Rochford Rising: Leadership, Inclusion, and the Future of Local Government
- truthaboutlocalgov
- Oct 29
- 7 min read
Rochford District Council is undergoing a significant transformation under the leadership of Councillor Danielle Belton, the first female leader of the council. Since her appointment in May 2025, Belton has spearheaded a coalition administration comprising the Conservative Group, Rochford District Residents (RDR), and the Rochford and Foulness Wakering Independents Group, united by a shared commitment to transparency, member-led governance, and inclusive leadership.
“Given the current uncertainty due to Local Government reform, we believe that transparent, engaging and Member-led leadership is vital for the future of the District,” said Cllr Belton at the Annual Council meeting.
Inclusive Leadership and Workforce Culture
Rochford’s People and Culture Strategy 2024–2026 sets out a bold vision for developing a high-performing, inclusive workforce. The strategy focuses on three pillars: Our People, Our Culture, and Our Future, and is aligned with the council’s corporate plan, Our Rochford, Our Plan.
The strategy was informed by employee engagement surveys and internal audits, and aims to: build capability and capacity across the workforce; foster a culture of inclusion and performance and prepare the organisation for future challenges.
Community Engagement and Strategic Planning
Rochford has long prioritised community involvement. Its Statement of Community Involvement goes beyond statutory requirements, ensuring residents, businesses, and voluntary groups have a voice in planning and development decisions.
The council also maintains a Youth Council, giving younger residents a platform to influence local policy, and has formed strategic partnerships with neighbouring authorities like Brentwood to enhance service delivery and democratic engagement.
Economic Development: A District on the Move
Rochford’s Economic Growth Strategy 2025–2028 outlines four key pillars:
Town Centre Regeneration
Growing Businesses
Skills Development
Sustainability and Green Economy
The district has secured over £1 million in UK Shared Prosperity Fund (UKSPF) grants, supporting local businesses, cultural events, and workforce training initiatives. The London Southend Airport Business Park continues to be a major employment hub, contributing to Rochford’s above-average employment rate of 83% home ownership and low deprivation levels.
Housing and the Challenge of Local Government Reorganisation (LGR)
Housing remains a contentious issue. The district faces a government-imposed target of 669 new homes per year, nearly double the previous figure of 356. A proposed 10,000-home new town on the border with Southend has sparked concern among councillors and residents alike.
“We need to build 15,000 homes in about 15 years, but with this new town it would add around 5,000 homes to that figure,” said Cllr Belton. “Just because housing can physically fit doesn’t mean it fits with our ethos and values in the district.”
The council is also navigating the complexities of Local Government Reorganisation (LGR). Rochford has rejected several proposed unitary configurations and is now exploring its own four-unitary model, backed by a £250,000 reserve and a resident survey targeting 400 responses.
1. Member-Led, Transparent Leadership
Under Cllr Danielle Belton’s leadership, Rochford District Council has embraced a model of governance that prioritises transparency, teamwork, and shared ownership. The coalition administration formed by Conservatives, Rochford District Residents, and Independents has committed to weekly newsletters, open-door communication, and cross-party collaboration.
This approach has helped build trust not only within the council chamber but also with the wider community. Cllr Belton has described the model as “a leadership style that listens first, acts second, and always seeks consensus.”
“We’re not here to play politics we’re here to serve our residents. That means sharing decisions, being honest about challenges, and celebrating success together,” said Belton in a recent council briefing.
The council’s internal engagement scores have improved by 17% year-on-year, and member attendance at cross-party working groups has reached 92%, reflecting the strength of this inclusive governance model.
Key takeaway: Strong communication and shared ownership are essential for sustainable leadership. Rochford’s example shows that transparency isn’t just a value it’s a strategy.
2. Economic Growth Rooted in Local Identity
Rochford’s economic development strategy is a masterclass in place-based growth. Rather than chasing generic investment, the council has focused on celebrating local character and supporting independent businesses. Initiatives include:
Shopfront improvement grants to revitalise high streets
Free parking trials to boost footfall in town centres
The appointment of a Tourism and Heritage Officer to promote Rochford’s unique assets, from its market town charm to its aviation history
These efforts are paying off. According to council data, retail vacancy rates have dropped by 8%, and local business satisfaction scores have risen to 78%, up from 61% the previous year.
“Economic development isn’t just about numbers it’s about pride, identity, and belonging,” said the council’s Head of Economic Growth. “We want our residents to feel that their town is thriving because of them, not in spite of them.”
The council has also leveraged £1.2 million in UK Shared Prosperity Fund grants, supporting local events, business mentoring, and green enterprise initiatives.
Key takeaway: Economic development thrives when it’s locally rooted and culturally connected. Rochford’s strategy shows that councils can grow their economies without losing their soul.
3. Protecting the Greenbelt with Purpose
Rochford District Council is standing firm in the face of rising housing targets, defending its Greenbelt land as a vital part of the district’s identity and environmental health. With government-imposed targets now requiring 669 new homes per year, up from 356, the pressure to develop is intense.
In response, the council has secured £70,000 from the Ministry of Housing, Communities & Local Government to conduct a comprehensive Greenbelt Review, assessing which areas must be protected and which might qualify as “Grey Belt” under new national definitions.
“We are committed to protecting our Green Belt while also ensuring that our Local Plan meets the needs of our residents,” said Cllr Jim Cripps, Chair of the Planning Policy Committee. “This funding will enable us to carry out a thorough assessment, safeguarding our most valuable green spaces while taking a balanced approach to future development.”
Cllr Danielle Belton has also voiced strong opposition to mandatory housing targets, arguing that brownfield development and the reuse of over 1,000 empty homes should take precedence over building on cherished countryside.
“We need to be focused on filling the big number of empty homes we have before building new ones,” Belton said. “It’s disappointing that just days after a new government was appointed, our Greenbelt appears to be at greater risk.”
The council’s Brownfield Land Register, updated annually, identifies sites suitable for development and helps shape a sustainable housing strategy that avoids unnecessary sprawl.
Key takeaway: Councils must balance housing needs with environmental stewardship and community identity. Rochford’s proactive stance offers a model for resisting unsustainable development while still meeting local needs.
4. Community Empowerment in Action
Rochford District Council is investing in hyperlocal empowerment through two major funding initiatives: the Rochford Community Fund and the Rochford Priority Fund. The Community Fund, launched in partnership with Active Essex and the Castlepoint and Rochford Health and Wellbeing Board, offers grants of up to £2,000 for not-for-profit projects that improve wellbeing, sustainability, and social cohesion. In 2025, 17 organisations received a total of £28,791.50, supporting initiatives ranging from mental health workshops to environmental clean-ups.
“Strong communities are built on local leadership and the dedication of those who recognise gaps in services and step forward to create solutions,”
said Julie Gooding, Chair of the Health and Wellbeing Board. Meanwhile, the Priority Fund allocated £900 to each ward councillor, empowering them to work directly with residents to identify and support local projects. From defibrillator installations to youth club support and tree planting, even modest grants are making a tangible difference.
“The Rochford Community Fund is about empowering local people to create meaningful change where it matters most,”
said Cllr Lisa Newport, Chair of the Communities, Wellbeing & Housing Committee.
These funds are aligned with the council’s Corporate Plan 2024–2028, which prioritises thriving communities, green spaces, and inclusive economic growth.
Key takeaway: Empowering communities with resources and recognition fosters resilience and inclusion. Rochford’s funding model shows how councils can support grassroots innovation and build stronger local networks.
5. Navigating Local Government Reorganisation
Rochford District Council has taken a bold, community-led approach to the most significant structural reform in local government in over 50 years. With the Government pushing for the replacement of the two-tier system in Essex, Rochford launched a record-breaking public consultation, receiving over 1,090 responses a remarkable turnout for a district of around 87,000 residents.
The council rejected two major proposals that would have merged Rochford with Southend, Castle Point, Basildon, and Thurrock, citing concerns over loss of identity and rural protection. Instead, it backed the Best4Essex Four Unitary Model, which would see Rochford join Brentwood, Maldon, and Chelmsford in a new Mid Essex authority.
“This is the only option that delivers certainty, sustainability and ambition for every part of our county,” said Cllr Danielle Belton, Leader of Rochford District Council. “It reflects what residents have told us they want simpler, accountable councils that protect services and stay close to communities.”
The council allocated £250,000 to support the development of its own business case, including commissioning external support and conducting a targeted survey to reach at least 400 residents, ensuring the proposal was shaped by local voices.
The Best4Essex proposal emphasises:
Local identity and place-based governance
Financial sustainability with unitary populations between 325,000–640,000
Community-powered models including Citizens’ Assemblies and Neighbourhood Committees
Key takeaway: Councils must engage residents meaningfully and advocate for models that reflect local values. Rochford’s proactive stance shows how local authorities can retain autonomy and identity even amid sweeping reform.
Conclusion: A Model Worth Watching
Rochford District Council’s transformation under Cllr Danielle Belton is a compelling case study in proactive leadership, community-first thinking, and strategic clarity. From defending the Greenbelt and empowering grassroots groups to shaping the future of local government, Rochford is proving that localism, when done well, is powerful. Whether you're a councillor, officer, or policy shaper, there’s much to learn from Rochford’s journey. It’s a district that’s not just reacting to change but leading it.
