Contact Officer: Sebastian Johnson (Strategic Policy and Partnership Manager), 01865 252137, srjohnson@oxford.gov.uk

The Head of City Development and the Strategic Policy and Partnerships Manager submitted a report (previously circulated, now appended) concerning the Economic Development and Growth Strategy Refresh. Michael Crofton Briggs (Head of City Development) attended the meeting and presented the report to the Committee.

He explained that, although Oxford has not fared as badly in the recession as some places, there was no room for complacency. The refreshed Strategy presented 11 recommendations, and the next step for the Oxford Strategic Partnership would be to produce an action plan. In addition, the Council has, following an invitation from Government, submitted an expression of interest in the “City Deal”.

The Committee raised the following issues:-

Students

It noted that Oxford University does not appear to see student numbers contracting, and indeed expects its research sector to grow. Oxford Brookes may experience a contraction of numbers on some courses, but they would like to increase postgraduate numbers; and any contraction may be in their outlying campuses.

District Centres and the retail offer.

There was some disappointment that there was very little in the document about the district shopping centres.  The Committee noted that the focus of the document had been the City’s knowledge economy, and that some key (but not all) employment sectors had been looked at, however it still felt that more could be done to develop the distinctive district centres that lay beyond the City centre. To address this, consideration should be given to amending recommendation 4 so that it included the words “across the city” to avoid it being limited to the City centre.

Although the importance of the independent sector is acknowledged, it would be helpful to know who the independents were and why, in the context of this document, they were considered important.

Growth

The Committee noted that it was believed that growth would come from those businesses already in Oxford. There was a need to grow our own enterprises, as well as attract new business in.

Employment sites needed to be protected, both large and small.

Transport

Transport links between major employment sites and the district centres could receive greater emphasis.

Although mention is made of rail communications, there is nothing about the impact on the City of the A40 and the A34, and in particular on those commuting in and out of the City and experiencing congestion on these roads. They are important communication arteries which link Oxford to other places.  

Housing

The Committee welcomed the strategic housing market assessment as being accurate and relevant. Was there now a need to meet with our neighbouring local authorities in order to discuss housing sites, especially those which are on or across the border or across with neighbours? The City Council had a huge housing waiting list, and discussion around what we could be doing to help alleviate problems was needed.

There was a big issue in that Oxford was now almost at bursting point, and there was a need to take the pressure off both housing and land.

Sustainability

The section on sustainability was good, but the conclusions were too narrow.

Conclusion

The Committee acknowledged that this is only one of a suite of documents and noted that the OSP wished to increase dialogue with the business community.

The Committee also noted that a report outlining the City’s response to this strategy and the actions needing to be undertaken by the Council will be prepared for CEB in April. It felt that the following key points needed further exploration and emphasis:-

• District Centres;
• A40 and A34;
• Sustainability;
• Emphasis on the duty to co-operate with our neighbours.

It asked that all its comments made be taken into account when the report for CEB was prepared. In addition, the Committee’s comments would be forwarded to Councillor Bob Price, as Lead Member for Corporate Governance and Strategic Partnerships.