oxford sustainable communities strategy 2008 2012

8/6/2019 Oxford Sustainable Communities Strategy 2008 2012

1/36

OxfordStrategic

Partnershipwww.oxfordpartnership.org.uk

OxfordAWorld-ClassCity forEveryone

Oxfords SustainableCommunityStrategy20082012


2/36

OxfordStrategic


OxfordStrategic



3/36

OxfordStrategic


OxfordAWorld-ClassCity for Everyone

Oxfords SustainableCommunityStrategy

20082012

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

OxfordStrategic



4/362 Oxford: a world-class city for everyone

OxfordStrategic


OxfordStrategic


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 citys 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 tochallenge. 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


5/36Oxfords Sustainable Community Strategy 20082012 3

OxfordStrategic


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 Citys 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:

A Vibrant and Inclusive Economy

Safer Communities

A Better Living Environment

Opportunities for Life

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 20082012 strategy:

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

flagship issues where the OSP feels it can add value:

Affordable Housing

Health and Social Inclusion

Climate Change

Quality of the Public Realm for Residents and Visitors

Safer, Stronger, more Cohesive City

The vision and issues will feed into the priorities of the Oxfordshire LSP.

This is the Oxfordshire Partnerships 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.

2 Introduction



OxfordStrategic


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 surroundingareas by the development of high quality, sub-regional and regional services

and facilities.

Oxford will do this by:

Managing economic development so as to maximise sustainable high

value jobs in a low-carbon economy

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

Developing a comprehensive housing strategy that will, over time,provide high quality and appropriate housing to all our citizens

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

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

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

Developing innovative clean, green systems of transport that will link the

opportunities of Oxford to the wider world.

3 Oxford: TheVision for

the City

OxfordStrategic




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

citys 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

Oxfords population consists of 1629-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 andWales.4

Economy

Contemporary Oxford is a global brand. It is an economic hub at the

centre of the South East Plans central Oxfordshire sub-region and the

Regional Economic Strategys 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

the bioscience sector, IT, software and creative media businesses and

university spin-off companies. Oxford has a high level of in-commuting,

with around half its workforce living outside its boundary.6

Oxford is a top international tourist destination and attracted

approximately 8.8 million visitors in 2005.7

4 About the City ofOxford

1 Source:Mid Year Estimates2007, Officefor National

Statistics2 Source:2001Census,Office for National Statistics3 Source:Higher EducationStatistics Agency4 Source:2001Census,Office for National Statistics5 Source:Various,available from Nomis

(www.nomisweb.co.uk)6 Source:2001Census,Office for National Statistics7 Source:The EconomicImpact of Tourism Oxford 2005,

Tourism South East

OxfordStrategic




OxfordStrategic


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 opportunitiesand challenges. The strategy that is set out in the following pages aims to

build on the citys advantages and find proactive and innovative ways

to overcome its disadvantages.

OxfordStrategic


8 Oxford City Council provided1.6m in grants to

communityand voluntarysectororganisations in

2006/079 Source:Annual Survey of Hoursand Earnings 2007,

Officefor National Statistics10 Source:Indices of Deprivation 2007, Departmentfor

Communities and Local Government11 Source:Ratioof medianhouse priceto median

earnings 2007, Departmentfor Communities and

Local Government


9/36

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:

indicating which types of development are appropriate in which

locations

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:

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

be at the forefront of measures to tackle climate change

enhance its role as a sub-regional capital and service centre, e.g. by

promoting sustainable tourism and the renaissance of the West End

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:

achieving a high level of affordable housing from residential

development and by requiring an appropriate contribution from

commercial development

5 Spatial Planning:The Local

Development FrameworkandtheCore Strategy

Oxfords Sustainable Community Strategy 20082012 7

OxfordStrategic




OxfordStrategic


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

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.



OxfordStrategic


12 Source:Meanhouse prices based on LandRegistry

dataQ1 2007, Department for Communities and

Local Government13 Source:Oxford City Council Housing Information

System Database14 Source:Oxford City Council Housing Information



System Database17 Source:Rightmoveand TribalConsulting18

Source:Oxfordshire Housing Market Assessment2007

19 Source:Oxford City Council Housing Information

System Database

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 Councils 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

asylum seeker service also use temporary accommodation in Oxford.

The private rented sector accounts for around 2226% of all dwellings in

the city. This is an extraordinarily high percentage compared with 10.9% in

the South East, and 10.4% in England.17 Prices are high, with research

undertaken for the Oxfordshire Housing Market Assessment showing the

median cost of a two bed property across the city being around 800 per

calendar month.18

Oxford City Council currently supports around 600households in the private rented sector by way of provision of rent

deposits19 as part of the Councils homelessness prevention work.

6 Flagship Issues


12/36



OxfordStrategic


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 20062026 (350 per

year).

A panel of independent inspectors, appointed by the planning

inspectorate, examined the draft Plan between November 2006 and

March 2007. The Panels 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 Panels 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 SouthEast Plan, published in July 2008. There will be a 12 week period of

consultation on the Secretary of States 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 Councils plans

for addressing future housing needs in Oxford by:

providing more affordable housing in and around the city

preventing and reducing homelessness

addressing the housing needs of vulnerable people and tackling

social exclusion

improving the quality of the existing housing stock across the city

improving housing services, choice and quality of life on estates

improving our understanding of housing needs in order to develop

more effective housing strategy.

Oxford City Councils Housing Strategy target for affordable housing is

250 homes per year for the period 20082011.

Select CommitteeThe 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,



OxfordStrategic


held an Independent Affordable Housing Select Committee that looked at

the following question: How do we increase the amount of truly affordable

housing in Oxford?

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

focused on more local issues through Common Purpose, a number of local

board positions, and as an Associate Fellow at the Oxford University Said

Business School.

The first step was to gather facts, views, ideas and solutions. This

information was then brought together and discussed in more depth by the

Chair, Panel and key stakeholders. The Select Committee met three times in

May and June 2008.

A report of findings and recommendations was presented to the Oxford

Strategic Partnership in September 2008. The findings will form the basis for

an action plan that will be overseen by the OSP.

To find out more about the Affordable Housing Select Committee visit our

website at www.oxfordpartnership.org.uk where a copy of the report and

recommendations is available to be downloaded.

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 Councils plans for:

increasing the range of housing options and services available to

prevent homelessness reducing the numbers of homeless people against key targets

supporting families in housing need to prevent homelessness

supporting rough sleepers into settled accommodation and developing

clear pathways into independent homes, training and employment

supporting vulnerable young people in housing need to prevent

homelessness

improving housing options services

identifying and addressing the specific housing needs of different

groups in the community who are at risk of homelessness.

Delivery actions onaffordable housing

The OSP will:

Ensure that Oxford City Councils

Housing Strategy target for

affordable housing of 250

homes per year for the period

20082011 is met

Ensure that vulnerable people

have appropriate

accommodation and support.

The report of the OSP Affordable

Housing Select Committee will

inform an affordable housing action

plan to be developed by the OSP.



OxfordStrategic


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?

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

Increased availability will mean that existing employers will feel

much less compelled to transport workers in from further afield

Existing businesses will be less likely to move out of the city in

order to be able to employ the workers they need

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

Increased availability demonstrates to existing businesses that the

city is prepared to help them in meeting the needs of their

workforce

Increased availability will particularly help public sector

employers, a key component of the citys economy, to attract and

retain workers

Accommodating key worker housing will allow particular

businesses to recruit and retain specialist groups of workers

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.



OxfordStrategic


20 Source:2001Census,Office for National Statistics21 Source:Departmentfor Workand Pensions,May

200722 Source:Indices of Deprivation 2007, Departmentfor

Communities and Local Government23 Source:Annual Population Survey 2006, Officefor

National Statistics24 Source:Indices of Deprivation 2007, Departmentfor

Communities and Local Government25 Source:2001Census,Office for National Statistics26 Source:EducationalEffectiveness Service, Oxfordshire

County Council

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.

What are the issues?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 Oxfords 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 formalqualifications 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,

45.8% of Oxford pupils gained five A*C grades at GCSE, compared with

an Oxfordshire average of 56.6%.26

Health is a key problem for our citizens who live in deprived areas. These

areas have lower life expectancy, with much higher death rates for people

under 75 than other parts of the city or county. Many of these deaths are

from coronary heart disease or cancer. Lifestyle issues play a big part in these

illnesses, with smoking, lack of exercise, increased obesity rates, and

relatively high alcohol consumption taking their toll. There are lower rates of



OxfordStrategic


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 OSPs 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 thatit 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:

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

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

Focus on the particular needs of the ageing population and those whoare 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.



OxfordStrategic


Delivery actions onhealth and socialinclusion

The OSP will:

Ensure that people in our mostdeprived communities live

longer

Improve peoples health

Improve educational attainment,

access to training and

employment

Reduce child poverty

Ensure access to services for all.

These actions and the development

of a detailed action plan will be

taken forward by the OSP Health

and Social Inclusion Sub Group.

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

families will get a better start in life, and school-age children will live

healthier lives.

We will measure progress by monitoring the number of children in

households receiving particular types of benefits and keeping track of the

data on smoking in pregnancy, breastfeeding rates, childhood obesity,

accidental injury rates and teenage pregnancy. Work to improve these rates

includes:

Providing benefits advice to families by working in partnership with the

Citizens Advice Bureau and enabling them to make appointments in

the GP practice or Childrens Centre

Giving information and support to pregnant women who want to stop

smoking and who want to breastfeed their babies

Providing support and encouragement to families on healthy eating and

physical activity and ensuring that schools help children stay a healthy

weight

Ensuring that families in temporary accommodation have access to all

the health and support services they need Exploring the options of providing even more appropriate services

through Childrens Centres and Extended Schools.

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:

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

Specific work to help mental health service users get the support they

need to find work and stay in employment

Young people not in employment, education or training will get the help

they need to find the right job or skills

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.


19/36

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 theEconomy

How does addressing the issues of health and social inclusion

contribute to the cross cutting theme of supporting the economy

of the city?

Addressing health and social inclusion issues will mean that

labour pool availability is strengthened

Addressing health issues means that local businesses are less

likely to be affected by sickness levels

Addressing health and related issues means that more local

people are likely to be able to make themselves available for

work, including part-time

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

Encouraging people to become employed or to improve their

employment status will help generate rising household

income, and thereby enable expenditure which supports localretail, leisure and cultural businesses.


OxfordStrategic



20/36

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 Earths 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 2C (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 2632% 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

18 Oxford: a world-class city for everyone

OxfordStrategic



21/36

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:

addressing these issues within our own organisations

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:

Carry out a robust assessment of your CO2 emissions Set CO2 emissions reduction targets and monitor reductions

Draw up a climate change action plan and appoint a senior officer to

lead implementation

Food, Water and Waste source food locally, reduce and manage water

consumption and reduce waste generation (reduce, reuse, recycle)

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:

Measure personal/household CO2 emissions and set reduction targets

for energy consumption; transport use etc

Raise awareness of simple measures dont 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)

Reduce, reuse and recycle printing two-sided, recycling; water savers

in cisterns

Car sharing schemes/Work travel plans promote and encourage

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


OxfordStrategic



22/36

Councils climate change action plan which go beyond those currently

proposed by the UK government. Examples include:

reduce OSP overall CO2 emissions by 25% by 2013 (on a 2008 baseline)

raise awareness and understanding of climate change in Oxford City

improve energy efficiency standards of new developments

increase the uptake of low carbon systems among partner

organisations, businesses and residents

develop a clear action plan and strategy for adaptation in 2008.

Climate change is an overarching theme that links all aspects of the headline

issues identified by OSP.

Affordable Housing: Climate change mitigation measures will lower

energy bills, healthier, warmer homes will reduce CO2 emissions; new

housing programmes present an opportunity to implement the strictest

environmental standards for any size of new build/improvements with

onsite generation via renewable energy, cutting-edge energy efficiency

measures and also better consideration of adaptation issues to handle

hotter, drier summers and warmer, wetter winters.

Health and Social Inclusion: A focus on climate change can encourage

greater uptake of national grants such as Warm front, of which many

residents may not be aware. We can create potential employment

opportunities from increased demand for local renewable resources (via

renewable energy installations (e.g. biomass), locally sourced food etc).

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 visitorcentre (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.


OxfordStrategic


Delivery actions onclimate change

The OSP will:

Work to reduce the citys carbon

footprint Adapt to climate change

Reduce waste and encourage

recycling

Encourage the use of public

transport, walking and cycling.

These actions and the development

of an action plan will be led through

the creation of an OSP sub-group

looking at climate change in the

city and through working with the

Oxford City Councils Climate

Change Working Group and the

Oxfordshire County Environment

Partnership.


23/36

Climate Change and the Economy

How does addressing the issues of climate change contribute to the

cross cutting theme of supporting the economy of the city?

Anticipating and addressing flooding risk will help offset the

difficulties which flooding can give rise to for business trading

Anticipating and addressing flooding risk will also help minimiseany adverse perception re the citys tourism profile

The need to address the implications of climate change will

stimulate business ideas around environmentally friendly

technologies to develop

Responding to climate change will encourage businesses to seek

greater efficiencies, thereby generating lower costs and

becoming more competitive

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 developinggreen technologies in Oxford as a business location

Oxfords Universities will be interested in providing both

research capacity linked to business applications, and

opportunities for high tech spin outs to be developed.


OxfordStrategic



24/36

6.4 Quality of the Public Realm forResidents and Visitors

Key Objective

To work in partnership to improve the public realm in all areas of

the city.

What are the issues?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 aregional 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

citys 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

Oxfords. 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 Oxfords

public realm offering must continue to meet the expectations of

increasingly well-travelled visitors.


OxfordStrategic


27 Source:InternationalPassenger Survey 200628 Source:The EconomicImpact of Tourism Oxford 2005,

Tourism South East


25/36

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 theneighbourhoods 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:

a shared vision for cultural, creative and leisure opportunities across

the city, exploring the kind of cultural life we aspire to, and whyinvestment in our culture is important

ways in which cultural provision, support to the culture sector and

access to cultural opportunities might be improved in Oxford

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 centreCity 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


OxfordStrategic



26/36

urban quarter of the highest quality. However, the area is part of the

centre of our historic city, and its renaissance is key to the overall

long-term success of the city as a whole.

The renaissance of the West End is an exciting joint project between

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

and facilities, a good network of routes and connections and a distinctive

sense of place.

Oxford City Council has prepared an Area Action Plan (AAP) to guide

future development and change in the West End. It will be an important

way of ensuring development of an appropriate scale, mix and quality

in this key area of opportunity.

The West End AAP has been developed with extensive community

involvement. An Issues and Options exercise was carried out in early

2006; this fed into a Preferred Options report which went to

consultation in September 2006; this consultation fed into the final

version of the AAP, which was submitted to the Secretary of State in June2007. Following an independent examination, the West End AAP was

adoptedby the City Council in June 2008.

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 andlocal 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'sparks, Cutteslowe, Hinksey and Florence Park have achieved Green Flag

status.


OxfordStrategic


29 Source:Oxford City Council30 Source:Oxford City Council31 Source:Oxford City Council

Delivery actions onthe public realm

The OSP will:

Secure economic growth which

is sustainable and managedthrough the regeneration of

the West End and the City

Councils developing Cultural

Strategy

Improve street and

environmental cleanliness

across the whole city

Act on local concerns about

anti-social behaviour across thewhole city

Develop a public realm action

plan for the whole of the city.


27/36

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

Oxfords 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 thecross cutting theme of supporting the economy of the city?

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

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

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

Enhancing the public realm also helps in attracting spending

tourists and visitors to Oxford

Further enhancing Oxfords visual imagery will continue to

strengthen the Oxford brand

Seeking to improve road traffic management in consultation

with businesses will allow businesses to advise on how the road

system affects their business operations.


OxfordStrategic


32 Source:Oxford City Council33 Source:Oxford City Council34 Source:Oxford City Council


28/36

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 2030 years is that of open communities

thriving and prosperous places where people from all different backgroundsare 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 dont 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.

Its 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. Its 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 challengescommon 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.


OxfordStrategic


35 Source:2001Census,Office for National Statistics


29/36

Oxford has the highest concentration of late night entertainment

venues in Oxfordshire

In 2007/08 Oxford accounted for just under one-half (45%) of all

domestic burglary in Oxfordshire36

In 2007/08 Oxford accounted for just over one-third (39%) of all car

crime in Oxfordshire37

In 2007/08 Oxford accounted for just over two-thirds (70%) of all

robberies in Oxfordshire38

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 socialcohesion in our city:

1. We will create opportunities for people to learn about each

other and join together in neighbourhood and cultural activities.

Develop neighbourhood management and build on Neighbourhood

Teams (NAGs, Area Committees)

Use Council grants to facilitate new initiatives promoting local

participation and interaction (Cohesion and Environment themes)

To achieve widespread participation in the Councils 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.

Prevention work through tension monitoring and the adoption of a

contingency plan

Improve the relationship and positive understanding with the local

media regarding cohesion issues

Support minority groups including asylum seeker and refugee

groups to identify key issues and concerns Initiate campaigns such as i. Myth Busting challenging known

myths, reports and perceptions; ii. Celebrating the uniqueness of

people living in Oxford.


OxfordStrategic


36 Source:Thames Valley Police, CEDARCrime Recording

System 200837 Source:Thames Valley Police, CEDARCrime Recording



System 2008


30/36

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

communities.

Reduce levels of health inequalities in the city

Increase the number of children who enjoy and achieve stretching

educational standards

Build respect in communities and reduce anti-social behaviour

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.

Develop new approaches to community engagement

Improve peoples perceptions of how they can influence local decisions

Involve local businesses and third sector organisations in promoting

cohesion

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:

Equipping young people with the tools they need to resist violent

extremists (e.g. opportunities to openly debate issues)

Improving the capacity of communities to challenge extremism

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 Partnerships 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 Oxfords community safety priorities.

Due to the success of the work of the OSCP, the OSP will continue to support

OSCP in this area.


OxfordStrategic



31/36

The OSCP's current partners are:

Oxford City Council

Oxford Local Police Area

Oxfordshire County Council

Oxfordshire Primary Care Trust

Thames Valley Probation Service

Oxfordshire Youth Offending Service Thames Valley Police Authority

Crown Prosecution Service

Oxfordshire Drug and Alcohol Action Team

Oxfordshire Fire and Rescue Service

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:

A reduction of burglary and car crime by 70%

A reduction in robbery of 19%

Abandoned cars or burnt-out vehicles fell from 18% to 10%

Vandalism, graffiti or other deliberate damage fell from 36% to 34%

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 inOxfordshire.

Our OSCPs priorities from 2008 are:

Reducing burglary of peoples homes, car crime and robbery

Reducing anti-social behaviour that affects our communities

Reducing violent crime including alcohol-related crime, domestic and

sexual violence

Supporting the work to improve community cohesion in the city

Tackling fear of crime through improved public information, thereby

reducing the gap between reality and perception.


OxfordStrategic



32/36


33/36

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?

A safer, trouble-free environment is more likely to

accommodate further investment being made by existingOxford businesses

A safer environment is less likely to present businesses with

security concerns, and likely to lessen costs due to theft and

vandalism

A safer environment is more likely to appeal to businesses

considering Oxford as an investment location

A safer environment means that tourists and other visitors are

more likely to visit Oxford and spend on local goods and services

A more cohesive community means that businesses are less likely

to be caught up in community unrest

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.


OxfordStrategic



34/36

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 thepublic are welcome to attend meetings and hear the discussions that take

place.

Membership of Oxford Strategic Partnership

Jackie Wilderspin (Chair), Head of Partnerships and Health Inequalities,

Oxfordshire Primary Care Trust

Alison Baxter (Vice Chair), Chief Executive, Oxfordshire Community and

Voluntary Action

Joe Barclay, Regional Liaison Director, University of Oxford

Debbie Dance, Director, Oxford Preservation Trust Sally Dicketts, Principal, Oxford and Cherwell Valley College

David Doughty, Chief Executive, Oxfordshire Economic Partnership

Chris Farthing, Locality Manager, Government Office for the South East

Warren Ralls, Area Director, South East England Development Agency

Rex Knight, Deputy Vice-Chancellor, Oxford Brookes University

Sarah Maxfield, Chief Executive, Oxford Inspires

Cllr Keith Mitchell, Leader, Oxfordshire County Council

Andrew Murray, Oxford Area Commander, Thames Valley Police

Oliver ODell, Chief Executive, OX1 (Oxford City Centre Management

Company)

Cllr Bob Price, Leader, Oxford City Council

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

To act as champions for the future of the city and its communities and for

the delivery of Community Strategy objectives

To promote open and accountable partnership working with acity-wide perspective

To have an inclusive outlook for all citizens, residents, and workers,

especially those traditionally marginalised

7 Membershipof theOxford

StrategicPartnership


OxfordStrategic



35/36

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

To represent and promote the wider interests of the city at a regional,

national, and international level

To exert influence across a range of organisations and sectors to shape

resource planning and provide more integrated services in partnership

with the community

To provide a co-ordinated route for channelling new funding and

development opportunities into the city.

The aims of this Partnership

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

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 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 knowmore about the OSP or think there is an issue that

the OSP should be considering then please contact us:

T: 01865 252317

E: [email protected]

Oxford Strategic Partnership,c/o Oxford Town Hall, St Aldates, Oxford OX1 1BX


OxfordStrategic



36/36

OxfordStrategic


OxfordStrategic


T: 01865 252317

E: [email protected]

oxford sustainable communities strategy 2008 2012

Documents