Oxford City Council Corporate Plan, 2016–2020 Building a world-class city for everyone Photo credits
Front cover Mini construction (top centre) courtesy of BMW Oxford Westgate construction (bottom left) courtesy of The Westgate Oxford Alliance Oxford City Council Corporate Plan, 2016–2020 Building a world-class city for everyone
Contents
Introduction 3
Our Vision 4
A Vibrant and Sustainable Economy 6
Meeting Housing Needs 8
Strong and Active Communities 10
A Clean and Green Oxford 12
An Efficient and Effective Council 14
Introduction
With a population of 158,000 that grew by 12% in the the health and education sectors and the County Council, is saved £8.5 million over the last four years and will achieve 3 decade 2004–2014, Oxford is the eleventh fastest growing to make Oxford a world-class city for all our citizens. This further cumulative efficiency savings of £7 million over the English city. As a global centre for research, education and plan sets out our vision and strategy, focusing on five next four years. We aspire to maintaining all the services at health, and with a growing high-tech sector the city is the interlinked priorities which address the key needs of the their current level or better, so we will need to find new economic and cultural hub of Oxfordshire’s world-class city: ways to manage demand and make access easier and knowledge economy. The city’s heritage environment and cheaper. We will continue to increase income from asset outstanding cultural attractions attract millions of visitors b A Vibrant and Sustainable Economy management, trading and charging for services and each year. It is an ethnically and culturally diverse city with b Meeting Housing Needs seeking external funding. the third highest ethnic minority population in the south- b Strong and Active Communities The City Council will work to secure long-term investment east. And with the highest proportion of students in b A Clean and Green Oxford that supports growth and prosperity to benefit all our England and Wales, it is also a youthful and mobile city. residents. Supporting vulnerable people and safeguarding b An Efficient and Effective Council. With our success come many opportunities, but also people at risk of crime or exploitation is a priority. We aim considerable challenges that must be addressed if the city The City Council has achieved much already and is for all our residents to benefit from good local services is to achieve its full potential and make an appropriate recognised as one of the best councils in the country for recognising that some people will require more support contribution to the UK economy. A lack of land for housing excellence of our services. We are proud to have achieved than others. We will target our resources proportionately and employment, transport infrastructure that is at full numerous awards including the MJ award for the highest to reflect different needs and reduce inequality. capacity, and major skills gaps threaten to constrain the achieving council in 2014; the APSE Overall Council of the We cannot achieve our vision without our partners – city’s growth potential. Key employers such as the BMW Year in service delivery in 2015 and Investors in People councils, public agencies, business and voluntary and Group, the University of Oxford and the NHS cite high Champion status acknowledging our achievements as an community organisations. Oxford City Council is focused housing costs as a challenge to the recruitment and exemplar employer. on building strong partnerships, collaboration and retention of staff. The housing crisis is causing increasing We continue to pursue this ambition in the context of a new influencing others. We play a lead role in the Oxford hardship for many people in the city, particularly the most era for local government. The City and County Councils face Strategic Partnership (OSP) that brings together key city vulnerable and least well paid. massive reductions in central government funding whilst organisations to focus on how we can best realise our For many of our residents Oxford offers great opportunities demand for our services increases. On-going cuts in social shared ambitions for economic development, urban for work and leisure. But there are major inequalities in security systems and changes to central government policy regeneration, tackling deprivation, improving education residents’ life chances and life expectancy, and 10 of the present new challenges to the way we deliver services and and skills, reducing crime and promoting a low-carbon areas of the south and east of the city are among the 20% in particular, impact on our plans for investment in Oxford. With our neighbouring district councils, the most deprived in England. People in these areas can expect affordable housing. County Council, the Local Enterprise Partnership (LEP) and to live on average six years less than those in the more other partners, we are currently seeking greater local Our approach in recent years of prudent long-term financial affluent areas. While 43% of Oxford residents have degree control over finances and decision making so we are better management and delivery of increasingly efficient and level qualifications or above, 22% have no or low able to target our resources where they are needed most. effective customer focused services stands us in good stead qualifications. to manage the impact of these challenges. Since 2010, we Our ambition, which has been developed with our partners have lost 47% of our grant from government and it will among local businesses, community organisations, unions, disappear altogether by April 2019. The City Council has Our Vision
Oxford City Council: Building a world-class city for everyone 4
By creating successful places in which to live and work and supporting people to reach their potential we will create a strong local economy and a city in which all our residents can thrive
Partnership Building strong and eective partnerships with business, communities, voluntary sector, universities and the public sector joining-up investment and services
Devolution Working with neighbouring councils and our partners to ensure that Oxford has greater control over decisions on investment and services
Vibrant, Meeting Strong Clean An E!cient Sustainable Housing and Active and Green and E"ective Economy Needs Communities Oxford Council
Oxford will be a centre A greater supply All residents will have The city’s environmental Residents will continue of world-leading and diversity of housing the opportunity to performance will to benet from high technology and business in and around the city participate in high-quality demonstrably improve, quality services due to innovation, with growth providing aordable community, leisure and leading to an ecient strong nancial and increased homes for all with cultural activities that and renewable management and new investment in enterprise improved transport links improve health,the quality energy-rich, sustainable ways of working and and the knowledge to help local employers of life and enable them urban environment. despite reductions in economy. attract and retain to full their potential. Government funding. 5 employees.
Improvements to Investment in new Our diverse communities Better public transport Customers will receive housing provision, aordable homes will will benet from and more opportunities the assistance they help key workers, those high quality, safe to walk and cycle will need at the rst point infrastructure and public neighbourhoods and transport across the city on low incomes and the mean that roads are less of contact and have most vulnerable to nd a good local services, with clogged with trac and greater access to will tackle aordability, support targeted to congestion and support home that they can the air is cleaner and services through the aord and meets their reect diering levels of health is improved internet and phone businesses to grow. need and deprivation needs. through exercise. apps. across the city.
Use of new technology People renting their Young people in Oxford Residents, visitors and The Council will actively and better data will home from a private will have a positive commuters in Oxford manage its investment enable the city to grow landlord in Oxford will transition to adulthood will enjoy a high quality property portfolio to in a way that is ecient, know that their home through good education, environment with achieve higher returns environmentally will be well maintained, skills training and streets, neighbourhoods to support further sustainable and that safe and free from opportunities for work and open spaces that are investment in our benets future overcrowding. and leisure. attractive, safe, clean communities and generations. and free from litter. services.
Residents in Oxford Council tenants will Inequality will be The amount of waste The Council will build will be able to acquire benet from high reduced by providing will be reduced, and on its reputation for the range of skills they quality, energy ecient low income households more waste recycled reliable and eective need to join our homes in good quality with support to through excellent services and seek to world-class workforce environments. maximise their income. recycling services, provide them to and meet employers’ saving money and external organisations needs. energy. to generate additional income.
Development in and There will be fewer Our residents, especially The city will become The Council will be an around the city that rough sleepers and the vulnerable and those more resilient to the exemplar employer will enable businesses homeless people, and at risk, will be protected impacts of climate which champions and organisations to families will get from crime and change and extreme innovation and diversity, locate, start and grow appropriate anti-social behaviour. weather; for example, pays a living wage, and locally. accommodation and ooding. has high quality sta who support to get back on feel supported and their feet. perform to the best of their abilities. A Vibrant and Sustainable Economy 1 A smart and entrepreneurial city with a thriving local economy supported by improved infrastructure, training and skills.
Oxford is the economic and cultural hub of local workforce has the skills that businesses ambitious Strategic Economic Plan to deliver 6 Key facts Oxfordshire’s world-class knowledge require. Oxford’s prosperity is not shared 100,000 new homes and 85,600 new jobs economy. The city’s economic output was equally by all its residents with some areas of across the county by 2031. We are working b Oxford has the eighth highest GVA valued at £6.8 billion in 2014, making it an the city experiencing significant pockets of together to deliver the Oxford and per capita of cities in the UK. important net contributor to the Treasury. severe deprivation: for these reasons, a key Oxfordshire City and Growth Deals, agreed b 67% of Oxford jobs are in ‘knowledge’ It is a diverse economy: a global centre for priority for the City Council remains to ensure with Government that will see significant sectors. education, health, bioscience, digital and car that all our residents benefit from the investment in infrastructure to boost growth. manufacturing; a lead area for publishing and opportunities offered by a thriving local b A third of Oxfordshire’s jobs are in These are strong foundations, but more is creative industries and high performance economy. Oxford and 46,000 people commute needed to achieve our full potential. engineering; and a growing high-tech sector. into the city each day. The City Council is addressing these issues In particular we are still unable to provide the infrastructure that is needed to support b Oxford is the least affordable city in However, this success brings challenges: by investing directly in improving the city’s infrastructure, working alongside our growth, and central control of skills funding the UK for housing (Centre for Cities, b there is a lack of land and premises for partners to develop smart city initiatives, to does not adequately address the needs of our 2016). commercial and residential uses; support local businesses and Small and local economy. We are therefore working with b Over the last five years, the city has b shortage and cost of housing, transport Medium-sized Enterprises (SMEs) to grow, to the other Oxfordshire authorities and the lost an average of 2.5 hectares of costs and congestion are barriers to growth improve the skills of the local workforce LEP for a Devolution Deal that could provide employment land per annum, largely and staff recruitment and retention; through investment in educational greater local control over investment for to development of residential and b labour shortages and skills needs are a attainment, apprenticeships and training. transport, housing, skills training and health student accommodation. barrier to entry level jobs; These constraints cannot be tackled in services. isolation and the City Council will need to b Oxford has a low unemployment b Oxford is constrained by its boundaries, build on our strong partnerships with benefit claimant rate of 0.6%. and infrastructure is at full capacity. However there are also 4,550 people neighbouring authorities, public sector on Employment Support Allowance, Traffic congestion and pollution are already partners, developers and business to severe and significant investment in our capitalise on the unique opportunities many of whom need to be supported transport networks and infrastructure is presented by the knowledge economy and into work. needed to attract businesses to the city and concentration of high-tech businesses. b While 43% of Oxford’s residents have help them to grow. Half of Oxford’s workforce The City Council plays a key role in promoting degree-level qualifications or above, is employed in public services, including the and shaping development, working with 22% have no or low qualifications two universities and four NHS hospitals; the investors, developers and landowners. and children in our state schools are City Council is seeking to improve the balance We will review our Local Plan in 2018 to make under-performing compared with of the local economy by promoting growth in sure it continues to make the most of the national average. industry and enterprise. For this we need to opportunities for development to meet the protect and increase the amount of city’s needs. In partnership with the County employment land available in the city, invest and four Oxfordshire District Councils, the LEP in transport infrastructure and ensure that the and the universities, we have developed an A Vibrant and Sustainable Economy 1 A smart and entrepreneurial city with a thriving local economy supported by improved infrastructure, training and skills.
Over the next four years and What is going to happen as a result? b Develop partnerships with investors and b Support business start-ups and enable 7 beyond we will work with our We will: landowners to increase the supply of businesses to grow, through a partners to: b Work in partnership with the other councils in commercial space and residential property, coordinated approach to business advice and make efficient use of our land and and information services alongside the Make the case for greater local control Oxfordshire, the LEP and others to negotiate property assets. LEP and Oxfordshire councils. and devolution of decisions and an ambitious Devolution Deal with b Invest in improvements to the city centre, investment in transport, housing, skills and Government. b Work with our neighbouring councils and working with Experience Oxfordshire to business growth to better meet the needs b With our partners, deliver the Oxford and partners to bring forward development improve the quality of the tourism offer Oxfordshire City and Growth Deals to invest outside the city boundaries. of our economy. and support city traders. over £160 million to improve infrastructure, b Attract European and national funding to Promote growth and increased b Work with our partners through the create 18,000 high tech jobs, 30,000 jobs in support innovation in the private, investment in enterprise and the Oxford Strategic Partnership’s ‘Smart construction and accelerate the delivery of academic and public sectors. knowledge economy. Oxford’ initiative to use data, new 7,500 new homes across the county by 2018. b Work with the County Council to deliver the technology and new processes to deliver Improve infrastructure, public transport b Review our Local Plan to ensure our policies city’s priorities in the Oxfordshire Local more efficient and effective services. and opportunities for walking and cycling and plans for development reflect the needs Transport Plan and the Oxford Transport b Grow the low-carbon economy through across the city to reduce congestion and of the city and set a framework for Strategy and unlock transport blockages. support economic and housing growth. our OxFutures project to mobilise development up to 2036. b Invest £3.2 million in improvements to our investment in renewable energy and work Deliver effective support to attract new b Work with developers, local residents, the car parks, and expand capacity at Seacourt with the Oxford Strategic Partnership businesses and allow local businesses to County Council and other stakeholders on Park and Ride so more people can travel through the Low Carbon Oxford project to prosper and grow. development and regeneration of mixed use into the city by public transport. create a low-carbon economy. Improve workforce skills to meet local and employment-led sites, where possible b Work with the LEP and local businesses to b Ensure that developments meet high demand by working with Oxfordshire within the city, such as the Oxford rail station, improve skills training and create more environmental and energy performance Skills Board to support educational Northern Gateway, Barton, Headington, apprenticeships and make the case for standards. attainment, traineeships, apprenticeships Westgate, Oxpens, and Osney Mead. greater local control of funding for skills. and better targeting of funding for skills across the spectrum. Success Measures 2016/17 2017/18 2018/19 2019/20 Promote and shape development and unlock land for housing and employment Amount of employment floor space permitted for development 15,000 sqm 15,000 sqm 15,000 sqm 15,000 sqm sites to help meet the needs of the city. Number of jobs created or safeguarded in the city as a result of the City 700 900 1,100 1,250 Council’s investment and leadership
Net annual increase in number of businesses operating in the city 200 200 200 200
Find out more: Oxford City Council’s Regeneration and Economic Development page, Oxford Economic Growth Strategy, Oxford Strategic Partnership Meeting Housing Needs 2 Improving Oxford residents’ access to affordable and high-quality homes in good environments that are close to jobs and facilities.
High demand for and scarce availability of accommodation. The effects of Government’s the city boundaries by 2031 to meet Oxford’s 8 Key facts homes mean there is a severe housing crisis in austerity measures and changes in social housing needs and we are working with Oxford that is causing increasing hardship for security provisions are imposing additional them to identify locations for housing to b House prices in Oxford are 16 times people and families and threatening the local pressures on housing and increasing the sustainably meet these needs. Amongst the average earnings (average earnings in economy. The high cost and limited incidence of homelessness and hidden solutions which need to be considered is a Oxford are £28,000; average house availability of housing is a major barrier to homelessness. At the same time, the review of current Green Belt boundaries so prices are £453,525). growth. Many of the main businesses in the Government’s budget and housing policies, that homes can be located near to Oxford. local economy including the BMW Group, the including the reduction in social rents, b The number of people who own their We will need significant investment in roads, universities and the NHS, as well as the extending the right to buy and the forced sale own home in Oxford is well below public transport and cycle routes to support growing high-tech sector identify housing as of council homes has undermined Oxford City national average at 47% compared new housing within and around the city. the most significant barrier to the recruitment Council’s ambitious plans to invest in with 63% in England as a whole. We are working with neighbouring and retention of staff. Oxford is now the least improving homes and estates and in building authorities and the LEP through the Oxford b 24% of Oxford’s adult population are affordable city to live in the UK both in terms new homes. Whilst the full impact of these and Oxfordshire City Deal and our emerging students – this is the highest in England. of home ownership and private rented new Government policies cannot yet be Devolution Deal to secure the investment b The median private rent for a three- housing. Households are being priced out of assessed, we estimate that it will reduce the needed to deliver infrastructure and build bedroom house is £300 per week, over the market and rising rents and restricted amount that is available to invest in social 100,000 new homes across the county by benefits are set to further squeeze households housing by £54 million over the next four half median earnings and 30% above 2031. We are playing an active role in on the lowest incomes. There are also years. We know that Oxford City Council will the Local Housing Allowance Rate of promoting housing development in the city challenges in meeting the demand for face difficult choices about how we continue £230 per week. wherever possible, working through housing from Oxford’s large student to provide affordable housing in the future. b There are over 3,300 people on Oxford partnerships such as our joint venture with population. The scarcity of homes means that We are exploring options, including a new City Council’s Housing Register. Grosvenor Development Ltd. to build nearly one in five of Oxford’s residents live in a Local Housing Company that could provide an 900 homes at Barton Park; and building b HMO Licensing Scheme has resulted in multi-occupation dwelling. High demand and alternative model for investment and delivery affordable homes on council land, for landlords investing over £3.2 million in high rental values in Oxford have meant that of homes for those on low and moderate example in partnership with GreenSquare home improvements. private landlords can charge high rents for incomes who cannot afford home ownership. Housing Association at Cowley and poorly managed and badly maintained This includes a wide range of employees who Northway; and a prospective partnership for properties. Oxford City Council is tackling this provide vital functions for the city and the development of the Oxpens site. through its HMO Licensing Scheme which, community – teachers, nurses, and academics. since 2011, has seen around 3,000 homes To deal with our housing crisis, between improved by private landlords. 24,000 and 32,000 new homes are needed in Lack of affordability puts severe strain on the period 2011–2031. The city is constrained social housing; there are 3,300 households on by its boundaries so not all of these homes can the city’s housing waiting list. Homelessness is be built in Oxford and will need to be located increasing despite our work to tackle it in adjacent areas. The Districts have agreed through the use of temporary 15,000 additional homes are needed beyond Meeting Housing Needs 2 Improving Oxford residents’ access to affordable and high-quality homes in good environments that are close to jobs and facilities.
Over the next four years and What is going to happen as a result? b Work with partners to develop a greater b Continue to invest through our revolving 9 range of housing options, such as fund to bring empty properties back into beyond we will work with our We will: partners to: co-housing, shared ownership schemes, use. b Work with neighbouring councils to bring and housing for key workers, to meet the Tackle the city’s housing crisis by b Expand our HMO Licensing Scheme to forward sites and the investment needed to varied requirements of people who work in cover 85% of HMO properties in the city. promoting high quality development in develop 24,000–32,000 new homes by 2031 the city; this includes continuation of our the city and in locations near to Oxford with b Maintain our innovative partnership for to meet Oxford’s housing need. Equity Loan Scheme for teachers. good transport links working in the procurement of homes for homeless b Work in partnership to build 900 homes at partnership with developers, universities, b Invest £46 million in refurbishing the five families with £5 million Council Barton Park through our joint venture businesses and neighbouring district tower blocks and a programme to improve investment matched by our partners to company with Grosvenor Development Ltd., councils to build the homes that Oxford homes to the ‘Oxford Standard’ improving give a total investment of £10 million. and to build further new homes at sites such needs. kitchens, bathrooms, security, heating, and b Work to ensure sufficient homes for as Cowley, Northway and Oxpens. Build more affordable homes in in making properties more energy efficient temporary accommodation to prevent b Develop new models to secure future homelessness and work with Oxfordshire partnership with developers, housing to save people money. investment in and delivery of affordable County Council to redesign support for associations, universities and health sector homes including considering a local housing b Invest £13.5 million to improve the homeless people in the light of cuts to to meet the needs of different income company to ensure the City Council can environment around our housing stock County Council’s budgets. groups and types of employment in the continue to invest in affordable homes in the through our Great Estates programme and city, including those on low incomes and b Continue to support residents affected by light of changes to Government housing the regeneration of Blackbird Leys, Barton those who are vulnerable. changes to social security systems to policies. and Rose Hill. support in finding work and by providing Improve conditions for private tenants b Use our planning policies to ensure high b Invest £2 million over four years in Disabled advice on housing and benefits. by proactively enforcing standards for quality development in good quality Facilities Grants in adaptations to help private landlords and managing the impact environments and to secure affordable disabled people have better access to and on neighbourhoods of Houses in Multiple housing. movement around their homes. Occupation (HMOs). Improve homes for our existing tenants by refurbishing our properties above national Success Measures 2016/17 2017/18 2018/19 2019/20 standards, making homes more energy efficient and improving the general Number of new homes granted permission in the city 400 400 400 400 environment of our estates. Tackle homelessness and rough The percentage of HMOs licensed in the city 70 75 80 85 sleeping by securing appropriate accommodation and support for those Limit our use of temporary accommodation at 2015 levels 120 120 120 120 affected.
Find out more: Oxford City Council’s Housing Strategy page, Homelessness Strategy, Asset Management Plan Strong and Active Communities 3 Socially cohesive and safe communities.
Oxford is steadily growing in population support low income households to maximise services can be maintained in the face of 10 Key facts and diversity with the third-highest minority their income. Our challenge is to understand Government cuts and reduced budgets. ethnic population in the south-east. the changing needs of our communities and Oxford should be a city where people feel b 22% of Oxford residents are from a Our communities are made up of many to tailor our resources to the differing levels of safe, particularly the elderly and those who black or minority ethnic group and diverse groups and interact around place, support needed to help people achieve their are in any way vulnerable. We recognise that 14% are from a white but non-British potential. Our Area Forums and Community cultural identity and shared interests. investment in services for young people ethnic background. Partnerships bring together local councillors, and early engagement is a very effective Our aim is that everyone in the city has the the police, health and education providers, b Life expectancy is nine years lower for approach to dealing with these issues, opportunity to: business and residents to ensure that services men and four years lower for women in backed by the capacity to take appropriate are responsive to local needs. the most deprived areas of Oxford, b be engaged in the diverse social and enforcement action. Building safer compared with the least deprived cultural life of the city The City Council has invested heavily in communities requires a coordinated areas. b be active and engaged in leisure and developing high quality activities, services approach to safeguarding vulnerable b Around 25% of Oxford’s under 16s live sporting activities in the city and facilities for our communities that have children, families and adults. We are below the poverty line. b be protected from the risk of crime, been recognised by a raft of awards. The recognised for our work in leading the award-winning Youth Ambition programme Oxford Safer Communities Partnership b In 2014/15 the City Council investment exploitation and anti-social behaviour invests £240,000 annually to support young and proactively engaging in the local b have the support they need to achieve their in cultural activities leveraged £6.6 people to develop the skills, experience and safeguarding boards to ensure a multi- potential. million to the city’s economy from ambition to achieve their potential. We work agency approach to protecting those at grants, donations and income. For many of its residents, Oxford is a thriving with schools to ensure that young people risk of abuse or exploitation. b Visits to our leisure centres in 2014/15 city with a wide range of opportunities for secure social, cultural and health benefits from have increased 53% since 2008 with work and leisure; however, there are also their education as well as academic the highest increases in our target major inequalities in life chances and life achievement, for example by supporting the groups; 98% of people are satisfied or expectancy. Ten areas of the city are among schools’ sports programme in the city. We are very satisfied with our leisure centres. the 20% most deprived areas in England with investing in community centres across the city, including £4.7 million in the new Rose Hill b Over 6,000 young people have taken low skills, low incomes and weaker levels of community centre. Our £1.5 million annual part in our Youth Ambition social integration. Child poverty is a key grants programme supports voluntary and Programme. concern in six neighbourhoods which feature among the 10% worst-affected in England. community groups across the city to deliver b Despite falls in overall crime rates a services and support vulnerable groups. In small number of people in the city are Addressing these inequalities in life chances recent years use of our leisure centres has at risk from trafficking, exploitation and health is a key priority for the City Council. substantially increased and many more and abusive crimes. It underpins the ambition to increase people are now taking part in regular physical prosperity and economic growth in ways activity. Looking to the future, we will need to which benefit all our residents, and our work closely with the local authority and financial inclusion strategy which aims to health partners to ensure that community Strong and Active Communities 3 Socially cohesive and safe communities
What is going to happen as a result? people benefit from social, cultural and Over the next four years and b Lead the Oxford Safer Communities 11 sports opportunities. beyond we will work with our We will: Partnership through a change of focus and resources towards crimes such as partners to: b Ensure that residents across the city benefit b Provide a £1.5 million per annum budget to support voluntary and community trafficking, domestic violence, child sexual Tackle inequality through improved from economic growth and increased organisations and the services they exploitation and all forms of grooming. prosperity and by targeting resources to economic opportunity, and support low provide. those who need most support. income households to maximise their b Continue to play a leading role in income. b Invest in improvements to cemeteries and Oxfordshire’s Multi-Agency Safeguarding Provide high quality community and b Ensure that our community buildings and in developing new burial space. Hub and the Oxfordshire’s Safeguarding leisure facilities and seek to increase spaces are well used, high quality and b Work with our partners in the Oxfordshire Board to coordinate and improve participation in regular physical activity to inclusive; including investing £220,000 in Strategic Partnership and the Health and safeguarding. improve people’s health and quality of life. improving our community centres, Well-being Board to reduce health Improve opportunities for young £1.3 million in sports and recreation grounds inequalities, integrate services, and people to engage in positive activities and and pavilions and £5 million in the Horspath improve health and well-being of residents. develop the skills and ambition to achieve Athletics Ground. b Through our leadership of the Oxford to the best of their abilities. b Work with communities and partners to Cultural Partnership, continue to improve encourage participation and develop new the opportunities for Oxford’s diverse Celebrate diversity and support our models of service and develop the use of communities to engage actively in a wide different communities by understanding our public buildings for a wide range of range of cultural activities. their needs, supporting voluntary and community services. b Work with communities and residents to community groups and delivering high b Engage young people in our Youth Ambition tackle problems of anti-social behaviour quality cultural events and activities. programme to improve educational and nuisance and through education, Promote safe neighbourhoods and attainment, their skills and ambition; and engagement and appropriate enforcement tackle anti-social behaviour through work with schools to ensure that young create safer places. education and early engagement with problems, backed by enforcement action if required. Success Measures 2016/17 2017/18 2018/19 2019/20 Safeguard and support vulnerable people including improving quality of life Resident satisfaction with their area as a place to live 81% >81% >81% >81% for older people and protecting children, families and adults at risk of exploitation or The number of people taking part in our Youth Ambition programme 5,500 5,700 >5,700 >5,700 crime. Number of people using leisure centres 1.40 million visits 1.45 million visits 1.50 million visits 1.55 million visits
Find out more: Leisure and Well-being Strategy, Community Centres Strategy (new), Culture Strategy, Community Safety Plan A Clean and Green Oxford 4 An attractive and clean city that minimises its environmental impact by cutting carbon, waste and pollution.
Environmental sustainability is key for the increasing the proportion of waste that is emissions in the city centre and we will build 12 Key facts planet, the nation and the city. Our vision is recycled reduces the city’s environmental on this in partnership with the County b 79% of people are satisfied with the for a city that is energy efficient, rich in impact. Despite challenges of the high churn Council to reduce pollution and emissions in biodiversity and has a growing resource of of our population, the high number of Houses the city. This will be done for example, street cleaning service in Oxford. fossil-free energy and a demonstrably of Multiple Occupation and self-contained through improvements to cycle lanes and b Recycling rates in Oxford have lower environmental footprint. We use our flats, Oxford is one of the top-performing cities parking and park and rides to encourage increased by more than 30% in the last environmental, planning and economic in the country for recycling. This is a result of travel by bus and bicycle in the city. 10 years to 46.5%, making us the third development roles to enhance the our long term investment in improving We face enormous challenges dealing with highest performing city in the country. sustainability of the city and are working with recycling services, expanding recycling to climate change and extreme weather events, partners through initiatives like Low Carbon cover food and garden waste and raising b Carbon emissions overall in Oxford from droughts to floods and storms. In Oxford to use new technology to improve the awareness of the importance of waste reduced by 11.4% between 2005 and 2013/14 over 70 properties flooded in the city’s environmental performance. We aim to reduction. Disposal costs for waste and 2013. city causing damage to homes and the local be a European centre of innovation and recycling are increasing and our challenge is economy. Through the Oxford Area Flood b Each year the City Council successfully excellence and will benchmark the city to further reduce the amount of waste Partnership and with the Environment reduces emissions from our own against other national and European cities. produced and drive down costs by using new Agency we are investing in major flood estate by 5%, saving over £500,000 a technology to improve the efficiency of our The quality and cleanliness of the city is one of protection projects to protect homes and year on utility bills. workforce. the most important factors in maintaining the businesses against flooding. b We have insulated 286 properties, and health and quality of life of those who live and Reducing carbon emissions is a key element put solar panels on a further 69 houses work in Oxford. Visitors to the city contribute in our drive to minimise our environmental in the past two years. £800 million per year to the local economy impact and helps to achieve wider priorities: b Our Oxford Cycle City project has and clean, safe and attractive streets and open ensuring that economic growth and delivered over £250,000 worth of spaces encourage them to stay longer and development is sustainable; using financial cycling improvements in Oxford. return to the city. Oxford City Council is resources effectively; and improving the working with partners to raise awareness and health and quality of life for our residents. b Nitrogen dioxide (NO2) levels have encourage behaviour that will help to tackle We strive to make our buildings, fleet and dropped by 35% at roadsides in the issues such as fly-tipping, littering, and dog operations as energy and fuel-efficient as city centre over the last 10 years. fouling. Our achievements are reflected in possible and continue to invest in renewable b Oxford has the first Low Emission Zone high levels of satisfaction for our street energy to power our offices and leisure outside of London and is actively cleaning service, the Purple Flag status for centres. We are also investing in insulating planning for the advent of a zero excellence in our services in the city centre, social housing and installing solar panels to emission zone for the city centre. and six of our parks securing Green Flag improve the health and well-being of our awards. residents and save them money. b 50% of Oxford residents cycle or walk to work in Oxford. High quality waste collection services are It is vital for Oxford as a growing, sustainable crucial to the quality of life in the city. city that we continue our work to improve air Reducing total volumes of waste and quality. The Low Emission Zone has reduced A Clean and Green Oxford 4 An attractive and clean city that minimises its environmental impact by cutting carbon, waste and pollution.
What is going to happen as a result? green spaces and work to increase Over the next four years and b The OxFutures programme, with a grant 13 biodiversity. beyond we will work with our We will from the European Commission, will work partners to: b Benchmark our environmental performance, to secure £20 million investment in local b Reduce the total amount of waste energy projects by the end of 2016. produced and increase the proportion of Save energy and reduce carbon implement the Covenant of Mayors in the waste stream that is recycled by emissions through energy saving and respect of climate change, and learn from b Explore all forms of external funding (such providing incentives and raising renewable energy schemes that bring the best in Europe to drive improvement. as the EC, DEFRA) to make positive awareness through our Blue Bin Recycling down energy bills, tackle fuel poverty and differences to environmental quality, b Invest in energy efficiency, renewable League, completing the roll out of our reduce the city’s carbon footprint. health, and carbon reduction. energy to continue to reduce carbon weekly food waste collection to include a b Increase capacity of our Park and Ride at Tackle congestion and pollution that emissions from our own estate by 5% each further 19,000 flats and promoting Seacourt so more people take the bus into frustrates growth and damages people’s year and encourage others to follow suit. recycling of garden waste. the city. health through a better public transport b Through Government Salix Scheme and b Develop a more cost effective way to offer, our Low Emission Zone and by our own Salix-plus fund we will invest in b Continue to improve our air quality recycle waste products to help drive down promoting cycling and walking. renewable energy, energy efficiency and monitoring; work with the County Council costs whilst improving recycling levels as the highway authority, to tackle including a waste transfer station for the Improve cleanliness of our streets, water savings technology to reduce environmental impact and save money. pollution hotspots in the city centre; and city. neighbourhoods and open spaces so that inform residents. Oxford is an attractive, clean and safe place b Continue to maximise energy efficiency of b Reduce the flood risk to 110 properties in b Continue to drive efficiency of our waste which residents, visitors and those who our tenants’ homes where possible, Northway and Marston, £2.6 million. and street cleaning services through better work in the city enjoy. including a full upgrade of five tower blocks b Work with partners to deliver the Oxford use of technology and investment in our with external insulation and double glazing, Flood Alleviation Scheme to protect Reduce the total amount of waste and improved loft insulation and a continued vehicles and machinery. businesses, households and important increase the proportion of the waste heating replacement programme. We will b Continue to invest to maintain our Purple transport links in the western and stream that is recycled providing excellent also investigate the feasibility of more solar Flag status and Green Flag awards for our southern parts of the city, £1.5 m. recycling services and facilities across the panel installations. green spaces; cherish and enhance our city and working with partners to promote recycling. Success Measures 2016/17 2017/18 2018/19 2019/20 Protect the city from extreme weather events and flooding by working with The amount of non-recyclable waste produced in the city per household 423Kg 421Kg 419Kg 418Kg partners to invest in effective flood decreases each year defences. Satisfaction with our street cleaning services 76% 76% 77% 77%
Implementation of measures to reduce the City Council’s carbon 5% 5% 5% 5% footprint by 5% each year
Find out more: Low Emissions Strategy, Sustainability Strategy for Oxford 2011–2020 An Efficient and Effective Council 5 A customer-focused organisation, delivering efficient, high-quality services that meet people’s needs.
Oxford City Council has a highly committed financial planning, continuous service procurement hub that operates across all 14 Key facts workforce with a track record of delivering improvement and finding new ways to deliver councils in Oxfordshire. This, accompanied by excellent services that meet the needs of our services. As all areas of the public sector face training for staff to improve their skills and b Oxford City Council has achieved customers, ensuring we get it ‘right first time’. significant financial pressure we will work knowledge of procurement and contract £8.5 million of efficiency savings in the We have lost 47% of our Government grant collaboratively with our partners to management, is delivering greater value for last four years without compulsory over the last six years and in response have collectively make the best use of our money from our supply chain. We have also redundancies. achieved £8.5 million of cost savings over four resources, find new ways to improve the reviewed the way we manage our buildings b Our counter-fraud team successfully years. We are aiming to achieve another services we provide and to safeguard those and invest in our property to generate prevented losses to the City Council of £7 million of cumulative efficiencies on our who are most vulnerable to cuts in services. on-going savings. Our counter-fraud team non-housing budget over the next four years have successfully prevented losses to the £3.8 million over the last 18 months. We are implementing the Customer Service to deal with increasing costs of waste Council of £3.8 million over the last 18 b Our customer service centres help Excellence standard across the Council to recycling and the cost of business rates months and recent investment in new more than 40,000 people every year make sure our staff have the right skills to appeals at a time when our Government grant technology will increase their capability to deliver an excellent customer service. We have and deal with 260,000 calls every year. will continue to decline, and the future do more. reviewed services like waste collection and b 91% of queries are resolved at the first funding arrangements for local government housing benefit and invested in new Our staff are key to our current and future point of contact and 89% of people are remain uncertain. technology to streamline processes and success. We are proud to be seen as an satisfied with the service they receive. The Government’s continuing changes and reduce costs. Our investment in on-line service exemplar employer and will continue to work b The City Council was awarded the reductions in the systems of personal and provision including our Council App, new web with the unions and invest in management MJ Award for the Highest Achieving family social security, and recently announced site and a tenants’ portal enable customers to and skills development to foster a more Council in 2014 and the APSE Overall changes to housing policy, create major new access services at a time which is convenient innovative, commercial culture within which Council of the Year in service delivery pressures for our forward budget. We are now to them, costs less and thereby enables staff are actively engaged in developing in 2015. planning for additional reductions of around resources to be redirected to those who need ideas to achieve our ambitions for the city. b The City Council pays a living wage £54 million in housing spending over the next more support. four years. Whilst the full implications of the (£8.93 per hour in 2016/17) to all The high quality of our services is reflected in policy changes are uncertain, it is clear the City staff and require the same of our our numerous awards and the fact that we Council has to expect significant reductions in contractors and suppliers. now provide these services to external the net budget and face difficult decisions organisations. We will continue to build our about maintaining our planned level of external business in areas in which we excel service to the community. At the same time, (building works, commercial waste and demand for these services will increase due to engineering services) in order to generate the effects of the Government’s housing additional revenue for reinvestment. policy and changes in social security systems and the reductions in the budgets of our We will also continue to protect the public partner organisations. The City Council aims to purse, and have improved the way we procure deal with these challenges through robust goods and services and manage a An Efficient and Effective Council 5 A customer-focused organisation, delivering efficient, high-quality services that meet people’s needs.
What is going to happen as a result? management skill and performance Over the next four years and b We will invest in projects which generate 15 across the organisation. beyond we will work with our Our Medium Term Financial Strategy will deliver on-going savings, including more cost partners to: £7 million of cumulative efficiency savings over effective ways to recycle waste products. b We will champion the diversity of our Continue to deliver high quality services the next four years, including: b We will achieve Customer Services workforce and maintain our Investors in People Gold Champion Status. to residents and businesses in the city b Changes to the way we deliver our business Excellence status for the whole ensuring the flexibility to deal with support, multi-skilling our staff and organisation. b We will work with the unions to uncertainty about future funding. simplifying and automating our procedures b We will improve value for money in the renegotiate the City Council’s pay deal in 2017 to ensure a fair deal for staff and one Continue to invest in technology to will save around £400,000 per year; services and goods that we procure and ensure that 40% of the Council’s third party which is affordable for the city. provide customers with more flexible and b Generating further efficiencies in our ICT spend is with local SMEs so that it delivers lower cost ways of accessing services. service will save £220,000 per year. wider benefits to the local economy. Manage our property and assets b The new City Council website, the tenants’ b Prioritise investment in our properties to effectively to generate savings and portal, eClaim and eBilling applications will maintain our assets and spend to save maximise returns. make it easier for people to access initiatives which generate increased information, report issues, and contact and Manage our contracts and procurement income for the City Council. processes effectively to deliver maximum transact with the City Council on-line. b Develop our investment property portfolio value for money and continue to develop b We will identify opportunities to offer our to obtain higher returns. our anti-fraud capability to protect public professional and technical services to other money. organisations to generate additional b Our Leadership and Management Recruit, develop and value a diverse resources. Development Programme will improve workforce which reflects the make-up of the community that we serve, tackling barriers to employment and career progression. Success Measures 2016/17 2017/18 2018/19 2019/20
Level of staff engagement based on best companies staff survey results positive positive positive positive
The percentage of customers satisfied at their first point of contact 82% 84% 85% 85%
Delivery of the Council’s cost savings and income targets £1,861,000 £3,230,000 £4,684,000 £5,221,000 (cumulative over four year period)
Find out more: Medium Term Financial Strategy, Budget Book
Oxford City Council Corporate Plan, 2016–2020 Building a world-class city for everyone
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