Employment History
| Period | Role | Organisation | Key Responsibilities |
|---|---|---|---|
| 2013 – Sep 2020 | Chief Executive | Torbay Council | Overall leadership of council operations, strategy, finance; steering major regeneration and infrastructure projects; managing budget cuts and service redesigns; stakeholder engagement. torbay.gov.uk |
| 2011 – onward | Chief Executive | Torbay Development Agency (TDA) | Leading economic development initiatives; managing property & business services; delivering capital programmes; reinvesting profits into local economy; leading TDA’s growth and expansion. torbay.gov.uk+2devonlive.com+2 |
| Prior to 2011 | Various leadership / economic development roles | Torbay Council / related companies | Likely involved in earlier regeneration / development agency roles, oversight of partnerships, business development. (Specific pre-2011 roles not fully documented in sources consulted.) |
Other Roles & Board Memberships
- Board / Director roles in companies connected with Torbay’s economic initiatives, including Brighter Bay Ltd, TorVista Homes Ltd, and other entities. Company Director Check+2Company Director Check+2
- Governorships / educational governance: e.g. Governor at South Devon College. southdevon.ac.uk
Director and Company Involvements
- Director of Torbay Economic Development Company Ltd (TDA). Company Director Check+1
- Involved in Brighter Bay Ltd (past) and TorVista Homes Ltd. Company Director Check+2Company Director Check+2
Additional Skills & Strengths
- Strategic leadership and change management under financial constraint
- Project delivery: infrastructure, regeneration, housing, business parks
- Financial oversight: investment funds, council budgeting, profit reinvestment
- Stakeholder engagement: central & local government, private sector, community groups
- Economic development and regeneration expertise
Education & Professional Qualifications
(Not found in current public sources – to be added)
Personal
- Based in Torbay / South Devon area.
- Has demonstrated commitment to the local economy and the social outcomes for residents.
- Enjoys working across sectors to balance service delivery, economic growth, and community needs.
Publicly reported low points, criticisms and governance concerns
1. Repeated council budget pressures and emergency spending controls (2018 onward) — factual
Torbay faced significant budget stress during Parrock’s leadership, including multi-million pound overspends and decisions to halt non-urgent spending to manage financial risk. This was widely reported and discussed in council papers and local government press. Critics and opposition councillors repeatedly pointed to the council’s finances as a low point of the administration. Local Gov+1
2. Planning / regeneration schemes that were legally challenged or quashed (Torquay Pavilion) — factual / reputational
A high-profile Torquay Harbour / Pavilion redevelopment permission was quashed by the courts in 2018 after a judicial review found the Council had not complied with the Habitats Directive. That ruling and the drawn-out saga around the Pavilion were a reputational setback for council-led regeneration. (Multiple follow-ups and community anger followed.) Richard Buxton Solicitors+1
3. Long, disputed redevelopment projects (Oldway Mansion etc.) — factual / contested
Major heritage assets (for example Oldway Mansion) were mired in protracted redevelopment disputes — including legal claims against the council and terminated deals — which left buildings derelict for years and prompted criticism about decision-making and risk management. Wikipedia
4. Perceived conflicts / governance concerns around the TDA / council relationship — documented review
The governance relationship between Torbay Council and the Torbay Economic Development Company (TDA) attracted scrutiny. The Local Government Association (LGA) carried out a governance review of how the council exercised control and influence over TDA after questions were raised — the review itself documents concerns about clarity of control, roles and accountability. (This is a formal governance finding rather than a personal allegation.) torbay.gov.uk
5. Holding or seeking dual roles (TDA involvement while a senior council officer) — documented and criticised as a potential issue
Council appointment papers and minutes show Parrock asked to retain employment/roles with the council’s wholly-owned economic development company (TDA) while holding senior council posts. That arrangement was legally possible (Teckal arrangements are referenced) but created a perception among some observers and councillors of blurred lines between council and commercial company responsibilities — a classic governance risk that later fed into formal review. torbay.gov.uk+1
6. Unpopular or contested development decisions and local backlash — factual (media reports)
Various proposed housing and development schemes generated local backlash and public meetings (for example recent opposition to new housing sites and ongoing Pavilion debates). These show repeated community dissatisfaction with how planning and regeneration were handled. (Local press documents community opposition and council responses.) Torbay Weekly+1
7. Timing and context of departure from the council (2020) — factual, with political context
Parrock stepped down as Torbay Council Chief Executive in mid-2020 and resumed full-time with TDA; the council cited a desire to focus on economic recovery post-COVID. The departure came against a backdrop of financial pressures and governance reviews — observers interpreted timing in different ways, ranging from strategic redeployment to a response to mounting pressures. I’m noting the chronology because context matters when evaluating leadership outcomes. torbay.gov.uk+1
Chronological timeline (key events)
- 2011 — TDA/incorporation context: TDA established by Torbay Council (background to later governance questions). torbay.gov.uk
- 2013 — Steve Parrock serving as Torbay Council Chief Executive (start of period covered). (Contextual.)
- 2015–2018 — Regeneration projects develop (Pavilion planning application decisions, Oldway deals/agreements). Planning permission and listed building consent for the Pavilion were issued 15 June 2018. torbay.gov.uk
- Aug 2018 — Council places moratorium on “non-urgent spending” due to predicted overspend; Q1 2018/19 budget monitoring showed a predicted revenue overspend of ~£2.9m (children’s services demand a major driver). torbay.gov.uk+1
- Jul 2018–2019 — Torquay Pavilion judicial review: consent order / council conceded breach of Habitats Directive; planning permission was quashed. This required matter to be reconsidered and was a reputational and programme setback. Richard Buxton Solicitors+1
- 2016–2019 — Oldway Mansion: developer claims (reported >£8m claim by Akkeron), agreements terminated, the site left in poor condition; subsequent years saw debate about sale/trust and eventual restoration funding announcements in 2025. Wikipedia+1
- Aug 2020 — LGA peer/governance review commissioned and published in August 2020 examining how the council exercised control and influence over TDA; a detailed action plan followed. The review records concerns about clarity of roles, governance and accountability. torbay.gov.uk+1
- 17 Jul 2020 — Torbay Council press release: Steve Parrock announced stepping down as Chief Executive and to resume full-time role with TDA from 1 Sept 2020. Interim Chief Executive appointed in late July 2020. torbay.gov.uk+1