Oxford Sustainable Communities Strategy 2008 2012

Oxford
Strategic
Partnership
www.oxfordpartnership.org.uk
Oxford
A World-Class City for Everyone
Oxford’s Sustainable Community Strategy

2008–2012
Oxford
Strategic
Partnership
p p g
Oxford
Strategic
Partnership
Oxford
A World-Class City for Everyone
Oxford’s Sustainable Community Strategy

2008–2012
Contents
1 Foreword 2
2 Introduction 3
3 The Vision for the City 4
4 About the City of Oxford 5
5 Spatial Planning:
The Local Development Framework and the
Core Strategy 7
6 Flagship Issues 9
6.1 Affordable Housing 9
6.2 Health and Social Inclusion 14
6.3 Climate Change 18
6.4 Quality of the Public Realm for Residents and Visitors 22
6.5 Safer, Stronger, more Cohesive City 26
7 Membership of the Oxford Strategic Partnership 32

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1 Foreword
Oxford. The name alone conjures up an image for people around

the world. Those of us who live, work or study here know that
there is a wonderful Oxford heritage to be celebrated but we also
know that there is much more to the city as well.
The Oxford Strategic Partnership has looked at the city’s successes

and challenges to create this strategy. It has chosen not to create a
list of every single organisation, initiative, project or programme
that is trying to make life in Oxford better. It has chosen instead to
focus on two questions.
First, what are the main issues about which the people of Oxford
are concerned? Second, which of these issues does it think
requires more action than that already being undertaken by
existing organisations and partnerships.
It is well aware that its choices can and should be open to

challenge. It knows that these priorities will change over time.
As you read this strategy, I invite you to think about what you, or
your organisation, can do to help address these issues. If there is
one message that has come through our work, it is that Oxford
becomes stronger the more that we all work together to develop
the Oxford City that we all want to see.
Jackie Wilderspin
Chair of the Oxford Strategic Partnership
2 Oxford: a world-class city for everyone

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2 Introduction
Local Strategic Partnerships (LSPs) were introduced as part of the

Local Government Act in 2000. They bring together, at a local level, the
different parts of the public sector as well as the private, business,
community and voluntary sectors so that local issues and priorities can
be tackled together.
LSPs are responsible for developing and driving the implementation of

Community Strategies and Local Area Agreements. The Oxford Strategic
Partnership (OSP) is Oxford City’s Local Strategic Partnership.
Membership includes key individuals from the Oxford City and
Oxfordshire County Council, Thames Valley Police, Oxfordshire Primary
Care Trust, Oxfordshire Community and Voluntary Action, University of
Oxford, Oxford Brookes University and other organisations in the city.
More details about the OSP can be found in Section seven.
In 2004, the OSP published its first Community Strategy: ‘Oxford's

Community Strategy – building a city where everyone is valued’.
There were five themes in the 2004 Community Strategy:

쮿 A Vibrant and Inclusive Economy
쮿 Safer Communities
쮿 A Better Living Environment
쮿 Opportunities for Life
쮿 Active and Healthy Communities.
The objectives set out in the 2004 strategy have been monitored and the
results published on the OSP website at www.oxfordpartnership.org.uk
Following a strategic review of the 2004 strategy and its outcomes, and
further consultation in 2006 and 2007, the OSP adopted the following
revised priorities for the 2008–2012 strategy:
A cross cutting theme of the economy in the city and five

flagship issues where the OSP feels it can add value:
쮿 Affordable Housing
쮿 Health and Social Inclusion
쮿 Climate Change
쮿 Quality of the Public Realm for Residents and Visitors
쮿 Safer, Stronger, more Cohesive City
The vision and issues will feed into the priorities of the Oxfordshire LSP.
This is the Oxfordshire Partnership’s Sustainable Community Strategy for
Oxfordshire as a whole that will recognise the local needs and priorities
of Oxford City. Targets are being developed in all areas and will be aligned
with the Local Area Agreement.
Oxford’s Sustainable Community Strategy 2008–2012 3

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3 Oxford: The Vision for

the City
Our over-riding ambition is that Oxford will be a world-class city for everyone.
Oxford as a city will build on its heritage and its international reputation as a
place of learning and innovation to create high quality life outcomes for all
those who live in the city. We shall develop a city that becomes carbon neutral
with high eco standards that protect the health and wealth of all our citizens
and which will be a model of good practice locally, nationally and
internationally. We shall enhance the role of the city within Oxfordshire and
the South East of England as a sub-regional capital assisting surrounding
areas by the development of high quality, sub-regional and regional services
and facilities.
Oxford will do this by:
쮿 Managing economic development so as to maximise sustainable high

value jobs in a low-carbon economy
쮿 Strengthening high value tourism and conference markets which build
on the academic, business, cultural and retailing strengths of the city to
influence the nature of visits to the city
쮿 Developing a comprehensive housing strategy that will, over time,
provide high quality and appropriate housing to all our citizens
쮿 Building on existing partnerships that will, over time, effectively reduce
disparities of opportunity and outcome in fields of health, education, and
wealth creation in differing parts of Oxford
쮿 Developing high-level partnerships between the public and private
sectors and the voluntary and community sector and the City Council to
research and test high quality eco solutions to current climate change
and other problems caused by high costs of energy and to implement
them in Oxford in a way that is replicable internationally
쮿 Making Oxford a healthier, greener, more cohesive and safer place,
enhancing residential areas and giving special attention to the city centre
and the district centres
쮿 Developing innovative clean, green systems of transport that will link the
opportunities of Oxford to the wider world.

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4 About the City of Oxford
Oxford is centrally located within England, and is at the heart of the

county of Oxfordshire.
Oxford is one of the most photographed, filmed, and written about cities
in the world. The enduring images are of historic Oxford and these
images are vital to our flourishing tourist industry because it is historic
Oxford that tourists visit in millions. It is, however, only one part of our
city’s story. Oxford at the beginning of the 21st century, while still with its
historic core and green spaces, is a far cry from its media stereotype.
People
The population of Oxford in mid-2007 is estimated to be 151,000.1
In marked contrast to other parts of the county, Oxford is ethnically and
culturally diverse, with the third highest minority ethnic population in the
South East. The city is not only culturally diverse but also youthful. 32% of
Oxford’s population consists of 16–29-year-olds. This is twice the national
average.2 Over 30,000 students studied full-time at the two universities3
in 2005/06; this is the highest proportion of students in England and
Wales.4
Economy
Contemporary Oxford is a global brand. It is an economic hub at the
centre of the South East Plan’s central Oxfordshire sub-region and the
Regional Economic Strategy’s ‘diamond for investment and growth’. As
such it is part of a sub-region with the greatest concentration of research
and development in western Europe, with a world-class knowledge
economy that underpins continued prosperity not just in Oxfordshire but
in the South East of England and beyond.
The city is home to around 3,400 businesses providing 108,000 jobs.

There has been little change in the total number of jobs in Oxford over
the last 30 years. As manufacturing has declined, these jobs have been
replaced by jobs in health, education and the service sectors. 89% of
employees now work in services, including 42% in public administration,
education and health.5 Other key features of the local economy include 1 Source: Mid Year Estimates 2007, Office for National
Statistics
the bioscience sector, IT, software and creative media businesses and 2 Source: 2001 Census, Office for National Statistics
3 Source: Higher Education Statistics Agency
university ‘spin-off’ companies. Oxford has a high level of in-commuting, 4 Source: 2001 Census, Office for National Statistics
with around half its workforce living outside its boundary.6 5 Source: Various, available from Nomis
(www.nomisweb.co.uk)
6 Source: 2001 Census, Office for National Statistics
Oxford is a top international tourist destination and attracted 7 Source: The Economic Impact of Tourism Oxford 2005,
approximately 8.8 million visitors in 2005.7 Tourism South East

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The city centre is a regional shopping destination, which performs extremely

well and has a low vacancy rate. Oxford is ranked sixth as a retail centre of
regional importance in the South East.
Over 3,000 voluntary and community groups exist in Oxfordshire with a

large proportion providing services to the residents of Oxford City8.
More information about the organisations in the sector can be obtained at
www.oxnet.org.uk
Oxford is committed to fairtrade and is a Fairtrade City.
Standards of living
Oxford is an affluent city. However, median earnings of residents (£488 per
week) are lower than the regional average9 and the city contains pockets of
severe deprivation. Of 85 areas in Oxford, 18 are among the 30% most
deprived areas in England.10 These areas suffer multiple levels of deprivation
– low skills, low incomes and high levels of crime.
The city is a densely-packed urban space – covering 46 sq km (29 sq miles) –

with very high levels of housing density. There are severe pressures on
housing stock, with large concentrations of homes in multiple occupation
and significant numbers of homeless and other vulnerable groups. House
prices in Oxford are almost ten times greater than annual incomes.11
This ratio is considerably higher than the South East average. Consequently
the average joint attainable mortgage is far lower than the average price of
houses. As house buying in the city is out of reach of most households, there
is a huge demand for more affordable rented housing in Oxford.
Oxford in 2008 is a dynamic, modern city, with all the advantages and some
of the disadvantages that cities bring. It is a dynamic mix of opportunities
and challenges. The strategy that is set out in the following pages aims to
build on the city’s advantages and find proactive and innovative ways
to overcome its disadvantages.
8 Oxford City Council provided £1.6m in grants to

community and voluntary sector organisations in
2006/07
9 Source: Annual Survey of Hours and Earnings 2007,
Office for National Statistics
10 Source: Indices of Deprivation 2007, Department for
Communities and Local Government
11 Source: Ratio of median house price to median
earnings 2007, Department for Communities and
Local Government

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5 Spatial Planning: The Local

Development Framework and
the Core Strategy
Spatial planning is a key means of delivering our vision for the city.
Oxford City Council is currently preparing the Oxford Local Development

Framework (LDF). The LDF is a folder of spatial planning documents that will
replace the current Oxford Local Plan and County Structure Plan.
The LDF Core Strategy will set out the spatial planning framework for Oxford
up to 2026. As such, it will be a key means of achieving the objectives of the
Sustainable Community Strategy (SCS). It will do this by:
쮿 indicating which types of development are appropriate in which

locations
쮿 considering how land-use, design and movement should integrate with
other strategies – e.g. health, education and community safety – to
improve our overall quality of life.
There are constraints on spatial planning in Oxford, including a shortage of

available land, the city's tightly drawn administrative boundary, a number of
important environmental designations, and the division of services between
different tiers of local government.
It is, therefore, essential that the strategies complement one another.
The Oxford SCS and the Core Strategy are being prepared in close
collaboration, with City Council planners reporting regularly to the
Strategic Partnership. As a result, the aspirations set out in the emerging
Core Strategy vision are very similar to those in the SCS vision. The Core
Strategy argues that Oxford should:
쮿 build on its unique heritage and international reputation. It emphasises

the importance of new developments contributing to the distinctive
character of particular areas of Oxford
쮿 be at the forefront of measures to tackle climate change
쮿 enhance its role as a sub-regional capital and service centre, e.g. by
promoting sustainable tourism and the renaissance of the West End
쮿 build on its strengths as a centre of excellence in areas such as higher
education, health services, car manufacturing, and medical and
scientific research.
More specifically, the Core Strategy also proposes:
쮿 achieving a high level of affordable housing from residential

development and by requiring an appropriate contribution from
commercial development

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쮿 adopting strong planning policies on flood protection and minimising

the use of energy and natural resources in new developments to
mitigate the impact of climate change
쮿 addressing the theme of health and social inclusion by:
• promoting the provision of high quality convenient local health
services
• prioritising new green spaces in areas with a significant current
shortage
• promoting regeneration in the most deprived areas of the city.
The Core Strategy has reached an advanced stage and is due to be adopted
by the end of 2009. The ‘Proposed Submission’ document, published for
consultation in September 2008, includes a set of policies that take on
board the vision and themes of the SCS.

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6 Flagship Issues
6.1 Affordable Housing

Key Objective
To provide more affordable housing that meets the growing need
for affordable housing in Oxford City.
What are the issues?

Oxford faces very high demand for housing from a growing population and
increasing numbers of households. A severely restricted bank of land on
which to develop housing has led to acute problems of affordability in all
tenures. The average Oxford house now costs £293,071,12 or roughly ten
times average income. The majority of first time buyer households are
facing great difficulty in entering the property market, and social and other
forms of affordable housing are not keeping pace with demand. There is a
homelessness crisis.
The Oxfordshire Housing Market Assessment (HMA) 2007 has projected

demand for affordable housing forward to 2026 and has identified a current
shortfall of around 2,200 homes per year. This will rise to 7,500 by 2026.
83% to 89% of this need is located in Oxford City.
Oxford City Council’s waiting list figures were approaching 4,900

households as of August 2008.13
Waiting times are long. As of August 2008: 906 applicants have been
waiting between one and two years for a home; 665 between two and
three years; 528 have been waiting three to four years; 333 applicants have
waited between four and five years; 932 have been waiting in excess of
five years.14 A further 1,512 applicants have joined the register in the last
12 months.15
475 households were living in temporary accommodation provided by

Oxford City Council in the city as of June 2008.16 Other districts and the 12 Source: Mean house prices based on Land Registry
data Q1 2007, Department for Communities and
asylum seeker service also use temporary accommodation in Oxford. Local Government
13 Source: Oxford City Council Housing Information
The private rented sector accounts for around 22–26% of all dwellings in 14
System Database
Source: Oxford City Council Housing Information
the city. This is an extraordinarily high percentage compared with 10.9% in System Database
15
the South East, and 10.4% in England.17 Prices are high, with research Source: Oxford City Council Housing Information
System Database
undertaken for the Oxfordshire Housing Market Assessment showing the 16 Source: Oxford City Council Housing Information
System Database
median cost of a two bed property across the city being around £800 per 17 Source: Rightmove and Tribal Consulting
calendar month.18 Oxford City Council currently supports around 600 18 Source: Oxfordshire Housing Market Assessment
2007
households in the private rented sector by way of provision of rent 19 Source: Oxford City Council Housing Information
deposits19 as part of the Council’s homelessness prevention work. System Database

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Only 29 of the 505 Government-defined key workers – teachers, nurses,

social workers, planners, occupational therapists etc – seeking affordable
intermediate housing in Oxford between April 2006 and February 2007
were successful.
The 2001 census identified 6,100 households living in overcrowded

conditions in the city. The Oxfordshire Housing Market Assessment (HMA)
2007 has adjusted this figure and suggests that there are an additional
population of 3,050 households in need of better and affordable housing.
These are people who cannot move from overcrowded accommodation
because they cannot afford to do so.
The LDF Core Strategy sets out the overall affordable housing target from
new build developments (currently 50%). It can increase supply in three
ways:
쮿 by increasing the total amount of housing being delivered in Oxford

쮿 by increasing the proportion of affordable housing from qualifying sites
쮿 by reducing the threshold for sites that would be expected to provide
affordable housing.
The Affordable Housing Supplementary Planning Document (SPD) gives

information about the Council’s expectations for affordable housing,
including an in-depth look at calculating contributions from commercial
development, and other factors such as the mix of dwellings to be provided.
This guidance can help the Council ensure that the affordable housing
delivered in the city is of high quality. However, the fact remains that the city
does not have access to enough land to be able to meet demand. The Core
Strategy recognises that in terms of housing, it will never be possible to meet
demand, or even proven need, within Oxford given the scarcity of land and
environmental constraints. The Core Strategy states:
‘The strategy is to meet development needs as far as possible by focusing

development on previously developed land. Oxford’s Strategic Housing Land
Availability Assessment (SHLAA) contains a full assessment of the suitability
of land within Oxford. It identifies how much housing could be provided on
suitable previously developed land and from this calculates how much
would be required on suitable greenfield sites. To meet our housing targets
and to maintain a rolling five-year supply of deliverable housing sites in the
future it will be necessary to identify some greenfield sites.’

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How are we tackling these issues?

Affordable Housing
South East Plan
The draft South East Plan states that 7,000 new houses should be
developed in Oxford City during the 20 year period 2006–2026 (350 per
year).
A panel of independent inspectors, appointed by the planning

inspectorate, examined the draft Plan between November 2006 and
March 2007. The Panel’s report recommended increasing the number of
houses for development to 8,000 over the same period (400 per year).
The Panel also recommended the development of a further 4,000 houses

in a Strategic Development Area south of Oxford (within South
Oxfordshire) in the same 20 year period.
The Panel’s recommendations regarding the level of new housing in

Oxford City and the Strategic Development Area south of Oxford were
accepted by the Secretary of State in her proposed changes to the South
East Plan, published in July 2008. There will be a 12 week period of
consultation on the Secretary of State’s proposed changes before the Plan
is adopted in late 2008 or early 2009.
Oxford City Council

The Housing Strategy 2008 to 2011 sets out Oxford City Council’s plans
for addressing future housing needs in Oxford by:
쮿 providing more affordable housing in and around the city

쮿 preventing and reducing homelessness
쮿 addressing the housing needs of vulnerable people and tackling
social exclusion
쮿 improving the quality of the existing housing stock across the city
쮿 improving housing services, choice and quality of life on estates
쮿 improving our understanding of housing needs in order to develop
more effective housing strategy.
Oxford City Council’s Housing Strategy target for affordable housing is

250 homes per year for the period 2008–2011.
Select Committee
The OSP felt that, in order to complement the work already being carried
out, there was a need to explore the issue of affordable housing outside
the constraints of traditional policy development. The OSP has, therefore,

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held an Independent Affordable Housing Select Committee that looked at

Delivery actions on the following question: How do we increase the amount of truly affordable
housing in Oxford?
affordable housing
Elizabeth Paris chaired the Select Committee with support from a panel.
After 20 years as an investment banker, Elizabeth has for the last five years
The OSP will:
focused on more local issues through Common Purpose, a number of local
쮿 Ensure that Oxford City Council’s board positions, and as an Associate Fellow at the Oxford University Said
Housing Strategy target for Business School.
affordable housing of 250 The first step was to gather facts, views, ideas and solutions. This
homes per year for the period information was then brought together and discussed in more depth by the
2008–2011 is met Chair, Panel and key stakeholders. The Select Committee met three times in
쮿 Ensure that vulnerable people May and June 2008.
have appropriate A report of findings and recommendations was presented to the Oxford
accommodation and support. Strategic Partnership in September 2008. The findings will form the basis for
an action plan that will be overseen by the OSP.
The report of the OSP Affordable
Housing Select Committee will To find out more about the Affordable Housing Select Committee visit our
inform an affordable housing action website at www.oxfordpartnership.org.uk where a copy of the report and
recommendations is available to be downloaded.
plan to be developed by the OSP.
Homelessness
Oxford City Council has been named one of the South East Regional
Champions for Homelessness in recognition of its work to reduce
homelessness in the city. The Homelessness Strategy 2008 to 2013 set out
the Council’s plans for:
쮿 increasing the range of housing options and services available to

prevent homelessness
쮿 reducing the numbers of homeless people against key targets
쮿 supporting families in housing need to prevent homelessness
쮿 supporting rough sleepers into settled accommodation and developing
clear pathways into independent homes, training and employment
쮿 supporting vulnerable young people in housing need to prevent
homelessness
쮿 improving housing options services
쮿 identifying and addressing the specific housing needs of different
groups in the community who are at risk of homelessness.

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Affordable Housing and the Economy

How does addressing the issue of affordable housing contribute to the
cross cutting theme of supporting the economy of the city?
쮿 Increased availability of affordable housing will help existing

employers in the city to maintain their employment levels and be
better able to recruit further workers should they wish to do so
쮿 Increased availability will mean that existing employers will feel
much less compelled to transport workers in from further afield
쮿 Existing businesses will be less likely to move out of the city in
order to be able to employ the workers they need
쮿 Increased availability will also help promote the attractiveness of
the city to both skilled and non-skilled workers wishing to relocate
to the city from other parts of the country
쮿 Increased availability demonstrates to existing businesses that the
city is prepared to help them in meeting the needs of their
workforce
쮿 Increased availability will particularly help public sector
employers, a key component of the city’s economy, to attract and
retain workers
쮿 Accommodating key worker housing will allow particular
businesses to recruit and retain specialist groups of workers
쮿 Increased availability of affordable housing will help reduce
the visible incidence of both homelessness and rough sleeping,
and the detrimental impact on the image of the city,
particularly the city centre.

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6.2 Health and Social Inclusion

Key Objective
To improve health and social inclusion in Oxford City by providing
opportunities and improving services for the most disadvantaged
and vulnerable.

Outcomes in health, education and employment are unequal in our city.
Some localities are relatively very deprived and some population groups
experience poor access to services.
Relative to the rest of Oxfordshire, Oxford has high levels of deprivation.

The Indices of Deprivation 2007 rank Oxford 155th out of 354, placing it in
the top half most deprived local authority areas in England. Of 85 areas in
Oxford, 18 are among the 30% most deprived in England. These areas
suffer multiple levels of deprivation – low skills, low incomes, and high
levels of crime.
There are geographic and demographic pockets of high unemployment in

the city (including young Black Caribbean men).20 Oxford has over 9,000
working age residents claiming benefits – the highest percentage in the
county.21 26% of Oxford’s under-16-year-olds are living in low-income
households.22
Oxford is, in general, a well-educated city with 35% of the population

qualified to NVQ Level 4 or equivalent compared with a UK average of
27%.23 However, 12 areas in our city are among the 10% most deprived
areas in England in terms of education and skills.24 This includes the entire
Blackbird Leys ward, where 45.5% of the population have no formal
qualifications at all. This compares badly with the England average of
28.9%. Other wards whose rates exceed those for England are Barton and
Sandhills, Rose Hill and Iffley, Northfield Brook, Littlemore and Cowley.25
Pupils at schools in Oxford have consistently attained lower results at

GCSE than their counterparts who attend schools in Oxfordshire. In 2006,
20
45.8% of Oxford pupils gained five A*–C grades at GCSE, compared with
Source: 2001 Census, Office for National Statistics
21 Source: Department for Work and Pensions, May an Oxfordshire average of 56.6%.26
2007
Communities and Local Government
Health is a key problem for our citizens who live in deprived areas. These
23 Source: Annual Population Survey 2006, Office for areas have lower life expectancy, with much higher death rates for people
National Statistics
under 75 than other parts of the city or county. Many of these deaths are
Communities and Local Government from coronary heart disease or cancer. Lifestyle issues play a big part in these
26 Source: Educational Effectiveness Service, Oxfordshire illnesses, with smoking, lack of exercise, increased obesity rates, and
County Council relatively high alcohol consumption taking their toll. There are lower rates of

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breastfeeding, higher rates of smoking in pregnancy, more accidental

injuries and hotspots for higher teenage pregnancy rates.

We have established the Health and Social Inclusion Partnership Group in
order to take forward the OSP’s work on this crucial agenda and close the
equalities gap.
The Partnership Group aims to improve health and social inclusion in the city
by providing opportunities and improving services for the most
disadvantaged and vulnerable in the population. The work of the group is
based on the principle that building capacity and self-esteem in the
community will enable people to enjoy better outcomes. While much of this
work will be done through the continued and valued contribution of the
voluntary and community sector, the Partnership Group includes
representatives from the statutory and business sectors.
The Health and Social Inclusion Group has agreed a range of outcomes that
it wants to achieve, based on the priorities identified through a social
inclusion audit carried out in 2006.
Key outcomes
1. People will live longer and the gap in premature death rates will
be reduced. Fewer people will die from preventable diseases and
more people will choose healthier lifestyles.
We will measure progress by monitoring changes in death rates in different

parts of the city and also the rates of coronary heart disease and cancer.
Work to improve these rates includes:
쮿 Providing additional services in areas facing the worst deprivation.

These include: providing health checks in pharmacies, health trainers
who can offer support and advice about changing lifestyles; and
making sure people get the right medicines when they need them
쮿 Increasing the number of people who give up smoking, take up regular
physical activity and are supported to lose weight. This will include
increased availability of vouchers for Weight Watchers or Slimming
World available from some GPs in the more deprived communities and
improved access to Exercise on Prescription Schemes
쮿 Focus on the particular needs of the ageing population and those who
are unpaid carers for relatives, neighbours and friends. We will make
sure they have access to the right services and support to ensure good
quality of life.

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2. Child poverty will be reduced, pre-school children and their

Delivery actions on families will get a better start in life, and school-age children will live
healthier lives.
health and social
inclusion We will measure progress by monitoring the number of children in
households receiving particular types of benefits and keeping track of the
The OSP will: data on smoking in pregnancy, breastfeeding rates, childhood obesity,
accidental injury rates and teenage pregnancy. Work to improve these rates
쮿 Ensure that people in our most includes:
deprived communities live
쮿 Providing benefits advice to families by working in partnership with the
longer
Citizens’ Advice Bureau and enabling them to make appointments in
쮿 Improve people’s health the GP practice or Children’s Centre
쮿 Improve educational attainment, 쮿 Giving information and support to pregnant women who want to stop
access to training and smoking and who want to breastfeed their babies
employment 쮿 Providing support and encouragement to families on healthy eating and

physical activity and ensuring that schools help children stay a healthy
쮿 Reduce child poverty weight
쮿 Ensure access to services for all. 쮿 Ensuring that families in temporary accommodation have access to all
the health and support services they need
These actions and the development 쮿 Exploring the options of providing even more appropriate services
of a detailed action plan will be through Children’s Centres and Extended Schools.
taken forward by the OSP Health
and Social Inclusion Sub Group. 3. Enable improved access to training opportunities at all levels,
especially in the more deprived areas where income levels are low. A
culture of learning will be fostered. More businesses will be set up
and people will receive support to set up businesses.
We will measure progress by monitoring the number of adults accessing

learning opportunities, coming off particular benefits and entering
employment. Work to bring about these changes includes:
쮿 Coordinating the work of different agencies in the communities to

ensure they can all signpost clients to relevant services, even when those
services might be provided by a different agency. This will enable more
targeting of advice and support on employment and training issues
쮿 Specific work to help mental health service users get the support they
need to find work and stay in employment
쮿 Young people not in employment, education or training will get the help
they need to find the right job or skills
쮿 The work of the Local Education Authority to improve outcomes for
school leavers in Oxford will be fully supported by the partnership and
any partnership work that can assist with this will also be incorporated
into the action plans.

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The outcomes that we are working toward are varied in that some are
short to medium term and some are long term, e.g. increasing life
expectancy. Ways of measuring progress will, therefore, vary.
Health and Social Inclusion and the

Economy
How does addressing the issues of health and social inclusion
contribute to the cross cutting theme of supporting the economy
of the city?
쮿 Addressing health and social inclusion issues will mean that

labour pool availability is strengthened
쮿 Addressing health issues means that local businesses are less
likely to be affected by sickness levels
쮿 Addressing health and related issues means that more local
people are likely to be able to make themselves available for
work, including part-time
쮿 A key part of addressing social inclusion is about helping
people to be able to secure paid employment. This is about
improving links and access to education, training and skills
development. In addition to encouraging more people to
become employed, this helps with self-employment, or
improving employment status, or starting a business. This also
adds to what the labour pool has to offer
쮿 Encouraging people to become employed or to improve their
employment status will help generate rising household
income, and thereby enable expenditure which supports local
retail, leisure and cultural businesses.

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6.3 Climate Change

Key Objective
To work towards Oxford City becoming a carbon-neutral city and a
centre of excellence for climate change adaptation and mitigation
initiatives.

Climate change is part of the Earth’s natural processes and geological
records show that our climate has changed a great deal over time. It is now
widely understood that human activities (predominantly the burning of
fossil fuels) are accelerating rates of climate change beyond those of the
norm due to the accumulation of greenhouse gases such as carbon dioxide
in the atmosphere.
Drastic changes in weather patterns with increasing average temperatures

and extreme weather events such as flash floods and heat waves are
increasingly likely. Weather models for the UK forecast 2˚C (or higher)
average temperature increases before the end of this century with warmer,
wetter winters, and hotter, drier summers being the norm in the near future.
However, a window of opportunity exists in which we can all play a part and
make real progress towards reducing the levels of greenhouse gases in the
atmosphere and the rate of climate change that is happening now (and
predicted for the future). We can also plan and prepare for unavoidable
changes in the climate that will impact on us in Oxford.

The UK Climate Change Bill puts into statute the UK's targets to reduce
carbon dioxide emissions through domestic and international action by
60% by 2050 and 26–32% by 2020, against a 1990 baseline. This
forthcoming legislation, and the raft of other international legislation
currently in the system or planned, means that all partner organisations will
be legally obliged to reduce carbon dioxide emissions.
However, there is also a compelling case for reducing our current levels of
natural resources usage in Oxford.
Oxford is blessed with a wealth of climate change-focused knowledge,

expertise and activity from all walks of life. We also arguably have a higher
proportion of pro-active residents who are responding to the climate change
challenge than in many areas of the UK. The OSP wants to use the collective

Oxford
Strategic
Partnership
power of the partnership to minimise our impact on the environment, and

make an even bigger impact on slashing CO2 emissions in the city and
adapting to our changing environment more effectively.
The OSP has started to look at how it can add value in this area. The OSP can
take the lead by putting its own house in order by:
쮿 addressing these issues within our own organisations

쮿 proposing a city-wide strategy for tackling climate change.
As part of this process, the OSP was a partner in, and sponsor of, an event
on cimate change held in the Town Hall on 5th June 2007. The event
‘Climate Change Oxford – What you can do now’ promoted actions that
individuals and communities could take to tackle climate change. The OSP is
committed to continuing to support events and actions that will highlight
positive actions on climate change.
It has identified five actions that partner organisations should consider

taking:
쮿 Carry out a robust assessment of your CO2 emissions

쮿 Set CO2 emissions reduction targets and monitor reductions
쮿 Draw up a climate change action plan and appoint a senior officer to
lead implementation
쮿 Food, Water and Waste – source food locally, reduce and manage water
consumption and reduce waste generation (reduce, reuse, recycle)
쮿 Adaptation – consider adaptation issues and plan ahead for
consequences; flood; drought; heat wave; infrastructure issues.
It has also identified five actions that partner organisations should promote
to their staff, customers, members, patients, students and other contacts:
쮿 Measure personal/household CO2 emissions and set reduction targets

for energy consumption; transport use etc
쮿 Raise awareness of simple measures – don’t use standby, switch off at
the mains; switch off lights; get loft and cavity wall insulation if possible;
purchase low energy appliances (A++) and efficient heating systems;
signpost people to and distribute relevant information (e.g. Oxford is my
World – Your Guide to Saving the Planet)
쮿 Reduce, reuse and recycle – printing two-sided, recycling; water savers
in cisterns
쮿 Car sharing schemes/Work travel plans – promote and encourage
쮿 Adaptation – how is it going to impact on individuals and how can we
plan ahead – flood (homes, travel to work); drought (water
conservation, water recycling); heat wave (e.g. skin care advice).
OSP could adopt targets that mirror some of those already set in Oxford City

Oxford
Strategic
Partnership
Council’s climate change action plan which go beyond those currently

Delivery actions on proposed by the UK government. Examples include:
climate change 쮿 reduce OSP overall CO2 emissions by 25% by 2013 (on a 2008 baseline)
쮿 raise awareness and understanding of climate change in Oxford City
The OSP will: 쮿 improve energy efficiency standards of new developments
쮿 Work to reduce the city’s carbon 쮿 increase the uptake of low carbon systems among partner
footprint organisations, businesses and residents
쮿 develop a clear action plan and strategy for adaptation in 2008.
쮿 Adapt to climate change
쮿 Reduce waste and encourage Climate change is an overarching theme that links all aspects of the headline
recycling issues identified by OSP.
쮿 Encourage the use of public Affordable Housing: Climate change mitigation measures will lower
transport, walking and cycling. energy bills, healthier, warmer homes will reduce CO2 emissions; new
housing programmes present an opportunity to implement the strictest
These actions and the development environmental standards for any size of new build/improvements with
of an action plan will be led through onsite generation via renewable energy, cutting-edge energy efficiency
the creation of an OSP sub-group measures and also better consideration of adaptation issues to handle
hotter, drier summers and warmer, wetter winters.
looking at climate change in the
city and through working with the Health and Social Inclusion: A focus on climate change can encourage
Oxford City Council’s Climate greater uptake of national grants such as Warm front, of which many
Change Working Group and the residents may not be aware. We can create potential employment
Oxfordshire County Environment opportunities from increased demand for local renewable resources (via
renewable energy installations (e.g. biomass), locally sourced food etc).
Partnership.
Public Realm: Climate change measures can help us create a cleaner,
greener city and introduce more attractions in the process such as visits to
flagship projects; cleaning up open top tourist buses (e.g. banning idling of
tourist bus engines); developing a climate change/sustainable energy visitor
centre (with onsite generation and low carbon technology demonstrations).
Effective Partnership: A joint approach on climate change through the

OSP can speed up the transformation of Oxford into a sustainable city – set
the standard in the UK – if not globally – and also attract more investment
into the region, e.g. through working in partnership on flagship climate
change adaptation and mitigation initiatives such as large-scale installation
of renewable energy technologies, collectively buying green electricity, bulk
purchasing renewable energy/low carbon technologies/biofuels etc.

Oxford
Strategic
Partnership
Climate Change and the Economy

How does addressing the issues of climate change contribute to the
쮿 Anticipating and addressing flooding risk will help offset the

difficulties which flooding can give rise to for business trading
쮿 Anticipating and addressing flooding risk will also help minimise
any adverse perception re the city’s tourism profile
쮿 The need to address the implications of climate change will
stimulate business ideas around environmentally friendly
technologies to develop
쮿 Responding to climate change will encourage businesses to seek
greater efficiencies, thereby generating lower costs and
becoming more competitive
쮿 Becoming a model of good practice and centre of excellence in
terms of addressing climate change will stimulate the interest of
both green businesses and businesses interested in developing
green technologies in Oxford as a business location
쮿 Oxford’s Universities will be interested in providing both
research capacity linked to business applications, and
opportunities for high tech spin outs to be developed.

Oxford
Strategic
Partnership
6.4 Quality of the Public Realm for

Residents and Visitors
Key Objective
To work in partnership to improve the public realm in all areas of
the city.

Oxford is a city of international cultural interest. Its landscape, architecture
and buildings, academic heritage and status as an international publishing
centre lend it that distinction. There is also the enduring influence of the
artists, writers, performers and thinkers who are associated with the city.
The city attracted the designation ‘European Centre of Culture’ in 2002,
associated with the UK hosting of ‘European Capital of Culture’ in 2008.
At the same time the city was identified by Arts Council England as one of
three Centres of Cultural Leadership in the South East. Oxford is a cultural
hub for the population of Oxfordshire and neighbouring areas, a primary
location for national and regional cultural facilities and is significant as a
regional centre for creative industries and for artists’ higher education,
sports and training.
Culture creates a sense of place, the unique blend of history, architecture,

cultural activity and tradition that gives people a sense of identity and
home. In recent years there has been growing recognition that a vibrant
cultural life and active participation in culture and creativity is a necessary
ingredient of sustainable communities.
Public spaces – in any great city – should bring people together and inspire
community cohesion as well as attracting visitors. They should be places
where people feel safe and where they can enjoy cultural events and
public art.
These are the challenges that Oxford must meet while also celebrating the
city’s architectural heritage. It must introduce a ‘wow’ factor that
showcases the best in new urban design while also being compatible with
our heritage.
Meeting this challenge is particularly important for a tourist economy like

Oxford’s. Oxford is currently the sixth most visited city in the UK (excluding
London) by international visitors27 and is the tourism gateway to the rest
of Oxfordshire. We attract approximately 8.8 million visitors per year,
generating £736 million of income for local Oxford businesses.28 Oxford’s
27 Source: International Passenger Survey 2006
28
public realm offering must continue to meet the expectations of
Source: The Economic Impact of Tourism Oxford 2005,
Tourism South East increasingly well-travelled visitors.

Oxford
Strategic
Partnership
The public realm needs not only to be sustainably designed but also
managed and maintained. This involves both education and enforcement
to prevent people littering or damaging our environment.

Partners in the OSP are working proactively to improve the quality of our
public spaces, whether these are in the city centre or in the
neighbourhoods where people live. OX1 Ltd is our key partner in the city
centre and the West End is the key public space change project. But we
need also to improve other retail areas, neighbourhoods and estates
across the city.
Cultural Strategy
The City Council is developing an overarching Cultural Strategy that will
set out the following objectives:
쮿 a shared vision for cultural, creative and leisure opportunities across

the city, exploring the kind of cultural life we aspire to, and why
investment in our culture is important
쮿 ways in which cultural provision, support to the culture sector and
access to cultural opportunities might be improved in Oxford
쮿 a genuinely partnership-based approach to sustaining, developing
and improving the cultural life of the city and the region as a whole.
These objectives apply to the public realm, as a key manifestation of the

cultural life of the city. They also apply to the whole of the city, including
local neighbourhoods and estates.
Improving the city centre

City Centre Management
In July 2008, in a vote by city centre traders, the proposed Business
Improvement District for the city centre was rejected.
OX1 Ltd is now in consultation with businesses and other key

stakeholders in the city such as the City and County Councils, and the
University as to the likely future role of OX1 Ltd.
The City and County Councils are taking the opportunity to review the
city centre management role and how it should be taken forward.
The West End Regeneration – The West End Area Action Plan
The West End of Oxford is currently under-utilised, does not match
Oxford's worldwide reputation, and fails to live up to its potential as an

Oxford
Strategic
Partnership
urban quarter of the highest quality. However, the area is part of the
Delivery actions on centre of our historic city, and its renaissance is key to the overall
long-term success of the city as a whole.
the public realm
The renaissance of the West End is an exciting joint project between
The OSP will: SEEDA, Oxford City Council and Oxfordshire County Council. The vision is
for the creation of a vibrant quarter of the city centre with a mix of uses
쮿 Secure economic growth which
and facilities, a good network of routes and connections and a distinctive
is sustainable and managed
sense of place.
through the regeneration of
the West End and the City Oxford City Council has prepared an Area Action Plan (AAP) to guide
Council’s developing Cultural future development and change in the West End. It will be an important
way of ensuring development of an appropriate scale, mix and quality
Strategy
in this key area of opportunity.
쮿 Improve street and
environmental cleanliness The West End AAP has been developed with extensive community
involvement. An ‘Issues and Options’ exercise was carried out in early
across the whole city
2006; this fed into a ‘Preferred Options’ report which went to
쮿 Act on local concerns about consultation in September 2006; this consultation fed into the final
anti-social behaviour across the version of the AAP, which was submitted to the Secretary of State in June
whole city 2007. Following an independent examination, the West End AAP was
adopted by the City Council in June 2008.
쮿 Develop a public realm action
plan for the whole of the city. The adopted AAP is available to view on the Oxford City Council website
at www.oxford.gov.uk
Improving our neighbourhoods and estates

The City Council is working in partnership with local communities
through its Area Committees to improve the public realm in our
neighbourhoods and estates. This includes initiatives such as local ‘spring
cleans’, environmental photo reporting on the web, junior wardens and
local public art projects.
We are improving the condition of our streets. In March 2004, 75.5% of

Oxford streets achieved an acceptable standard of cleanliness and by
March 2008, this had improved to 86%.29 In terms of graffiti, 93% of
streets achieved an acceptable standard as at March 2008.30 In regards to
fly posting, 96% of streets were assessed as being at an acceptable
standard as at March 2008.31
The standards of our parks, whether run by the City Council or other
partners, continue to achieve the highest standards. Three of the city's
parks, Cutteslowe, Hinksey and Florence Park have achieved Green Flag
29 Source: Oxford City Council status.
30 Source: Oxford City Council

Oxford
Strategic
Partnership
Enforcement
Enforcement plays a key role in maintaining and enhancing the public realm
and the OSP is determined to use the powers at its disposal to ensure that
Oxford’s public spaces can be enjoyed by our citizens and visitors.
The City Council recovered 691 abandoned shopping trolleys during

2007/08 and has now entered into an agreement on a trial basis for a trolley
collection service that is operated be the stores and their representatives.32
The City Council removed 437 abandoned vehicles from the public realm
within Oxford during 2006/07. Of these, 93.47% were removed within 24
hours of being legally entitled to do so.33
The City Council dealt with 2,538 incidents of fly tipping during 2006/07
of which 91.1% were removed within three calendar days.34
Public Realm and the Economy

How does addressing the issue of the public realm contribute to the
쮿 Enhancing the appearance of public open spaces, public access

areas and public buildings helps the city to project a quality
environment which appeals to both businesses and parties
considering business investment
쮿 The creation of new retail floorspace and a cultural quarter in the
West End will generate construction opportunities, business
investment opportunities, and job creation opportunities
especially in retail and construction employment
쮿 Supporting or promoting cultural activities helps the economy by
providing local businesses with business supplying goods or
services, by encouraging those engaged in cultural activity to set
up their own business, and by encouraging visitors to come to
Oxford and spend
쮿 Enhancing the public realm also helps in attracting spending
tourists and visitors to Oxford
쮿 Further enhancing Oxford’s visual imagery will continue to
strengthen the Oxford brand
쮿 Seeking to improve road traffic management in consultation
with businesses will allow businesses to advise on how the road
system affects their business operations.


Oxford
Strategic
Partnership
6.5 Safer, Stronger, more Cohesive City

Key Objective
To make Oxford a more cohesive and safer place.

Our vision for Oxford City for the next 20–30 years is that of open communities
– thriving and prosperous places where people from all different backgrounds
are treated equally, and where everyone matters – whether old or young,
settled or new, black or white. They are local places where all groups feel that
they are treated fairly, and that they have a responsibility to others that
transcends the differences between them, places where people are not fearful
of meeting their neighbours, and where they don’t see individual differences
as a barrier to the success of the whole community.
Oxford is a city where shared spaces – parks, community centres and estates –
are a reflection of what binds people together, where people have been
inspired to get out and work together to solve problems – regenerating their
physical spaces, or bringing young people together for shared activities that
have resulted in a strong civic spirit.
It’s a city where people are confident about change and the benefits it brings,
who are not threatened by others, and who are able to welcome newcomers
and offer them the support they need, where people themselves are the
catalysts for change in their local communities – working to bridge the gaps
between groups, and to mediate through tensions and conflicts. It’s a place
where people recognise that while there will always be difference, it need not
always be divisive.
While this is our vision, the fact remains that Oxford faces the challenges
common to all modern urban centres.
As highlighted in an earlier chapter, Oxford is ethnically and culturally diverse

with the third highest minority ethnic population – 12.9% in 2001– in the
South East.35 The city has pockets of acute deprivation in terms of income,
housing, skills and education. There is also a diverse range of faith
communities. While the diversity of our population is a huge strength for the
city, we must make sure that diversity does not threaten social cohesion.
There is a direct relationship between deprivation, disadvantage and densely
populated ethnic communities.
Oxford, like all urban centres, must also deal with the challenge of crime and
anti-social behaviour.

Oxford
Strategic
Partnership
쮿 Oxford has the highest concentration of late night entertainment

venues in Oxfordshire
쮿 In 2007/08 Oxford accounted for just under one-half (45%) of all
domestic burglary in Oxfordshire36
쮿 In 2007/08 Oxford accounted for just over one-third (39%) of all car
crime in Oxfordshire37
쮿 In 2007/08 Oxford accounted for just over two-thirds (70%) of all
robberies in Oxfordshire38
쮿 A third of all chaotic drug mis-users in Oxfordshire reside in Oxford
City.39

The OSP is taking a positive and proactive approach to dealing with issues
around both social cohesion and community safety.
Building a more cohesive city

The OSP is working to deliver five objectives that will enhance social
cohesion in our city:
1. We will create opportunities for people to learn about each

other and join together in neighbourhood and cultural activities.
쮿 Develop neighbourhood management and build on Neighbourhood

Teams (NAGs, Area Committees)
쮿 Use Council grants to facilitate new initiatives promoting local
participation and interaction (Cohesion and Environment themes)
쮿 To achieve widespread participation in the Council’s arts, leisure and
cultural activities (links to Culture Strategy).
2. We will promote openness, trust and dialogue encouraging

positive connections between people and communities, fostering
and sustaining respect for each other.
쮿 Prevention work through tension monitoring and the adoption of a

contingency plan
쮿 Improve the relationship and positive understanding with the local
media regarding cohesion issues 36 Source: Thames Valley Police, CEDAR Crime Recording
쮿 Support minority groups including asylum seeker and refugee System 2008
37 Source: Thames Valley Police, CEDAR Crime Recording
groups to identify key issues and concerns
System 2008
쮿 Initiate campaigns such as i. ‘Myth Busting’ – challenging known 38 Source: Thames Valley Police, CEDAR Crime Recording
System 2008
myths, reports and perceptions; ii. Celebrating the uniqueness of 39 Source: Thames Valley Police, CEDAR Crime Recording
people living in Oxford. System 2008

Oxford
Strategic
Partnership
3. We will reduce the levels of inequality between and within

communities.
쮿 Reduce levels of health inequalities in the city

쮿 Increase the number of children who enjoy and achieve stretching
educational standards
쮿 Build respect in communities and reduce anti-social behaviour
쮿 Increase the proportion of working-age people who are economically
active.
4. We will enable citizens and communities to participate in

community life in a way that generates confidence and trust in local
engagement opportunities.
쮿 Develop new approaches to community engagement

쮿 Improve people’s perceptions of how they can influence local decisions
쮿 Involve local businesses and third sector organisations in promoting
cohesion
쮿 Train staff and councillors about our local social, economic and cohesion
issues.
5. Promoting an environment in which violent extremism is

challenged and not tolerated. We will work with communities to
build resilience towards these issues:
쮿 Equipping young people with the tools they need to resist violent
extremists (e.g. opportunities to openly debate issues)
쮿 Improving the capacity of communities to challenge extremism
쮿 Improving how public services engages and communicates with local
communities.
Building a safer and stronger city

The OSP is reinforcing its work on building social cohesion by also putting in
place measures to make our city safer.
Community safety has always been a high priority for Oxford residents.
The Oxford Strategic Partnership’s delivery mechanism for Community
Safety since 1998 has been the Oxford Safer Communities Partnership
(OSCP). OSCP was set up under the auspices of the Crime and Disorder Act
1998 to tackle Oxford’s community safety priorities.
Due to the success of the work of the OSCP, the OSP will continue to support
OSCP in this area.

Oxford
Strategic
Partnership
The OSCP's current partners are:
쮿 Oxford City Council

쮿 Oxford Local Police Area
쮿 Oxfordshire County Council
쮿 Oxfordshire Primary Care Trust
쮿 Thames Valley Probation Service
쮿 Oxfordshire Youth Offending Service
쮿 Thames Valley Police Authority
쮿 Crown Prosecution Service
쮿 Oxfordshire Drug and Alcohol Action Team
쮿 Oxfordshire Fire and Rescue Service
쮿 Government Office for the South East.
Other organisations might also be represented on the various OSCP
sub-groups.
Our OSCP has had considerable success so far in delivering its objectives,
including:
쮿 A reduction of burglary and car crime by 70%

쮿 A reduction in robbery of 19%
쮿 Abandoned cars or burnt-out vehicles fell from 18% to 10%
쮿 Vandalism, graffiti or other deliberate damage fell from 36% to 34%
쮿 People using or dealing drugs fell from 33% to 30%.
From April 2008, our OSCP has been working to a new three year
Community Safety Plan. The priorities within the plan have been identified
through a joint Strategic Assessment developed by Thames Valley Police, in
partnership with OSCP and the other Community Safety Partnerships in
Oxfordshire.
Our OSCP’s priorities from 2008 are:
쮿 Reducing burglary of people’s homes, car crime and robbery

쮿 Reducing anti-social behaviour that affects our communities
쮿 Reducing violent crime including alcohol-related crime, domestic and
sexual violence
쮿 Supporting the work to improve community cohesion in the city
쮿 Tackling fear of crime through improved public information, thereby
reducing the gap between reality and perception.

Oxford
Strategic
Partnership
Our OSCP will achieve this through a number of interventions including:

Delivery actions on 쮿 The development of Neighbourhood Policing in Oxford – a rich mix of
safer, stronger, dedicated neighbourhood policing teams within 22 neighbourhoods
more cohesive city and 12 Neighbourhood Action Groups
쮿 Addressing the offending of our most prolific offenders through our IRIS
The OSP will: programme for adult offenders and our youth scheme
쮿 Supporting our most vulnerable young people away from crime and
쮿 Enhance social cohesion in anti-social behaviour by providing positive activities for young people
the city 쮿 Tackling the harm caused by drug and alcohol misuse by improving the
effectiveness of treatments provided and implementing new services to
쮿 Reduce crime and anti-social
tackle alcohol misuse that complement our NightSafe scheme to tackle
behaviour alcohol-related anti-social behaviour
쮿 Promote positive and 쮿 Development of domestic and sexual violence services including the
diversionary activities for provision of independent advisors, specialist courts, perpetrator
programmes and extension of our domestic violence Champions
young people Network.
쮿 Enable people to have a say
Our OSCP's targets will include:
and get involved in their
communities. 쮿 Ensuring there is no significant increase in the levels of burglary and
auto crime (from our lowest recorded result for ten years during
2007/08). Despite reducing burglary and car crime by 70%, these
These actions to be taken forward
offences remain a significant concern for our communities
by the Oxford Safer Communities
쮿 Improving the satisfaction of our communities in the way councils and
Partnership (Oxford’s Crime and the police tackle anti-social behaviour
Disorder Reduction Partnership) 쮿 Implementing the Government guidance on tackling sexual violence in
and the Area Committees through Oxford
their Area Plans. 쮿 Reducing the level of assault with injury against victims of domestic
violence and alcohol-related violence.
For more details on Oxford’s Safer Communities Partnership log onto

www.saferoxford.org.uk

Oxford
Strategic
Partnership
Safer Communities and the Economy

How does addressing the issue of a safer, stronger, more cohesive city
contribute to the cross cutting theme of supporting the economy of
the city?
쮿 A safer, trouble-free environment is more likely to

accommodate further investment being made by existing
Oxford businesses
쮿 A safer environment is less likely to present businesses with
security concerns, and likely to lessen costs due to theft and
vandalism
쮿 A safer environment is more likely to appeal to businesses
considering Oxford as an investment location
쮿 A safer environment means that tourists and other visitors are
more likely to visit Oxford and spend on local goods and services
쮿 A more cohesive community means that businesses are less likely
to be caught up in community unrest
쮿 Encouraging a more cohesive community means that minority
groups are more likely to avail themselves of training and
employment opportunities, or opportunities to start their own
business.

Oxford
Strategic
Partnership
7 Membership of the Oxford

Strategic Partnership
The OSP will focus on the flagship themes outlined in this Strategy. However,
the OSP will also be considering any other issues where it feels it can add value
over the coming years.
More information about the work of the OSP and the discussions it is having
can be obtained from the OSP website at www.oxfordpartnership.org.uk
Papers for all meetings are published on the website and members of the
public are welcome to attend meetings and hear the discussions that take
place.
Membership of Oxford Strategic Partnership

쮿 Jackie Wilderspin (Chair), Head of Partnerships and Health Inequalities,
Oxfordshire Primary Care Trust
쮿 Alison Baxter (Vice Chair), Chief Executive, Oxfordshire Community and
Voluntary Action
쮿 Joe Barclay, Regional Liaison Director, University of Oxford
쮿 Debbie Dance, Director, Oxford Preservation Trust
쮿 Sally Dicketts, Principal, Oxford and Cherwell Valley College
쮿 David Doughty, Chief Executive, Oxfordshire Economic Partnership
쮿 Chris Farthing, Locality Manager, Government Office for the South East
쮿 Warren Ralls, Area Director, South East England Development Agency
쮿 Rex Knight, Deputy Vice-Chancellor, Oxford Brookes University
쮿 Sarah Maxfield, Chief Executive, Oxford Inspires
쮿 Cllr Keith Mitchell, Leader, Oxfordshire County Council
쮿 Andrew Murray, Oxford Area Commander, Thames Valley Police
쮿 Oliver O’Dell, Chief Executive, OX1 (Oxford City Centre Management
Company)
쮿 Cllr Bob Price, Leader, Oxford City Council
쮿 Peter Sloman, Chief Executive, Oxford City Council
Peter Couchman, Group General Manger, Midcounties Co-operative was chair

of OSP until July 2008.
Role of OSP Members

쮿 To act as champions for the future of the city and its communities and for
the delivery of Community Strategy objectives
쮿 To promote open and accountable partnership working with a
city-wide perspective
쮿 To have an inclusive outlook for all citizens, residents, and workers,
especially those traditionally marginalised

Oxford
Strategic
Partnership
쮿 To understand the principles of sustainability, and the need to balance

environmental, social and economic concerns to achieve long-term
improvements in quality of life
쮿 To represent and promote the wider interests of the city at a regional,
national, and international level
쮿 To exert influence across a range of organisations and sectors to shape
resource planning and provide more integrated services in partnership
with the community
쮿 To provide a co-ordinated route for channelling new funding and
development opportunities into the city.
The aims of this Partnership

쮿 To develop a bold vision for the future of Oxford, developing its
environmental, economic, and social life, and contributing to a positive
and sustainable future
쮿 To improve quality of life in Oxford, actively supporting and learning
from the needs and aspirations of our diverse local communities.
We will add value across the city, promoting participation and a sense of
belonging
쮿 To develop a framework that encourages closer partnership working
between local agencies and delivers more responsive services and
improvements across the city.
If you would like to know more about the OSP or think there is an issue that
the OSP should be considering then please contact us:
T: 01865 252317
E: info@oxfordpartnership.org.uk
Oxford Strategic Partnership,

c/o Oxford Town Hall, St Aldate’s, Oxford OX1 1BX

Oxford
Strategic
Partnership
Oxford
Strategic
Partnership
T: 01865 252317
E: info@oxfordpartnership.org.uk
c/o Oxford Town Hall, St Aldate’s

Oxford, OX1 1BX

Oxford Sustainable Communities Strategy 2008 2012

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Oxford

Oxford’s Sustainable Community Strategy

Oxford’s Sustainable Community Strategy

3 The Vision for the City 4

4 About the City of Oxford 5

7 Membership of the Oxford Strategic Partnership 32

Oxford. The name alone conjures up an image for people around

The Oxford Strategic Partnership has looked at the city’s successes

It is well aware that its choices can and should be open to

2 Oxford: a world-class city for everyone

Local Strategic Partnerships (LSPs) were introduced as part of the

LSPs are responsible for developing and driving the implementation of

In 2004, the OSP published its first Community Strategy: ‘Oxford's

There were five themes in the 2004 Community Strategy:

A cross cutting theme of the economy in the city and five

Oxford’s Sustainable Community Strategy 2008–2012 3

3 Oxford: The Vision for

Oxford will do this by:

쮿 Managing economic development so as to maximise sustainable high

4 Oxford: a world-class city for everyone

4 About the City of Oxford

Oxford is centrally located within England, and is at the heart of the

The city is home to around 3,400 businesses providing 108,000 jobs.

Oxford’s Sustainable Community Strategy 2008–2012 5

The city centre is a regional shopping destination, which performs extremely

Over 3,000 voluntary and community groups exist in Oxfordshire with a

Oxford is committed to fairtrade and is a Fairtrade City.

The city is a densely-packed urban space – covering 46 sq km (29 sq miles) –

8 Oxford City Council provided £1.6m in grants to

6 Oxford: a world-class city for everyone

5 Spatial Planning: The Local

Oxford City Council is currently preparing the Oxford Local Development

쮿 indicating which types of development are appropriate in which

There are constraints on spatial planning in Oxford, including a shortage of

It is, therefore, essential that the strategies complement one another.

쮿 build on its unique heritage and international reputation. It emphasises

More specifically, the Core Strategy also proposes:

쮿 achieving a high level of affordable housing from residential

Oxford’s Sustainable Community Strategy 2008–2012 7

쮿 adopting strong planning policies on flood protection and minimising

8 Oxford: a world-class city for everyone

6.1 Affordable Housing

What are the issues?

The Oxfordshire Housing Market Assessment (HMA) 2007 has projected

Oxford City Council’s waiting list figures were approaching 4,900

475 households were living in temporary accommodation provided by

Oxford’s Sustainable Community Strategy 2008–2012 9

Only 29 of the 505 Government-defined key workers – teachers, nurses,

The 2001 census identified 6,100 households living in overcrowded

쮿 by increasing the total amount of housing being delivered in Oxford

The Affordable Housing Supplementary Planning Document (SPD) gives

‘The strategy is to meet development needs as far as possible by focusing

10 Oxford: a world-class city for everyone

How are we tackling these issues?

A panel of independent inspectors, appointed by the planning

The Panel also recommended the development of a further 4,000 houses

The Panel’s recommendations regarding the level of new housing in

Oxford City Council

쮿 providing more affordable housing in and around the city

Oxford City Council’s Housing Strategy target for affordable housing is

Oxford’s Sustainable Community Strategy 2008–2012 11

held an Independent Affordable Housing Select Committee that looked at

쮿 increasing the range of housing options and services available to