Oxford City Council Corporate Plan Annual Statement 2016/17...In the context of uncertainty about the future of the national economy created by the ... oﬃce space and public realm

Oxford City Council Corporate PlanAnnual Statement 2016/17Building a world-class city for everyone

Oxford City Council Corporate Plan Annual Statement 2016/17

Building a world-class city for everyone

Contents

Introduction 3

A Vibrant and Sustainable Economy 4

Meeting Housing Needs 5

Strong and Active Communities 6

A Clean and Green Oxford 7

An Efficient and Effective Council 8

2 Find out more: www.oxford.gov.uk/policy

Our Corporate Plan for 2016–2020 sets out the CityCouncil’s vision for our city and for the quality of life ofits residents, and our plans for how we will achieveour objectives in the five key priority areas:

� A Vibrant and Sustainable Local Economy

� Meeting Housing Needs

� Strong and Active Communities

� A Clean and Green Oxford

� An Efficient and Effective Council

This annual statement describes the achievements ofthe past year in each of these areas of activity, andidentifies where we will focus our priorities in 2017/18.

3Find out more: www.oxford.gov.uk/policy

The financial pressures affecting people on low incomes areincreasing as the government’s austerity programme andreductions in social security payments take effect.Homelessness has increased in Oxford, as elsewhere in thecountry, and at the same time the County Council has reducedfunding for homelessness services. The City Councilresponded by working with the local authorities in Oxfordshireand health services to pool funding that will maintain a smallernumber of hostel places.

Looking to the future, we will continue to pursue ouraspirations for the city despite increasing financial pressures.The revenue support grant from the government has reducedfrom over £9 million in 2013/14 to just £1.5 million next yearand will disappear altogether by 2019/20. The impact of thegovernment’s policy of devolving more business rate incometo local authorities is unknown, making financial forwardplanning very difficult to do with confidence. People in Oxfordwill inevitably feel the effects of reductions in the CountyCouncil’s support for homelessness hostels, children’s centres,culture and the arts. At the same time, demand for our servicesis growing, particularly for those on low incomes affected bythe government’s welfare reforms and reduction in householdincome due to the benefit cap.

Over the next three years, we will generate more income anddeliver further efficiencies to support vital services in the citywithout reductions to services. We will keep investing in thecity, regenerating council estates, upgrading and improvingcouncil homes, and improving our community centres and carparks, including a proposed extension of the Seacourt Park andRide site in preparation for the opening of the new WestgateShopping Centre in 2017.

We will continue to tackle the major challenges facing the cityby providing an environment in which businesses can growand invest, building more homes for people at all income

The result of the EU referendum was a seismic event for theUK. The prospect of being outside the European single marketand customs union brings new challenges as we seek to securea prosperous future for all our residents. The success of thecity’s economy stems from our position as a global centre forhigher education, research, health, biosciences, publishingand car manufacturing; from the ethnic and cultural diversityand strength of our communities; and from our architecturaland environmental heritage and cultural assets that attractmillions of visitors each year. In the context of uncertaintyabout the future of the national economy created by thedecision to leave the European Union, the City Council willcontinue to work with our partners to protect and build onthese features to ensure that Oxford remains a welcomingand outward-looking international city.

With neighbouring district councils, the County Council, LocalEnterprise Partnership (LEP) and other partners, we are seekinggreater local control over finances and decision-makingthrough a devolution proposal to the government. We aim tosecure the investment in transport, housing and jobs neededto reach the city’s and county’s economic potential. This wouldinvolve a new combined authority, bringing all six councilstogether to deal with strategic issues, and an elected mayor tolead that authority.

Despite the challenging national context, the City Councilachieved much in 2016 to deliver our ambition, as set out inthis report. We delivered £1 million of efficiency savings ontop of the £1.9 million delivered over the previous two years.We secured investment for major development andregeneration schemes across the city, and continued to investin our community facilities. We supported cultural events andworked with partners to improve support for refugees in thecity. We once again achieved national recognition forexcellence in many of our services, including the CustomerService Excellence Award for all council services.

IntroductionLeader of the Council, Councillor Bob Price

levels, protecting and enhancing our environment, supportingvulnerable people and safeguarding people at risk, investing inour communities and tackling inequalities. We will deliverefficient customer-focused frontline services, especially for themost vulnerable; invest in our assets, and in our workforce.

We are committed to making Oxford a good place to live foreveryone: fair, harmonious, and supportive of those most inneed through well-managed and accessible services.


� Work with partners to develop a low carbonand energy efficient economy and toincrease access to lower cost andsustainable local energy.

� Extensive consultation with residents andbusinesses on the Oxford Local Plan, whichwill shape the future development of thecity to 2036.

� Work with partners to ensure the successfulopening of the Westgate Shopping Centrein 2017.

� Invest £4.5 million in improvements toSeacourt Park and Ride car park, to ensurethat there are adequate car parkingfacilities to serve the city centre.

� Take forward investment andredevelopment of key sites in the West End,including Oxpens and the Oxford Stationredevelopment.

� Invest in the development of commercialsites and creation of space for smallbusiness, including Standingford House inCave Street.

� Agree a City Centre Strategy with localbusinesses, residents and other partners toenhance the physical environment of thecity centre.

� Create a 186 sqm (2,000 sqft) co-workingspace in Oxford Town Hall to support smallbusinesses, increase jobs and generaterevenue for the Council.

1Westgate, Barton Park and the Tower Blockrecladding projects.

� Supported people into locally based workthrough community job fairs in BlackbirdLeys, Rose Hill and Barton.

� Engaged with over 1,200 local businessesto support economic growth and attractinward investment. Launched a newBusiness Forum, ‘The Talk of the Town’.

� Set up a new Start-Up and Grow-On Groupto increase office space in the city centreand established a new co-working space atthe Oxford Centre for Innovation.

� Reached the shortlist for the EuropeanCapital of Innovation alongside Paris, Milan,Amsterdam, Glasgow, Turin, Eindhovenand Berlin.

Areas of Focus 2017–2020� With the LEP and Oxfordshire Councils,

negotiate an ambitious devolution dealwith central government to secureinvestment in infrastructure to supporthousing and economic growth.

Key Achievements for 2016� Secured infrastructure funding for Northern

Gateway and Oxpens, which will result in500 new homes at Northern Gateway, 400new homes at Oxpens, office space andover 4,200 jobs.

� Invested £8.4 million to deliver a mixed-usedevelopment, in partnership with NuffieldCollege, of over 400 new homes, a hotel,office space and public realm in Oxpens,which will transform the West End of the city.

� 500 businesses can now access fasterbroadband speeds, via the Super-ConnectedCities Project.

� Took forward plans to improve Oxford Stationwith planning guidance for theredevelopment of the station ready forconsultation in early 2017.

� Began work on a new Local Plan, which willshape the city’s development up to 2036.

� Established Community Employment Planswith partner companies that will support20 apprenticeships and 180 people into workexperience or training. These will cover

Oxford City CouncilCorporate Plan Priorities2016–2020Make the case for greater local controland devolution of decisions andinvestment in transport, housing, skillsand business growth to meet the needs ofour economy.

Promote growth and increasedinvestment in enterprise and theknowledge economy.

Improve infrastructure, public transportand opportunities for walking and cyclingacross the city to reduce congestion, andsupport economic and housing growth.

Deliver effective support to attract newbusinesses and allow local businesses toprosper and grow.

Improve workforce skills to meet localdemand by working with OxfordshireSkills Board to support educationalattainment, traineeships, apprenticeshipsand better targeting of funding for skillsacross the spectrum.

Promote and shape development andunlock land for housing and employmentsites to help meet the needs of the city.

A Vibrant and Sustainable EconomyA smart and entrepreneurial city with a thriving local economy supported by improved infrastructure, training and skills

Success Measures

Amount of employment space permitted fordevelopment

Number of jobs created or safeguarded in the cityas a result of the council’s investment andleadership

Net annual increase in the number of businessesoperating in the city

2016/2017 Targets15,000 sqm

900

200

2016/2017 Projected OutcomeAchieved

Achieved

Exceeded


in Spring 2018, and 170 homes to be builtelsewhere in the city by 2019.

� Deliver a £21 million programme of majorrepairs to City Council homes includingadaptations, upgrading properties andenergy efficiency.

� Further increase accommodation availablefor those in temporary housing byacquiring further properties through theReal Lettings Scheme.

� Provide support for residents facingbenefit changes, for example giving extrahelp to private sector tenants affected bythe freeze in Local Housing Allowance andthe cut in the level of the benefit cap.

� Deliver our Homelessness PreventionProgramme, bringing agencies together toprovide targeted prevention and outreachwork and advice services for those at risk ofbecoming homeless.

� Continue joint working with District andCounty Councils and Health to providehousing support services and furtherimprove value for money.

2� Improved energy efficiency in private

homes so they are warmer and cheaper toheat. Provided grants and encouragedpositive action by landlords.

� Helped people access work and providedfinancial advice to people facing reductionsin their benefits. Helped over 200households through Discretionary HousingPayments.

� Protected services for homeless people tomitigate reductions in county fundingthrough joint commissioning of serviceswith the County Council, NHS and districtcouncils.

� Led a joint bid with district councils, andsecured £790,000 of government fundingto help prevent homelessness and improveservices for homeless people.

Areas of Focus 2017–2020� Invest £8.7 million in regeneration schemes

for Blackbird Leys and Barton, and £4.2million on our Great Estates programme.

� Provide a £60 million loan to the Council’snew Housing Company to supply 500 newsocial rented homes. The first acquisitionwill be the purchase of 95 homes in Barton

Key Achievements for 2016� Established a Housing Company to deliver

new affordable homes with a range oftenures to help address the city’s acutehousing need.

� Invested £20 million in refurbishment ofthe city’s tower blocks to improve theirappearance and structure, upgradeinsulation, windows, heating and electrics,and refurbish lifts. Work will be completedby December 2017.

� Construction of 900 new homes in Barton isunderway through our joint venturecompany with Grosvenor Developments Ltd.

� Agreed plans for the construction of newhomes in Cowley and Oxpens, and theredevelopment of Blackbird Leys DistrictCentre, and Knight’s Road.

� Invested £5 million in a £10 million fund forour Real Lettings Scheme to acquireproperties to house local families intemporary accommodation.

� Launched a new Rent Guarantee Scheme toprovide access to the private rented sectorfor 40 households a year.

Oxford City CouncilCorporate Plan Priorities2016–2020Tackle the city’s housing crisisbypromoting high quality development inthe city and in locations near to Oxfordwith good transport links working inpartnership with developers, universities,businesses and neighbouring DistrictCouncils to build the homes that Oxfordneeds.

Build more affordable homes inpartnership with developers, housingassociations, universities and the healthsector to meet the needs of differentincome groups and types of employmentin the city, including those on low incomesand those who are vulnerable.

Improve conditions for private tenantsby actively enforcing standards for privaterented housing and managing the impacton neighbourhoods of Houses in MultipleOccupation (HMOs).

Improve homes for our existing tenantsby refurbishing our properties abovenational standards, making homes moreenergy efficient and improving thegeneral environment of our estates.

Tackle homelessness and roughsleepingby securing appropriateaccommodation and support for thoseaffected.

Meeting Housing Needs Improving Oxford residents’ access to affordable and high-quality homes in good environments that are close to jobs and facilities

Success Measures

Number of new homes granted permission

The percentage of HMOs licensed in the city

Limit the use of temporary accommodation to2015 levels

2016/2017 Targets

400

70%

120

2016/2017 Projected Outcome

Achieved

Exceeded

Achieved


achieve its policies of communitycohesion and involvement. With OCVA, wecampaigned with partners to encouragevolunteering and as a result an additional150 people signed up as volunteers.

Areas of Focus 2017–2020� Implement the Museum of Oxford

Development Plan and submit a secondround funding bid to develop the museum.

� Invest £3.6 million improving communitycentres and £5 million improving parks,open spaces and athletics facilities over thenext four years.

� Invest £4.9 million in the development ofHorspath Sports Village.

�Work in partnership with Fusion Lifestyle,our local leisure provider, to increaseparticipation rates and further improvecustomer satisfaction with our facilities.

�With partners in the community voluntaryand faith sector, improve services forrefugees and asylum seekers and work tofoster community cohesion in the city.

�Continue our £1.4 million grantprogrammes to support the voluntary andcommunity sector to deliver services forthose in need.

�Ensure that Barton Healthy New Towndelivers against the communities’ healthand well-being priorities.

3� Investigated over 2,500 cases of anti-social

behaviour and undertook 1,600enforcement actions to tackle anti-socialbehaviour and environmental offences.

�Supported 12 Syrian families through theSyrian Vulnerable Persons ResettlementScheme and worked with voluntary andfaith groups to improve our services torefugees, including increasing access toEnglish Language courses.

�Established Health Partnerships with thePrimary Care Trust and health organisationsto address poor health and improve accessto health services in key areas.

�Assisted council tenants to reduce theirenergy bills through tariff changes, accessto government programmes, andimproved energy efficiency.

� Improved our safeguarding practice forchildren and vulnerable adults byimplementing a robust and mandatorytraining programme for staff andcouncillors, improved our taxi licensingand launched ‘Hotel Watch’.

�There are large numbers of people whovolunteer in the city to enable communityprojects to flourish and to help the council

Key Achievements for 2016� Invested £160,000 alongside partners, in a

£800,000 refurbishment of Cutteslowe ParkLower Pavilion to increase women’s andyoung people’s participation in football.

� Horspath Athletics and Sports Groundreopened after a £180,000 trackrefurbishment.

� Secured £142,000 from the Heritage LotteryFund for the first phase of the Museum ofOxford’s redevelopment.

� Increased the number of participants in theYouth Ambition Programme:2015/16 6,0602016/17 6,640

� And increased girl’s participationsignificantly: 2015/16 25%2016/17 47%

� Attracted over 170,000 people to our culturalevents, including the Christmas Light Festival,Common People, Dancin' Oxford, MayMorning, St Giles’ Fair and the Lord Mayor’sCarol Concert.

� Barton Park selected as an NHS Healthy NewTown, securing £120,000 of which £30,000was for small community projects to addresssocial isolation and food poverty.

Oxford City CouncilCorporate Plan Priorities2016–2020Tackle inequality through improvedprosperity and by targeting resources tothose who need the most support.

Provide high quality community andleisure facilities and seek to increaseparticipation in regular physical activity toimprove people’s health and quality of life.

Improve opportunities for youngpeople to engage in positive activities anddevelop the skills and ambition to achieveto the best of their abilities.

Celebrate diversity and support ourdifferent communities by understandingtheir needs, supporting voluntary andcommunity groups and deliveringhigh-quality cultural events and activities.

Promote safe neighbourhoods andtackle anti-social behaviour througheducation and early engagement withproblems, backed by enforcement actionif required.

Safeguard and support vulnerablepeople including improving quality of lifefor older people and protecting children,families and adults at risk of exploitationor crime.

Strong and Active Communities Socially cohesive and safe communities

Success Measures

Resident satisfaction with their area as a place to live

The number of people taking part in our YouthAmbition Programme

The number of people using leisure centres

2016/2017 Targets81%

5,500

1.40 million visits


Achieved

Achieved


� Relaunched the Low Carbon Oxfordwebsite to include case studies and easieraccess to resources for residents and localgroups.

Areas of Focus 2017–2020� Complete the £2.2 million Northway and

Marston Flood Alleviation Scheme,reducing the flood risk to 110 homes inNorthway and Marston.

� Invest a further £760,000 and implementthe Oxford Flood Alleviation Scheme withthe Environment Agency and otherpartners.

� Build a £2.4 million Recycling TransferStation to increase recycling rates anddeliver £320,000 savings each year from2018/19.

� Further reduce carbon emissions fromtransport and increase domestic energyefficiency and local energy production.For example, trial on-street electric vehiclecharging, increase business engagement,and reduce air pollution through theSchools Tackling Oxford’s Air Pollution(STOP) project.

� Consult on how best to implement ourvision for a more sustainable future for thecity.

4� Launched Schools Tackling Oxford’s Air

Pollution (STOP) project, with six schools,to install air quality monitoring stationsand provide educational material aboutair quality.

� Around 40,000 people attended LowCarbon Oxford Week and 60 organisationscontributed to the events.

� Achieved 90% reduction in dog fouling inThe Leys through an awareness raisingcampaign.

� Improved waste and cleaning services byinvesting in new bin-weighing technologyon our lorries and a high pressure hot washstreet cleansing vehicle.

� Increased recycling through the roll out ofweekly food waste collection to 19,000 flatsacross Oxford.

� Recruited 20 participants for the ‘Go UltraLow‘ trial project to install on-street electricvehicle charging in residential areas.

� Retained all six Green Flag awards for ourparks, which recognise the best greenspaces throughout the country.

Key Achievements for 2016� Started construction of a £2.2 million Flood

Alleviation Scheme to reduce the risk ofsurface water flooding to 110 homes inNorthway and Marston wards in north-eastOxford.

� Supported the Outline Business Case for theOxford Flood Alleviation Scheme to protectbusinesses, households and importanttransport links in the western and southernparts of the city.

� Reduced City Council carbon emissions by 5%for example by investing in solar panels at StAldate’s Chambers and Horspath.

� Won the prize for Local Authority Air QualityInitiative of the Year at the National Air QualityAwards 2015.

� Successfully leveraged £14 million into localenergy projects in the city and county throughthe OxFutures Programme.

� Attracted £50,000 of government funding toexplore a heat network in Oxford that couldreduce carbon emissions and improveenergy efficiency.

Oxford City CouncilCorporate Plan Priorities2016–2020Save energy and reduce carbonemissions through energy saving andrenewable energy schemes that bringdown energy bills, tackle fuel poverty andreduce the city’s carbon footprint.

Tackle congestion and pollution thatfrustrates growth and damages peoples’health through a better public transportoffer, our low emission zone and bypromoting cycling and walking.

Improve cleanliness of our streets,neighbourhoods and open spaces so thatOxford is an attractive, clean and safe placewhich residents, visitors and those whowork in the city enjoy.

Reduce the total amount of waste andincrease the proportion of the wastestream that is recycled, providing excellentrecycling services and facilities across thecity and working with partners to promoterecycling.

Protect the city from extreme weatherevents and flooding by working withpartners to invest in effective flooddefences.

A Clean and Green Oxford An attractive and clean city that minimises its environmental impact by cutting carbon, waste and pollution

Success Measures

Amount of non-recycable waste produced in thecity per households decrease each year

Satisfaction with our street-cleaning services

Implementation of measures to reduce the CityCouncil’s carbon footprint by 5% each year

2016/2017 Targets423 kg

76%

5%


Achieved

Achieved


� Invested in Leadership and ManagementDevelopment programme for all managersto improve management and performanceacross the council.

� Local Insight data service established toenable better use of data to inform ourplans and services.

Areas of Focus 2017–2020� Reduce supplier costs in ICT to deliver a

further saving of £70,000.

� Invest £15,000 in digital inclusion over twoyears to improve access to online servicesfor residents.

� Improve services and value for moneythrough reviewing and retenderingcontracts and audit arrangements.

� Achieve National Practitioner SupportService ‘Gold Standard for Housing andHomelessness Prevention Services’ inHousing Services.

� Establish an arm’s length trading companyto deliver many of our blue collar servicessuch as building works, street cleansing,waste and recycling.

� Further increase the income earned fromexternal trading in engineering,commercial waste and motor transport.

� Retain our Investing in People, GoldChampion status.

5� Achieved procurement savings of around

£336,000 per annum from thereprovisioning of ICT service contracts andchanges in telephony.

� Achieved ‘Customer Services Excellence’,the UK's gold standard award for customerservice delivery, across all Councildepartments.

� Increased our income from the Town Hallby 13.9% compared with last year.

� In partnership with bus operators, deliveredfree Wi-Fi on all buses operating in Oxford,and installed Wi-Fi hotspots in ourmuseums, galleries and public buildings.

� The Housing and Property Service achievedSilver standard in the National PractitionerSupport Service.

� The Council was recognised as an excellentlandlord through TPAS accreditation,reflecting the high standard of serviceprovided.

� ‘Excellence in Corporate Fraud’ wasawarded to the Fraud Investigation Serviceconfirming the Council’s reputation ashaving the best counter-fraud team inthe UK.

Key Achievements for 2016� Delivered £1 million of efficiency savings in

addition to £1.9 million delivered over theprevious two years.

� Launched a new City Council website inJanuary 2016. Over 30% of all customertransactions are now performed online,compared to 25% in April 2016.

� Implemented ‘Browsealoud’ on theCouncil’s website, which improves accessfor people with low literacy and readingskills, dyslexia, English as a secondlanguage and for people with mild visualimpairments.

� Commenced roll-out of handheld deviceswithin Direct Services, facilitating a moreflexible way of working.

� Increased e-claims for housing benefits andpayments by direct debits, makingpayments more efficient and cost effective.

� Improved services through centralising ourapplication process for Housing Needs,Right to Buy; Planning; Building Control;Taxi Licensing and HMO Licensing.

Oxford City CouncilCorporate Plan Priorities2016–2020Continue to deliver high-qualityservices to residents and businesses inthe city ensuring the flexibility to deal withuncertainty about future funding.

Continue to invest in technology toprovide customers with more flexible andlower-cost ways of accessing services.

Manage our property and assetseffectively to generate savings andmaximise returns.

Manage our contracts and procurementprocesseseffectively to deliver maximumvalue for money and continue to developour anti-fraud capability to protect publicmoney.

Recruit, develop and value a diverseworkforce which reflects the make-up ofthe community that we serve, tacklingbarriers to employment and careerprogression.

An Efficient and Effective CouncilA customer focused organisation, delivering efficient, high quality services that meet people’s needs

Success Measures

Level of staff engagement based on bestcompany staff survey results.

The percentage of customers satisfied at firstpoint of contact

Delivery of the Council’s cost savings and incometargets

2016/2017 TargetsPositive

82%

£1,861,000


Achieved

Achieved

Oxford City Council Corporate PlanAnnual Statement 2016/17Building a world-class city for everyone

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Oxford City Council Corporate Plan Annual Statement 2016/17...In the context of uncertainty about the future of the national economy created by the ... oﬃce space and public realm