ITEM CA7
CABINET – 26 MAY 2009
DISTRICT SUSTAINABLE COMMUNITY STRATEGIES
Report by Head of Partnership Working
Introduction
1. In each of the five districts in Oxfordshire there is a Local Strategic Partnership (LSP) which brings together partners from the public, private and voluntary, community and faith sectors. The Oxfordshire Partnership is the countywide LSP.
2. Under the obligations of the 2000 Local Government Act each local authority area has a duty to prepare a Sustainable Community Strategy (SCS). The responsibility for preparation and delivery of the SCS is usually given to the LSP in the area.
3. Oxfordshire County Council agreed the Oxfordshire Partnership’s Sustainable Community Strategy, Oxfordshire 2030 in January 2009. The districts were heavily involved in the development of Oxfordshire 2030 and took full responsibility for the local distinctiveness section of the strategy.
4. Alongside development of Oxfordshire 2030 the district partnerships have developed a SCS specific to their district area. As a major public service provider in the area the county council is an important partner in all district LSPs. A cabinet member sits on each district LSP. The county council has been closely involved in the development of district strategies and our responses to their consultations have been accepted. Directorates were involved in commenting on service specific issues in the draft district strategies.
5. The key difference between the county and district SCSs is the level of focus. We have worked hard to ensure that the strategies at both levels are complementary whilst not duplicating each others content. The district strategies complement the four strategic priorities in Oxfordshire 2030. The county strategy is by nature high level and strategic whereas the district SCS is able to focus more on the varied local communities within each district. We will work closely with district LSPs to deliver on the strategies.
6. The district SCS’s are particularly important for the development of their Local Development Framework and vision for spatial planning within the area. A strength of the Oxfordshire districts SCSs is that they make this close relationship very clear.
7. Each strategy is very different in structure and layout so the summary below sets out the high level priorities identified for each area.
8. An action plan sits alongside each SCS with a range of targets for partners to deliver the priorities of the strategy. The approach to action plans and targets varies from district to district. The report outlines how each strategy will be delivered and what involvement is requested from the county council as a key partner in each district LSP. The intention in signing up to district action plans is not to commit the county council to delivering new priorities but to contribute existing work to support the district strategies.
Oxford
9. Oxford Strategic Partnership’s (OSP) strategy Oxford: A world class city for everyone 2008-12 aims to build on the city’s strengths and make it a world class city for everyone.
10. The five flagship issues in the strategy are;
Affordable Housing Health and Social Inclusion Climate Change Quality of the Public Realm for residents and Visitors Safer, Stronger, more Cohesive City
11. These priorities clearly reflect the issues important to those who live and work in the city. The availability of affordable housing is a major issue which the OSP has bravely grasped and is looking at in detail through its Select Committee on Affordable Housing.
12. Significant health, education and employment inequalities persist in the city and the strategy acknowledges these and aims to address them.
13. The environment is an important priority for the strategy both in terms of the space around us and acknowledging the importance of tourism in the City as well as the impact of climate change on our communities.
14. Cllr Keith R. Mitchell CBE is the county council’s representative on the Oxford Strategic Partnership.
15. Oxford Strategic Partnership’s action plans are being developed. Each of the five flagship issues and cross cutting issue of the economy will have an action plan. The public realm and economy action plans are still in development. Where the county council is identified as responsible in the other actions plans the actions complement existing work across our services such as reducing CO2 emissions in the city and increased uptake in childcare.
South Oxfordshire
16. South Oxfordshire Partnership’s (SOP) strategy Our place, our future 2009-2026 sets out how it wants South Oxfordshire to be an attractive, successful, vibrant and safe place.
17. SOP will deliver its vision that South Oxfordshire will be an attractive, successful, vibrant and safe place where people choose to live, work and visit through delivery of the following aims
· Economy – aims include creating a vibrant and thriving economy whilst ensuring balanced and sustainable growth. · Environment – aims include enhancing the environment and improving the quality and access to open spaces. Resource conservation and reduction in consumption. · Thriving Communities o Safe Communities – aims include to reduce incidents and also perceptions of crime and anti-social behaviour, road safety and breaking the cycle of offending. o Meeting our Housing Needs – aims include meeting the housing needs of people’s in the area including support to vulnerable groups. Also ensure housing development is sustainable and to a high standard and that there is a balance with the environment. o Strong Communities – aim to support communities to contribute to planning for their future, tackle inequality and improve access to services. o Healthy Communities – aims include planning for an ageing population, increased participation in sport and active recreation
18. Cllr Roger Belson is the county council’s representative on the South Oxfordshire Partnership.
19. The strategy identifies a number of measures which will be monitored by the partnership to assess performance. These measures are drawn from the Oxfordshire Local Area Agreement. Delivery of the strategy is through the wide range of partner and partnership strategies that are already in place. The county council is a key partner and deliver many of those strategies identified.
20. The action plan also proposes a place based focus on Berinsfield and Didcot to develop partnership working in these priority areas.
Vale of White Horse
21. The Vale Partnership’s (VP) strategy Your Vale Your Future 2008-2016 was agreed by the Partnership in October 2008. The vision is for a sustainable Vale with safe, prosperous, inclusive and thriving communities that doesn’t compromise the natural and built heritage.
22. The key priorities in the strategy are; · Social progress which recognises the needs of everyone · Maintenance of high and stable levels of economic growth and employment · Effective protection of the environment and wise use of natural resources
23. Under these three priorities a large number of issues and actions are highlighted so the VP has decided on two critical areas for partnership focus on in the coming year through task and finish groups. These are,
· Support and develop initiatives that break the cycle of deprivation by helping to improve the health and wellbeing of residents who are economically and socially disadvantaged and encourage community cohesion. · Identify and highlight local skills needs by organising an employers’ skills forum to gain a better understanding of the skills they require and work with education and training providers to resolve skills related issues
24. Cllr Judith Heathcoat is the county council’s representative on the Vale Partnership.
25. There is a large action plan supporting the strategy. Many indicators are identified to deliver on the key priorities; these include LAA targets and other national indicators. The county council is identified as a partner in many indicators for which existing activity contributes. Targets have not yet been set for all indicators. It will be important that relevant county council services are involved in setting these targets and we will ensure that appropriate officers contribute to this process.
26. The Vale Partnership will identify priorities annually to focus partnership efforts. Priorities for 2009/10 are · Support and develop initiatives that break the cycle of deprivation by helping to improve the health and wellbeing of residents who are economically and socially disadvantaged. · Encourage community cohesion (building understanding between people of different ages, circumstances and backgrounds) by supporting activity that celebrates diversity, tackles hate crime and builds mutual understanding · Identify and highlight local skills needs by organising an employers’ skills forum to gain a better understanding of the skills they require and work with education and training providers to resolve skills related issues
West Oxfordshire
27. West Oxfordshire Strategic Partnership’s (WOSP) strategy Shaping Futures was agreed by the Partnership in September 2008. WOSP’s vision is for West Oxfordshire to be one of the best places to live, work and visit.
28. The key priorities for action identified in Shaping Futures are;
· Community and Economy: To sustain economically prosperous and vibrant towns and villages · Local Services: To address the specific challenges of living in West Oxfordshire in terms of access to services and facilities · Support for young People: To support and assist young people to make the transition from childhood to adulthood · Homes for local people: To support individuals and young families who want to stay in the area that they grew up in · Health and Well Being: To maintain and improve the health and wellbeing of all residents in West Oxfordshire · Transport: To campaign to improve the transport infrastructure including the provision of public transport · Community Safety: To further reduce crime and nuisance and fear of crime across the district to improve the quality of life in our neighbourhoods · Support for Older People: To support older people to main their independence and health · Environment and Climate Change: To keep West Oxfordshire as a clean, beautiful place of high environmental quality whilst seeking to reduce the causes of and adverse impact of climate change
29. Cllr David Robertson is the county council’s representative on the West Oxfordshire Strategic Partnership.
30. West Oxfordshire Strategic Partnership has a comprehensive action plan to support the strategy with a wide range of process and outcome based targets. The county council is identified as supporting a number of actions which are closely linked to existing service delivery.
Cherwell
31. Cherwell Community Planning Partnership (CCPP) is currently in the process of revising its SCS. Evidence gathering is underway with consultation expected in the summer. CCPP hopes to agree its new SCS by the end of 2009.
32. Cllr Ray Jelf is the county council’s representative on the Cherwell Community Planning Partnership.
33. An action plan will support the strategy once it is agreed. The draft strategy will be consulted upon in June 2009. The county council is involved in the development of the strategy through councillors and officers for individual services.
Implications
34. Corporate Polices. Financial and Legal implications: The County Council has a duty to develop and lead the Oxfordshire Partnership, develop a sustainable community strategy and the Local Area Agreement. In doing so it is making a commitment to delivering on the targets for which it is partly or largely responsible.
35. Equality and inclusion: Equality and inclusion is at the heart of the district strategies with particular emphasis on access to services and breaking the cycle of deprivation.
36. Sustainability: The district sustainable community strategies aim to ensure sustainability within our communities across Oxfordshire and are complementary to Oxfordshire 2030, the countywide vision.
37. Risk management: there are not considered to be any significant risks to the county council in approving these strategies as targets align well with existing service delivery.
RECOMMENDATION
38. The Cabinet is RECOMMENDED to endorse the district sustainable community strategies and commit its support to delivery of the priorities identified
PAUL JAMES Head of Partnership Working
Contact Officer: Claire Phillips, Partnership Officer Tel. (01865) 323967
April 2009
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