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We've adopted an ambitious strategy for growth which explains how we intend to capitalise on our excellent location, the availability of land, and affordable prices locally to drive growth and deliver 50,000 new homes and 20,000 new jobs over the next 20 years.
Underpinning the strategy is our emerging Local Plan which is the borough’s key strategic planning document used to shape growth in the borough for the next 15 years.
15 minutes to the City - 15 minutes to the M25
This map shows how well situated Barking and Dagenham is for business.
Growth Strategy 2013-2023 (PDF, 2.32 MB)
Report of the Barking and Dagenham Independent Growth Commission
We recently asked a team of independent experts to form a Barking and Dagenham Growth Commission, to review our ambition to be London’s growth opportunity and recommend how to maximise the contribution of the borough to the London economy; generating growth in Barking and Dagenham in a way that benefits all residents.
They carried out their review between October and December 2015, seeking views from local residents, groups and a range of stakeholders.
Their report was published on 24 February 2016 and included 109 recommendations.
The recommendations cover all aspects of the borough’s economic growth including;
No-one left behind - in pursuit of growth for the benefit of everyone (PDF, 247.37 KB)
Summary version - No one left behind (PDF, 73.71 KB)
Appendices containing the data and analysis that contributed to the main report.
Final report of the Barking and Dagenham Independent Growth Commission - Part 2 (PDF, 1.81 MB)
The commission recommends that we commit to a 20-year vision that is supported by ambitious goals.
They also say that if we are to achieve our goals we will require a series of major transformations to take place:
The commission concludes that we have the right vision: Barking and Dagenham really is London’s growth opportunity.
They also highlight that we are at a key moment in our history, with the ambition to become an inclusive, prosperous and resilient place, in which all communities have the opportunity to fulfil their potential.
But they do point out that we need to be bolder and more strategic in some areas, whilst stepping back in others.
The report confirms we cannot continue as we are.
This report comes at a time when we are being forced to make savings of £63million over the next four years – having already made £100million savings in the last four years.
This means the role of the council needs to change and we should seek to enable and support; setting the direction for local people, businesses and the community and voluntary sector, as well as with government.
As a result the traditional role of the council as a provider needs to evolve, so that we are doing less directly but enabling others to do more.