fb-trackingSkip to main content

Our strategy for growth

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.

London’s Growth Opportunity

15 minutes to the City - 15 minutes to the M25

This map shows how well situated Barking and Dagenham is for business.

Barking and Dagenham at the heart of London's growth

Growth Strategy

Growth Strategy 2013-2023 (PDF, 2.32 MB)

Barking and Dagenham Growth Commission Toggle accordion

No-one left behind: in pursuit of growth for the benefit of everyone

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;

  • housing
  • business
  • transport and infrastructure
  • culture and heritage
  • urban design
  • educational attainment
  • skills and employment

The report

No-one left behind: in pursuit of growth for the benefit of everyone

No-one left behind - in pursuit of growth for the benefit of everyone (PDF, 247.37 KB)

Short summary of the main report

Summary version - No one left behind (PDF, 73.71 KB)

Final Report of the Barking and Dagenham Growth Commission Part 2

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)

A brief overview

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:

  • much more active involvement of local people and communities, organised and empowered to support and challenge the public and private sectors
  • the development of the housing offer of the borough to reflect London’s diversity. More and better affordable housing stock, a well regulated private rented sector and very substantially increased numbers of owner occupied housing
  • a vibrant local business community, providing a home for local entrepreneurs and businesses, large and small from around the world
  • a commitment that no-one, and no ethnic group, is left behind, and that the council will support every person and every family to fulfil their potential through education, work and, where needed, social support


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.