projects such as the Royal Opera House
Production Park. The priorities emerging from the hub masterplans suggest that
capacity is available overall for up to 1,000 new jobs in this sector. In addition to
Purfleet, Grays and East Tilbury (specifically the former Bata factory) are likely to be
key locations for this sector.

Public Sector Services

3.51 The development of new housing and the associated population increase will trigger
a natural increase in both demand for and supply of public sector service functions.
In particular, health and welfare, education and safety/security related services will
need to expand in scale. Employment in these services is currently the below
National average and there is an opportunity to possibly attract other types of public
service function that are not directly related to population growth.

3.52 In contrast with private enterprises, decision making related to growth and expansion
of public services is often not taken locally, but instead on a number of different
spatial levels. As such, the growth of public sector employment in Thurrock will be

19
 

related to organisational strategies applied to much wider geographical areas.

Communities in Thurrock will be able to take advantage, for example, of extended
facilities in Basildon or other parts of South Essex and vice versa. It is therefore
important that partner agencies in Thurrock ensure that the area is well positioned in
terms of skills availability and key sites, in order to take advantage of the need for
expanded public service delivery over the whole of South Essex.

3.53 As well as the direct employment effect of public sector service growth, it is important
to also consider the indirect importance of local services in image and branding.
Development of quality public service provision can increase an area’s
attractiveness to potential inward investors. The scale and quality of the local
education infrastructure is often particularly influential in investment decisions.

3.54 In addition to growing the public sector from its traditional base, it is increasingly
important for partners to consider more innovative means of delivery; in particular,
using the voluntary and community sector to deliver key public services. Partners
should seek to build the capacity of local social enterprises to play a fuller role in a
more responsive public service. Thurrock Lifestyle Solutions, a local Community
Interest Company (CIC) is already managing aspects of delivery for Thurrock Social
Services and offers an exemplar model of how this could be achieved.

3.55 Grays is emerging as the key location in Thurrock for major growth in public sector
services and related employment, although other centres such as Purfleet and Tilbury
are also likely to see new jobs in this sector. If Thurrock follows recent employment
growth rates nationally in public services, and the masterplan proposals for new
employment land are fully delivered, there is a possibility of up to 2,000 additional
jobs in this sector in the area.

Supporting Growth in Opportunity Sectors

3.56 A number of interventions will be required to support growth of these target
‘opportunity’ sectors. Key components of a ‘Sector Strategy’ for each target sector
will involve the following components:

x A Specific Investment Marketing Offer - inward investment is obviously a key

component of Thurrock’s economic and employment growth. It is highly
important that Thurrock develops a positive marketing offer for both core and
opportunity sectors. Getting the right messages into national and
international markets will be of particular importance to opportunity sectors.
Key activities will include:
¾ Development of detailed sector intelligence associated with each
key sector and appropriate sub-sector functions and relevant
markets;
¾ Identification of potential investor sector segments and specific firms;
¾ Pre-emptive skills development activity and development of bespoke
sector specific training arrangements, involving local schools, FE and
HE institutions;

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¾ Development of tailored marketing messages for target sector

segments.

x Premises/Property - premises and property for initial location, relocation and

expansion is critical for business and employment growth as well as changing
perceptions of Thurrock. Given the shortage of quality office accommodation
in Thurrock and weaknesses in the speculative office market, the business
services sector is likely to be particularly constrained if these issues are not
addressed fully.

x Transport Issues – all target sectors to some extent require the movement of
materials or goods within the borough and on to national and international
markets. Road congestion has a significant impact upon the perception of the
area and can hinder the development of the visitor economy and the
development of the Recreation and Leisure sector in particular.

x Staff Training & Recruitment - the Strategy document outlines the fundamental
importance of improving skills. The nature of the opportunity sectors means that
growth in these areas will require Thurrock to develop a more customer-facing,
service orientated workforce and support for this will be particularly important.

x Adopting Growth Models - supporting existing businesses in target sectors to

grow quickly, efficiently and ultimately sustainably, is important for any area
attempting to achieve accelerated economic growth. As such, assisting
businesses to adopt growth models is a key area of intervention for all key
sectors (with the exception of public services, where we can expect growth to
take place in line with an increase in population).

x Innovation - Supporting innovation within existing businesses in target sectors

will be critical to generating an increase in higher skilled employment.
Environmental Technologies and Energy in particular is a sector where growth
will be linked to innovation and the planned development of Carbon Capture
technology at Tilbury Power Station is a good example of this.

x General Business Support and Mentoring – it is important to ensure that

available business support is effectively penetrating businesses in target
sectors. High quality business support for Business Services and Creative
industry companies is likely to stimulate growth in these sectors.

x Improving Financial Performance – support for improved financial systems and

performance is likely to be most meaningful for Business Services and Creative
and Cultural companies which are more likely to be smaller organisations
working on smaller commissions which often means irregular cash flow and
subsequently, periodic financial pressures.

x Improving Operations - developing new approaches to actually ‘doing’

business is important. Construction and Environmental Technologies and
Energy are subject to specific challenges related to their operations and their
perceptions as ‘dirty’ industries. Supporting businesses to overcome these will
not only stimulate growth locally, it will also lead to changes in perceptions of
Thurrock and subsequently provide a more investor-friendly offer.

3.57 To summarise again, if all of the assumptions and requirements underpinning

employment growth in both opportunity and core sectors are addressed fully, the
following jobs growth is potentially attainable:

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Potential Employment Growth in Core & Opportunity Sectors in Thurrock to 2021

Core Sectors
Port, Logistics & Transport 10,000
Retail 3,000 – 11,000
Construction 1,300
Total Core 14,300 – 22,300
Opportunity Sectors
Business Services 2,000
Recreation & Leisure 1,800
Environmental Technology, Recycling & Energy 1,000 – 1,500
Creative Industries 1,000
Public Sector Services 2,000
Total Opportunity 7,800 – 8,300
Overall Total 22,100 – 30,600

Supporting Employment Growth Generally

3.58 This Strategy proposes that a particular set of sectors should be targeted for growth.
These target ‘core’ and ‘opportunity’ sectors are likely to generate the majority of
new employment needed in Thurrock up to 2021. This is not to suggest, however, that
employment growth generally should not be encouraged across all sectors.
Moreover, Thurrock has many significant employers that may not be included within
the sectors outlined above but which still provide good jobs for many local people.
These major employers should continue to be supported, irrespective of sector.

3.59 For example, the Manufacturing sector in Thurrock, although having declined in
overall employment numbers continues to provide a large number of jobs in the
area. The support structures and priorities outlined within the ‘enabling’ section of the
Strategy should apply to this sector as much as to the target sectors.

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Enabling factors
3.60 In order for employment and broader economic growth to become a reality, an
appropriate ‘platform’ for growth must be established. This requires the development
and delivery of a number of important ‘enabling’ factors – components that will
directly support the creation of new jobs.

Enabling Factors
Ensure a firm foundation exists
to maximise employment
opportunities and investment in
target growth sectors

Strategic Theme Objectives

•Generate a stronger skills base
•Improve the inward investment offer
•Develop a relevant business support
offer and structures
•Ensure relevant physical infrastructure is
in place
•Raise aspirations for growth locally
•Improve partnership working

Strategic Theme Objectives

Theme 1 - Generate a Stronger Skills Base

3.61 A major requirement for the ongoing growth and diversification of the Thurrock
economy is a significant improvement in the current skills base. There are a number of
factors of relevance here:

x Increasing participation generally in skills development and learning

activities. This requires a significant increase in the share of the local
population undertaking some form of skills development or learning activity,
including those already in employment. In addition, an improved skills base
requires higher rates of successful progression from school to Further
Education, and in turn onto Higher Education where appropriate. Embedding
an active culture of lifelong learning across Thurrock’s communities is vital to
the ongoing development and diversification of the economic base.

x Increasing rates of qualification attainment. Incoming investors will measure

the appropriateness of Thurrock as a location partly on the availability of
particular types of skills. Skills are often measured or quantified in terms of
volume and type of qualification attained across different disciplines. In
addition, the ability of individuals to maximise their labour market
opportunities and improve their socio-economic position is increasingly

23
 

dependent on their ability to demonstrate skill ‘credentials’ in the form of

qualifications and accreditation.

x Improved deployment of skills. As far as the performance of the local business

base is concerned, realising the benefit of improved skills depends on the
ability of employers themselves to deploy and utilise these skills effectively.
This requires effective managerial and organisational capabilities on the part
of employers. The development of managerial capacity must therefore
feature as part of the overall skills uplift process.

x The development of a stronger skills base also requires the availability of a

robust spectrum of learning opportunities ranging from basic life skills, through
to vocational education and advanced academic learning. There are two
aspects to this:
¾ Development of appropriate learning facilities that add to the
existing range of education and training structures and effectively
plug key gaps – particularly in FE and HE related learning. Any
additional structures must not, however, unnecessarily duplicate
existing provision which is available within a reasonable travel to work
or travel to learn area; and,
¾ Ensuring that both residential communities and business communities
have easy access to learning opportunities in wider sub-regions,
including existing learning activities based in east London, the County
of Essex and North Kent. Thurrock’s communities must have easy
access to this broader infrastructure and must be presented with
progression routes that are very clearly expressed and easy to take
advantage of from a wide range of entry points.

Key Intervention Areas

3.62 The development of a strong growing economy, based on the availability of a high
quality skills base, will be directly dependent upon the nature of the education and
learning offer locally. In the case of Thurrock, there is a need to develop a stronger
and more effective education offer, particularly in relation to further education and
vocational education. Given the nature of the existing business base and the key
industries that currently account for the largest share of employment in Thurrock,
these industries are likely to require vocationally-oriented learning and training
particularly at FE level which is currently difficult to access locally.

3.63 The existing curriculum and training offer is limited in Thurrock and needs to be
expanded in terms of both breadth and depth. This does not necessarily require that
a broader training and curriculum offer must be available within the Borough itself.
Instead, both business and residential communities must be able to readily access a
higher quality FE level offer. There are a variety of components to this process:

x Expansion of the curriculum currently available within Thurrock and Basildon

College and partner institutions through additional course development and
extension of learning directly related to Thurrock based employers. This can
be done by extending availability of relevant qualifications but also by

24
 

developing closer relations with key employers, building bespoke

employment-learning ‘compacts’, particularly for young people;

x Development of a broader FE offer that is accessible to Thurrock

communities. This will include access to learning delivered in other locations;

x Development of additional learning facilities that add to and complement

existing arrangements. In particular, the development of the Thurrock
Learning Campus at Grays must be undertaken with a view to creating strong
progression routes post 14, directly reflecting local business and community
needs;

x Enhancing take-up of FE level and vocational learning both on the part of

individuals and businesses. This will require closer interaction with individual
learning and training providers and community and voluntary organisations. It
is also vital that Thurrock schools are involved in this process, in terms of
encouraging take up of further learning and working directly with employers
to influence the design and take up of learning opportunities; and,

x The need to fully and effectively develop key sector-based learning

initiatives. The target sectors outlined above will require a degree of intensive
and well-tailored support delivered through innovative mechanisms. Plans for
the development of a Transport and Logistics Academy in Thurrock should be
re-visited in order that this initiative exhibits a clear rationale, well developed
learning/training content and formalised delivery structures. The Academy
concept and plans must be credible and require strong sector buy-in and
effective leadership. The possibility of establishing a Logistics Academy within
the London Gateway development must be fully explored.

3.64 Currently there is a lack of appropriately skilled work-ready individuals for key growth
sectors in Thurrock. In addition, there is a lack of transparent learning and skills
development pathways and positive aspiration towards learning. ‘Employer
compacts’ involve matching young people from age 14 to key, target sector
employers. This will involve development of vocational pathways combining
academic and vocational activities, significant work placement and key skills
development. The objectives of ‘employer compacts’ are to: increase the supply of
qualified individuals; increase skills and qualification attainment; address sector skills
shortages; and, maximise opportunities for personal advancement through learning.

3.65 Interventions of this type will be key to enhancing the overall quality and flexibility of
the Thurrock skills base. This is a critical prerequisite for employment growth in all
sectors. Without significant uplift in the local skills base, attempts to generate
substantial employment growth will be severely constrained.

Theme 2 - Improve the Inward Investment Offer

3.66 In terms of growing employment in target sectors, a broad range of components

must be in place in order both to attract investment by employers new to Thurrock,
but also to encourage re-investment by those already based in the Borough. The
components are identified as follows:

25
 

x Strategic sites ready for development in key locations that are accessible
and sustainable;

x Appropriate infrastructure including access to road and rail transport and

proximity to key transport nodes and interchanges;

x High specification, flexible and adaptable premises and business space,

again in accessible locations and with linkages to an appropriate range of
amenity services;

x A high quality skills base available across a labour pool within a reasonable
travel to work geography. This skills base must exhibit the specific range of
skills and attributes necessary to attract and grow investments in target
sectors;

x High quality and appropriate business support services and facilities;

x Clear routes to market and local/regional supply chain structures that

generate economies of scale and scope in business operations;

x Effective investment management and after-care services including

mechanisms for ongoing liaison with key investors; and,

x An effective multi-agency approach to both assessing and addressing the

needs of key employers, in order that business related constraints can be
identified and acted upon swiftly.

3.67 Currently, the Thurrock economic base exhibits some degree of weakness across all
of these component areas. In particular, the local skills base and the suitability and
availability of sites and business premises are in need of significant improvement.
Strategic options for the improvement of the overall investment offer are captured by
a number of different interventions, some of which are ‘enabling’ in nature while
others are ‘embedding’.

3.68 In addition to configuring a quality investment offer covering the necessary

components, an equally important process involves the marketing of this offer
directly to target markets or individual investors.

Key Intervention Areas

3.69 Management and coordination of inward investment activity is vital to Thurrock’s

economic growth objectives. As such, the process of attracting and managing
inward investment must exhibit a number of core characteristics:

x Configuring the right investor offer, targeted at investors in identified growth

sectors. This should not, however, preclude the opportunity to attract other
forms of quality investment in an opportunistic fashion;

x Effective communication of the Thurrock offer to potential sectors of interest.

This requires a coherent and consistent marketing approach which is aligned
with other marketing activities in both the Thames Gateway area and the
East of England Region; and,

26
 

x Coordinated activity across all bodies engaged in inward investment activity

including Gateway to London, East of England International, Essex County
Council and the Development Corporation. It is essential that all
organisations that might have any involvement at all in attracting inward
investment to Thurrock promote a consistent message about Thurrock’s
economic benefits and offer a fully joined up service. This requires an agreed
marketing approach and an open sharing of information, which all partners
must promote.

3.70 Thurrock is located at the ‘crossroads’ of two separate inward investment functions.
Thurrock is part of the Thames Gateway and therefore relates to Thames Gateway
wide inward investment and marketing activity. Simultaneously, as part of South
Essex, Thurrock is also associated with the Essex-wide investment function.

3.71 Given the overarching priority to secure significant, sustained employment growth in
Thurrock, it is vital that the area can take direct advantage of inward investment
opportunities and support across each of these functional geographies. There is a
requirement here for clear and effective communication across all parties involved in
inward investment in the Thames Gateway and South Essex, as well as willingness to
effectively cross-refer and share information. Thurrock should not be tied to lining up
exclusively with either one or the other of these inward investment functions. Strong
partner relationships across the board will be critical here.

Theme 3 – Develop a Relevant Business Support Offer and Structures

3.72 It is imperative that Thurrock’s businesses, irrespective of the individual stage of their
development, have access to high quality business development support that results
directly in both improved performance and employment growth. There are two
factors here:

x The development of a robust, holistic business development offer which is

characterised by high quality provision and tailored to the needs of
Thurrock’s businesses. This will involve the consolidation of existing support
plugging any gaps that currently exist.

x Facilitating maximum take up of business support through effective outreach

to businesses, strong partnership working and effective diagnosis of business
support needs.

3.73 The introduction of new regional structures for the provision of Business Link services
will act as a basis for taking services further into the Thurrock business community via
outreach and brokerage delivered by locally based experts. In addition, it is
important to ensure that business support is available to cover the whole range of
needs over the business lifecycle, ranging from initial start up through to growth,
diversification and maturity.

Key Intervention Areas

3.74 The business support offer and associated delivery arrangements must be configured
specifically to encourage both business growth and diversification. This includes

27
 

diversification across sectors, as well as within sectors. There is already a significant

volume of business support available to businesses in Thurrock. A key requirement is
that this existing infrastructure is utilised as effectively as possible, while developing
new support which adds to and extends existing delivery.

3.75 Specific programmes of support must include the following:

x Highly tailored support for existing Thurrock businesses in target sectors to

ensure that employment growth potential is achieved. This will include
managerial and marketing support in order to extend market reach, increase
revenues and encourage product and service diversification;

x Support to encourage ongoing innovation within target sectors and to

facilitate access to regional R&D facilities.

Theme 4 - Ensure Relevant Physical Infrastructure is in Place Locally

3.76 Employment and broader economic growth requires that key components of the
physical infrastructure offer are in place. These include:

x Strategic employment sites;

x Business spaces and premises;

x Quality access infrastructure, including road and rail linkages that facilitate
effective movement of goods and people;

Strategic Sites

3.77 It is imperative that Thurrock is able to offer quality, sustainable sites in key locations
that offer target sector operators sound opportunities for future growth and
development. Currently, the area is constrained in terms of employment sites. These
must, however, be brought forward across all key economic hubs, if successful
employment growth is to be realised. Given the need for significant growth in job
numbers to 2021, key sites must come forward in the next three to five years.

3.78 The target sectors identified indicate that a diverse range of sites and premises will be
required. Creative and cultural industries for example may favour small scale, flexible
workspace, business services will require relatively high-spec office accommodation,
whereas some of the functions associated with recycling and energy will have a
requirement for larger sites in suitable locations clearly separated from other uses,
especially residential. Given that the major part of the area’s employment growth is
likely to come from the ‘core’ sectors, sites suitable for these types of operations must
come forward as a priority.

3.79 Consideration should be given to developments on land that is currently designated

as green belt, where this will increase the potential for employment growth in key
sectors. Operators in business services and leisure and recreation in particular are
likely to be drawn to locations of this type. Correspondingly, activities such as
recycling, energy and green technologies are probably best located in areas such

28
 

as Tilbury, where there is limited land available that is suitable for housing related
development.

Business Space

3.80 Employment growth will depend fully upon Thurrock’s ability to provide space within
which this growth can take place. This includes business space for newly forming
enterprises, appropriate spaces that can be occupied by potential inward investors,
as well as space that allows the flexible expansion or relocation of existing operations
within Thurrock. There are a number of considerations here:

x In order to promote higher levels of new business formation and take

advantage of recently increasing rates of new enterprise, there is a need to
provide flexible space for start up businesses. In addition, there is a
requirement for sufficient supply of appropriate follow-on space in order that
when these new starts reach a critical growth point, they are not constrained
by space related issues.

x Businesses spaces must be located in appropriate, accessible and

sustainable locations across the Borough that are attractive to these
enterprises. In addition, business space must be flexible and offer the key
components required of recently formed businesses. This will involve the
development of incubation space with appropriate facilities, as well as fully
serviced office or business accommodation.

x The space requirements of those businesses already present in the Borough

and seeking expansion are likely to be diverse in nature and fully dependent
upon the type of activity already taking place. There is a need to understand
more fully the specific requirements of these businesses individually and to
develop a detailed knowledge base of sites and premises across the area, in
order that businesses can be effectively and efficiently relocated where
necessary.

x Incoming investors will expect to be able to easily access sites and premises
that meet their specific needs. This requires the development of appropriate
premises in key locations. The possibility of utilising the proposed London
Gateway development as a mechanism for enhancing the availability of
premises, particularly higher specification office space, should be fully
explored.

Transport & Access

3.81 Given Thurrock’s importance as a transport and logistics hub, it is imperative that
transport and access mechanisms operate effectively. Local businesses regularly
complain of severe difficulties encountered moving goods within the Thurrock area,
despite external linkages to the area itself being strong. There is a clear need to
ensure that transport networks are effective in supporting movement of goods and
people across both internal and external markets.

3.82 A continuing source of frustration for existing Thurrock businesses is the difficulty in
movement caused specifically by congestion around Junction 30/31 of the M25.
There is a clear need to address this specific pinch point, especially in light of

29
 

proposed developments around London Gateway, which will significantly increase

pressure on key transport nodes. In addition, road access to and from the London
Gateway site will have to be significantly extended in order that the area functions
effectively as a logistics and business hub.

Housing

3.83 It is important to take into consideration the direct relationship between the quality
and diversity of Thurrock’s housing offer and the potential to attract new inward
investment, especially in higher value added functions. The provision of a wide range
of residential property options for new and existing residents, and in particular an
expansion of larger, more executive style housing provision, will be important in
persuading potential investors that the overall infrastructure is conducive to the
success of their business.

Key Intervention Areas

3.84 A number of intervention areas follow logically from the objectives outlined above:

x It is imperative that the key employment sites identified within the masterplans
for Thurrock are brought forward in a timely manner. In particular, sites suitable
for investments tied to the area’s ‘core’ sectors must be brought forward as a
priority.

x The Development Corporation and its partners will have to consider the
possibility of leveraging developer interest in creating a speculative office
accommodation market. This may possibly be approached via intensive
marketing of individual strategic sites alongside configuration of the broader
investment offer, in order to generate developer and potential occupier
interest in office developments in Thurrock. The development of a landmark,
high specification office development should be considered, possibly in the
vicinity of Lakeside.

x All public partners must continue to lobby actively for improvements to

Junction 30/31 of the M25, in order to create efficiencies in the movement of
goods around the area, especially in light of developments at London
Gateway.

x The Development Corporation and its partners must work closely with
developers to ensure that a suitable range of housing is constructed in
Thurrock. Of particular importance, is the need for quality executive style
housing in sustainable locations, complete with requisite quality infrastructure
(social and physical) in order to attract and retain high skill, high income
individuals.

Theme 5 – Raise Aspirations for Growth Locally

3.85 The development of improved aspiration is key to successful economic development

and employment growth. This means a positive approach is necessary on the part of
local businesses, local residential communities and strategic public sector partners.
There is a role here for careful, targeted marketing of the opportunities emerging

30
 

from the growth and regeneration of Thurrock and how these can be taken
advantage of by local people and local businesses.

3.86 In addition, the opportunity to tie existing economic development and learning
processes to the needs of the target sectors should also be explored. This will include
for example initiatives within schools encouraging young people to consider and
prepare for careers in Thurrock’s growth sectors.

Key Intervention Areas

3.87 Interventions geared towards raising local aspirations for growth will include the
development of specific programmes within schools such as work placements and
employer compacts that encourage Thurrock’s young people to think about future
career opportunities in core and opportunity sectors. This process also increases the
capacity of educational and other support personnel to plan for future employment
growth and to consider the recruitment, skill and training needs of key sectors. This
process of capacity building can also be extended to the community and voluntary
sectors which can also play a role in raising aspirations for growth within communities.

Theme 6 - Improve Partnership working

3.88 The effective delivery of economic growth in Thurrock requires that the Development
Corporation and partners collaborate very closely indeed in terms of both the design
and delivery of key interventions. This requires the further development of strategic
partnerships and appropriate protocols for implementation of key actions, resulting in
turn in improved mutual understanding and trust-based relationships.

3.89 In addition, it is imperative that all partners can work collectively and can respond
readily to any changes in the external socio-economic environment. This requires
careful planning on the part of all public partners and a detailed and shared
understanding of each other’s policy and delivery priorities and constraints.

Key Intervention Areas

3.90 The development of effective processes around inward investment, as discussed

above, will be a critical component of improved partnership working. It is imperative
that partnership arrangements around both configuring and marketing the Thurrock
investment offer are strong.

3.91 Additionally, a number of Thurrock’s main partnership bodies will play key roles in the
delivery of the Economic Development Strategy interventions. In particular, the
Thurrock Learning Partnership, Thurrock LSP’s Economic Development Group and the
Thurrock Business Association will all be directly involved in the design, delivery or
monitoring of specific strategy interventions.

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Embedding Factors
3.92 In order for the economic development of Thurrock to be sustainable in the long
term, it is imperative that the economic gains in terms of new employment,
enhanced skills and new business formation are successfully embedded locally. As
such, investments will be less likely to flow to other locations as external influences
alter and therefore further development can be based upon the evolving local
economic base. In order for this process to be effectively realised, a number of
‘embedding factors’ are necessary.

Embedding Factors
Ensure that employment and
investment growth is long term,
sustainable and generates direct
benefit to local communities

Strategic Theme Objectives

•Tackle deprivation in communities
•Develop effective innovation capacity
•Improve quality of environment
•Ensure ongoing improvement of business
spaces
•Develop effective business processes

Strategic Theme Objectives

3.93 In many instances, there will be a direct link between enabling and embedding
functions. For example, the development of a quality skills base will both enable
employment growth and support the embedding of this growth. The same is true of a
number of other key components as outlined below.

Theme 1 – Tackle Deprivation in Communities

3.94 Economic growth is more likely to be achievable and have long lasting benefits
where local communities are fully equipped to take advantage of new opportunities.
This requires that Thurrock’s communities are not constrained from full participation in
the local economy and that individuals do not face unnecessary barriers to
participation. As such, consideration must be given specifically to supporting the
most disadvantaged communities and neighbourhoods in the Borough. This effort
must build upon existing activity and utilise the current infrastructure for delivery of

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both mainstream and specialist support services to communities, as well as the

expertise and skills of Thurrock’s voluntary and community sector.

3.95 There are a number of factors that should feature in efforts to support local
neighbourhoods, these include:

x Facilitating access to and delivery of key mainstream services, particularly

health, welfare and learning services;

x Supporting the capacity of the community and voluntary sector as deliverers

of services, in particular intensive outreach to the most disadvantaged;

x Acknowledge and act upon poor health in Thurrock and ensure interventions
are put in place to combat this;

x Improving the quality of the existing housing stock in deprived areas; and,

x Improving environmental amenities and open spaces in deprived areas.

Key Intervention Areas

3.96 Cohesive, healthy neighbourhoods are fundamentally important to the future

economic development of Thurrock. This is also important in the context of
development of new social infrastructure which should be taken forward not only in
terms of supporting an increasing population, but with a view also to engaging
socially excluded groups.

3.97 As such, there is a need to develop key components of an ‘economic inclusion

strategy’, including:

x Intensive support for individuals and groups facing particular, and often
multiple, barriers to economic participation, including lone parents, older
unemployed individuals, long-term benefit recipients and disabled people;

x Facilitating the effective delivery and take up of mainstream services in, and
taking delivery of services closer to, the heart of deprived communities; and,

x Enhancing the quality of the social housing stock, in order that housing
conditions are not detrimental to overall levels of economic activity. This
particular aspect of the work is already underway as part of the
Development Corporation and Borough Council’s shared approach to
neighbourhood renewal.

x Developing links between PCT and economic development. Bringing delivery

of health services to the workplace and employment/ economic
development delivery to key health nodes (GP surgeries, pharmacies etc.)

3.98 Successful embedding activities will also require development of the skills and
capacity of the voluntary and community sector in Thurrock. In particular, the sector
should be supported in developing capacity to deliver mainstream and additional
services to communities of need. This sector will play an important role in ensuring
that economic inclusion and activity rates are raised in deprived neighbourhoods,
allowing local people to better take advantage of new job and learning
opportunities. A strengthened community and voluntary sector is very important as a

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‘legacy’ aspect of economic development, supporting communities over the long

term.

3.99 There is also a very important role to be played in this process by social enterprise.
Enterprises that operate as private businesses but which generate a clear social
return are often useful vehicles for delivering much needed services to specific
neighbourhoods, while simultaneously offering learning and training opportunities as
well as enhancing community capacity generally. There is scope to develop the role
of social enterprise much further within Thurrock in order to generate sustainable
forms of support for disadvantaged neighbourhoods.

Theme 2 - Develop Effective Innovation Capacity

3.100 Thurrock’s twin goals of employment growth and economic diversification require
that existing and new businesses create more diverse functions and develop new
products and services. This, in turn, requires that businesses undertake an increased
volume of research and development activity. In order for this to be achieved a
number of factors are important:

x Raising awareness amongst businesses of the benefits of increased R&D,

especially in terms of market penetration and alternative revenue streams;

x Facilitating access to existing R&D related support or to those organisations

that can broker access to this support. Encouraging a much higher take up
amongst Thurrock businesses of the services offered by ExDRA is an important
starting point; and,

x Enabling access to HE level research and R&D facilities where appropriate. In

particular, close collaboration with the most geographically accessible HE
institutions, especially the University of Essex (both the Colchester and
Southend campuses), the University of East London and Anglia Ruskin
University. This process will require intensive activity in terms of marketing the
benefits of increased R&D, developing meaningful access routes and
creating strong collaborative partnerships between Thurrock based
employers and key research departments.

Key Intervention Areas

3.101 The development of greater innovation capacity across Thurrock’s business base will
involve direct outreach support to firms so that they are able to identify and fully
exploit key areas for research, innovation and product development. This will involve
linkage with a network of organisations via physical and virtual means that will
support the sharing of information and learning from best practice.

3.102 It is also important to ensure that innovation is not restricted to the private sector.
Public service providers, as well as the voluntary and community sector must also be
supported in developing more effective ways of designing and delivering services in
order to support the ongoing development of the economic base. As such, it is
important that R&D support and outreach functions are also relevant to the needs of
public and community service operators where this is feasible and appropriate.

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Theme 3 - Improve Quality of Environment

3.103 Access to quality environments – both urban and rural – is vitally important on a
number of fronts. Quality environments are conducive to the improved health of
local communities, acting as a positive influence on economic and broader
community activity. Quality in the natural and built environment also acts as one of
the key factors falling within an effective local inward investment offer. As such, it is
important that both urban and rural environments in Thurrock and the public realm
components of these environments are enhanced in terms of overall quality.

Key Intervention Areas

3.104 The masterplans covering all of the economic hubs within Thurrock will contain
recommendations for improved public realm, better use of open space and
improved access to green areas. Given the importance of presenting an improved
image of Thurrock generally to potential investors, it is important that these plans are
fully realised and are not diluted in the face of competition for space from residential
and other forms of development. It is vital to strike an appropriate balance between
type and quality of development and the availability of quality accessible public
spaces.

3.105 Embedding the benefits of economic growth is related in part to the nature and
quality of public realm and public space. Quality public spaces will help to
encourage good health and economic participation generally and will also act as
part of the incentive structure to both draw in and retain skilled individuals and their
families.

Theme 4 – Ensure Ongoing Improvement of Business Spaces

3.106 As outlined earlier, the development of an appropriate and high quality range of
premises and properties is vitally important to the development of a more diverse
business base. As the economy of Thurrock continues to grow and evolve, so too will
the various associated demands for business space. As such, there must be an
ongoing effort in developing flexible spaces. This is particularly the case in terms of
businesses wishing to expand or diversify individual operations.

3.107 The need to develop appropriate ‘move on’ space for target sectors is vital to the
successful development of the Thurrock economy.

Key Intervention Areas

3.108 It will be critical to ensure that on an ongoing basis Thurrock provides a relevant
range of business spaces that allow firms to locate or start up in the area, to develop
and expand further and therefore ‘move on’ to other types of space as required. A
failure to provide a wide range of quality business space will increase the risk that
firms may move away from the area as they grow and develop.

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3.109 Activity here will involve clear monitoring and recording of the types of business
spaces and premises available in Thurrock as well as the use made of them by local
businesses. This information should be collated and updated regularly and made
available to potential and current occupiers through a web-based portal. In
addition, the ongoing gathering and presentation of this information will provide a
platform upon which decisions can be taken on new capital build for business space
in different locations across Thurrock.

3.110 There is a need here to ensure that where gaps become apparent in the range and
usage of different types of space that steps are taken to actively encourage
developer interest in providing any types of space which may be in short supply.

Theme 5 – Develop Effective Business Processes

3.111 The development of sub-regional, regional and national supply chains with a focal or
nodal point around Thurrock is an important factor in the development of the area’s
economy and the process of embedding new and existing investment. Supply chains
are vital to the effective operation of any business.

3.112 New businesses will be attracted to the area if they perceive robust supply chains are
in place and are directly available to them. In addition, existing businesses can
achieve additional growth if their supply chains are operating effectively in terms of
both scale and quality. For these reasons it is important that some effort is expended
in ensuring that existing and incoming businesses are able to identify and access
strong supply chain networks. There are two key requirements:

x Facilitating and maximising access to London and the broader South East as
a component of supply chain configuration; and,

x Facilitating the development of effective procurement processes, especially

with regard to public sector procurement.

Key Intervention Areas

3.113 There is a clear need to maximise and ‘multiply’ the benefit of growth and investment
by configuring and embedding local supply chains and business ‘ecosystems’. In the
case of Thurrock’s core sectors, this will require development of additional and
secondary supply functions, including part assembly and coordination of
intermediary production inputs.

3.114 An additional objective is the diversification of existing supply side firms and attraction
of additional local suppliers for key target industries, as well as increasing local
employment and income generating opportunities through enhanced supply chains.

3.115 In addition, the development of effective services for investors features as both an
‘enabling’ and an ‘embedding’ factor. It is important that the needs of key investors
are understood and that their changing requirements are taken into account as their
tenure in Thurrock increases.

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3.116 It is also important that the area’s key employers per se are continually engaged in
dialogue, in order to ascertain whether their needs are actually changing over time.
In this way, it will be possible to adapt services as time goes on. For example, in
sectors undergoing some form of business or market re-orientation, a re-shaping of
local business support or skills development infrastructure at short notice will help a
business to maintain market position.

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4. Creating a Network of Economic Hubs

4.1 This Strategy focuses on creating economic growth by generating investment, new
business formation and growth in existing businesses. It is equally important, if Thurrock
is to achieve and exceed its economic goals, that partners work towards the long
term aim of creating a network of high quality, mutually reinforcing economic hubs.

4.2 In line with the recommendations of the Thames Gateway Interim Plan, all of the main
partner agencies across Thurrock need to take a holistic view of the Borough,
ensuring that each key economic hub has a specific role in the wider context of the
area whilst also functioning as a collective entity under the Thurrock ‘umbrella’.

4.3 Partners need to guide development of each economic hub to create defined
economic identifies within the context of a wider network. As such, it is proposed that
appropriate partner groups are set up to guide the economic and physical
transformation of each hub as part of the overall transformation of Thurrock. The
following section outlines the economic ‘vision’ for each of Thurrock’s hubs, outlining
key activities which will contribute to growth in the economy as a whole.

Purfleet
Purfleet’s Role in the Thurrock Economy
4.4 Purfleet will be the gateway to Thurrock for those travelling from London and the west
as well as being the gateway to the wider London area for those travelling from
Thurrock itself. Purfleet will take advantage of its location in relation to London and
the wider South East, becoming the residential location of choice for a highly skilled
workforce drawn to the riverside location and leisure offer afforded by the vast open
space opened up via the RSPB centre.

4.5 The development of the Royal Opera House Production Park will form the basis of a
new creative sector serving London but also benefiting from road transport links and
access to wider UK markets. A new business village at Botany Way will provide a
home for Thurrock’s successful new businesses formed by members of Thurrock’s
existing population and new, higher skilled residents.

4.6 Existing high profile riverside businesses will continue to be supported and will benefit
from a more qualified workforce from across the borough.

Purfleet: Key Activities

4.7 Key milestones in achieving this ‘vision’ for Purfleet include:

x Comprehensive development of Purfleet centre;

x Development of a housing offer which compares favourably to Havering,

Basildon and new developments at Barking Riverside;

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x Continued engagement with Purfleet’s existing business base;

x Successful delivery and marketing of the Royal Opera House Production Park;

x Scoping and identification of partners for the development of a new ‘Business

Village’ at Botany Way.

Grays
Grays’ Role in the Thurrock Economy
4.8 Grays will grow as the district centre for Thurrock and as such will provide
administration and education functions for the Borough’s growing population. The
town will need to provide high quality public services to attract and cater for highly-
skilled residents across the borough. The town’s retail offer will develop as a ‘local’
town centre shopping area as opposed to the regional level retail offer provided by
Lakeside.

4.9 Town centre housing within 45 minutes of Central London will attract a highly-skilled
population which, as with Purfleet, will initially commute to London and elsewhere for
employment, but will later provide the critical mass to drive Thurrock’s economy in
the future.

4.10 A number of the key physical elements of Thurrock’s economic transformation will be
located in Grays. The Learning Campus will drive skills development in the Borough, A
new Community Hospital will form a vital component of social infrastructure and will
be a key element in growing the public service sector in the borough as a whole.
Finally, new office development ‘seeded’ by a growing public sector will provide
significant ‘move on’ space for smaller businesses looking to move from elsewhere in
the Thames Gateway as a whole.

Grays: Key Activities

4.11 Key milestones in achieving this ‘vision’ for Grays include:

x Development of a diverse housing offer which suits both commuters and

locally based employees;

x Ensure the appropriate curriculum offer is developed for the Thurrock

Learning Campus;

x Develop office and other business accommodation;

x Canvas and reflect the needs of Thurrock’s public sector bodies to ensure a
relevant infrastructure base in Grays;

x Ensure relevant town centre improvements to appeal to a broader

population.

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Lakeside & West Thurrock

Lakeside & West Thurrock’s Role in the Thurrock Economy
4.12 Lakeside and West Thurrock will continue to provide a regionally significant retail offer
which will be expanded to include major leisure functions both to the north and
south of the existing shopping centre. As an existing known ‘brand’, Lakeside offers
the potential to provide the ‘big-bang’ to stimulate Thurrock’s office market. A
flagship office development, in the vicinity of Chafford Hundred Station and visible
from the M25 and A1306 would also begin to improve perceptions of Thurrock.

4.13 Like Purfleet, West Thurrock will remain home to some of Thurrock’s best known
incumbent businesses. The obvious transport benefits, however, also create further
opportunity to develop high quality road based logistics functions in the area. New
residential development will address some of the perceived lack of ‘executive
housing’ and will complement rapid employment growth at London Gateway,
Lakeside and Tilbury.
Lakeside and West Thurrock: Key Activities

4.14 Key milestones in achieving this ‘vision’ for Lakeside and West Thurrock include:

x Continuing to make the case for expanded retail at Lakeside;

x Undertake feasibility analysis and develop a marketing offer for significant

high profile office development at Lakeside;

x Support the development of appropriate executive /’move on’ housing

around London Road and Bluelands Quarry;

x Ensure appropriate consideration is given to the marketing of new leisure

facilities to a regional and national audience.

Tilbury
Tilbury’s Role in the Thurrock Economy
4.15 The continuing success of port activities at Tilbury means that the area will continue to
be a significant source of employment within Thurrock, as well as home to a satellite
of the proposed Academy of Transport and Logistics at London Gateway. A
complementary relationship with London Gateway will mean that Tilbury will
continue serve European markets while London Gateway will focus on growing
international markets.

4.16 The riverside location, port and transport links make Tilbury an ideal location for the
growth of Thurrock’s Environmental Technologies and Energy opportunity sector. The
development of a new Coal Power Station should be accompanied by a feasibility
process for a new sustainable industrial park which could become the home to a
sophisticated new generation of firms in the ETE sector.

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4.17 Development sites available around Tilbury mean that the area will have significant
new housing. This development must be carried out in a way that ensures socio-
economic uplift for the existing community. The Bata site in East Tilbury in particular
should be considered as a possibility for quality residential development linked to the
new workforce at London Gateway and wider South Essex. A combination of quality
residential development with flexible space for creative and cultural sector activity in
this location could create significant impetus in terms of the image and re-branding
of the area.

Tilbury: Key Activities

4.18 Key milestones in achieving this ‘vision’ for Tilbury include:

x Explore the potential for developing further employment land for a

sustainable industrial park in the vicinity of the new Tilbury Power Station;

x Ensure complementarities between Tilbury and London Gateway including

the development of the academy of Ports and Logistics;

x Target ‘neighbourhood renewal’ embedding interventions in key deprived

wards in Tilbury (St Chads, East Tilbury);

x Consider residential proposals for East Tilbury, whilst ensuring improved links to
Tilbury’s new town centre.

London Gateway
London Gateway’s Role in the Thurrock Economy
4.19 London Gateway is Thurrock’s biggest opportunity to deliver something in the
Borough which has national and international significance. This will bring large scale
employment in port and logistics sectors as well as in supporting industries via
development of a large scale business park. London Gateway is private-sector led
and as such reduces the level of risk absorbed by the public sector as well as
facilitating substantial employment growth within the Borough.

4.20 To maximise the long term impact of London Gateway, a National Academy for
Transport and Logistics should be considered on or within sight of the new port.
Taking its cue from similar internationally recognised developments, this should
provide a tailored educational offer as well as key facilities to be used by businesses
located on both the ‘dry’ and ‘wet’ sides of the port. A satellite at Tilbury will help
foster and maintain links between the two ports.

4.21 The remainder of the South East Thurrock area, and Corringham, will largely be
residential and mixed-use in nature (with a local business presence as opposed to
significant sector development) and as such an improved level of service provision
will be necessary to support the local population and business base.

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Long Term Objectives

4.22 Key milestones in achieving this ‘vision’ for London Gateway include:

x Develop relationships between DP World and relevant public sector partners

as well as providing links to the existing business community;

x Work with relevant partners to ensure the maximum inward investment

benefit is extracted from the development;

x Provide clear leadership for the Academy of Skills and Logistics;

x Support the development of necessary road and rail infrastructure for London
Gateway.

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5. The Way Forward

5.1 The economic and physical development of Thurrock is currently subject to an
intensive period of planning and design. In particular, the masterplans covering the
five economic hubs, despite being at various stages of completion, are proposing
specific types of development in particular locations. This in turn generates
predictions regarding the spaces and sites for new employment generation.

5.2 As indicated earlier, potential for job growth is greatest at London Gateway and
Lakeside/West Thurrock. As a result, it is important that the necessary ‘front-end’
activities are undertaken by the time that this employment growth is predicted to
come on stream. For growth to be ‘enabled’, the relevant inward investment, skills,
business development and infrastructural interventions will need to have taken place
to maximise impact. This enabling activity must start immediately and will focus upon
a four year period between 2007 and 2011 when, it is anticipated, the main period of
net employment growth in Thurrock’s economic hubs will begin. It is envisaged that
this enabling activity will continue up to (and potentially even beyond) 2014 when
the Development Corporation reaches the end its lifespan.

5.3 As employment growth and investment begins to be generated in Thurrock, activities

focussed on ensuring this growth is sustainable will need to start. The Development
Corporation and its partners’ activities must at this point become focussed on
‘embedding’ economic/employment growth and investment, ensuring that it is
continuous and that Thurrock successfully completes its economic transformation. A
concerted period of embedding activity will take place beyond the lifespan of the
Development Corporation. Mechanisms and structures will be in place to ensure that
this activity continues until 2021 and beyond.

5.4 The economic transformation of Thurrock and the creation of substantial new
employment must be seen as long term process and will require strong partnership
working over a significant period.

Action & Implementation

5.5 The realisation of the Thurrock Economic Development Strategy will ultimately involve
the successful delivery of a number of specific project actions, building directly upon
the ‘areas for intervention’ outlined in this document. Priority actions with associated
phasing and costs are presented in detail in an accompanying Implementation Plan.

5.6 Project implementation will require action and contributions from a variety of
partners, and these partners will vary depending on the specific nature of the
actions. It is imperative that the relevant partners agree the detail of the actions and
the precise phasing of delivery.

5.7 A number of the priority actions for Thurrock are already underway or are likely to
begin in the near future. In addition, an important element of delivery of economic

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improvement for Thurrock is tied to the successful implementation of the various

masterplans, each of which acts as a platform for economic growth in its own right,
supporting the contributions by various partners. The actions of the Development
Corporation, as a facilitator of physical change, will provide leverage for improved
impact on the part of a whole range of economic development partners.

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