Our strategic plan 2025 - 2028
Our vision is to make Oxfordshire a greener, fairer and healthier county.
Our Strategic Plan 2025-2028 (pdf format, 5.6 MB) sets out our ambition for shaping strong and connected communities, healthy places to live, and a thriving local economy that benefits everyone. It describes how we will work together to achieve these goals, building on the county’s strengths while tackling the challenges we face.
The plan builds on the previous 2022-2025 strategic plan, taking forward the council’s vision for a greener, fairer and healthier county. But with local government reorganisation now in train, the focus is on delivering meaningful change in the next two years.
Our priorities
The plan details nine headline projects with specific goals in areas that residents have said are important to them, from a more responsive approach to road repairs to greater provision for children with special educational needs and disabilities (SEND).
Of the nine headline projects, three are focused on a greener Oxfordshire – creating better spaces for residents and visitors in town centres; working with transport partners towards a countywide integrated bus and rail offer; and creating two dedicated highways response teams to tackle issues in priority areas.
Three projects focus on a fairer Oxfordshire – rolling out a network of family hubs; helping people overcome barriers to employment through initiatives like Connect to Work; and supporting young people leaving care into employment.
The final three focus on a healthier Oxfordshire – increasing the number of children who reach a good level of development at age five; delivering more specialist school places for children with special educational needs and disabilities (SEND); and supporting an expanded and coordinated programme of youth provision.
Monitoring and measuring progress
Performance in delivering the overall strategy, including progress towards achieving the priority projects, supporting performance measures and budget, will be reviewed regularly and communicated through the council’s business management and monitoring reports.
The reports are then reviewed by the council’s Cabinet, strategic leadership team and by the Performance and Corporate Services Overview and Scrutiny Committee.