Meeting documents

Cabinet
Wednesday, 20 June 2007

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 ;¯!  ;‰  ;O  ;j’  ;ÿÁÁ`ië‚ðzð@+U3 𿁠À@@ñ  ÷ü œ jBBudget There is a strong risk that the CYP&F budget may not be adequate to deliver the level of services expected in certain key areas. Particular pressures in relation to Social Care Placements, Home to School Transport and PRC. Currently there is a projected overspend of £1.1 m in the CYP&F budget. A number of external grants are due to expire in March 2007 e.g. 14-19 education grant. Also expiring in March 2008 are Sure Start grant, Children's Fund and related grants in Early Years area. There is a risk that existing work to improve outcomes will be adversely affected, particularly in relation to young people not in education, employment or training.7 PPremature Retirement Compensation (PRC) Despite £750K of additional funding in 2006-07 this budget continues to be difficult to control. There is likely to be a significant budget overspend again in 2006-07 (currently estimated at £376K). ' OWaste Treatment Procurement The Council needs to plan for, gain approval for and built treatment facilties in the county to achieve necessary reductions in the amount of waste going to landfill. Delays in this project may be caused by a number of factors which may lead to financial penalties through landfill charges- †Prudential R&M and Energy Programmes failure to deliver annual programmes · failure to achieve annual repayments from affected sites% -With regard to Social Care Placements, an  end-to-end review has now been completed. This review involved the services of an experienced consultant and our own Internal Audit service. With regard to Home to School Transport, an integrated unit was set up on 1 April 2006 with Social & Community Services Transport Section. This is helping to achieve efficiencies through closer joint working. With regard to PRC, a review of Council policies and procedures has recently been completed and reported to Cabinet. This introduces changes which will ease the pressure on the budget in 2007-08 and beyond. [Inadequate in-county Post 16 SEN identified in APA. Provision through LSC is continuing to fail in providing appropriate provision for these pupils. Feedback about college budgets indicates continuing difficulty with meeting needs. Transition at 16+ has a knock on effect on budgets as out county placements for these pupils are very expensive.No This is a provisional figure#This BVPI is not within our controlžWorking with LSC to review provision in order to determine how provision can be improved. 5/10/06 Further note: Cabinet report December 2006.12/01/07 Plan in place to fund Post 16 SEN provision where a need identified. Funding to be provided by LSC and Council. Cabinet has approved new, more flexible approach to post 16 SEN and funding to implement changes. Joint work in place with colleges/LSC and parents.hDirectorate Working Group has identified additional measures to put in place to control the budget more effectively in future. These will take account of recommendations of current Internal Audit review. Also current County County pension policies for teachers and Green Book staff are being revised from April 2007 with budget control issues partly in mind.HThe identification and management of risks associated with this are dealt with under the risk register for the joint waste strategy project. The joint strategy has now been agreed and action plans are being drawn up to implement it. Governance arrangements are due to be agreed in November which will significantly reduce risks.ûBPR training of key officers. Use of external consultants for specialist work (Highways). Program of Highways BPR exercises monitored regularly. Monitoring system for non-cashable savings targets established. E&E Strategy in place to identify areas of high spend and work with Heads of Service to agree review areas. Meetings held with some services in Q1 to identify areas of savings. Savings targets distributed and accommodated in Annex 3 of Business Plans prior to consideration by Star Chambers processmMonitoring monthly. Reviewing charges. Investigating other income streams: however limited opportunities for alternative income resources. Plan to reduce reliance on income through reductions in expenditure achieved through further efficiencies. (20 July - second quarter's data needed to establish trend/rate of decline but pressure to be identified in next MMR)%Priority 2: People have greater choice of diverse cultural and learning opportunities Priority 4: People are helped to develop their own interests and abilities and to acquire new skills and knowledge Priority 6: Cultural & Adult Learning Services are effective, efficient and customer focused#Good budgetary planning and control at service SMTs and CALSMT with alignment of revenue and capital budgets to address priorities. Monthly monitoring at CALSMT. Communication at corporate and political level of priorities and pressures, and the need for medium to long-term budget planning.Priority 2: People have greater choice of diverse cultural and learning opportunities Priority 3: More people participate in cultural and learning activities Priority 5: Oxfordshire s heritage is preserved for present and future generations to understand and enjoyFOutturn cannot be compared with target as the methodology has changed.See comment above. On track.4See comment above on BVPI 223. Result just on track.<Continue close joint working with the PCT and the Trusts. Work with PCT Commissioning Board, Commissioning Directors and Finance Directors. Tight management of S31 agreements and pooled budget arrangements. Reinforce capacity in joint planning and joint work in Urgent Care Network and other joint working processes.·Monthly financial reports commentary and reconciliation of budget back book, back to activity in service plans. Traffic Light system for monitoring savings targets in 06/07. Restructure finance department providing more support for analysis and reporting and making data collection more efficient. Ensuring that feeds from outlying systems (Abacus, AMS) are up to date and reconciled.< Project Team to maximise income and providing more resources to monitor income collection. Tying in performance statistics with financial results to ensure that they compliment each other. Heavy involvement in SAP R/3 and Shared Services projects to ensure that the directorates achieves the benefits on offer.+Close liaison to be maintained with Vale of White Horse District Council and with Corporate Communications. Alternative provider to be identified for alarms service. Nicholson House service contract to be offered to Social Care for Adults. Social care clients to be identified and wellbeing assured.1No. of Visits to Oxfordshire Record Office (ORO)+No. of Visits to Oxfordshire Studies( OxS)No. of Enquiries to ORONo. of Enquiries to OxS % on target*% NCI301/02¤Quality of Early Years and Childcare leadership: percentage of leaders of integrated early education and childcare settings with a qualification at Level 4 or above304/01PP10AS2PP3PP12LD5 DirectorateServiceRisk/Uncertainty IdentificationRisk/Uncertainty Mitigation Original Risk AssessmentRevised Risk AssessmentRisk RefhDescription of the cause, the risk/uncertainty that could happen and the impact (positives or negatives)Description of actions taken or controls in place to reduce risk/uncertainty, incl. contingency plans (include dates where new actions added) Risk Owner Date AssessedImpact Category'Description of priority/Target affectedPerformance target/priority Impact LikelihoodMitigation StatusRisk Reporting Level Date RevisedReason for any change LAA TargetStrategic PriorityEE8•Reorganisation of LSC could reduce amount of funding available for workforce and 14-19 developments. Fall out of Area Inspection AP Funding (£1.3m).†TDA provides larger proportion of workforce development funding. Scale of NVQ developments could be curtailed if LSC funding reduced. Irene Kirkman02.05.06 Performance#EES Service Plan priorities 1 and 3/Increased impact - funding issues not resolved.LAA EDE1 S& CS CALS 2ÉShort-term economies Major changes over three years to curriculum, charging, use of premises, staffing and management levels and structure (A full financial risk management plan is being put together.)JDRÐPriority 2: People have greater choice of diverse cultural and learning opportunities Service Priority 4: People are helped to develop their own interests and abilities and to acquire new skills and knowledge4Mitigation Plans in place but actions not completed. Brian Fell FinancialvTo provide an efficient, reliable and customer focused highway service through the development of Oxfordshire HighwaysTransport Priority 1=Risk impact raised to 5 as potentially over £1 million spend CYPF4JM26.04.06Performance/FinancialREnjoy & Achieve LAA30.11.06JAs a result of discussion at DMT quarterly performance monitoring meeting.LAA CYP2EE10 Judith Morris24.04.06&All priorities within EES Service PlanLAADIRECTOREE2$Not due to be collected until Oct 07Project being re-scopedÊInsufficient capacity, staffing and funding may result in EES not being able to meet Service Plan targets to raise attainment and improve outcomes for children, young people and families in Oxfordshire.§Associate Advisory Teachers for School Improvement being recruited, including for secondary schools. EE3ôInsufficient coordination of extended schools provision, Children's Centres and locality teams, resulting in failure of integrated approaches to raise pupil attainment and improve outcomes for children, young people and families in Oxfordshire.]Better liaison across services resulting from realignment and modifications to EES structure.EE1åNational changes in inspection and monitoring processes for schools, together with the new relationship between LAs and schools could mean that CYPP and LAA targets are not met. Key strategic 11-19 lead post still to be filled. TAppointment to Partnership Development & Extended Learning post reduces impact risk.EYFS 6ÕSchools' capacity to extend/integrate services. Primary schools in particular are not able to take on the new childcare agenda. Children and families are not able to access their new entitlement from 2008 onwards.ADAll08.01.07LAA CYP6EYFS 5<Capacity to meet targets for roll out of Children's Centres OProgramme Board established. Project plan and detailed risk analysis completed.YOS 2Multi agency Steering Group. Credibility of the service is high. Needs careful monitoring of the circumastances around funding.MS LAA targets LAA SSC1/3YOS 4ðPartnership with TVPA to meet LAA targets is working well but there is a risk that if the TVPA priorties change, eg on prosecutions, then this could seriously have a knock on effect on the ability to meet the target for entrants into CJS. ™Agencies signed up to LAA. Diversion scheme agreed. Piloting YJB and local partnership on barriers to ETE. CYPF have a continuing priority in prevention.LAAtarget entrants into CJSYOS 6~Capacity issues leads to difficulties in prioritising and managing workload needed to meet national standards and LAA targets.oRisk based prioritising of resources. Work load audit planned to include interventions and time & motion study.SD6 Andrew PauŠPercentage/volume of waste reycled/ composted; Percentage/tonnage of waste sent to landfill; No. kg waste collected per head of population BVPI 82 & 84 Impact change LAA SSC11/EnvnProgramme Board in place to manage overall transport capital programme, with monthly performance and financial reporting in place. Improved project management of individual projects resulting from BPR exercise. SCE spend is ensured through reallocation of costs between other funding sources. Recent monitoring has shown that the overall programme is going to plan. ÁLearning Matters campaign. Support services are working together with responsibilities defined and are targeting vulnerable groups. Service Priorities focus on improved school self-evaluation and Monitoring Quality Reviews (MQRs) have been revised to increase schools' capacity for improvement. Support services will work in partnership with schools and communities to develop curriculum models which will engage all learners and raise achievement across all five outcomes. Good working relationships will be established and agreements developed with Academies and Trust Schools. Focus monitoring in relation to Youth Service reach and participation targets.EService Plan Targets and LAA targets are not met because of insufficient capacity of schools and partners to implement changes needed to meet their pupil attainment targets. Risk of losing £1.5 million for schools if LAA target is not met. Could affect achievement of 3 CYPP outcome targets - see Directorate Risk Register.0Learning Matters campaign. Targeted joint activities of support services for vulnerable groups. Service support for improved school self-evaluation and revised MQRs to increase schools capacity for improvement. Strategy developing for early intervention in schools likely to become schools of concern."Performance data and dates of most recent inspection combined to identify 'vulnerable' schools which are offered additional support with e.g. self-evaluation. MQR processes (primary) to be adapted to anticipate introduction of SIPs. For primary schools majority of SIPs to be appointed from within LA personnel ensuring consistency of monitoring NB More time than current procedures. AHoS L&A taking strategic lead for 11-19 with some underpinning support to be bought in or provided internally. A50% of the grant for the service is provided by non Council sources. Some key grants are due to end and there is uncertainty how the service will be funded. The risk is that the grants are reduced or withdrawn < after commitments to spend have already been made. This could result in LAA stretch targets not being acheived.PDedicated budget spent on waste reduction campaigns using innovative approaches to engage the public. Improve layout and signage at recycling centres. Working with District Council partners to encourage greater levels of recycling as part of joint strategy. Joint WRAP bid successful, so plans and funding in place for further campaignsCYPFCYPF9RHService Integration17.01.07OMitigation has increased in the light of developments since October assessment.C&YP 7SAFinancial/ ReputationService Plan Priority 1«Further data from colleges. APA feedback. Strong representations from service users to improve SEN provision. CHOICE 12/01/07 Funding now identified to support provision.EYFS[Service to some UASC now not funded by DfES grant, but OCC retain statutory responsibility.yEfforts to manage pressure (c£400k pa) within budgets. Reported to Members. Collective lobbying with other LAs affectedACPriority 4 and 5SPSRH/AB/AT10.10.06]Strategy & Performance Priorities 3 (HR & Workforce Development) and 4 (Finance & Accounting)»Mitigation status has improved during the past quarter. This reflects the progress made recently in the policy review process and in the consultations with teacher and Green Book unions.E&ESD¿The identification and management of risks associated with this are dealt with under the risk register for the waste treatment procurement project. Outline Business case now agreed by CabinetHTo work with our partners to reduce the amount of waste sent to landfill SD Priority 1HCriteria change. Previous risk likelihood considered too low by DirectorProperty-3 year programme reviewed annually by JanuaryCT/RADfLimited confidence for full delivery of annual R&M programme by MP, and Energy will run over year end. TransportFinancial implications impactÉClose attention is paid to the development of EU directives and national legislation. Consultation exercises on these are responded to. OCCs high national profile may assist in best practice assessment)Change to financial risk. Criteria change Neil LawrenceCMake efficiency savings and improve services within the Directorate BS Priority 4\Directorate strategy in place to identify targets and agree means to achieve them in advanceSCS S& CS CALS 4CJTF & RBVPI 220, Public Lib Standards‚Mitigation plans in place but actions not completed. Risk has a potential for £1m loss and would have a major reputational impact. S& CS CALS 1RMP?BVPI 156; BVPI 170a and 170b; BVPI 220, Public Lib Standards. No change. Nick Welch!Performance/Financial /Reputation See below.ƒHigh level monitoring in place with urgent care meetings. High level commissioning and monitoring between partners to agree action.HoSDelayed Discharge1Report prepared for Scrutiny Cttee on 7 Feb 2007.S&CS BS6SPFZLikelihood reduced due to team being established to help manage and monitor savings plans..Thorough and transparent procurement processes Martin Bradshaw/ Andy Colling FinancialRFundamental Service Review on Home Support will put unit costs into public domain.Geoffrey Ferres Reputation New risk.dWork to achieve targets started in 06/07, which includes close management and monitoring of activityASnPercentage of schools inspected where overall personal development and wellbeing of learners is Good or better304/04305/08]No. of schools with Value Added KS2 to KS4 (VA GCSE) in the top 50% of all schools nationally305/09Percentage of schools inspected where curriculum and other activities are Good or better in meeting the range of needs and interests of learnersA02/05Stability of placements of looked after children: percentage of looked after children with three or more placements in the yearA02/08A02/09¼Adoptions of looked after children: percentage granted adoption or special guardianship order during the year out of children looked after on 31 March and looked after for 6 months or moreA03/04B03/07FNumber of Special Educational Needs and Disability tribunals (SENDIST)221a”Percentage change in the number of children (aged under 16 years) killed or seriously injured in road traffic collisions since the 1994-1998 average8/14%FTo date fewer schemes have been implemented on traffic sensitive roadsFStill 5 PAF blobs and above latest national, IPF and shire comparatorsBenchmarking work underwayStill 3 PAF blobs as last year16.0Still 5 PAF blobs9Targetted work to be undertaken on non care managed cases5Main area of performance concern in adult social carePrediction for year is 120Prediction for year is 10Reflects in self-reporting against DDA guidance.Likelihood of RiskUnlikelyPossibleLikely Very LikelySPS1EYFS 11BS6SD5SD1SD4T3303/05A05/03O.87222b301/05303/09194b221b304/05181b305/02181c305/03181d305/0443bB03/06181a43aB03/05,Q1 & 2 a provisional 4.2 increase on 2005/06194a303/08N0222a90.5% not inc E&M: 92.4% 76% (SCAAT) 80% (SCAAT)57% (30/53, Nov)0.86 ((39/48)/0.9455) 99.3% (Nov)%75% (provisional, final figure in Q4) 35% (SCAAT) 34% (SCAAT) 29% (2,150)5% (370)nya - 2005 data expected for Q4X82% - Ch'g Norton 70% - BGN 87% - Lord Wms 92% - Wallingford 88% - King Alfreds 74%available end January 2007available Summer 2007 1.8% (Nov) 5,309 (Nov)7 (no new data for Q3)nyano new data for Q3 31% (17,819)47.5% Yr 11: 47.0%nya - will be available for Q4YTotal known number of c&yp participating in decision-making activity by end of Q3 = 2,062nya - available for Q4nya - expected April 2007'a) 3.9% (721) b) 4.6% (847) - Nov 2006UData based on first of two sample surveys for year No other surveys planned this yearcData not available until late January 2007. Estimate similar return to previous quarters 1 and 2 13 (est.)19,471 (Sept 2006) 74.5% (Nov).a) 15% (61/411) b) 13% (50/371) c) 28% (11/40) 19.4% (Nov) 98.1% (Nov) 6.5% (Nov) 49% (23/47) 2% (1/51)Category of IndicatorTargetTypeof indicator* CustomersÅStrategic Priority: Help the economy to grow as fast as possible with a real choice of access to jobs, homes, leisure and services and in a way that does not prejudice the future of our environmentÝJoint Waste Strategy Failure to agree and implement a new waste strategy with District Councils will impede progress on achieving landfill diversion targets leading to possible fines  ÓChanges in waste legislation New legislation brought in at short notice will not allow proper planning and implementation risking disruption to services and/or unanticipated changes to costs ÎEfficiency Savings Reviews As a result of efficiency savings not being identified the budget will be reduced anyway leading to a reduction in service AFinancial. Libraries' Income from traditional audio visual loans is in decline as a result of competition from digital download and postal loan services. (In the 11 wks from 01.01.06, compared with 2005, the no. of such rentals declined by 39%.) DVDs now account for 99% of loans with a year-on decline of 96% for video rentals. Video versions of major releases are no longer being produced. The competition, lack of product, and resistance of some users to adapt to new technologies result in a user base that is declining and is unlikely to be replaced. Income from fines is declining as a result of online renewal of loans. These external risks are compounded by the corporate application of annual increases to fees and charges income estimates above the normal inflation rate. If the actual decline in income continues (which appears to the trend) and/or differentially high rates of inflation continue to be applied to targets, the service will face a significant f< unding challenge, with the potential for the total loss of income (£1M) which will lead to service reductions. P  Financial. Insufficiency and uncertainty of revenue and capital funding Adverse impact upon maintenance of existing service levels or planned improvements. Uncertainty exists with regard to availability of County Council resources beyond the short-term, and the attainability and sustainability of external funds. Examples are achievability of library opening hours to meet Public Library Standards fully, improvement of Museum Resource Centre, maintenance of levels of service by the Music and Archives Services, compliance with DDA. Compromising services' ability to sustain/improve standards may impact upon customer service and satisfaction, BVPIs and CPA score. H 1Health Financial Situation Funding pressures on Health threaten work and development on a range of key service areas including intermediate care and the day services strategy. Developments required to meet pressures from the NHS may not have long term funding in place and will therefore not be realised. áCapacity/constraints in Acute Services Financial pressures on health systems will lead to threshold for discharge being lowered and leading to financial pressure on Community Services. ' áºEfficiency savings and balanced budget 2006/7. Risk that the service is unable to live within its means and achieve the designated efficiency savings in 2005/06 & 2006/7. The savings are £6,110,000 for 2005/06 and £6,998,000 for 2007/08. Additionally there are service reductions of £1,018,000 and a combination of cash releasing savings and service reductions for CALS of £121,000. The capacity of the directorate to deliver the appropriate service will be restricted. Substantial budget and financial reports. Zero based budgeting based on non-financial levels. Other areas of concern are income management and debt control. Failure to ensure prompt payment of invoices can lead lost payments. . Legal Challenge to Contract Awards Cost of internal service could be legally challenged. Contract could collapse and finance costs could be high - possible linked to Freedom of Information disclosures on unit cost of internal/external Home Support or residential/nursing care.""# wVale Housing Contract Negotiation Breakdown. Vale Housing unable or unwilling to meet value for money criteria for new Supporting People contract. 620 older people will lose Supporting People subsidy and/or sheltered service will collapse. Lack of affordable sheltered housing for older people for Vale of White Horse District Council. Sustained or recurring media attention., :Efficiency savings - targets for 07/08 may not be achieved THelp 720 adults with no qualifications to achieve NVQ level 1 or above by March 2009€Delivering our capital programme for 2006-09 with the projects constructed to the council's quality, cost and timetable criteriat Strategic Priority: Give all of us  throughout our lives  the opportunity to enjoy effective teaching and learning…Increasing the percentage of pupils achieving 5 GCSEs (A* - C) including Maths and English, from 44.6% to 51.2% by the summer of 2008}Increasing the percentage of children looked after leaving care achieving 1 GCSE A*-G (or equivalent) from 49% to 65% by 2009ÂIncrease the percentage of children from the following groups achieving 5 GCSEs A*-C: Black Caribbean: from 32.3% to 42%; Bangladeshi: from 42.1% to 52% and Pakistani: from 37.7% to 48% by 2009.NStrategic Priority: Safeguard our communities and maintain our rural characterÏReducing the number of new entrants to the criminal justice system aged between 10 and 17 from 1226 to 1079 by March 2009 and reduce re-offending by young offenders from 156 to 144 re-offenders by March 2009]Strategic Priority: Help our disadvantaged residents to live fulfilling and independent livesfIncreasing the number of people receiving intensive home care from 883 in 2004/5 to 1150 by March 2009#Increasing the number of parents accessing support through Children's Centres from 2600 to 4650 by 2009;increasing the number of families accessing support through Family Group Conferences from 9 to 50 by 2009 and increase placement stability of children looked after from 70% to 85% by 2009LStrategic Priority: Keep improving our services by listening to users' viewsReducing the year-on-year rate of increase in the council tax from 4.375% in 2006/7 to 4% in 2009/10 and achieving efficiency savings of £5m each year from 2006/7 to 2008/9 and £4m each year in 2009/10 and 2010/11. (n.b. these are also included in the Finance section of the Scorecard)dAchieving project milestones to ensure the Council becomes a Charter Mark Authority by 31 March 2009˜ Strategic Priority: Make Oxfordshire  its City, towns, villages and countryside - welcoming, safe and exceptional places to live, work, learn and visit7Two schemes to improve the street environment in 2006/7JIncreasing the recycling and composting rate from 33% to 38% by March 2009*Adult Social Care basket of key indicators1% of key PIs on track to achieve year end targets6% of key PIs within comparative performance thresholds0Children & Young People basket of key indicators$Environment basket of key indicators Culture basket of key indicatorsFinanceOrganisational healthmAchieving efficiency savings of £5m each year from 2006/7 to 2008/9 and £4m each year in 2009/10 and 2010/11.dReducing the year-on-year rate of increase in the council tax from 4.375% in 2006/7 to 4% in 2009/10:Unit cost comparison indicators (with effect from 2007/08)TBAProcessChange programmeIShared Services Centre project to achieve net savings of £2.4m by 2009/10ˆAll financial systems integrated into SAP with SAP used as the master source of financial information, budgeting and control by 30/07/079SAP e-procurement deployed across the Council by 30/09/07People4The no. of working days lost due to sickness absence!% of appraisals completed on time&Corporate Investors in People retained7% of staff who are proud to work for the County CouncilKEY TO TRAFFIC LIGHTSType of Indicator1 = Long-term target&On track to achieve performance target‚Warning. Significant issues are emerging which will require corrective action in the near future if the target is to be achieved.USignificant issues have arisen and urgent, corrective action is required immediately.;2 = basket of indicators - performance against OCC targets*;On track to achieve target for >55% of PI basket indicatorsL*percentages calculated for those indicators where information is available.@On track to achieve target for between 45% and 54% of PI basket ;On track to achieve target for <45% of PI basket indicatorsE3 = basket of indicators - performance against interquartile ranges**7>40% of PIs in top quartile and <10% in bottom quartileL**interquartile ranges based on most recently published all-England averagesAny other combination0<30% in top quartile and >15% in bottom quartile 4 = Project)No issues. Progressing according to planbWarning. Significant issues are emerging which will require corrective action in the near future. 5 = Budget/On track to be within +/- 2% of year end budget/On track to be within +/- 5% of year end budgetIEstimated outturn showing variance in excess of +/- 5% of year end budgetBVPI Ref DescriptionGood Performance is..2004/05 Outturn2005/06 Outturn2006-07 TargetCHIEF EXECUTIVEaThe level of the Equality Standard for Local Government to which the authority conforms in respect of gender, race and disabilityHighbfThe quality of an Authority's Race Equality Scheme and the improvements resulting from its application=Racial incidents r< ecorded by authority per 100,000 populationLowGPercentage of racial incidents reported that resulted in further actionUTotal amount spent on Advice and Guidance services provided by external organisationsNot Applicable New Indicator-Advice & guidance services - CLS quality markc-Advice & guidance services - Direct ProvisionCOMMUNITY SAFETYaf=Percentage of top-paid 5% of Fire Service staff who are womenbfNPercentage of the top 5% of Fire Service staff who are from an ethnic minoritycfIPercentage of the top-paid 5% of Fire Service staff who have a disabilityfQNumber of workings days/shifts lost due to sickness absence by Fire Service staffkQ4 numbers do not include all District Council recycling or any data for March. Final figure may be higher.See note above)Should take us above CPA lower threshold.jPercentage of Fire Service staff retiring on grounds of ill health as a percentage of the total workforce.2Percentage of Fire Service staff with a disabilityOPercentage of all uniformed Fire Service staff from ethnic minority communities( Domestic burglaries per 1000 households!Violent crime per 1000 populationRobberies per 1000 population!Vehicle crime per 1000 populationii;Calls to fire attended: primary fires per 10,000 populationiiiTNumber of calls to fire attended: accidental fires in dwellings per 10,000 dwellingsiRNumber of Deaths arising from accidental fires in dwellings per 100,000 populationTNumber of Injuries arising from accidental fires in dwellings per 100,000 populationGPercentage of accidental fires in dwellings confined to room of originKNumber of calls to malicious false alarms not attended per 1,000 populationGNumber of calls to malicious false alarms attended per 1,000 populationQFalse alarms caused by automatic fire detection per 1,000 non-domestic propertiesLThe number of those properties with more than one pump attendance by the FRS‡The percentage of false alarm calls caused by automatic fire detection which are to a non-domestic property with more than 1 attendance:Expenditure per head of population on the provision of FRSN/A.Deliberate fires: Primary (excluding vehicles)'Deliberate fires: Primary (in vehicles)0Deliberate fires: Secondary (excluding vehicles)iv)Deliberate fires: Secondary (in vehicles)LNumber of fires in non-domestic properties per 1,000 non-domestic propertiesYPercentage of people in accidental dwelling fires who escaped unharmed without assistanceKPercentage of fires attended in dwellings where a smoke alarm had activated]Percentage of fires attended in dwellings where a smoke alarm was fitted but did not activateLPercentage of fires attended in dwellings in which no smoke alarm was fitted!Percentage of women fire fighters!CHILDREN, YOUNG PEOPLE & FAMILIESŠPercentage of 15 year old pupils achieving 5 or more GCSEs A* to C or equivalent (NB: targets from 2007/08 will include English and Maths)lPercentage of 15 year old pupils achieving 5 or more GCSEs A* to G or equivalent including English and MathsDPercentage of pupils achieving Level 4 or above in Key stage 2 MathsFPercentage of pupils achieving Level 4 or above in Key stage 2 EnglishbPercentage of statements of Special Educational Need prepared within 18 weeks excluding exceptionsbPercentage of statements of Special Educational Need prepared within 18 weeks including exceptionsHPercentage of half days missed due to total absence in secondary schoolsFPercentage of half days missed due to total absence in primary schoolsePercentage of young people leaving care aged 16 or over with at least 1 GCSE at grades A*-G or a GNVQqEmployment, education and training for care leavers: percentage as a proportion compared with all people, aged 19ÂTimeliness of reviews of child protection cases: percentage of child protection cases reviewed regularly out of those cases which should have been reviewed during the year (reviews held on time)LPercentage of 14 year olds achieving level 5 or above in Key Stage 3 EnglishPPercentage of 14 year olds achieving level 5 or above in Key Stage 3 MathematicsLPercentage of 14 year olds achieving level 5 or above in Key Stage 3 ScienceHPercentage of 14 year olds achieving level 5 or above in Key Stage 3 ICT=Percentage of pupils achieving level 5 in Key Stage 2 EnglishAPercentage of pupils achieving level 5 in Key Stage 2 Mathematics@Percentage of young people aged 13-19 gaining a recorded outcome46% (3,960 young people) O.85 additional 23499 through surveys 16 & under: 72% over 16s: 43.19%dDistance children newly looked after are placed from home: percentage placed more than 20 miles awayCPercentage of young people aged 13-19 gaining an accredited outcome9% (732 young people)¤Percentage of integrated early education and childcare settings which have input from staff with graduate or post graduate training in teaching or child developmentENVIRONMENT & ECONOMYUPercentage of the economically active population in Oxfordshire who have a disability\Percentage of economically active population from ethnic minority communities in OxfordshireaiIPercentage of household waste arisings which have been sent for recyclingaiiLTotal tonnage of household waste arisings which have been sent for recyclingbiAPercentage of household waste which have been sent for compostingbiiMTotal tonnage of household waste arisings which have been sent for compostingciwPercentage of the total tonnage of household waste which has been used to recover heat, power and other energy sources.ciihTonnage of household waste arisings which have been used to recover heat, power and other energy sourcesdiAPercentage of household waste arisings which have been landfilleddii>Tonnage of household waste arisings which have been landfilled=Kilograms of household waste collected per head of populationPercentage change from the previous financial year in the number of kilograms of household waste collected per head of population0Cost waste disposal per tonne of municipal wasteGNumber of people killed or seriously injured in road traffic collisionsxPercentage change in the number of people killed or seriously injured in road traffic collisions since the previous yearaiiizPercentage change in the number of people killed or seriously injured in road traffic collisions since the 1994-98 average_Number of children (aged under 16 years) killed or seriously injured in road traffic collisionsPercentage change in the number of children (aged under 16 years) killed or seriously injured in road traffic collisions since the previous yearbiii‘Percentage change in the number of children (aged under 16 years) killed or seriously injured in road traffic collisions since the 1994-8 averageciiinPercentage change in the number of people slightly injured in road traffic collisions since the 1994-8 averagevNumber of days temporary traffic controls or road closure caused by roadworks per kilometre of traffic sensitive roadsVNumber of local bus passenger journeys originating in Oxfordshire undertaken each yearDPercentage of major planning applications determined within 13 weeksƒPercentage of pedestrian crossings with facilities for disabled people as a proportion of all crossings in the local authority area@Percentage achieved of Trading Standards best practice checklistiPercentage of the total length of rights of way in Oxfordshire that are easy to use by the general publicOPercentage of footway network where structural maintenance should be considered|Did the authority submit the Local Development Scheme by 28th March 2005 and thereafter maintain a 3-year rolling programme?NoYesYHas the authority met the milestones which the current Local Development Scheme sets out?`Did the Local Planning Authority publish an annual monitoring report by 31st December each year?pAverage number of days taken to repair a street lighting fault which is under the control of the local authority‹Average number of days taken to repair a street lighting fault, wher< e response time is under the control of a Distribution Network OperatorZPercentage of the principal road network where structural maintenance should be considered^Percentage of the non-principal classified road network where maintenance should be consideredto be confirmedRPercentage of the unclassified road network where maintenance should be considered RESOURCESzPercentage of invoices for commercial goods and services paid within 30 days of receipt or within the agreed payment terms0Percentage of top-paid 5% of staff who are womenAPercentage of the top 5% of staff who are from an ethnic minority<Percentage of the top-paid 5% of staff who have a disability7Number working days/shifts lost due to sickness absencetThe percentage of employees retiring early (excluding ill-health retirements) as a percentage of the total workforce`Percentage of employees retiring on grounds of ill health as a percentage of the total workforce-The percentage of employees with a disability8Percentage of employees from ethnic minority communitiesƒPercentage of authority buildings open to the public in which all public areas are suitable for, and accessible to, disabled people°The number of types of interactions that are e-enabled for electronic delivery as a percentage of the types of interactions that are legally permissible for electronic deliverySOCIAL & COMMUNITY SERVICESLHouseholds receiving intensive home care per 1000 population aged 65 or overGOlder people helped to live at home per 1000 population aged 65 or overUPercentage of items of equipment delivered and adaptations made within 7 working days86 (E)9Number of visits to/usages of museums per 1000 population.Visits that were in person per 1000 populationNThe number of pupils visiting museums and galleries in organised school groups)Acceptable waiting time for care packages=Adults and older people receiving direct payments per 100,000vCompliance against the public library service standards (less than 9 points: 1; 9 to 13 points: 2; 14 to 17: 3; 18: 4)3 (14.25 points) 2 (13.75 points) Q1 prediction Q2 prediction Q3 prediction Q4 predictionComment on performanceIndicator BasketAdult Social CareB11JIntensive home care as a percentage of intensive home and residential careB12Cost of intensive social careB17Unit cost of home careC72JOlder people admitted on a permanent basis to residential or nursing care C73QC73 Adults aged 18-64 admitted on a permanent basisto residential or nursing careC28C298Adults with physical disabilities helped to live at homeC308Adults with learning disabilities helped to live at homeC319Adults with mental health problems helped to live at homeC32C51D37Availability of single roomsD399% of people receiving a written statement of their needs D40Clients receiving a reviewD413Delayed Discharges (per 100,000 population 65 plus)D54D55/Acceptable waiting times for assessments 48 hrs0Acceptable waiting times for assessments 28 days1Acceptable waiting times for assessments combinedD56E471Ethnicity of older people receiving an assessmentE481Ethnicity of older people following an assessmentE50:Assessments of adults and older people leading to servicesD59Practice learning daysC62Services for carersDIS 3136UPercentage of adults assessed in year with ethnicity ('not known' or 'not recorded').DIS 3137XPercentage of service recipients in year with ethnicity ('not known' or 'not recorded'). EnvironmentC2;Public library service standards on access  PLSS 1, 2 & 6.C2aPProportion of households living within a specified distance of a static library. IPF  PLSS 1C2bIAggregate scheduled opening hours per 1,000 population for all libraries. IPF  PLSS 2C2c.Number of library visits per 1,000 population. IPF  PLSS 6C3?Public library service standards on ICT provision  PLSS 3 & 4.IPFC3anPercentage of static libraries providing access to electronic information resources connected to the internet. IPF  PLSS 3C3bQTotal number of electronic workstations available to users per 10,000 population. IPF  PLSS 4C4/Active borrowers as a percentage of population.C6 Resident satisfaction libraries.C7*Resident satisfaction museums / galleries.C11;Public library service standards on stock - PLSS 5, 9 & 10.C11aRequests supply time. IPF  PLSS 5C11b8Annual items added through purchase per 1,000 population IPF  PLSS 9C11cNTime taken to replenish the lending stock on open access or available on loan. IPF  PLSS 10C12Stock level and stock-turn.C12a4Stock turn - book issues / books available for loan.C12b=Stock level - books available for issue per 1,000 population.C13Cost per visit (libraries)PLIM16Adult learning sessions attended per 10,000 populationPLIM2Level of adult non fiction and children's non fiction reference and lending stock of health related books as a % of the total reference and lending stock of adult non fiction and children's non fiction books. Health books in languages other than English can also be includedPLIM3[No. of issues per item of health related adult non fiction and children's non fiction booksPLIM4qNo. of people receiving 'At Home' Library Service as a % of the total no. of older people helped to live at home PLIM5Y% of users of the service classing the choice of materials received as very good or good.HNo. of packs delivered to children as a % of the eligible population at:PLIM6PLIM7PLIM8PLIM9RNo. of new library members from 0-4 years as a % of the total population 0-4 yearsPLIM11J% of eligible population 4-12 years who start the summer reading challengePLIM12S% of boys participating in the scheme as a ratio of the % of boys in the populationPLIM137% of starters who complete the summer reading challengePLIM14G% of starters in the summer reading challenge who also join the libraryPLIM16,% take up of available ICT time in libraries1Books added through purchase per 1,000 populationLocalBook issues  year-on increases Book issues per 1,000 populationPLSS7 X% of users 16 and over who view library service as  very good or  good (Currently 94%)PLSS8D% of library users under 16 who view library service as  good (77%)( ·        Stage 1  new births to 9months  ·        Stage 2 18  30 months  ·        Stage 3 36  48 months 119b119cDCMS101/01yIncrease the number of Oxfordshire schools validated (accredited) as a Healthy School under the Healthy Schools Programme 103/01/Conceptions per 1000 15-17 year-olds - DIS 1306104/01WPercentage of school children aged 5-16 who have at least 2 hours sport and PE per week105/01ENumber of young drug users participating in drug treatment programmes105/02PPercentage of Year 10 pupils who, when surveyed, claim to be able to buy alcohol201/01201/02qPercentage of children and young people on the Child Protection Register who are not allocated to a social worker201/05?Number of incidents of domestic violence reported to the police201/06)Sanction detections for domestic violence201/07%Number of domestic violence champions205/01DNo. of parents/families accessing support through Children's Centres205/03No. of family group conferences301/01UPercentage of children achieving 78 or above on Foundation Stage Profile (FSP) scores303/02XPercentage of pupils achieving Level 2 or more at the end < of Key Stage 1 (KS1) - Writing303/06304/02{Increase participation in a broad range of high quality activities both in and out of school, especially by priority groups305/06WPercentage of Year 11 pupils with 5+ GCSE A*-C including English & Maths, or equivalent401/02/Number of young people consulted about services401/03LNumber of young people participating in democratic decision-making processes402/01`Percentage of schools where behaviour of learners inc the extent of exclusions is Good or better402/04BNumber of entrants to the criminal justice system aged 10-17 years402/056Number of young offenders who re-offend (re-offending)501/01_Percentage of young people not in full-time education, employment or training (NEET): age 16-19501/02bPercentage of young offenders in full-time (25 hours + per week) education, employment or training503/018Reduce number of homeless young people (16-17 year olds)505/01~Additional multi-purpose children's centres of which 5 will be linked with new full service extended schools in priority areas505/02'Number of full service extended schools505/034Number (stock) of Ofsted-registered childcare placesA02/04“Placement stability of children looked after: percentage of children looked after for 2.5+ years who are in foster placement or placed for adoptionA02/07WPercentage of looked after children with a named professionally-qualified social workerA03/03QPercentage of children in care for 1 year or more with 5 GCSEs A*-G or equivalentA03/067Percentage of half days missed by children looked afterC03/01\Percentage of children of Bangladeshi origin gaining 5 GCSEs A*-C including English & MathsC03/03`Percentage of children of Black Caribbean origin gaining 5 GCSEs A*-C including English & MathsC03/05ZPercentage of children of Pakistani origin gaining 5 GCSEs A*-C including English & MathsCultureChildren & Young PeopleQ2 performanceQ3 performance2006/07 outturnQ1 performance*#Information only available annuallyAH&Information only available half-yearlyQNA Quarterly data not yet availableQ1/2/3 performanceQ1/2/3/4 predictioneShow actual performance cumulative year to date where available use following codes if not available:kLikely to achieve year end target based on performance to date/ achievement of milestones/ proposed actionsmUnlikely to achieve year end target based on performance to date/ achievement of milestones/ proposed actionsNCIProceeding to plan1Risks/issues are being managed within the project.There is no need to escalate to the next level;Significant problems: schedule/cost/benefits may be at risk8Remedial plan is in place and is being monitored closelyEscalate to next level;Major problems: schedule/costs/benefits are at serious riskiCorrective action is not in place, or is not effective. Unlikely to deliver on time, to budget or qualityDImplementation of Organisational Development Programme (HR elements) Traffic LightType of indicator *‰Delivering our highways capital programme for 2006-09 with the projects constructed to the council's quality, cost and timetable criteriaUProjected year end revenue spending within budget - Children, Young People & FamiliesOProjected year end revenue spending within budget - Social & Community ServicesIProjected year end revenue spending within budget - Environment & EconomyDProjected year end revenue spending within budget - Community SafetyXProjected year end revenue spending within budget - Resources & Chief Executive's Office.* calculated for PIs where info available onlyPassword: balancedscorecard 31.5/-2.8% 6564 (2008/9) 3% increase 150 (2008/9)18% (10324) Nat target 25% 700 (2008/9) 500 (2008/9)16 & under 72%; over 16s:41% In progress 100% (est)3469715.359.1701.40.7CommentsS<Information available at irregular intervals during the year7Insufficient information available to make a prediction50 (NTA target)22006/07 outturn relates to 2005 calendar year dataÇIncreasing the number of out of school and full day care places by 3.5% (previously 10%) over 3 years and by developing 25 new Children s Centres, in some cases jointly with extended schools, by 2009DTI6Trading Standards - Business satisfaction with service6Trading Standards - Consumer satisfaction with service3Trading Standards - % of high risk premises visited6Trading Standards - % of businesses that are compliant Distributiontbc 4589 (est)Awaiting surveyComp. data not available¶Increasing the number of out of school and full day care places by 3.5% over 3 years and by developing 25 new Children s Centres, in some cases jointly with extended schools, by 20093 (14.25 points)2 (13.75 points)YESPLSS5i requests satisfied within 7 daysPLSS 5ii!requests satisfied within 15 daysPLSS5iii!requests satisfied within 30 days 6.7 years 4.5 years 4.9 yearsMLAC15Museums AccreditationLevel 2 n/aLevel 1b% of users of the 'At Home'service classing the choice of materials received as very good or good.RNo. of Bookstart packs delivered to children as a % of the eligible population at:% ·        Stage 1  new births in year 5775 (80%) ·        Stage 2 12  24 months - ·        Stage 3 36  48 months 5555(9%) 2291 (7%) 3531 (60%)177 (3%)I% of users 16 and over who view library service as  very good or  good ?% of library users under 16 who view library service as  good @Financial. Loss to Adult Learning of more than £1m Learning & Skills Council funding Expected over 2 years, resulting in large cuts to service and redundancies. Staff morale and performance, service's reputation could be affected. Increase of fees may not be accepted by the public if their expectations of the service are not met. Further reduction in numbers of learners could mean closure of more centres. (LSC works to academic year rather than financial year which may result in tension between the two accounting practices and difficulty in monitoring and reporting.)V Transport Capital Programme Failure to deliver the Transport Capital programme within the financial year and within budget as planned, resulting in SCE funding not being spent to plan and future years allocation being at risk  î Collective Partnerships fails to deliver outcomes for Enjoy & Achieve E.g. insufficient capacity of schools and partners to implement Every Child Matters and Youth Matters outcomes, including pupil attainment targets and enjoyment indicators. CYP&F have limited direct control of schools and partners. Risk of losing £1.5 million for schools if 2008 LAA target is not met. Failure may have direct impact on ability to meet targets for  Make a Positive Contribution &  Achie<úve Economic Wellbeing . Possible risk relating to establishment of academies leading to potential loss of capital asset in buildings and land plus no direct control over schools' budgets through delegated funding.‚ Guidance and support for schools re Children's Centres have been developed. Need to ensure that childcare is high on the agenda. Increased development support for childcare in schools.Bringing the strategic planning of CC and Ext schools into greater alignment.· ¸ -Behaviours of Public towards recycling The public fail to respond to waste recycling and minimisation initiatives leading to greater volumes of waste. 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ã[\¾ ä[\¾ å[\¾ æ[\¾ ç[\¾ è[\¾ é[\¾ ê[\¾ ë[\¾ ì[\¾ í[\¾ î[\¾ ï[\¾ ð[\¾ ñ[\¾ ò[\¾ ó[\¾ ô[\¾ õ[\¾ ö[\¾ ÷[\¾ ø[\¾ ù[\¾ ú[\¾ û[\¾ ü[\¾ ý[\¾ þ[\¾ ÿ[\×D@l,,,,,,,,, , , , , ,,,,,,,,,,,,,,,,,,,¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\×D@l ,!,",#,$,%,&,',(,),*,+,,,-,.,/,0,1,2,3,4,5,6,7,8,9,:,;,<,=,>,?,¾ [\¾ ![\¾ "[\¾ #[\¾ $[\¾ %[\¾ &[\¾ '[\¾ ([\¾ )[\¾ *[\¾ +[\¾ ,[\¾ -[\¾ .[\¾ /[\¾ 0[\¾ 1[\¾ 2[\¾ 3[\¾ 4[\¾ 5[\¾ 6[\¾ 7[\¾ 8[\¾ 9[\¾ :[\¾ ;[\¾ <[\¾ =[\¾ >[\¾ ?[\×D@l@,A,B,C,D,E,F,G,H,I,J,K,L,M,N,O,P,Q,R,S,T,U,V,W,X,Y,Z,[,\,],^,_,¾ @[\¾ A[\¾ B[\¾ C[\¾ D[\¾ E[\¾ F[\¾ G[\¾ H[\¾ I[\¾ J[\¾ K[\¾ L[\¾ M[\¾ N[\¾ O[\¾ P[\¾ Q[\¾ R[\¾ S[\¾ T[\¾ U[\¾ V[\¾ W[\¾ X[\¾ Y[\¾ Z[\¾ [[\¾ \[\¾ ][\¾ ^[\¾ _[\×D@l`,a,b,c,d,e,f,g,h,i,j,k,l,m,n,o,p,q,r,s,t,u,v,w,x,y,z,{,|,},~,,¾ `[\¾ a[\¾ b[\¾ c[\¾ d[\¾ e[\¾ f[\¾ g[\¾ h[\¾ i[\¾ j[\¾ k[\¾ l[\¾ m[\¾ n[\¾ o[\¾ p[\¾ q[\¾ r[\¾ s[\¾ t[\¾ u[\¾ v[\¾ w[\¾ x[\¾ y[\¾ z[\¾ {[\¾ |[\¾ }[\¾ ~[\¾ [\×D@l€,,‚,ƒ,„,…,†,‡,ˆ,‰,Š,‹,Œ,,Ž,,,‘,’,“,”,•,–,—,˜,™,š,›,œ,,ž,Ÿ,¾ €[\¾ [\¾ ‚[\¾ ƒ[\¾ „[\¾ …[\¾ †[\¾ ‡[\¾ ˆ[\¾ ‰[\¾ Š[\¾ ‹[\¾ Œ[\¾ [\¾ Ž[\¾ [\¾ [\¾ ‘[\¾ ’[\¾ “[\¾ ”[\¾ •[\¾ –[\¾ —[\¾ ˜[\¾ ™[\¾ š[\¾ ›[\¾ œ[\¾ [\¾ ž[\¾ Ÿ[\×D@l ,¡,¢,£,¤,¥,¦,§,¨,©,ª,«,¬,­,®,¯,°,±,²,³,´,µ,¶,·,¸,¹,º,»,¼,½,¾,¿,¾  [\¾ ¡[\¾ ¢[\¾ £[\¾ ¤[\¾ ¥[\¾ ¦[\¾ §[\¾ ¨[\¾ ©[\¾ ª[\¾ «[\¾ ¬[\¾ ­[\¾ ®[\¾ ¯[\¾ °[\¾ ±[\¾ ²[\¾ ³[\¾ ´[\¾ µ[\¾ ¶[\¾ ·[\¾ ¸[\¾ ¹[\¾ º[\¾ »[\¾ ¼[\¾ ½[\¾ ¾[\¾ ¿[\×D@lÀ,Á,Â,Ã,Ä,Å,Æ,Ç,È,É,Ê,Ë,Ì,Í,Î,Ï,Ð,Ñ,Ò,Ó,Ô,Õ,Ö,×,Ø,Ù,Ú,Û,Ü,Ý,Þ,ß,¾ À[\¾ Á[\¾ Â[\¾ Ã[\¾ Ä[\¾ Å[\¾ Æ[\¾ Ç[\¾ È[\¾ É[\¾ Ê[\¾ Ë[\¾ Ì[\¾ Í[\¾ Î[\¾ Ï[\¾ Ð[\¾ Ñ[\¾ Ò[\¾ Ó[\¾ Ô[\¾ Õ[\¾ Ö[\¾ ×[\¾ Ø[\¾ Ù[\¾ Ú[\¾ Û[\¾ Ü[\¾ Ý[\¾ Þ[\¾ ß[\×D@là,á,â,ã,ä,å,æ,ç,è,é,ê,ë,ì,í,î,ï,ð,ñ,ò,ó,ô,õ,ö,÷,ø,ù,ú,û,ü,ý,þ,ÿ,¾ à[\¾ á[\¾ â[\¾ ã[\¾ ä[\¾ å[\¾ æ[\¾ ç[\¾ è[\¾ é[\¾ ê[\¾ ë[\¾ ì[\¾ í[\¾ î[\¾ ï[\¾ ð[\¾ ñ[\¾ ò[\¾ ó[\¾ ô[\¾ õ[\¾ ö[\¾ ÷[\¾ ø[\¾ ù[\¾ ú[\¾ û[\¾ ü[\¾ ý[\¾ þ[\¾ ÿ[\×D@l,,,,,,,,, , , , , ,,,,,,,,,,,,,,,,,,,¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\¾ [\×D@l ,!,",#,$,%,&,¾ [\¾ ![\¾ "[\¾ #[\¾ $[\¾ %[\¾ &[\×îxìàð@ðTð(ð( ð ð𐢠ð Ó ðN€t5æ…¿  ¿À ÿ ¨)XÖþÿ?¿¿ðMð]`t5ætˆì ð¶ª<«The Government publishes a national set of indicators each year which provide information on key areas of local government performance. Local authorities are required to report performance against a published target . They are also obliged to publish annual targets for a three year period. The information contained in this booklet includes: the national reference number and the definition of the indicator, whether high or low performance is best, the performance for the previous year (2004/05), the performance for the year 2005/06 and targets for 2006/07, 2007/08 and 2008/09. Where the indicator has been amended recently, making collection of data and setting of targets difficult, or is not directly controlled by the County Council it has been described as 'New Indicator' or 'Not Applicable'. The Government is keen to ensure that data is credible with local authorities having robust processes in place to gather, analyse and report performance. The reason for this is threefold: the public should be confident that the level of achievement is based on accurate information, the information can be used to inform policy decisions and the Audit Commission uses the performance information in its assessment of local services. To this end, the Audit Commission has the figures, calculations and processes checked by independent auditors. Oxfordshire County County Council is committed to high standards of data quality. The data quality of our Best Value Performance Indicators is assured through a certification process. This process ensures that the person responsible for an indicator has checked the latest guidance for the indicator, shows that they have undertaken any calculation properly, commented on any significant change in performance compared to the previous year and has set annual targets. Further information on Best Value Performance Indicators can be found on the the Audit Commission website: www.audit-commission.gov.uk <  ªì`ðX’ ðC S ð¿¿ÿ¿ ðð]FC!Ĉ ?îSWì`ðX’ ðD S ð¿¿ÿ¿ ðð]FD! ˆ NîbWì`ðX’ ðE S ð¿¿ÿ¿ ðð]FE!ô ˆ îWì`ðX’ ðF S ð¿¿ÿ¿ ðð]FF!l ˆ îWì`ðX’ ðG S ð¿¿ÿ¿ ðð]FG!ä ˆ îWì`ðX’ ðH S ð¿¿ÿ¿ ðð]FH!\ ˆ d îWì`ðX’ ðI S ð¿¿ÿ¿ ðð]FI!Ô ˆ d îWì`ðX’ ðJ S ð¿¿ÿ¿ ðð]FJ!L ˆ îWì`ðX’ ðK S ð¿¿ÿ¿ ð ð]FK!Ä ˆ îWì`ðX’ ðL S ð¿¿ÿ¿ ð ð]FL!< ˆ îWì`ðX’ ðM S ð¿¿ÿ¿ ð ð]FM!´ ˆ îWì`ðX’ ðN S ð¿¿ÿ¿ ð ð]FN!,ˆ îWì`ðX’ ðO S ð¿¿ÿ¿ ð ð]FO!¤ˆ aîuWì`ðX’ ðP S ð¿¿ÿ¿ ð ð]FP!ˆ îWì`ðX’ ðQ S ð¿¿ÿ¿ ðð]FQ!”ˆ  î Wì`ðX’ ðR S ð¿¿ÿ¿ ðð]FR! ˆ d îWì`ðX’ ðS S ð¿¿ÿ¿ ðð]FS!„ˆ  î W>¾@F2  A  å*ééïï++ ï7°,h ,h ±Šÿÿ?$,h ++ î Wÿÿÿÿÿÿÿÿšÿÿÿ™N±ÿÿ? Ú?±ÿÿ? €ÅY²ÿÿÿÿ¾/  %©¬ ”” (.ÍÉÀ ÌÄ£  Z^¼ƒºo×÷ÛàåéîŸò'÷¯û7¿G Ï Wßgïw$ÿ(‡-2—6;§?/D·H?MÇQOV×Z__çcoh÷lqvzŸƒ'ˆ¯Œ7‘’  dü©ñÒMbP?_*+‚€%,Áƒ„MbHP LaserJet 4250 PCL 6Ü„Cÿ€ š 4dXXA4ÿÿÿÿDINU"4PÈ^5PIUPH dA4 [none] [none]Arial4PÀÀÀÀÀÀ d€?SEAN.GIBSON<Automatic>P600dpidType new Quick Set name here’ñ j.kþ kÿ mù mù -EXCEL.EXE€C:\Program Files\Microsoft Office\Office\EXCEL.EXE¡" AXXà?à?U} $ ^} ’_} ’++} m]} +} ¶]}  +} ’ +} $ +} $%+} $ +ÄB À-ÀÜÜXXX° ° X ° ° ìX°„„XX°XX°ì@„X°±@„„„í¸äÿÿàýZÀ BVPI RefíÿZÀíÌäÿÿÿZÀ DescriptioníääÿÿÿZÀGood Performance is..íäÿÿÿZÀIndicator Basketí4äÿÿÿZÀ2004/05 OutturníTäÿÿÿZÀ2005/06 OutturnítäÿÿÿZÀ2006-07 Targetî”äÿÿ ÿZÀQ1 performance* î´äÿÿ ÿZ À Q1 prediction îÐäÿÿ ÿZ ÀQ2 performance îðäÿÿ ÿZ À Q2 prediction î äÿÿ ÿZ ÀQ3 performance î,äÿÿÿZ À Q3 predictionîHäÿÿÿZÀ Q4 predictionîdäÿÿÿZÀ2006/07 outturníï h@ÿZAÀï„äÿÿÿZAÀ 103/01ï”äÿÿÿZAÀ2/Conceptions per 1000 15-17 year-olds - DIS 1306ïôäÿÿÿZAÀLowïÿZAÀïÿZAÀïÿZAÀïüäÿÿÿZAÀ 31.5/-2.8%ïäÿÿ ÿZAÀNCI ïäÿÿ ÿZA ÀNCI ï$äÿÿ ÿZA ÀA ï(äÿÿ ÿZA ÀNCI ï0äÿÿ ÿZA À"nya - 2005 data expected for Q4 ïpäÿÿÿZA ÀNCIïxäÿÿÿZAÀNoïƒÀÊ¡E¶?ÿZAÀïÿZAÀïÿZBÀï€äÿÿÿZBÀ 104/01ïäÿÿÿZBÀZWPercentage of school children aged 5-16 who have at least 2 hours sport and PE per weekï@äÿÿÿZBÀHighïÿZBÀïÿZBÀïÿZBÀïÍÌÌÌÌÌä?ÿZBÀïLäÿÿ ÿZBÀNCI ïTäÿÿ ÿZB ÀNCI ï\äÿÿ ÿZB ÀA ï`äÿÿ ÿZB ÀYes ïhäÿÿ ÿZB À[X82% - Ch'g Norton 70% - BGN 87% - Lord Wms 92% - Wallingford 88% - King Alfreds 74% ïäÿÿÿZB ÀYesï$äÿÿÿZBÀYesï= ×£p=ê?ÿZBÀïÿZBÀïÿZCÀï,äÿÿÿZCÀ 105/01ï<äÿÿÿZCÀHENumber of young drug users participating in drug treatment programmesïÈäÿÿÿZCÀHighïÿZCÀïÿZCÀïÿZCÀïÔäÿÿÿZCÀ50 (NTA target)ï ÿZCÀ ï ÿZC À ïôäÿÿ ÿZC ÀA ïøäÿÿ ÿZC ÀNCI ïäÿÿ ÿZC Àavailable end January 2007 ï8äÿÿÿZC ÀYesï@äÿÿÿZCÀYesïS@ÿZCÀïÿZCÀïÿZDÀïHäÿÿÿZDÀ 105/02ïXäÿÿÿZDÀSPPercentage of Year 10 pupils who, when surveyed, claim to be able to buy alcoholïüäÿÿÿZDÀLowïÿZDÀïÿZDÀïÿZDÀïÿZDÀï ÿZDÀ ï ÿZD À ï äÿÿ ÿZD ÀQNA ï äÿÿ ÿZD ÀNCI ï äÿÿ ÿZD Àavailable Summer 2007 ï@ äÿÿÿZD ÀNCIïH äÿÿÿZDÀAïL äÿÿÿZDÀAïÿZDÀïÿZFÀïP äÿÿÿZFÀ 201/05ï` äÿÿÿZFÀB?Number of incidents of domestic violence reported to the policeïÿZFÀïÿZFÀïÿZFÀïÿZFÀïà äÿÿÿZFÀ 6564 (2008/9)ï“@ ÿZFÀ ïü äÿÿ ÿZF ÀYes ﲪ@ ÿZF À ï!äÿÿ ÿZF ÀYes ï !äÿÿ ÿZF À 5,309 (Nov) ï$!äÿÿÿZF ÀYesï,!äÿÿÿZFÀYesïG¼@ÿZFÀïÿZFÀïÿZGÀï4!äÿÿÿZGÀ 201/06ïD!äÿÿÿZGÀ,)Sanction detections for domestic violenceïÿZGÀïÿZGÀïÿZGÀïÿZGÀï˜!äÿÿÿZGÀ 3% increaseï€{@ ÿZGÀ ï°!äÿÿ ÿZG ÀYes ïÈŒ@ ÿZG À ï¸!äÿÿ ÿZG ÀYes ï ‘@ ÿZG À ïÀ!äÿÿÿZG ÀYesïÈ!äÿÿÿZGÀYes﬘@ÿZGÀïÿZGÀïÿZHÀïÐ!äÿÿÿZHÀ 201/07ïà!äÿÿÿZHÀ(%Number of domestic violence championsïÿZHÀïÿZHÀïÿZHÀïÿZHÀï,"äÿÿÿZHÀ 150 (2008/9)ï@d@ ÿZHÀ ïH"äÿÿ ÿZH ÀYes ï@d@ ÿZH À ïP"äÿÿ ÿZH ÀYes ï@d@ ÿZH À ïX"äÿÿÿZH ÀYesï`"äÿÿÿZHÀYesï@e@ÿZHÀïÿZHÀïÿZJÀïh"äÿÿÿZJÀ 205/03ïx"äÿÿÿZJÀ"No. of family group conferencesï¸"äÿÿÿZJÀ ïÿZJÀïÿZJÀïÿZJÀï(@ÿZJÀï@ ÿZJÀ ï¼"äÿÿ ÿZJ ÀYes ï@ ÿZJ À ïÄ"äÿÿ ÿZJ ÀYes ïÌ"äÿÿ ÿZJ À7 (no new data for Q3) ïü"äÿÿÿZJ ÀNCIï#äÿÿÿZJÀYesï@ÿZJÀï ÿZJÀ ï ÿZOÀ ï #äÿÿ ÿZOÀ 304/02 ï#äÿÿ ÿZOÀ~{Increase participation in a broad range of high quality activities both in and out of school, especially by priority groups ï ÿZOÀ ï ÿZOÀ ï ÿZOÀ ï ÿZOÀ ï×$äÿÿ ÿZOÀ18% (10324) Nat target 25% ï9´Èv¾Ÿª? ÿZOÀ ïL$äÿÿ ÿZO ÀYes ïö(\ÂõÈ? ÿZO À ïT$äÿÿ ÿZO ÀYes ï\$äÿÿ ÿZO À 31% (17,819) ïx$äÿÿ ÿZO ÀYes ï€$äÿÿ ÿZOÀYes ïÐ? ÿZOÀ ï ÿZOÀ ï ÿZTÀ ïˆ$äÿÿ ÿZTÀ 401/03 ï˜$äÿÿ ÿZTÀOLNumber of young people participating in democratic decision-making processes ï4%äÿÿ ÿZTÀ  ï ÿZTÀ ï ÿZTÀ ï ÿZTÀ ï8%äÿÿ ÿZTÀ 500 (2008/9) ïT%äÿÿ ÿZTÀNCI ï\%äÿÿ ÿZT ÀNCI ïd%äÿÿ ÿZT ÀQNA ïl%äÿÿ ÿZT ÀNCI ïO@ ÿZT À ït%äÿÿ ÿZT ÀYes ï|%äÿÿ ÿZTÀYes ïâ¡@ ÿZTÀ ï ÿZTÀ ï ÿZVÀ ï„%äÿÿ ÿZVÀ 402/04 ï”%äÿÿ ÿZVÀEBNumber of entrants to the criminal justice system aged 10-17 years ï ÿZVÀ ï ÿZVÀ ï ÿZVÀ ï ÿZVÀ ï„’@ ÿZVÀ ï ÿZVÀ ï ÿZV À ïÐ|@ ÿZV À ï&äÿÿ ÿZV ÀYes ï$&äÿÿ ÿZV Ànya - available for Q4 ïT&äÿÿ ÿZV ÀYes ï\&äÿÿ ÿZVÀYes ïÀŽ@ ÿZVÀ ï ÿZVÀ ï ÿZWÀ ïd&äÿÿ ÿZWÀ 402/05 ït&äÿÿ ÿZWÀ96Number of young offenders who re-offend (re-offending) ïä&äÿÿ ÿZWÀ  ï ÿZWÀ ï ÿZWÀ ï ÿZWÀ ï ÿZWÀ ï ÿZWÀ ï ÿZW À ïè&äÿÿ ÿZW ÀA ïì&äÿÿ ÿZW ÀNCI ïô&äÿÿ ÿZW Ànya - expected April 2007 ï('äÿÿ ÿZW ÀNCI ï0'äÿÿ ÿZWÀYes ï `@ ÿZWÀ ï ÿZWÀ ï ÿZYÀ ï8'äÿÿ ÿZYÀ 501/02 ïH'äÿÿ ÿZYÀebPercentage of young offenders in full-time (25 hours + per week) education, employment or training ï ÿZYÀ ï ÿZYÀ ï ÿZYÀ ï ÿZYÀ ï(äÿÿ ÿZYÀ16 & under 72%; over 16s:41% ïL(äÿÿ ÿZYÀNCI ïT(äÿÿ ÿZY ÀNCI ï\(äÿÿ ÿZY ÀQNA ïd(äÿÿ ÿZY ÀYes ïl(äÿÿ ÿZY ÀfcData not available until late January 2007. Estimate similar return to previous quarters 1 and 2  ï4)äÿÿ ÿZY ÀYes ï<)äÿÿ ÿZYÀYes ïD)äÿÿ ÿZYÀ# 16 & under: 72% over 16s: 43.19% ïÿZYÀïÿZZÀïˆ)äÿÿÿZZÀ 503/01ï˜)äÿÿÿZZÀ;8Reduce number of homeless young people (16-17 year olds)ïÿZZÀïÿZZÀïÿZZÀïÿZZÀïi@ÿZZÀï *äÿÿ ÿZZÀNCI ï*äÿÿ ÿZZ ÀNCI ïG@ ÿZZ À ï*äÿÿ ÿZZ ÀYes ï@P@ ÿZZ À ï$*äÿÿÿZZ ÀYesï,*äÿÿÿZZÀYesï@P@ÿZZÀïÿZZÀïÿZ[Àï4*äÿÿÿZ[À 505/01ïD*äÿÿÿZ[À~Additional multi-purpose children's centres of which 5 will be linked with new full service extended schools in priority areasïÿZ[ÀïÿZ[ÀïÿZ[ÀïÿZ[Àï,@ÿZ[Àï&@ ÿZ[À ïD+äÿÿ ÿZ[ ÀYes ï(@ ÿZ[ À ïL+äÿÿ ÿZ[ ÀYes ïT+äÿÿ ÿZ[ À 13 (est.) ïh+äÿÿÿZ[ ÀYesïp+äÿÿÿZ[ÀYesï.@ÿZ[ÀïÿZ[ÀïÿZ\Àïx+äÿÿÿZ\À 505/02ïˆ+äÿÿÿZ\À*'Number of full service extended schoolsïÿZ\ÀïÿZ\ÀïÿZ\ÀïÿZ\Àï@ÿZ\ÀïØ+äÿÿ ÿZ\À In progress ïð+äÿÿ ÿZ\ ÀYes ïø+äÿÿ ÿZ\ ÀQNA ï,äÿÿ ÿZ\ ÀYes ï,äÿÿ ÿZ\ Àno new data for Q3 ï0,äÿÿÿZ\ ÀYesï8,äÿÿÿZ\ÀYesï@,äÿÿÿZ\ÀNCIïÿZ\ÀïÿZ`ÀïH,äÿÿÿZ`À A02/07ïX,äÿÿÿZ`ÀgdDistance children newly looked after are placed from home: percentage placed more than 20 miles awayï$-äÿÿÿZ`À ïÿZ`ÀïÿZ`ÀïÿZ`Àï ×£p= Ç?ÿZ`Àïçû©ñÒMÒ? ÿZ`À ï(-äÿÿ ÿZ` ÀNo ïš™™™™™É? ÿZ` À ï0-äÿÿ ÿZ` ÀNCI ï8-äÿÿ ÿZ` À 19.4% (Nov) ïP-äÿÿÿZ` ÀYesïX-äÿÿÿZ_ÀNoï7‰A`åÐÂ?ÿZ_ÀïÿZ`ÀïÿZcÀï`-äÿÿÿZcÀ A03/03ïp-äÿÿÿZcÀTQPercentage of children in care for 1 year or more with 5 GCSEs A*-G or equivalentï.äÿÿÿZcÀ ïÿZcÀïÿZcÀïÿZcÀïáz®Gáâ?ÿZcÀïš™™™™™á? ÿZcÀ ï.äÿÿ ÿZc ÀNo ï¤p= ×£à? ÿZc À ï .äÿÿ ÿZc ÀNo ï(.äÿÿ ÿZc À 49% (23/47) ï@.äÿÿÿZc ÀNCIïH.äÿÿÿZcÀNCIï\Âõ(\ß?ÿZcÀïÿZcÀïÿZdÀïP.äÿÿÿZdÀ A03/06ï`.äÿÿÿZdÀ:7Percentage of half days missed by children looked afterïÿZdÀïÿZdÀïÿZdÀïÿZdÀï)\Âõ(¼?ÿZdÀïçû©ñÒM²? ÿZdÀ ïÐ.äÿÿ ÿZd ÀYes ïçû©ñÒM²? ÿZd À ïØ.äÿÿ ÿZd ÀYes ïà.äÿÿ ÿZd À 2% (1/51) ïô.äÿÿÿZd ÀNoïü.äÿÿÿZdÀYesï)\Âõ(¼?ÿZdÀïÿZdÀï€T@ÿZlÀï/äÿÿÿZlÀaiï /äÿÿÿZlÀLIPercentage of household waste arisings which have been sent for recyclingï /äÿÿÿZlÀHighï¬/äÿÿÿZlÀ EnvironmentïtµûËîÉ?ÿZlÀïƒÀÊ¡E¶Ë?ÿZlÀð)\Âõ(Ì?ÿZlÀïw-!ôlÆ? ÿZlÀ ïÄ/äÿÿ ÿZl ÀYes ïmçû©ñÒÅ? ÿZl À ïÌ/äÿÿ‰ ÿZl ÀYes ïÄB­iÞqÊ?ÿZl À ïÔ/äÿÿ ÿZl ÀYesïÜ/äÿÿþZlÀYes諒Á&Ë?;ÿZlÀïä/äÿÿÿZlÀnkQ4 numbers do not include all District Council recycling or any data for March. 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On track.×D¯alUî@òéÒ¨¥±èÂÉ—¯ûÓéÖ³AÜÀ9+.É0BèA „!X"X#X$X%„&X'X(X)„*X+X,X-X.X/X0X1X2X3„4X5X6X7X8X9X:X;X<X=X>„?„ ïl@ ÿZ’À ïÿZ»À=ï>ÿZ»À>ï>ÿZ¼À>ïèWäÿÿ>ÿZ¼À DIS 3136>ïüWäÿÿ>ÿZ¼ÀXUPercentage of adults assessed in year with ethnicity ('not known' or 'not recorded').>ï>ÿZ¼À>ï¨Xäÿÿ>ÿZ¼ÀAdult Social Care>ï>ÿZ¼À>ï>ÿZ¼À>ï@>ÿZ¼À>ï> ÿZ¼À> ï= ÿZ¼ À> ï> ÿZ¼ À> ï= ÿZ¼ À> ï>ÿZ¼ À> ï= ÿZ¼ À>ïÌXäÿÿ>ÿZ¼ÀNo>ï@?ÿZ¼À>ï?ÿZ¼À?ï?ÿZ½À?ïÔXäÿÿ?ÿZ½À DIS 3137?ïèXäÿÿ?ÿZ½À[XPercentage of service recipients in year with ethnicity ('not known' or 'not recorded').?ï?ÿZ½À?ïœYäÿÿ?ÿZ½ÀAdult Social Care?ï?ÿZ½À?ï?ÿZ½À?ï@?ÿZ½À?ï? ÿZ½À? ï> ÿZ½ À? ï? ÿZ½ À? ï> ÿZ½ À? ï?ÿZ½ À? ï> ÿZ½ À?ïÀYäÿÿ?ÿZ½ÀNo?ï@@ÿZ½À?ïÿZ½À×DòZl/ŒŒ‰Œ3ç×êñûÅÅܩƯ÷ª¬áÈÈ”zw½@ýAþB,CþDþEþFþGþHþIýJþK,L,M,NþOþP,Q,R,SþTþU,VŸ@WþX,Y,Zþ[ý\Â@]@^,_,~ @¹€k@@ºý @»*ý @¼Žý @¼þý @½Fý @½G½@¼@¼@ý @ » @ »@6 ÿZ¾ À@ »ÈYäÿÿ? ÿZ¾ ÀYes@ »@C ÿZ¾ À@ »ÐYäÿÿ’ ÿZ¾ ÀYes@»ØYäÿÿ@ÿZ¾ÀYes@»@6ÿZ¾À@»~ A¾@e@ý A¿Œý AÀ%ý AÁŽý AÂþ½AÃðv@Äàw@ÁÀw@Á€[@ý A À A »À{@B ÿZ¿ ÀA ÀàYäÿÿ@ ÿZ¿ ÀYesA »Àr@@ ÿZ¿ ÀA 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ÀYes ,Pƒäÿÿ ÿZ!ÀYes ,= ×£p=@ ÿZ!À ,!ÿZ!À!,Ài@!ÿZ"À!,Xƒäÿÿ!ÿZ"Àii!,`ƒäÿÿ!ÿZ"À*'Deliberate fires: Primary (in vehicles)!,°ƒäÿÿ!ÿZ"ÀLow!,!ÿZ"À!,¸ƒäÿÿ!ÿZ"ÀNot Applicable! = ×£p=@!ÿZ"À!/Ház®G@!ÿZ"À!¡¸…ëQ¸ö?! ÿZ"À! ,؃äÿÿ! ÿZ" ÀYes! ,= ×£p=@! ÿZ" À! ,àƒäÿÿ! ÿZ" ÀYes! ,@! ÿZ" À! ,èƒäÿÿ!ÿZ" ÀYes!,ðƒäÿÿ!ÿZ"ÀYes!,…ëQ¸…@!ÿZ"À!,"ÿZ"À",Ài@"ÿZ#À",øƒäÿÿ"ÿZ#Àiii",„äÿÿ"ÿZ#À30Deliberate fires: Secondary (excluding vehicles)",d„äÿÿ"ÿZ#ÀLow","ÿZ#À",l„äÿÿ"ÿZ#ÀNot Applicable" )\Âõ¨&@"ÿZ#À"/¸…ëQ8)@"ÿZ#À"¡R¸…ëQ@" ÿZ#À" ,Œ„äÿÿ" ÿZ# ÀYes" ,q= ×£p@" ÿZ# À" ,”„äÿÿ" ÿZ# ÀNCI" ,Ãõ(\B!@" ÿZ# À" ,œ„äÿÿ"ÿZ# ÀYes",¤„äÿÿ"ÿZ#ÀYes",{®Gáz%@"ÿZ#À",#ÿZ#À#,Ài@#ÿZ$À#,¬„äÿÿ#ÿZ$Àiv#,´„äÿÿ#ÿZ$À,)Deliberate fires: Secondary (in vehicles)#,…äÿÿ#ÿZ$ÀLow#,#ÿZ$À#,…äÿÿ#ÿZ$ÀNot Applicable# …ëQ¸…ë?#ÿZ$À#/®Gázî?#ÿZ$À#¡ ×£p= Ç?# ÿZ$À# ,0…äÿÿ# ÿZ$ ÀYes# ,®Gáz®×?# ÿZ$ À# ,8…äÿÿ# ÿZ$ ÀYes# ,R¸…ëQà?# ÿZ$ À# ,@…äÿÿ#ÿZ$ ÀYes#,H…äÿÿ#ÿZ$ÀYes#,×£p= ×ã?#ÿZ$À#,$ÿZ$À$,ài@$ÿZ%À$,$ÿZ%À$,P…äÿÿ$ÿZ%ÀOLNumber of fires in non-domestic properties per 1,000 non-domestic properties$,ì…äÿÿ$ÿZ%ÀLow$,$ÿZ%À$,ô…äÿÿ$ÿZ%ÀNot Applicable$ ®Gáz®-@$ÿZ%À$¤ÍÌÌÌÌÌ-@$ÿZ%À$¡@$ ÿZ%À$ ,†äÿÿ$ ÿZ% ÀNo$ ,q= ×£p!@$ ÿZ% À$ ,†äÿÿ$ ÿZ% ÀNo$ ,= ×£p½)@$ ÿZ% À$ ,$†äÿÿ$ÿZ% ÀNo$,,†äÿÿ$ÿZ%ÀNo$,®Gáz®0@$ÿZ%À$,%ÿZ%À%,j@%ÿZ&À%,%ÿZ&À%,4†äÿÿ%ÿZ&À\YPercentage of people in accidental dwelling fires who escaped unharmed without assistance%,è†äÿÿ%ÿZ&ÀLow%,%ÿZ&À%,ð†äÿÿ%ÿZ&ÀNot Applicable%  ž^)Ëì?%ÿZ&À%/‡äÿÿ%ÿZ&ÀNot Applicable%¡0‡äÿÿ% ÿZ&ÀQNA% ,8‡äÿÿ% ÿZ& ÀNCI% ,@‡äÿÿ% ÿZ& ÀQNA% ,H‡äÿÿ% ÿZ& ÀNCI% ,P‡äÿÿ% ÿZ& ÀQNA% ,%ÿZ& À%,X‡äÿÿ%ÿZ&ÀNCI%,`‡äÿÿ%ÿZ&ÀQNA%,&ÿZ&À&, j@&ÿZ'À&,h‡äÿÿ&ÿZ'Ài&,l‡äÿÿ&ÿZ'ÀNKPercentage of fires attended in dwellings where a smoke alarm had activated&,ˆäÿÿ&ÿZ'ÀHigh&,&ÿZ'À&,ˆäÿÿ&ÿZ'ÀNot Applicable& ŒÛhoÔ?&ÿZ'À&/0ˆäÿÿ&ÿZ'ÀNot Applicable&¡Pˆäÿÿ& ÿZ'ÀQNA& ,Xˆäÿÿ& ÿZ' ÀNCI& ,`ˆäÿÿ& ÿZ' ÀQNA& ,hˆäÿÿ& ÿZ' ÀNCI& ,pˆäÿÿ& ÿZ' ÀQNA& ,&ÿZ' À&,xˆäÿÿ&ÿZ'ÀNCI&,€ˆäÿÿ&ÿZ'ÀQNA&,'ÿZ'À', j@'ÿZ(À',ˆˆäÿÿ'ÿZ(Àii',ˆäÿÿ'ÿZ(À`]Percentage of fires attended in dwellings where a smoke alarm was fitted but did not activate',L‰äÿÿ'ÿZ(ÀLow','ÿZ(À',T‰äÿÿ'ÿZ(ÀNot Applicable' ?ÆÜÑ?'ÿZ(À'/t‰äÿÿ'ÿZ(ÀNot Applicable'¡”‰äÿÿ' ÿZ(ÀQNA' ,œ‰äÿÿ' ÿZ( ÀNCI' ,¤‰äÿÿ' ÿZ( ÀQNA' ,¬‰äÿÿ' ÿZ( ÀNCI' ,´‰äÿÿ' ÿZ( ÀQNA' ,'ÿZ( À',¼‰äÿÿ'ÿZ(ÀNCI',ĉäÿÿ'ÿZ(ÀQNA',(ÿZ(À(, j@(ÿZ)À(,̉äÿÿ(ÿZ)Àiii(,Ô‰äÿÿ(ÿZ)ÀOLPercentage of fires attended in dwellings in which no smoke alarm was fitted(,pŠäÿÿ(ÿZ)ÀLow(,(ÿZ)À(,xŠäÿÿ(ÿZ)ÀNot Applicable( |a2U0*Ù?(ÿZ)À(/˜Šäÿÿ(ÿZ)ÀNot Applicable(¡¸Šäÿÿ( ÿZ)ÀQNA( ,ÀŠäÿÿ( ÿZ) ÀNCI( ,ÈŠäÿÿ( ÿZ) ÀQNA( ,Њäÿÿ( ÿZ) ÀNCI( ,ØŠäÿÿ( ÿZ) ÀQNA( ,(ÿZ) À(,àŠäÿÿ(ÿZ)ÀNCI(,èŠäÿÿ(ÿZ)ÀQNA(,)ÿZ)À),@j@)ÿZ*À),)ÿZ*À),ðŠäÿÿ)ÿZ*À$!Percentage of women fire fighters),4‹äÿÿ)ÿZ*ÀHigh),)ÿZ*À),@‹äÿÿ)ÿZ*ÀNot Applicable) ,eâX§?)ÿZ*À)=ÙÎ÷S㥫?)ÿZ*À)¡`‹äÿÿ) ÿZ*ÀQNA) ,h‹äÿÿ) ÿZ* ÀNCI) ,p‹äÿÿ) ÿZ* À8/14%) ,|‹äÿÿ) ÿZ* ÀYes) ,„‹äÿÿ) ÿZ* ÀQNA) ,)ÿZ* À),Œ‹äÿÿ)ÿZ*ÀNCI),”‹äÿÿ)ÿZ*ÀQNA),*ÿZ*À*,œ‹äÿÿ*ÿZ+À$!CHILDREN, YOUNG PEOPLE & FAMILIES*,*ÿZ+À*,*ÿZ+À*,*ÿZ+À*,*ÿZ+À*,*ÿZ+À* *ÿZ+À*¥*ÿZ+À*¡* ÿZ+À* ,* ÿZ+ À* ,* ÿZ+ À* ,* ÿZ+ À* ,* ÿZ+ À* ,*ÿZ+ À*,*ÿZ+À*,*ÿZ+À*,+ÿZ+À+,C@+ÿZ,À+,+ÿZ,À+,à‹äÿÿ+ÿZ,ÀŠPercentage of 15 year old pupils achieving 5 or more GCSEs A* to C or equivalent (NB: targets from 2007/08 will include English and Maths)+,øŒäÿÿ+ÿZ,ÀHigh+,+ÿZ,À+,ü©ñÒMbà?+ÿZ,À+ ôýÔxé&á?+ÿZ,À+=\Âõ(\ã?+ÿZ,À+¡äÿÿ+ ÿZ,ÀNCI+ , äÿÿ+ ÿZ, ÀNCI+ ,?5^ºI â?+ ÿZ, À+ ,äÿÿ+ ÿZ, ÀNo+ ,é&1¬â?+ ÿZ, À+ ,äÿÿ+ÿZ, ÀNo+,$äÿÿ+ÿZ,ÀNo+,é&1¬â?+ÿZ,À+,,ÿZ,À,,€C@,ÿZ-À,,,ÿZ-À,,,äÿÿ,ÿZ-ÀolPercentage of 15 year old pupils achieving 5 or more GCSEs A* to G or equivalent including English and Maths,,Žäÿÿ,ÿZ-ÀHigh,,,ÿZ-À,,-²ï§Æë?,ÿZ-À, R¸…ëQì?,ÿZ-À,;…ëQ¸í?,ÿZ-À,¡Žäÿÿ, ÿZ-ÀNCI, ,Žäÿÿ, ÿZ- ÀNCI, ,…ëQ¸í?, ÿZ- À, ,$Žäÿÿ, ÿZ- ÀYes, ,,Žäÿÿ, ÿZ- À90.5% not inc E&M: 92.4%, ,`Žäÿÿ,ÿZ- ÀYes,,hŽäÿÿ,ÿZ-ÀNo,,ö(\Âõì?,ÿZ-À,,-ÿZ-À-,D@-ÿZ.À-,pŽäÿÿ-ÿZ.À 303/06-,€Žäÿÿ-ÿZ.ÀGDPercentage of pupils achieving Level 4 or above in Key stage 2 Maths-, äÿÿ-ÿZ.ÀHigh-,äÿÿ-ÿZ.ÀChildren & Young People-,X9´Èv¾ç?-ÿZ.À- ®Gáz®ç?-ÿZ.À-;ìQ¸…ëé?-ÿZ.À-¡Häÿÿ- ÿZ.ÀNCI- ,Päÿÿ- ÿZ. ÀNCI- ,33333S@- ÿZ. À- ,Xäÿÿ- ÿZ. ÀYes- ,`äÿÿ- ÿZ. À 76% (SCAAT)- ,xäÿÿ-ÿZ. ÀNo-,€äÿÿ-ÿZ.ÀNo-,R¸…ëQè?-ÿZ.À-,.ÿZ.À.,€D@.ÿZ/À.,ˆäÿÿ.ÿZ/À 303/05.,˜äÿÿ.ÿZ/ÀIFPercentage of pupils achieving Level 4 or above in Key stage 2 English.,(äÿÿ.ÿZ/ÀHigh.,.ÿZ/À.,w¾Ÿ/Ýè?.ÿZ/À. š™™™™™é?.ÿZ/À.;ìQ¸…ëé?.ÿZ/À.¡4äÿÿ. ÿZ/ÀNCI. ,<äÿÿ. ÿZ/ ÀNCI. ,fffffT@. ÿZ/ À. ,Däÿÿ. ÿZ/ ÀNo. ,Läÿÿ. ÿZ/ À 80% (SCAAT). ,däÿÿ.ÿZ/ ÀNo.,läÿÿ.ÿZ/ÀNo.,š™™™™™é?.ÿZ/À.,/ÿZ/À/,täÿÿ/ÿZ0À43a/,|äÿÿ/ÿZ0À B03/05/,Œäÿÿ/ÿZ0ÀebPercentage of statements of Special Educational Need prepared within 18 weeks excluding exceptions/,T‘äÿÿ/ÿZ0ÀHigh/,/ÿZ0À/,áz®Gáî?/ÿZ0À/ ð?/ÿZ0À/Gð?/ÿZ0À/¡`‘äÿÿ/ ÿZ0À 100% (est)/ ,x‘äÿÿ/ ÿZ0 ÀYes/ ,ð?/ ÿZ0 À/ ,€‘äÿÿ/ ÿZ0 ÀYes/ ,ð?/ ÿZ0 À/ ,ˆ‘äÿÿ/ÿZ0 ÀYes/,‘äÿÿ/ÿZ0ÀYes/,ð?/ÿZ0À/,0ÿZ0À0,˜‘äÿÿ0ÿZ1À43b0, ‘äÿÿ0ÿZ1À B03/060,°‘äÿÿ0ÿZ1ÀebPercentage of statements of Special Educational Need prepared within 18 weeks including exceptions0,x’äÿÿ0ÿZ1ÀHigh0,0ÿZ1À0,ªñÒMbì?0ÿZ1À0 ð?0ÿZ1À0;ð?0ÿZ1À0¡„’äÿÿ0 ÿZ1À 100% (est)0 ,œ’äÿÿ0 ÿZ1 ÀYes0 ,ð?0 ÿZ1 À0 ,¤’äÿÿ0 ÿZ1 ÀYes0 ,ð?0 ÿZ1 À0 ,¬’äÿÿ0ÿZ1 ÀYes0,´’äÿÿ0ÿZ1ÀYes0,ð?0ÿZ1À0,1ÿZ1À1,€F@1ÿZ2À1,1ÿZ2À1,¼’äÿÿ1ÿZ2ÀKHPercentage of half days missed due to total absence in secondary schools1,P“äÿÿ1ÿZ2ÀLow1,1ÿZ2À1,©¤N@a³?1ÿZ2À1 ±Pkšwœ²?1ÿZ2À1=ƒQI€&²?1ÿZ2À1¡X“äÿÿ1 ÿZ2ÀNCI1 ,`“äÿÿ1 ÿZ2 ÀNCI1 ,HPüsײ?1 ÿZ2 À1 ,h“äÿÿ1 ÿZ2 ÀNo1 ,HPüsײ?1 ÿZ2 À1 ,p“äÿÿ1ÿZ2 ÀNo1,x“äÿÿ1ÿZ2ÀNo1,HPüsײ?1ÿZ2À1,2ÿZ2À2,G@2ÿZ3À2,2ÿZ3À2,€“äÿÿ2ÿZ3ÀIFPercentage of half days missed due to total absence in primary schools2,”äÿÿ2ÿZ3ÀLow2,2ÿZ3À2,(~Œ¹k ©?2ÿZ3À2 J +‡©?2ÿZ3À2DJ +‡©?2ÿZ3À2¡”äÿÿ2 ÿZ3ÀNCI2 , ”äÿÿ2 ÿZ3 ÀNCI2 ,9´Èv¾Ÿª?2 ÿZ3 À2 ,(”äÿÿ2 ÿZ3 ÀNo2 ,9´Èv¾Ÿª?2 ÿZ3 À2 ,0”äÿÿ2ÿZ3 ÀNo2,8”äÿÿ2ÿZ3ÀNo2,9´Èv¾Ÿª?2ÿZ3À2,3ÿZ3À3,€ÿÿ3ÿ<3À3,ÿÿ3ÿ<3À3,wJÿÿ3ÿ<3À3,wJÿÿ3ÿ<3À3,ÿÿ3ÿ<3À3,ÊE¶óÿÿ3ÿ<3À3 ¬Zd;ÿÿ3ÿ<3À3;ëQ¸ÿÿ3ÿ<3À3¡™™™™ÿÿ3 ÿ<3À3 ,wJÿÿ3 ÿ<3 À3 ,ÿÿ3 ÿ<3 À3 ,ÿÿ3 ÿ<3 À3 ,ÿÿ3 ÿ<3 À3 ,ÿÿ3ÿ<3 À3,ÿÿ3ÿ<3À3,ÿÿ3ÿ<3À3,ÿÿ4ÿ<3À4,I@4ÿZ4À4,@”äÿÿ4ÿZ4À A03/044,P”äÿÿ4ÿZ4ÀhePercentage of young people leaving care aged 16 or over with at least 1 GCSE at grades A*-G or a GNVQ4,•äÿÿ4ÿZ4ÀHigh4,(•äÿÿ4ÿZ4ÀChildren & Young People4,q= ×£pÝ?4ÿZ4À4 Ház®Gá?4ÿZ4À4;ìQ¸…ëá?4ÿZ4À4¡áz®Gáâ?4 ÿZ4À4 ,X•äÿÿ4 ÿZ4 ÀYes4 ,š™™™™™á?4 ÿZ4 À4 ,`•äÿÿ4 ÿZ4 ÀNCI4 ,h•äÿÿ4 ÿZ4 À57% (30/53, Nov)4 ,Œ•äÿÿ4ÿZ4 ÀYes4,”•äÿÿ4ÿZ4ÀYes4,q= ×£på?4ÿZ4À4,5ÿZ4À5, d@5ÿZ5À5,œ•äÿÿ5ÿZ5À A05/035,¬•äÿÿ5ÿZ5ÀtqEmployment, education and training for care leavers: percentage as a proportion compared with all people, aged 195,–äÿÿ5ÿZ5ÀHigh5,5ÿZ5À5,áz®Gáê?5ÿZ5À5 Ãõ(\Âå?5ÿZ5À5¦ffffffæ?5ÿZ5À5¡ÍÌÌÌÌÌì?5 ÿZ5À5 ,œ–äÿÿ5 ÿZ5 ÀYes5 ,¤–äÿÿ5 ÿZ5 ÀO.875 ,°–äÿÿ5 ÿZ5 ÀYes5 ,¸–äÿÿ5 ÿZ5 À0.86 ((39/48)/0.9455)5 ,ä–äÿÿ5ÿZ5 ÀYes5,ì–äÿÿ5ÿZ5ÀYes5,ô–äÿÿ5ÿZ5ÀO.855,6ÿZ5À6,@d@6ÿZ6À6,—äÿÿ6ÿZ6À 201/016,—äÿÿ6ÿZ6ÀÅÂTimeliness of reviews of child protection cases: percentage of child protection cases reviewed regularly out of those cases which should have been reviewed during the year (reviews held on time)6,˜˜äÿÿ6ÿZ6ÀHigh6,¤˜äÿÿ6ÿZ6ÀChildren & Young People6,\Âõ(\ï?6ÿZ6À6 ð?6ÿZ6À6;ð?6ÿZ6À6¡¬Zd;ßï?6 ÿZ6À6 ,Ô˜äÿÿ6 ÿZ6 ÀYes6 ,ð?6 ÿZ6 À6 ,ܘäÿÿ6 ÿZ6 ÀYes6 ,ä˜äÿÿ6 ÿZ6 À 99.3% (Nov)6 ,ü˜äÿÿ6ÿZ6 ÀNCI6,™äÿÿ6ÿZ6ÀYes6,ð?6ÿZ6À6,7ÿZ6À7,`ÿÿ7ÿ<6À7,ÿÿ7ÿ<6À7,{Jÿÿ7ÿ<6À7,}Jÿÿ7ÿ<6À7,ÿÿ7ÿ<6À7,~¼t“ÿÿ7ÿ<6À7 õ\Âÿÿ7ÿ<6À7;×p= ÿÿ7ÿ<6À7¡~¼t“ÿÿ7 ÿ<6À7 ,}Jÿÿ7 ÿ<6 À7 ,ÿÿ7 ÿ<6 À7 ,ÿÿ7 ÿ<6 À7 ,ÿÿ7 ÿ<6 À7 ,ÿÿ7ÿ<6 À7,ÿÿ7ÿ<6À7,ÿÿ7ÿ<6À7,ÿÿ8ÿ<6À8, ™äÿÿ8ÿZ7À181a8,™äÿÿ8ÿZ7À 305/048,(™äÿÿ8ÿZ7ÀOLPercentage of 14 year olds achieving level 5 or above in Key Stage 3 English8,Ä™äÿÿ8ÿZ7ÀHigh8,8ÿZ7À8,•C‹lç?8ÿZ7À8 R¸…ëQè?8ÿZ7À8;Ház®Gé?8ÿZ7À8¡Ð™äÿÿ8 ÿZ7ÀNCI8 ,Ø™äÿÿ8 ÿZ7 ÀNCI8 ,è?8 ÿZ7 À8 ,à™äÿÿ8 ÿZ7 ÀNo8 ,è™äÿÿ8 ÿZ7 À(%75% (provisional, final figure in Q4)8 ,4šäÿÿ8ÿZ7 ÀNo8,<šäÿÿ8ÿZ7ÀNo8,-²ï§æ?8ÿZ7À8,9ÿZ7À9,Dšäÿÿ9ÿZ8À181b9,Pšäÿÿ9ÿZ8À 305/029,`šäÿÿ9ÿZ8ÀSPPercentage of 14 year olds achieving level 5 or above in Key Stage 3 Mathematics9,›äÿÿ9ÿZ8ÀHigh9,9ÿZ8À9,}?5^ºIè?9ÿZ8À9 ÍÌÌÌÌÌè?9ÿZ8À9;Ház®Gé?9ÿZ8À9¡›äÿÿ9 ÿZ8ÀNCI9 ,›äÿÿ9 ÿZ8 ÀNCI9 ,Ház®Gé?9 ÿZ8 À9 , ›äÿÿ9 ÿZ8 ÀYes9 ,Ház®Gé?9 ÿZ8 À9 ,(›äÿÿ9ÿZ8 ÀYes9,0›äÿÿ9ÿZ8ÀYes9,Ház®Gé?9ÿZ8À9,:ÿZ8À:,8›äÿÿ:ÿZ9À181c:,D›äÿÿ:ÿZ9À 305/03:,T›äÿÿ:ÿZ9ÀOLPercentage of 14 year olds achieving level 5 or above in Key Stage 3 Science:,ð›äÿÿ:ÿZ9ÀHigh:,:ÿZ9À:,X9´Èvæ?:ÿZ9À: -²ï§Æç?:ÿZ9À:;Ház®Gé?:ÿZ9À:¡ü›äÿÿ: ÿZ9ÀNCI: ,œäÿÿ: ÿZ9 ÀNCI: ,è?: ÿZ9 À: , œäÿÿ: ÿZ9 ÀNo: ,è?: ÿZ9 À: ,œäÿÿ:ÿZ9 ÀNo:,œäÿÿ:ÿZ9ÀNo:,R¸…ëQè?:ÿZ9À:,;ÿZ9À;,$œäÿÿ;ÿZ:À181d;,0œäÿÿ;ÿZ:À 305/04;,@œäÿÿ;ÿZ:ÀKHPercentage of 14 year olds achieving level 5 or above in Key Stage 3 ICT;,Ôœäÿÿ;ÿZ:ÀHigh;,;ÿZ:À;,¸…ëQ¸æ?;ÿZ:À; °rh‘í|ç?;ÿZ:À;Dj¼t“è?;ÿZ:À;¡àœäÿÿ; ÿZ:ÀNCI; ,èœäÿÿ; ÿZ: ÀNCI; ,ðœäÿÿ; ÿZ: ÀQNA; ,øœäÿÿ; ÿZ: ÀNCI; ,-²ï§æ?; ÿZ: À; ,äÿÿ;ÿZ: ÀNo;,äÿÿ;ÿZ:ÀNo;,-²ï§æ?;ÿZ:À;,<ÿZ:À<,äÿÿ<ÿZ;À194a<,äÿÿ<ÿZ;À 303/08<,,äÿÿ<ÿZ;À@=Percentage of pupils achieving level 5 in Key Stage 2 English<,¨äÿÿ<ÿZ;ÀHigh<,<ÿZ;À<,?5^ºI Ò?<ÿZ;À< 333333Ó?<ÿZ;À<;R¸…ëQØ?<ÿZ;À<¡´äÿÿ< ÿZ;ÀNCI< ,¼äÿÿ< ÿZ; ÀNCI< ,ƒÀÊ¡EÖ?< ÿZ; À< ,ĝäÿÿ< ÿZ; ÀN0< ,̝äÿÿ< ÿZ; À 35% (SCAAT)< ,ääÿÿ<ÿZ; ÀYes<,ìäÿÿ<ÿZ;ÀYes<,ƒÀÊ¡EÖ?<ÿZ;À<,=ÿZ;À=,ôäÿÿ=ÿZ<À194b=,žäÿÿ=ÿZ<À 303/09=,žäÿÿ=ÿZ<ÀDAPercentage of pupils achieving level 5 in Key Stage 2 Mathematics=,”žäÿÿ=ÿZ<ÀHigh=,=ÿZ<À=,{®GázÔ?=ÿZ<À= ×£p= ×Ó?=ÿZ<À=;R¸…ëQØ?=ÿZ<À=¡ žäÿÿ= ÿZ<ÀNCI= ,¨žäÿÿ= ÿZ< ÀNCI= ,®GázÖ?= ÿZ< À= ,°žäÿÿ= ÿZ< ÀNo= ,¸žäÿÿ= ÿZ< À 34% (SCAAT)= ,Оäÿÿ=ÿZ< ÀNo=,Øžäÿÿ=ÿZ<ÀNo=,j¼t“Ö?=ÿZ<À=,>ÿZ<À>, ÿÿ>ÿ<<À>,ÿÿ>ÿ<<À>,Jÿÿ>ÿ<<À>,Jÿÿ>ÿ<<À>,ÿÿ>ÿ<<À>,Jÿÿ>ÿ<<À> ‚Jÿÿ>ÿ<<À>§‚Jÿÿ>ÿ<<À>¡ƒJÿÿ> ÿ<<À> ,ƒJÿÿ> ÿ<< À> ,ÿÿ> ÿ<< À> ,ÿÿ> ÿ<< À> ,ÿÿ> ÿ<< À> ,ÿÿ>ÿ<< À>,ÿÿ>ÿ<<À>,ÿÿ>ÿ<<À>,ÿÿ?ÿ<<À?,àžäÿÿ?ÿZ=À221a?,ìžäÿÿ?ÿZ=À 304/04?,üžäÿÿ?ÿZ=ÀC@Percentage of young people aged 13-19 gaining a recorded outcome?,€Ÿäÿÿ?ÿZ=ÀHigh?,ŒŸäÿÿ?ÿZ=ÀChildren & Young People?,¼Ÿäÿÿ?ÿZ=À New Indicator? ØŸäÿÿ?ÿZ=À46% (3,960 young people)?;ÍÌÌÌÌÌÜ??ÿZ=À?¡{®Gáz”?? ÿZ=À? ,  äÿÿ? ÿZ= ÀYes? ,š™™™™™¹?? ÿZ= À? , äÿÿ? ÿZ= ÀYes? , äÿÿ? ÿZ= À 29% (2,150)? ,4 äÿÿ?ÿZ= ÀNCI?,< äÿÿ?ÿZ=ÀYes?,à??ÿZ=À?,@ÿZ=À×D]lµ¯¹±Ç ÁYüÿô×õõ¹·1j1ÝÖÝÛÝ1@±A;B'CìDbE°F'G'HìIvJvKvLvMìNìO±PìQ±R°S±T±UìV'WØ XëYvZì[ì\±]ì^±_±@,D äÿÿ@ÿZ>À221b@,P äÿÿ@ÿZ>À 304/05@,` äÿÿ@ÿZ>ÀFCPercentage of young people aged 13-19 gaining an accredited outcome@,è äÿÿ@ÿZ>ÀHigh@,@ÿZ>À@,ô äÿÿ@ÿZ>À New Indicator@ ¡äÿÿ@ÿZ>À9% (732 young people)@;333333Ã?@ÿZ>À@¡{®Gáz„?@ ÿZ>À@ ,<¡äÿÿ@ ÿZ> ÀYes@ ,{®Gáz”?@ ÿZ> À@ ,D¡äÿÿ@ ÿZ> ÀYes@ ,L¡äÿÿ@ ÿZ> À 5% (370)@ ,`¡äÿÿ@ÿZ> ÀNo@,h¡äÿÿ@ÿZ>ÀNo@,)\Âõ(¼?@ÿZ>À@,AÿZ>ÀA,ÀÿÿAÿ<>ÀA,…JÿÿAÿ<>ÀA,…JÿÿAÿ<>ÀA,†JÿÿAÿ<>ÀA,ÿÿAÿ<>ÀA,†JÿÿAÿ<>ÀA 3333ÿÿAÿ<>ÀA;GázÿÿAÿ<>ÀA¡†JÿÿA ÿ<>ÀA ,†JÿÿA ÿ<> ÀA ,ÿÿA ÿ<> ÀA ,ÿÿA ÿ<> ÀA ,ÿÿA ÿ<> ÀA ,ÿÿAÿ<> ÀA,ÿÿAÿ<>ÀA,ÿÿAÿ<>ÀA,ÿÿBÿ<>ÀB,p¡äÿÿBÿZ?À222bB,|¡äÿÿBÿZ?À 301/05B,Œ¡äÿÿBÿZ?À§¤Percentage of integrated early education and childcare settings which have input from staff with graduate or post graduate training in teaching or child developmentB,Ø¢äÿÿBÿZ?ÀHighB,BÿZ?ÀB,ä¢äÿÿBÿZ?À New IndicatorB ð?BÿZ?ÀB;ð?BÿZ?ÀB¡ð?B ÿZ?ÀB ,£äÿÿB ÿZ? ÀYesB ,£äÿÿB ÿZ? ÀAB , £äÿÿB ÿZ? ÀYesB ,ð?B ÿZ? ÀB ,£äÿÿBÿZ? ÀYesB,£äÿÿBÿZ?ÀNCIB,BÿZ?ÀB,CÿZ?ÀC,CÿZ@ÀC,$£äÿÿCÿZ@À 101/01C,4£äÿÿCÿZ@À|yIncrease the number of Oxfordshire schools validated (accredited) as a Healthy School under the Healthy Schools ProgrammeC,(¤äÿÿCÿZ@ÀHighC,4¤äÿÿCÿZ@ÀChildren & Young PeopleC,CÿZ@ÀC CÿZ@ÀC;d@CÿZ@ÀC¡@]@C ÿZ@ÀC ,d¤äÿÿC ÿZ@ ÀYesC ,@^@C ÿZ@ ÀC ,l¤äÿÿC ÿZ@ ÀYesC , b@C ÿZ@ ÀC ,t¤äÿÿCÿZ@ ÀYesC,|¤äÿÿCÿZ@ÀYesC, c@CÿZ@ÀC,DÿZ@ÀD, h@DÿZAÀD,„¤äÿÿDÿZAÀ 103/01D,”¤äÿÿDÿZAÀ2/Conceptions per 1000 15-17 year-olds - DIS 1306D,ô¤äÿÿDÿZAÀLowD,DÿZAÀD,DÿZAÀD DÿZAÀD;ü¤äÿÿDÿZAÀ 31.5/-2.8%D¡¥äÿÿD ÿZAÀNCID ,¥äÿÿD ÿZA ÀNCID ,$¥äÿÿD ÿZA ÀAD ,(¥äÿÿD ÿZA ÀNCID ,0¥äÿÿD ÿZA À"nya - 2005 data expected for Q4D ,p¥äÿÿDÿZA ÀNCID,x¥äÿÿDÿZAÀNoD,ƒÀÊ¡E¶?DÿZAÀD,EÿZAÀE,EÿZBÀE,€¥äÿÿEÿZBÀ 104/01E,¥äÿÿEÿZBÀZWPercentage of school children aged 5-16 who have at least 2 hours sport and PE per weekE,@¦äÿÿEÿZBÀHighE,EÿZBÀE,EÿZBÀE EÿZBÀE;ÍÌÌÌÌÌä?EÿZBÀE¡L¦äÿÿE ÿZBÀNCIE ,T¦äÿÿE ÿZB ÀNCIE ,\¦äÿÿE ÿZB ÀAE ,`¦äÿÿE ÿZB ÀYesE ,h¦äÿÿE ÿZB À[X82% - Ch'g Norton 70% - BGN 87% - Lord Wms 92% - Wallingford 88% - King Alfreds 74%E ,§äÿÿEÿZB ÀYesE,$§äÿÿEÿZBÀYesE,= ×£p=ê?EÿZBÀE,FÿZBÀF,FÿZCÀF,,§äÿÿFÿZCÀ 105/01F,<§äÿÿFÿZCÀHENumber of young drug users participating in drug treatment programmesF,ȧäÿÿFÿZCÀHighF,FÿZCÀF,FÿZCÀF FÿZCÀF;Ô§äÿÿFÿZCÀ50 (NTA target)F¡F ÿZCÀF ,F ÿZC ÀF ,ô§äÿÿF ÿZC ÀAF ,ø§äÿÿF ÿZC ÀNCIF ,¨äÿÿF ÿZC Àavailable end January 2007F ,8¨äÿÿFÿZC ÀYesF,@¨äÿÿFÿZCÀYesF,S@FÿZCÀF,GÿZCÀG,GÿZDÀG,H¨äÿÿGÿZDÀ 105/02G,X¨äÿÿGÿZDÀSPPercentage of Year 10 pupils who, when surveyed, claim to be able to buy alcoholG,ü¨äÿÿGÿZDÀLowG,GÿZDÀG,GÿZDÀG GÿZDÀG;GÿZDÀG¡G ÿZDÀG ,G ÿZD ÀG ,©äÿÿG ÿZD ÀQNAG , ©äÿÿG ÿZD ÀNCIG ,©äÿÿG ÿZD Àavailable Summer 2007G ,@©äÿÿGÿZD ÀNCIG,H©äÿÿGÿZDÀAG,L©äÿÿGÿZDÀAG,HÿZDÀH,HÿZEÀH,P©äÿÿHÿZEÀ 201/02H,`©äÿÿHÿZEÀtqPercentage of children and young people on the Child Protection Register who are not allocated to a social workerH,DªäÿÿHÿZEÀLowH,LªäÿÿHÿZEÀChildren & Young PeopleH,HÿZEÀH HÿZEÀH;HÿZEÀH¡ú~j¼t“˜?H ÿZEÀH ,|ªäÿÿH ÿZE ÀYesH ,H ÿZE ÀH ,„ªäÿÿH ÿZE ÀYesH ,ŒªäÿÿH ÿZE À 1.8% (Nov)H ,¤ªäÿÿHÿZE ÀNCIH,¬ªäÿÿHÿZEÀYesH,{®Gázt?HÿZEÀH,IÿZEÀI,IÿZFÀI,´ªäÿÿIÿZFÀ 201/05I,ĪäÿÿIÿZFÀB?Number of incidents of domestic violence reported to the policeI,IÿZFÀI,IÿZFÀI,IÿZFÀI IÿZFÀI;D«äÿÿIÿZFÀ 6564 (2008/9)I¡“@I ÿZFÀI ,`«äÿÿI ÿZF ÀYesI ,²ª@I ÿZF ÀI ,h«äÿÿI ÿZF ÀYesI ,p«äÿÿI ÿZF À 5,309 (Nov)I ,ˆ«äÿÿIÿZF ÀYesI,«äÿÿIÿZFÀYesI,G¼@IÿZFÀI,JÿZFÀJ,JÿZGÀJ,˜«äÿÿJÿZGÀ 201/06J,¨«äÿÿJÿZGÀ,)Sanction detections for domestic violenceJ,JÿZGÀJ,JÿZGÀJ,JÿZGÀJ JÿZGÀJ;ü«äÿÿJÿZGÀ 3% increaseJ¡€{@J ÿZGÀJ ,¬äÿÿJ ÿZG ÀYesJ ,ÈŒ@J ÿZG ÀJ ,¬äÿÿJ ÿZG ÀYesJ , ‘@J ÿZG ÀJ ,$¬äÿÿJÿZG ÀYesJ,,¬äÿÿJÿZGÀYesJ,¬˜@JÿZGÀJ,KÿZGÀK,KÿZHÀK,4¬äÿÿKÿZHÀ 201/07K,D¬äÿÿKÿZHÀ(%Number of domestic violence championsK,KÿZHÀK,KÿZHÀK,KÿZHÀK KÿZHÀK;¬äÿÿKÿZHÀ 150 (2008/9)K¡@d@K ÿZHÀK ,¬¬äÿÿK ÿZH ÀYesK ,@d@K ÿZH ÀK ,´¬äÿÿK ÿZH ÀYesK ,@d@K ÿZH ÀK ,¼¬äÿÿKÿZH ÀYesK,ĬäÿÿKÿZHÀYesK,@e@KÿZHÀK,LÿZHÀL,LÿZIÀL,̬äÿÿLÿZIÀ 205/01L,ܬäÿÿLÿZIÀGDNo. of parents/families accessing support through Children's CentresL,h­äÿÿLÿZIÀ L,l­äÿÿLÿZIÀChildren & Young PeopleL,LÿZIÀL LÿZIÀL;,ª@LÿZIÀL¡œ­äÿÿL ÿZIÀNCIL ,¤­äÿÿL ÿZI ÀNCIL ,¬­äÿÿL ÿZI ÀAL ,°­äÿÿL ÿZI ÀYesL ,¸­äÿÿL ÿZI ÀAL ,¼­äÿÿLÿZI ÀYesL,Ä­äÿÿLÿZIÀYesL,Ì­äÿÿLÿZIÀAL,MÿZIÀM,MÿZJÀM,ЭäÿÿMÿZJÀ 205/03M,à­äÿÿMÿZJÀ"No. of family group conferencesM, ®äÿÿMÿZJÀ M,MÿZJÀM,MÿZJÀM MÿZJÀM;(@MÿZJÀM¡@M ÿZJÀM ,$®äÿÿM ÿZJ ÀYesM ,@M ÿZJ ÀM ,,®äÿÿM ÿZJ ÀYesM ,4®äÿÿM ÿZJ À7 (no new data for Q3)M ,d®äÿÿMÿZJ ÀNCIM,l®äÿÿMÿZJÀYesM,@MÿZJÀM,NÿZJÀN,NÿZLÀN,t®äÿÿNÿZLÀ 301/01N,„®äÿÿNÿZLÀXUPercentage of children achieving 78 or above on Foundation Stage Profile (FSP) scoresN,NÿZLÀN,0¯äÿÿNÿZLÀChildren & Young PeopleN,NÿZLÀN NÿZLÀN;ÿÿNÿ<NÀN¡´Èv¾Ÿß?N ÿZLÀN ,`¯äÿÿN ÿZLÀNCIN ,h¯äÿÿN ÿZL ÀNCIN ,p¯äÿÿN ÿZL ÀYesN ,x¯äÿÿN ÿZL Àno new data for Q3N , ¯äÿÿNÿZL ÀYesN,¨¯äÿÿNÿZLÀNoN,¶óýÔxéÞ?NÿZLÀN,OÿZLÀO,OÿZMÀO,°¯äÿÿOÿZMÀ 303/02O,À¯äÿÿOÿZMÀ[XPercentage of pupils achieving Level 2 or more at the end of Key Stage 1 (KS1) - WritingO,t°äÿÿOÿZMÀ O,x°äÿÿOÿZMÀChildren & Young PeopleO,OÿZMÀO OÿZMÀO;áz®Gáê?OÿZMÀO¡¨°äÿÿO ÿZMÀYesO ,°°äÿÿO ÿZM ÀYesO ,B`åÐ"Ûé?O ÿZM ÀO ,¸°äÿÿO ÿZM ÀNoO ,B`åÐ"Ûé?O ÿZM ÀO ,À°äÿÿOÿZM ÀNoO,È°äÿÿOÿZMÀNoO,333333T@OÿZMÀO,PÿZMÀP,PÿZOÀP,аäÿÿPÿZOÀ 304/02P,à°äÿÿPÿZOÀ~{Increase participation in a broad range of high quality activities both in and out of school, especially by priority groupsP,PÿZOÀP,PÿZOÀP,PÿZOÀP PÿZOÀP;×رäÿÿPÿZOÀ18% (10324) Nat target 25%P¡9´Èv¾Ÿª?P ÿZOÀP ,²äÿÿP ÿZO ÀYesP ,ö(\ÂõÈ?P ÿZO ÀP ,²äÿÿP ÿZO ÀYesP , ²äÿÿP ÿZO À 31% (17,819)P ,<²äÿÿPÿZO ÀYesP,D²äÿÿPÿZOÀYesP,Ð?PÿZOÀP,QÿZOÀQ,QÿZPÀQ,L²äÿÿQÿZPÀ 305/06Q,\²äÿÿQÿZPÀZWPercentage of Year 11 pupils with 5+ GCSE A*-C including English & Maths, or equivalentQ,QÿZPÀQ, ³äÿÿQÿZPÀChildren & Young PeopleQ,QÿZPÀQ QÿZPÀQ;¸…ëQ¸Þ?QÿZPÀQ¡<³äÿÿQ ÿZPÀNCIQ ,D³äÿÿQ ÿZP ÀNCIQ ,¼t“VÞ?Q ÿZP ÀQ ,L³äÿÿQ ÿZP ÀNoQ ,T³äÿÿQ ÿZP À47.5% Yr 11: 47.0%Q ,|³äÿÿQÿZP ÀNoQ,„³äÿÿQÿZPÀNoQ,®GázÞ?QÿZPÀQ,RÿZPÀR,RÿZSÀR,Œ³äÿÿRÿZSÀ 401/02R,œ³äÿÿRÿZSÀ2/Number of young people consulted about servicesR,ü³äÿÿRÿZSÀ R,´äÿÿRÿZSÀChildren & Young PeopleR,RÿZSÀR RÿZSÀR;0´äÿÿRÿZSÀ 700 (2008/9)R¡¨‰@R ÿZSÀR ,L´äÿÿR ÿZS ÀYesR ,$—@R ÿZS ÀR ,T´äÿÿR ÿZS ÀYesR ,\´äÿÿR ÿZS À\YTotal known number of c&yp participating in decision-making activity by end of Q3 = 2,062R ,µäÿÿRÿZS ÀYesR,µäÿÿRÿZSÀYesR,¡@SÿZSÀR, µäÿÿSýZSÀ# additional 23499 through surveysS,SÿZTÀS,dµäÿÿSÿZTÀ 401/03S,tµäÿÿSÿZTÀOLNumber of young people participating in democratic decision-making processesS,¶äÿÿSÿZTÀ S,SÿZTÀS,SÿZTÀS SÿZTÀS;¶äÿÿSÿZTÀ 500 (2008/9)S¡0¶äÿÿS ÿZTÀNCIS ,8¶äÿÿS ÿZT ÀNCIS ,@¶äÿÿS ÿZT ÀQNAS ,H¶äÿÿS ÿZT ÀNCIS ,O@S ÿZT ÀS ,P¶äÿÿSÿZT ÀYesS,X¶äÿÿSÿZTÀYesS,â¡@SÿZTÀS,TÿZTÀT,TÿZUÀT,`¶äÿÿTÿZUÀ 402/01T,p¶äÿÿTÿZUÀc`Percentage of schools where behaviour of learners inc the extent of exclusions is Good or betterT,4·äÿÿTÿZUÀ T,8·äÿÿTÿZUÀChildren & Young PeopleT,TÿZUÀT TÿZUÀT;…ëQ¸í?TÿZUÀT¡ffffffî?T ÿZUÀT ,h·äÿÿT ÿZU ÀYesT ,-²ï§Æë?T ÿZU ÀT ,p·äÿÿT ÿZU ÀNoT ,-²ï§Æë?T ÿZU ÀT ,x·äÿÿTÿZU ÀNoT,€·äÿÿTÿZUÀNoT,ƒÀÊ¡E¶ë?TÿZUÀT,UÿZUÀU,UÿZVÀU,ˆ·äÿÿUÿZVÀ 402/04U,˜·äÿÿUÿZVÀEBNumber of entrants to the criminal justice system aged 10-17 yearsU,UÿZVÀU,UÿZVÀU,UÿZVÀU UÿZVÀU;„’@UÿZVÀU¡U ÿZVÀU ,U ÿZV ÀU ,Ð|@U ÿZV ÀU , ¸äÿÿU ÿZV ÀYesU ,(¸äÿÿU ÿZV Ànya - available for Q4U ,X¸äÿÿUÿZV ÀYesU,`¸äÿÿUÿZVÀYesU,ÀŽ@UÿZVÀU,VÿZVÀV,VÿZWÀV,h¸äÿÿVÿZWÀ 402/05V,x¸äÿÿVÿZWÀ96Number of young offenders who re-offend (re-offending)V,è¸äÿÿVÿZWÀ V,VÿZWÀV,VÿZWÀV VÿZWÀV;VÿZWÀV¡V ÿZWÀV ,V ÿZW ÀV ,ì¸äÿÿV ÿZW ÀAV ,ð¸äÿÿV ÿZW ÀNCIV ,ø¸äÿÿV ÿZW Ànya - expected April 2007V ,,¹äÿÿVÿZW ÀNCIV,4¹äÿÿVÿZWÀYesV, `@VÿZWÀV,WÿZWÀW,WÿZXÀW,<¹äÿÿWÿZXÀ 501/01W,L¹äÿÿWÿZXÀb_Percentage of young people not in full-time education, employment or training (NEET): age 16-19W, ºäÿÿWÿZXÀ W,ºäÿÿWÿZXÀChildren & Young PeopleW,WÿZXÀW WÿZXÀW;j¼t“¦?WÿZXÀW¡š™™™™™©?W ÿZXÀW ,@ºäÿÿW ÿZX ÀNCIW ,)\Âõ(¬?W ÿZX ÀW ,HºäÿÿW ÿZX ÀNCIW ,PºäÿÿW ÿZX À*'a) 3.9% (721) b) 4.6% (847) - Nov 2006W , ºäÿÿWÿZX ÀYesW,¨ºäÿÿWÿZXÀNoW,_)ËǺ¨?WÿZXÀW,XÿZXÀX,XÿZYÀX,°ºäÿÿXÿZYÀ 501/02X,ÀºäÿÿXÿZYÀebPercentage of young offenders in full-time (25 hours + per week) education, employment or trainingX,XÿZYÀX,XÿZYÀX,XÿZYÀX XÿZYÀX;ˆ»äÿÿXÿZYÀ16 & under 72%; over 16s:41%X¡Ä»äÿÿX ÿZYÀNCIX ,Ì»äÿÿX ÿZY ÀNCIX ,Ô»äÿÿX ÿZY ÀQNAX ,Ü»äÿÿX ÿZY ÀYesX ,ä»äÿÿX ÿZY ÀfcData not available until late January 2007. Estimate similar return to previous quarters 1 and 2 X ,¬¼äÿÿXÿZY ÀYesX,´¼äÿÿXÿZYÀYesX,¼¼äÿÿXÿZYÀ# 16 & under: 72% over 16s: 43.19%X,YÿZYÀY,YÿZZÀY,½äÿÿYÿZZÀ 503/01Y,½äÿÿYÿZZÀ;8Reduce number of homeless young people (16-17 year olds)Y,YÿZZÀY,YÿZZÀY,YÿZZÀY YÿZZÀY;i@YÿZZÀY¡„½äÿÿY ÿZZÀNCIY ,Œ½äÿÿY ÿZZ ÀNCIY ,G@Y ÿZZ ÀY ,”½äÿÿY ÿZZ ÀYesY ,@P@Y ÿZZ ÀY ,œ½äÿÿYÿZZ ÀYesY,¤½äÿÿYÿZZÀYesY,@P@YÿZZÀY,ZÿZZÀZ,ZÿZ[ÀZ,¬½äÿÿZÿZ[À 505/01Z,¼½äÿÿZÿZ[À~Additional multi-purpose children's centres of which 5 will be linked with new full service extended schools in priority areasZ,ZÿZ[ÀZ,ZÿZ[ÀZ,ZÿZ[ÀZ ZÿZ[ÀZ;,@ZÿZ[ÀZ¡&@Z ÿZ[ÀZ ,¼¾äÿÿZ ÿZ[ ÀYesZ ,(@Z ÿZ[ ÀZ ,ľäÿÿZ ÿZ[ ÀYesZ ,̾äÿÿZ ÿZ[ À 13 (est.)Z ,à¾äÿÿZÿZ[ ÀYesZ,è¾äÿÿZÿZ[ÀYesZ,.@ZÿZ[ÀZ,[ÿZ[À[,[ÿZ\À[,ð¾äÿÿ[ÿZ\À 505/02[,¿äÿÿ[ÿZ\À*'Number of full service extended schools[,[ÿZ\À[,[ÿZ\À[,[ÿZ\À[ [ÿZ\À[;@[ÿZ\À[¡P¿äÿÿ[ ÿZ\À In progress[ ,h¿äÿÿ[ ÿZ\ ÀYes[ ,p¿äÿÿ[ ÿZ\ ÀQNA[ ,x¿äÿÿ[ ÿZ\ ÀYes[ ,€¿äÿÿ[ ÿZ\ Àno new data for Q3[ ,¨¿äÿÿ[ÿZ\ ÀYes[,°¿äÿÿ[ÿZ\ÀYes[,¸¿äÿÿ[ÿZ\ÀNCI[,\ÿZ\À\,\ÿZ]À\,À¿äÿÿ\ÿZ]À 505/03\,пäÿÿ\ÿZ]À74Number (stock) of Ofsted-registered childcare places\,\ÿZ]À\,<Àäÿÿ\ÿZ]ÀChildren & Young People\,\ÿZ]À\ \ÿZ]À\;@ëÒ@\ÿZ]À\¡òÒ@\ ÿZ]À\ ,lÀäÿÿ\ ÿZ] ÀYes\ ,òÒ@\ ÿZ] À\ ,tÀäÿÿ\ ÿZ] ÀYes\ ,|Àäÿÿ\ ÿZ] À19,471 (Sept 2006)\ ,¤Àäÿÿ\ÿZ] ÀYes\,ÿÿ\ÿ<]À\,ÿÿ\ÿ<]À\,]ÿZ]À],]ÿZ^À],¬Àäÿÿ]ÿZ^À A02/04],¼Àäÿÿ]ÿZ^À–“Placement stability of children looked after: percentage of children looked after for 2.5+ years who are in foster placement or placed for adoption],]ÿZ^À],äÁäÿÿ]ÿZ^ÀChildren & Young People],]ÿZ^À] ]ÿZ^À];è?]ÿZ^À]¡^ºI +ç?] ÿZ^À] ,Âäÿÿ] ÿZ^ ÀYes] ,ôýÔxé&é?] ÿZ^ À] ,Âäÿÿ] ÿZ^ ÀYes] ,$Âäÿÿ] ÿZ^ À 74.5% (Nov)] ,<Âäÿÿ]ÿZ^ ÀYes],DÂäÿÿ]ÿZ]ÀYes],ÀÓ@]ÿZ]À],^ÿZ^À^,^ÿZ`À^,LÂäÿÿ^ÿZ`À A02/07^,\Âäÿÿ^ÿZ`ÀgdDistance children newly looked after are placed from home: percentage placed more than 20 miles away^,(Ãäÿÿ^ÿZ`À ^,^ÿZ`À^,^ÿZ`À^ ^ÿZ`À^; ×£p= Ç?^ÿZ`À^¡çû©ñÒMÒ?^ ÿZ`À^ ,,Ãäÿÿ^ ÿZ` ÀNo^ ,š™™™™™É?^ ÿZ` À^ ,4Ãäÿÿ^ ÿZ` ÀNCI^ ,<Ãäÿÿ^ ÿZ` À 19.4% (Nov)^ ,TÃäÿÿ^ÿZ` ÀYes^,\Ãäÿÿ^ÿZ_ÀNo^,7‰A`åÐÂ?^ÿZ_À^,_ÿZ`À_,_ÿZcÀ_,dÃäÿÿ_ÿZcÀ A03/03_,tÃäÿÿ_ÿZcÀTQPercentage of children in care for 1 year or more with 5 GCSEs A*-G or equivalent_,Ääÿÿ_ÿZcÀ _,_ÿZcÀ_,_ÿZcÀ_ _ÿZcÀ_;áz®Gáâ?_ÿZcÀ_¡š™™™™™á?_ ÿZcÀ_ ,Ääÿÿ_ ÿZc ÀNo_ ,¤p= ×£à?_ ÿZc À_ ,$Ääÿÿ_ ÿZc ÀNo_ ,,Ääÿÿ_ ÿZc À 49% (23/47)_ ,DÄäÿÿ_ÿZc ÀNCI_,LÄäÿÿ_ÿZcÀNCI_,\Âõ(\ß?_ÿZcÀ_,`ÿZcÀ×D°`l1Cî@òéÒ¨¥ù±ò\èðÂÉ—¯ûÓÎ0é`va±b±c±dh@e±f±gìh±ivj±kìlìmvnvovpìqvr„@sìtìuí@vr@w'xÞ@yìzì@{ì|±}±~ìv`,`ÿZdÀ`,TÄäÿÿ`ÿZdÀ A03/06`,dÄäÿÿ`ÿZdÀ:7Percentage of half days missed by children looked after`,`ÿZdÀ`,`ÿZdÀ`,`ÿZdÀ` `ÿZdÀ`;)\Âõ(¼?`ÿZdÀ`¡çû©ñÒM²?` ÿZdÀ` ,ÔÄäÿÿ` ÿZd ÀYes` ,çû©ñÒM²?` ÿZd À` ,ÜÄäÿÿ` ÿZd ÀYes` ,äÄäÿÿ` ÿZd À 2% (1/51)` ,øÄäÿÿ`ÿZd ÀNo`,Åäÿÿ`ÿZdÀYes`,)\Âõ(¼?`ÿZdÀ`,aÿZdÀa,aÿZfÀa,ÅäÿÿaÿZfÀ C03/01a,ÅäÿÿaÿZfÀ_\Percentage of children of Bangladeshi origin gaining 5 GCSEs A*-C including English & Mathsa,ÔÅäÿÿaÿZfÀ a,ØÅäÿÿaÿZfÀChildren & Young Peoplea,aÿZfÀa aÿZfÀa;ffffffÖ?aÿZfÀa¡Æäÿÿa ÿZfÀNCIa ,Æäÿÿa ÿZf ÀNCIa ,š™™™™™É?a ÿZf Àa ,Æäÿÿa ÿZf ÀNoa ,š™™™™™É?a ÿZf Àa , ÆäÿÿaÿZf ÀNoa,(ÆäÿÿaÿZfÀNoa,š™™™™™É?aÿZfÀa,bÿZfÀb,bÿZgÀb,0ÆäÿÿbÿZgÀ C03/03b,@ÆäÿÿbÿZgÀc`Percentage of children of Black Caribbean origin gaining 5 GCSEs A*-C including English & Mathsb,ÇäÿÿbÿZgÀ b,ÇäÿÿbÿZgÀChildren & Young Peopleb,bÿZgÀb bÿZgÀb;¤p= ×£Ð?bÿZgÀb¡8Çäÿÿb ÿZgÀNCIb ,@Çäÿÿb ÿZg ÀNCIb ,Âõ(\Ò?b ÿZg Àb ,HÇäÿÿb ÿZg ÀYesb ,Âõ(\Ò?b ÿZg Àb ,PÇäÿÿbÿZg ÀYesb,XÇäÿÿbÿZgÀYesb,Âõ(\Ò?bÿZgÀb,cÿZgÀc,cÿZhÀc,`ÇäÿÿcÿZhÀ C03/05c,pÇäÿÿcÿZhÀ]ZPercentage of children of Pakistani origin gaining 5 GCSEs A*-C including English & Mathsc,(ÈäÿÿcÿZhÀ c,,ÈäÿÿcÿZhÀChildren & Young Peoplec,cÿZhÀc cÿZhÀc;¸…ëQ¸Ö?cÿZhÀc¡\Èäÿÿc ÿZhÀNCIc ,dÈäÿÿc ÿZh ÀNCIc ,333333Ó?c ÿZh Àc ,lÈäÿÿc ÿZh ÀNoc ,333333Ó?c ÿZh Àc ,tÈäÿÿcÿZh ÀNoc,|ÈäÿÿcÿZhÀNoc,333333Ó?cÿZhÀc,dÿZhÀd,„ÈäÿÿdÿZiÀENVIRONMENT & ECONOMYd,dÿZiÀd,dÿZiÀd,dÿZiÀd,dÿZiÀd,dÿZiÀd dÿZiÀd¥dÿZiÀd¡d ÿZiÀd ,d ÿZi Àd ,d ÿZi Àd ,d ÿZi Àd ,d ÿZi Àd ,dÿZi Àd,dÿZiÀd,dÿZiÀd,eÿZiÀe,0@eÿZjÀe,°ÈäÿÿeÿZjÀbe,´ÈäÿÿeÿZjÀXUPercentage of the economically active population in Oxfordshire who have a disabilitye,eÿZjÀe,eÿZjÀe,sh‘í|?µ?eÿZjÀe sh‘í|?µ?eÿZjÀe1`ÉäÿÿeÿZjÀNot Applicablee¡e ÿZjÀe ,e ÿZj Àe ,e ÿZj Àe ,e ÿZj Àe ,e ÿZj Àe ,eÿZj Àe,eÿZjÀe,eÿZjÀe,fÿZjÀf,1@fÿZkÀf,€ÉäÿÿfÿZkÀbf,„ÉäÿÿfÿZkÀ_\Percentage of economically active population from ethnic minority communities in Oxfordshiref,fÿZkÀf,fÿZkÀf,š™™™™™©?fÿZkÀf š™™™™™©?fÿZkÀf/@ÊäÿÿfÿZkÀNot Applicablef¡f ÿZkÀf ,f ÿZk Àf ,f ÿZk Àf ,f ÿZk Àf ,f ÿZk Àf ,fÿZk Àf,fÿZkÀf,fÿZkÀf,gÿZkÀg,€T@gÿZlÀg,`ÊäÿÿgÿZlÀaig,hÊäÿÿgÿZlÀLIPercentage of household waste arisings which have been sent for recyclingg,üÊäÿÿgÿZlÀHighg,ËäÿÿgÿZlÀ Environmentg,tµûËîÉ?gÿZlÀg ƒÀÊ¡E¶Ë?gÿZlÀg;)\Âõ(Ì?gÿZlÀg¡w-!ôlÆ?g ÿZlÀg , Ëäÿÿg ÿZl ÀYesg ,mçû©ñÒÅ?g ÿZl Àg ,(Ëäÿÿg ÿZl ÀYesg ,ÄB­iÞqÊ?g ÿZl Àg ,0ËäÿÿgÿZl ÀYesg,8ËäÿÿgÿZlÀYesg,¥½Á&Ë?gÿZlÀg,@ËäÿÿhÿZlÀnkQ4 numbers do not include all District Council recycling or any data for March. Final figure may be higher.h,€T@hÿZmÀh,ÌäÿÿhÿZmÀaiih, ÌäÿÿhÿZmÀOLTotal tonnage of household waste arisings which have been sent for recyclingh,¼ÌäÿÿhÿZmÀHighh,hÿZmÀh,)\Â­Òí@hÿZmÀh š™™™i€ï@hÿZmÀhUð3ð@hÿZmÀh¡€ Ê@h ÿZmÀh ,ÈÌäÿÿh ÿZm ÀYesh ,qØ@h ÿZm Àh ,ÐÌäÿÿh ÿZm ÀYesh ,`_å@h ÿZm Àh ,ØÌäÿÿhÿZm ÀYesh,hÿZmÀh,Ház®ÇM@hÿZmÀh,àÌäÿÿiÿZmÀSee note abovei,€T@iÿZnÀi,ÍäÿÿiÿZnÀbii,ÍäÿÿiÿZnÀDAPercentage of household waste which have been sent for compostingi,ŒÍäÿÿiÿZnÀHighi,˜ÍäÿÿiÿZnÀ Environmenti,ÐDØðôJ¹?iÿZnÀi Ñ‘\þCú½?iÿZnÀiDÀ?iÿZnÀi¡ò°PkšwÄ?i ÿZnÀi ,°Íäÿÿi ÿZn ÀYesi ,Éå?¤ßÆ?i ÿZn Ài ,¸Íäÿÿi ÿZn ÀYesi ,¬­Ø_vOÆ?i ÿZn Ài ,ÀÍäÿÿiÿZn ÀYesi,ÈÍäÿÿiÿZnÀYesi,a2U0*©Ã?iÿZnÀi,ÐÍäÿÿjÿZnÀSee note abovej,€T@jÿZoÀj,ðÍäÿÿjÿZoÀbiij,øÍäÿÿjÿZoÀPMTotal tonnage of household waste arisings which have been sent for compostingj,”ÎäÿÿjÿZoÀHighj,jÿZoÀj,ö(\bÝ@jÿZoÀj ffff^ á@jÿZoÀjU€iâ@jÿZoÀj¡€ÀÇ@j ÿZoÀj , Îäÿÿj ÿZo ÀYesj ,@Ö×@j ÿZo Àj ,¨Îäÿÿj ÿZo ÀYesj , â@j ÿZo Àj ,°ÎäÿÿjÿZo ÀYesj,¸ÎäÿÿjÿZoÀYesj,€å@jÿZoÀj,ÀÎäÿÿkÿZoÀSee note abovek,€T@kÿZpÀk,àÎäÿÿkÿZpÀcik,èÎäÿÿkÿZpÀzwPercentage of the total tonnage of household waste which has been used to recover heat, power and other energy sources.k,ØÏäÿÿkÿZpÀHighk,kÿZpÀk,ü©ñÒMb@?kÿZpÀk kÿZpÀk=kÿZpÀk¡k ÿZpÀk ,äÏäÿÿk ÿZp ÀYesk ,k ÿZp Àk ,ìÏäÿÿk ÿZp ÀYesk ,k ÿZp Àk ,ôÏäÿÿkÿZp ÀYesk,üÏäÿÿkÿZpÀYesk,kÿZpÀk,lÿZpÀl,€T@lÿZqÀl,ÐäÿÿlÿZqÀciil, ÐäÿÿlÿZqÀkhTonnage of household waste arisings which have been used to recover heat, power and other energy sourcesl,àÐäÿÿlÿZqÀHighl,lÿZqÀl,…ëQ¸Þa@lÿZqÀl lÿZqÀl/lÿZqÀl¡l ÿZqÀl ,ìÐäÿÿl ÿZq ÀYesl ,l ÿZq Àl ,ôÐäÿÿl ÿZq ÀYesl ,l ÿZq Àl ,üÐäÿÿlÿZq ÀYesl,ÑäÿÿlÿZqÀYesl,lÿZqÀl,mÿZqÀm,€T@mÿZrÀm, ÑäÿÿmÿZrÀdim,ÑäÿÿmÿZrÀDAPercentage of household waste arisings which have been landfilledm,˜ÑäÿÿmÿZrÀLowm,mÿZrÀm,ŸÍªÏÕVæ?mÿZrÀm ¥½Á&Så?mÿZrÀmDö(\Âõä?mÿZrÀm¡fˆc]ÜFå?m ÿZrÀm , Ñäÿÿm ÿZr ÀYesm ,Ñ"Ûù~jä?m ÿZr Àm ,¨Ñäÿÿm ÿZr ÀYesm ,䃞ͪÏã?m ÿZr Àm ,°ÑäÿÿmÿZr ÀYesm,¸ÑäÿÿmÿZrÀNom,#J{ƒ/Lä?mÿZrÀm,nÿZrÀn,€T@nÿZsÀn,ÀÑäÿÿnÿZsÀdiin,ÈÑäÿÿnÿZsÀA>Tonnage of household waste arisings which have been landfilledn,HÒäÿÿnÿZsÀLown,nÿZsÀn,ÍÌÌÌð® AnÿZsÀn = ×£à>AnÿZsÀnUÀAnÿZsÀn¡è@n ÿZsÀn ,PÒäÿÿn ÿZs ÀYesn ,0Eõ@n ÿZs Àn ,XÒäÿÿn ÿZs ÀYesn ,An ÿZs Àn ,`ÒäÿÿnÿZs ÀYesn,hÒäÿÿnÿZsÀYesn,p¿AnÿZsÀn,oÿZsÀo,U@oÿZtÀo,pÒäÿÿoÿZtÀao,tÒäÿÿoÿZtÀ@=Kilograms of household waste collected per head of populationo,ðÒäÿÿoÿZtÀLowo,øÒäÿÿoÿZtÀ Environmento,×£p= Ÿ~@oÿZtÀo ö(\Â ~@oÿZtÀo/ ~@oÿZtÀo¡Âõ(\¯^@o ÿZtÀo ,Óäÿÿo ÿZt ÀYeso ,š™™™™‰k@o ÿZt Ào ,Óäÿÿo ÿZt ÀYeso ,ÍÌÌÌÌ\u@o ÿZt Ào , ÓäÿÿoÿZt ÀYeso,(ÓäÿÿoÿZtÀNoo,ð~@oÿZtÀo,pÿZtÀp,U@pÿZuÀp,0ÓäÿÿpÿZuÀbp,4ÓäÿÿpÿZuÀ„Percentage change from the previous financial year in the number of kilograms of household waste collected per head of populationp,8ÔäÿÿpÿZuÀLowp,pÿZuÀp, Òo_Ή?pÿZuÀp ‹lçû©ñ’¿pÿZuÀp;{®Gáz„?pÿZuÀp¡äƒžÍªÏ•?p ÿZuÀp ,@Ôäÿÿp ÿZu ÀYesp ,ü©ñÒMb€?p ÿZu Àp ,HÔäÿÿp ÿZu ÀYesp ,ü©ñÒMb€?p ÿZu Àp ,PÔäÿÿpÿZu ÀYesp,XÔäÿÿpÿZuÀYesp,ü©ñÒMb€?pÿZuÀp,qÿZuÀq,ÀU@qÿZvÀq,qÿZvÀq,`ÔäÿÿqÿZvÀ30Cost waste disposal per tonne of municipal wasteq,ÄÔäÿÿqÿZvÀLowq,qÿZvÀq,€F@qÿZvÀq ®GázŽH@qÿZvÀq¨€K@qÿZvÀq¡ÌÔäÿÿq ÿZvÀNCIq ,ÔÔäÿÿq ÿZv ÀNCIq ,ÜÔäÿÿq ÿZv ÀNCIq ,äÔäÿÿq ÿZv ÀNCIq ,ìÔäÿÿq ÿZv ÀNCIq ,ôÔäÿÿqÿZv ÀNCIq,üÔäÿÿqÿZvÀNCIq,ÕäÿÿqÿZvÀNCIq,rÿZvÀr,ÀX@rÿZwÀr, ÕäÿÿrÿZwÀair,ÕäÿÿrÿZwÀJGNumber of people killed or seriously injured in road traffic collisionsr,¤ÕäÿÿrÿZwÀLowr,rÿZwÀr, ~@rÿZwÀr Ðw@rÿZwÀr/ x@rÿZwÀr¡0u@r ÿZwÀr ,¬Õäÿÿr ÿZw ÀYesr ,0u@r ÿZw Àr ,´Õäÿÿr ÿZw ÀYesr ,0u@r ÿZw Àr ,¼ÕäÿÿrÿZw ÀYesr,ÄÕäÿÿrÿZwÀYesr,0u@rÿZwÀr,ÌÕäÿÿsÿZwÀ522006/07 outturn relates to 2005 calendar year datas,ÀX@sÿZxÀs,4ÖäÿÿsÿZxÀaiis,<ÖäÿÿsÿZxÀ{xPercentage change in the number of people killed or seriously injured in road traffic collisions since the previous years,0×äÿÿsÿZxÀLows,sÿZxÀs,/Ý$¥¿sÿZxÀs áz®GáÊ¿sÿZxÀsD“V-²¿sÿZxÀs¡)\Âõ(¼¿s ÿZxÀs ,8×äÿÿs ÿZx ÀYess ,)\Âõ(¼¿s ÿZx Às ,@×äÿÿs ÿZx ÀYess ,)\Âõ(¼¿s ÿZx Às ,H×äÿÿsÿZx ÀYess,sÿZxÀs,)\Âõ(¼¿sÿZxÀs,P×äÿÿtÿZxÀ522006/07 outturn relates to 2005 calendar year datat,ÀX@tÿZyÀt,¸×äÿÿtÿZyÀaiiit,Ä×äÿÿtÿZyÀ}zPercentage change in the number of people killed or seriously injured in road traffic collisions since the 1994-98 averaget,¼ØäÿÿtÿZyÀLowt,ÄØäÿÿtÿZyÀ Environmentt,Év¾Ÿ/½¿tÿZyÀt 333333Ó¿tÿZyÀtDD‹lçû©Ñ¿tÿZyÀt¡Tã¥›Ä Ø¿t ÿZyÀt ,ÜØäÿÿt ÿZy ÀYest ,Tã¥›Ä Ø¿t ÿZy Àt ,äØäÿÿt ÿZy ÀYest ,Tã¥›Ä Ø¿t ÿZy Àt ,ìØäÿÿtÿZy ÀYest,ôØäÿÿtÿZyÀNot,Tã¥›Ä Ø¿tÿZyÀt,üØäÿÿuÿZyÀ522006/07 outturn relates to 2005 calendar year datau,ÀX@uÿZzÀu,dÙäÿÿuÿZzÀbiu,lÙäÿÿuÿZzÀb_Number of children (aged under 16 years) killed or seriously injured in road traffic collisionsu,,ÚäÿÿuÿZzÀLowu,uÿZzÀu,@@uÿZzÀu <@uÿZzÀu/€B@uÿZzÀu¡9@u ÿZzÀu ,4Úäÿÿu ÿZz ÀYesu ,9@u ÿZz Àu ,<Úäÿÿu ÿZz ÀYesu ,9@u ÿZz Àu ,DÚäÿÿuÿZz ÀYesu,uÿZzÀu,9@uÿZzÀu,LÚäÿÿvÿZzÀ522006/07 outturn relates to 2005 calendar year datav,ÀX@vÿZ{Àv,´ÚäÿÿvÿZ{Àbiiv,¼ÚäÿÿvÿZ{À“Percentage change in the number of children (aged under 16 years) killed or seriously injured in road traffic collisions since the previous yearv,àÛäÿÿvÿZ{ÀLowv,vÿZ{Àv,¸…ëQ¸ž¿vÿZ{Àv À¿vÿZ{ÀvD/Ý$µ¿vÿZ{Àv¡1¬Zd»¿v ÿZ{Àv ,èÛäÿÿv ÿZ{ ÀYesv ,1¬Zd»¿v ÿZ{ Àv ,ðÛäÿÿv ÿZ{ ÀYesv ,1¬Zd»¿v ÿZ{ Àv ,øÛäÿÿvÿZ{ ÀYesv,vÿZ{Àv,1¬Zd»¿vÿZ{Àv,ÜäÿÿwÿZ{À522006/07 outturn relates to 2005 calendar year dataw,ÀX@wÿZ|Àw,hÜäÿÿwÿZ|Àbiiiw,tÜäÿÿwÿZ|À—”Percentage change in the number of children (aged under 16 years) killed or seriously injured in road traffic collisions since the 1994-1998 averagew, ÝäÿÿwÿZ|ÀLoww,wÿZ|Àw,?5^ºI Ú¿wÿZ|Àw bX9´ÈÞ¿wÿZ|ÀwD)\Âõ(Ô¿wÿZ|Àw¡Év¾Ÿ/á¿w ÿZ|Àw ,¨Ýäÿÿw ÿZ| ÀYesw ,Év¾Ÿ/á¿w ÿZ| Àw ,°Ýäÿÿw ÿZ| ÀYesw ,Év¾Ÿ/á¿w ÿZ| Àw ,¸ÝäÿÿwÿZ| ÀYesw,wÿZ|Àw,Év¾Ÿ/á¿wÿZ|Àw,ÀÝäÿÿxÿZ|À522006/07 outturn relates to 2005 calendar year datax,ÀX@xÿZ}Àx,(ÞäÿÿxÿZ}Àcix,0ÞäÿÿxÿZ}ÀJGNumber of people killed or seriously injured in road traffic collisionsx,ÀÞäÿÿxÿZ}ÀLowx,xÿZ}Àx,`£@xÿZ}Àx œ¡@xÿZ}Àx/V£@xÿZ}Àx¡®£@x ÿZ}Àx ,ÈÞäÿÿx ÿZ} ÀNox ,®£@x ÿZ} Àx ,ÐÞäÿÿx ÿZ} ÀNox ,®£@x ÿZ} Àx ,ØÞäÿÿxÿZ} ÀYesx,xÿZ}Àx,®£@xÿZ}Àx,àÞäÿÿyÿZ}À522006/07 outturn relates to 2005 calendar year datay,ÀX@yÿZ~Ày,HßäÿÿyÿZ~Àciiy,PßäÿÿyÿZ~À”‘Percentage change in the number of children (aged under 16 years) killed or seriously injured in road traffic collisions since the 1994-8 averagey,tàäÿÿyÿZ~ÀLowy,yÿZ~Ày,X9´Èv¾¿¿yÿZ~Ày ²ï§ÆK·¿yÿZ~ÀyQ{®Gáz”¿yÿZ~Ày¡h‘í|?5¾?y ÿZ~Ày ,|àäÿÿy ÿZ~ ÀNoy ,h‘í|?5¾?y ÿZ~ Ày ,„àäÿÿy ÿZ~ ÀNoy ,¸…ëQ¸¾?y ÿZ~ Ày ,ŒàäÿÿyÿZ~ ÀNoy,yÿZ~Ày,¸…ëQ¸¾?yÿZ~Ày,”àäÿÿzÿZ~À522006/07 outturn relates to 2005 calendar year dataz,ÀX@zÿZÀz,üàäÿÿzÿZÀciiiz,áäÿÿzÿZÀqnPercentage change in the number of people slightly injured in road traffic collisions since the 1994-8 averagez,èáäÿÿzÿZÀLowz,ðáäÿÿzÿZÀ Environmentz, ×£p= ·¿zÿZÀz ¾Ÿ/Ý$Æ¿zÿZÀzDZd;ßO·¿zÿZÀz¡Ûù~j¼t³¿z ÿZÀz ,âäÿÿz ÿZ ÀNoz ,Ûù~j¼t³¿z ÿZ Àz ,âäÿÿz ÿZ ÀNoz ,Ûù~j¼t³¿z ÿZ Àz ,âäÿÿzÿZ ÀNoz, âäÿÿzÿZÀYesz,Ûù~j¼t³¿zÿZÀz,(âäÿÿ{ÿZÀ522006/07 outturn relates to 2005 calendar year data{,Y@{ÿZ€À{,{ÿZ€À{,âäÿÿ{ÿZ€ÀyvNumber of days temporary traffic controls or road closure caused by roadworks per kilometre of traffic sensitive roads{,€ãäÿÿ{ÿZ€ÀLow{,{ÿZ€À{,333333@{ÿZ€À{ ÍÌÌÌÌÌ@{ÿZ€À{/333333@{ÿZ€À{¡)\Âõ(¼?{ ÿZ€À{ ,ˆãäÿÿ{ ÿZ€ ÀNCI{ ,®Gáz®×?{ ÿZ€ À{ ,ãäÿÿ{ ÿZ€ ÀYes{ ,ìQ¸…ëá?{ ÿZ€ À{ ,˜ãäÿÿ{ÿZ€ ÀYes{,{ÿZ€À{,†ZÓ¼ã}?{ÿZ€À{, ãäÿÿ|ÿZ€ÀIFTo date fewer schemes have been implemented on traffic sensitive roads|,€Y@|ÿZÀ|,|ÿZÀ|,0ääÿÿ|ÿZÀYVNumber of local bus passenger journeys originating in Oxfordshire undertaken each year|,àääÿÿ|ÿZÀHigh|,ìääÿÿ|ÿZÀ Environment|, -r€A|ÿZÀ| ú €A|ÿZÀ|U€ÆA|ÿZÀ|¡åäÿÿ| ÿZÀNCI| , åäÿÿ| ÿZ ÀNCI| ,åäÿÿ| ÿZ ÀNCI| ,åäÿÿ| ÿZ ÀNCI| ,$åäÿÿ| ÿZ ÀNCI| ,,åäÿÿ|ÿZ ÀNCI|,4åäÿÿ|ÿZÀNCI|,<åäÿÿ|ÿZÀNCI|,Dåäÿÿ}ÿZÀ/,Q1 & 2 a provisional 4.2 increase on 2005/06},@[@}ÿZ‚À}, åäÿÿ}ÿZ‚Àa},¤åäÿÿ}ÿZ‚ÀGDPercentage of major planning applications determined within 13 weeks},0æäÿÿ}ÿZ‚ÀHigh},<æäÿÿ}ÿZ‚À Environment},ä?}ÿZ‚À} Õ h"lxè?}ÿZ‚À};333333ã?}ÿZ‚À}¡KÈ=›Uå?} ÿZ‚À} ,Tæäÿÿ} ÿZ‚ ÀYes} ,û:pΈÒâ?} ÿZ‚ À} ,\æäÿÿ} ÿZ‚ ÀNCI} ,= ×£pmU@} ÿZ‚ À} ,dæäÿÿ}ÿZ‚ ÀYes},læäÿÿ}ÿZ‚ÀYes},333333ã?}ÿZ‚À},~ÿZ‚À~, d@~ÿZƒÀ~,~ÿZƒÀ~,tæäÿÿ~ÿZƒÀ†ƒPercentage of pedestrian crossings with facilities for disabled people as a proportion of all crossings in the local authority area~,|çäÿÿ~ÿZƒÀHigh~,ˆçäÿÿ~ÿZƒÀ Environment~,}?5^ºIà?~ÿZƒÀ~ ÍÌÌÌÌÌä?~ÿZƒÀ~;R¸…ëQè?~ÿZƒÀ~¡òÒMbXå?~ ÿZƒÀ~ , çäÿÿ~ ÿZƒ ÀYes~ ,åÐ"Ûù~æ?~ ÿZƒ À~ ,¨çäÿÿ~ ÿZƒ ÀYes~ ,Ý$•Cç?~ ÿZƒ À~ ,°çäÿÿ~ÿZƒ ÀYes~,¸çäÿÿ~ÿZƒÀYes~,P—nƒè?~ÿZƒÀ~,ÀçäÿÿÿZƒÀ,)Should take us above CPA lower threshold.,Àd@ÿZ„À,èäÿÿÿZ„Àb,èäÿÿÿZ„ÀC@Percentage achieved of Trading Standards best practice checklist,œèäÿÿÿZ„ÀHigh,ÿZ„À,ð?ÿZ„À ð?ÿZ„À:ð?ÿZ„À¡ð? ÿZ„À ,¨èäÿÿ ÿZ„ ÀYes ,ð? ÿZ„ À ,°èäÿÿ ÿZ„ ÀYes ,ð? ÿZ„ À ,¸èäÿÿÿZ„ ÀYes,ÀèäÿÿÿZ„ÀYes,ð?ÿZ„À,Èèäÿÿ€ÿZ„Àto be confirmed×D-`l³öýôMª±AÌÜ×ëݳ²ÀóÂó938ç1+#.É0€±@±‚샱„±…ì†ì‡±ˆ±‰±Š†@‹ìŒvvŽvv±‘±’v“v”ì•'–h@—±˜v™vš±›±œ±vžvŸv€,@f@€ÿZ…À€,€ÿZ…À€,èèäÿÿ€ÿZ…ÀliPercentage of the total length of rights of way in Oxfordshire that are easy to use by the general public€,¼éäÿÿ€ÿZ…ÀHigh€,Èéäÿÿ€ÿZ…À Environment€,¤p= ×£ä?€ÿZ…À€ )\Âõ(ä?€ÿZ…À€;…ëQ¸å?€ÿZ…À€¡ffffffæ?€ ÿZ…À€ ,àéäÿÿ€ ÿZ… ÀYes€ ,ffffffæ?€ ÿZ… À€ ,èéäÿÿ€ ÿZ… ÀYes€ ,ö(\Âõè?€ ÿZ… À€ ,ðéäÿÿ€ÿZ… ÀYes€,øéäÿÿ€ÿZ…ÀNCI€,€ÿZ…À€,êäÿÿÿZ…ÀXUData based on first of two sample surveys for year No other surveys planned this year,`g@ÿZ†À,ÿZ†À,¬êäÿÿÿZ†ÀROPercentage of footway network where structural maintenance should be considered,LëäÿÿÿZ†ÀLow,TëäÿÿÿZ†À Environment,…ëQ¸…Ó?ÿZ†À yé&1¬Ð?ÿZ†À;333333Ó?ÿZ†À¡lëäÿÿ ÿZ†ÀNCI ,tëäÿÿ ÿZ† ÀNCI ,|ëäÿÿ ÿZ† ÀNCI ,„ëäÿÿ ÿZ† ÀNCI ,Œëäÿÿ ÿZ† ÀNCI ,”ëäÿÿÿZ† ÀNCI,œëäÿÿÿZ†ÀNo,¸…ëQ¸Þ?ÿZ†À,‚ÿZ†À‚,i@‚ÿZ‡À‚,¤ëäÿÿ‚ÿZ‡Àa‚,¨ëäÿÿ‚ÿZ‡À|Did the authority submit the Local Development Scheme by 28th March 2005 and thereafter maintain a 3-year rolling programme?‚,¤ìäÿÿ‚ÿZ‡ÀNot Applicable‚,‚ÿZ‡À‚,Äìäÿÿ‚ÿZ‡ÀNo‚ Ììäÿÿ‚ÿZ‡ÀYes‚1Ôìäÿÿ‚ÿZ‡ÀYes‚¡Üìäÿÿ‚ ÿZ‡ÀYes‚ ,äìäÿÿ‚ ÿZ‡ ÀYes‚ ,ììäÿÿ‚ ÿZ‡ ÀYes‚ ,ôìäÿÿ‚ ÿZ‡ ÀYes‚ ,üìäÿÿ‚ ÿZ‡ ÀYes‚ ,íäÿÿ‚ÿZ‡ ÀYes‚, íäÿÿ‚ÿZ‡ÀYes‚,‚ÿZ‡À‚,ƒÿZ‡Àƒ,i@ƒÿZˆÀƒ,íäÿÿƒÿZˆÀbƒ,íäÿÿƒÿZˆÀ\YHas the authority met the milestones which the current Local Development Scheme sets out?ƒ,ÌíäÿÿƒÿZˆÀNot Applicableƒ,ƒÿZˆÀƒ,ìíäÿÿƒÿZˆÀNoƒ ôíäÿÿƒÿZˆÀYesƒ1üíäÿÿƒÿZˆÀYesƒ¡îäÿÿƒ ÿZˆÀYesƒ , îäÿÿƒ ÿZˆ ÀYesƒ ,îäÿÿƒ ÿZˆ ÀYesƒ ,îäÿÿƒ ÿZˆ ÀYesƒ ,$îäÿÿƒ ÿZˆ ÀYesƒ ,,îäÿÿƒÿZˆ ÀNoƒ,4îäÿÿƒÿZˆÀNo ƒ,ƒÿZˆÀƒ,„ÿZˆÀ„,i@„ÿZ‰À„,<îäÿÿ„ÿZ‰Àc„,@îäÿÿ„ÿZ‰Àc`Did the Local Planning Authority publish an annual monitoring report by 31st December each year?„,ïäÿÿ„ÿZ‰ÀNot Applicable„,„ÿZ‰À„,$ïäÿÿ„ÿZ‰ÀNot Applicable„ Dïäÿÿ„ÿZ‰ÀYes„1Lïäÿÿ„ÿZ‰ÀYes„¡Tïäÿÿ„ ÿZ‰ÀYes„ ,\ïäÿÿ„ ÿZ‰ ÀYes„ ,dïäÿÿ„ ÿZ‰ ÀYes„ ,lïäÿÿ„ ÿZ‰ ÀYes„ ,tïäÿÿ„ ÿZ‰ ÀYes„ ,|ïäÿÿ„ÿZ‰ ÀYes„,„ïäÿÿ„ÿZ‰ÀYes„,„ÿZ‰À„,…ÿZ‰À…,àj@…ÿZŠÀ…,Œïäÿÿ…ÿZŠÀa…,ïäÿÿ…ÿZŠÀspAverage number of days taken to repair a street lighting fault which is under the control of the local authority…,tðäÿÿ…ÿZŠÀLow…,…ÿZŠÀ…,|ðäÿÿ…ÿZŠÀ New Indicator… ÍÌÌÌÌÌ@…ÿZŠÀ…/@…ÿZŠÀ…¡= ×£p=@… ÿZŠÀ… ,˜ðäÿÿ… ÿZŠ ÀYes… ,QÚ|a2¥?… ÿZŠ À… , ðäÿÿ… ÿZŠ ÀNCI… ,û:pΈ¢?… ÿZŠ À… ,¨ðäÿÿ…ÿZŠ ÀYes…,°ðäÿÿ…ÿZŠÀYes…,ý‡ôÛׁ£?…ÿZŠÀ…,¸ðäÿÿ†ÿZŠÀThis is a provisional figure†,àj@†ÿZ‹À†,ôðäÿÿ†ÿZ‹Àb†,øðäÿÿ†ÿZ‹ÀŽ‹Average number of days taken to repair a street lighting fault, where response time is under the control of a Distribution Network Operator†,òäÿÿ†ÿZ‹ÀLow†,†ÿZ‹À†,òäÿÿ†ÿZ‹À New Indicator† ®Gázî2@†ÿZ‹À†/3@†ÿZ‹À†¡áz®Ga0@† ÿZ‹À† ,4òäÿÿ† ÿZ‹ ÀYes† ,oŏÑ?† ÿZ‹ À† ,<òäÿÿ† ÿZ‹ ÀNCI† ,šž^Ñ?† ÿZ‹ À† ,Dòäÿÿ†ÿZ‹ ÀNCI†,Lòäÿÿ†ÿZ‹ÀNCI†,Ôšæ§èÐ?†ÿZ‹À†,Tòäÿÿ‡ÿZ‹À&#This BVPI is not within our control‡,àk@‡ÿZŒÀ‡,‡ÿZŒÀ‡,œòäÿÿ‡ÿZŒÀ]ZPercentage of the principal road network where structural maintenance should be considered‡,Tóäÿÿ‡ÿZŒÀLow‡,\óäÿÿ‡ÿZŒÀ Environment‡,‘í|?5^Ò?‡ÿZŒÀ‡ q à-°?‡ÿZŒÀ‡;Ð?‡ÿZŒÀ‡¡tóäÿÿ‡ ÿZŒÀNCI‡ ,|óäÿÿ‡ ÿZŒ ÀNCI‡ ,„óäÿÿ‡ ÿZŒ ÀNCI‡ ,Œóäÿÿ‡ ÿZŒ ÀNCI‡ ,”óäÿÿ‡ ÿZŒ ÀNCI‡ ,œóäÿÿ‡ÿZŒ ÀNCI‡,¤óäÿÿ‡ÿZŒÀNCI‡,ìQ¸…ë±?‡ÿZŒÀ‡,¬óäÿÿˆÿZŒÀIFOutturn cannot be compared with target as the methodology has changed.ˆ,l@ˆÿZÀˆ,<ôäÿÿˆÿZÀaˆ,@ôäÿÿˆÿZÀa^Percentage of the non-principal classified road network where maintenance should be consideredˆ,õäÿÿˆÿZÀLowˆ,õäÿÿˆÿZÀ Environmentˆ,þÔxé&1Ð?ˆÿZÀˆ  ø1æ®Í?ˆÿZÀˆ;à?ˆÿZÀˆ¡ õäÿÿˆ ÿZÀNCIˆ ,(õäÿÿˆ ÿZ ÀNCIˆ ,0õäÿÿˆ ÿZ ÀNCIˆ ,8õäÿÿˆ ÿZ ÀNCIˆ ,333333Ã?ˆ ÿZ Àˆ ,@õäÿÿˆÿZ ÀYesˆ,HõäÿÿˆÿZÀNCIˆ,333333Ã?ˆÿZÀˆ,Põäÿÿ‰ÿZÀSee comment above. On track.‰,l@‰ÿZ’À‰,Œõäÿÿ‰ÿZ’Àb‰,õäÿÿ‰ÿZ’ÀURPercentage of the unclassified road network where maintenance should be considered‰,8öäÿÿ‰ÿZ’ÀLow‰,@öäÿÿ‰ÿZ’À Environment‰, /Ý$Á?‰ÿZ’À‰ Zd;ßO·?‰ÿZ’À‰; ×£p= ·?‰ÿZ’À‰¡Xöäÿÿ‰ ÿZ’ÀNCI‰ ,`öäÿÿ‰ ÿZ’ ÀNCI‰ ,höäÿÿ‰ ÿZ’ ÀNCI‰ ,pöäÿÿ‰ ÿZ’ ÀNCI‰ ,xöäÿÿ‰ ÿZ’ ÀNCI‰ ,€öäÿÿ‰ÿZ’ ÀNCI‰,ˆöäÿÿ‰ÿZ’ÀYes‰,Ãõ(\ÂÅ?‰ÿZ’À‰,öäÿÿŠÿZ’À74See comment above on BVPI 223. Result just on track.Š,üöäÿÿŠÿZ“À RESOURCESŠ,ŠÿZ“ÀŠ,ŠÿZ“ÀŠ,ŠÿZ“ÀŠ,ŠÿZ“ÀŠ,ŠÿZ“ÀŠ ŠÿZ“ÀŠ©ŠÿZ“ÀŠ¡Š ÿZ“ÀŠ ,Š ÿZ“ ÀŠ ,Š ÿZ“ ÀŠ ,Š ÿZ“ ÀŠ ,Š ÿZ“ ÀŠ ,ŠÿZ“ ÀŠ,ŠÿZ“ÀŠ,ŠÿZ“ÀŠ,‹ÿZ“À‹, @‹ÿZ”À‹,‹ÿZ”À‹,÷äÿÿ‹ÿZ”À}zPercentage of invoices for commercial goods and services paid within 30 days of receipt or within the agreed payment terms‹,øäÿÿ‹ÿZ”ÀHigh‹,‹ÿZ”À‹,š™™™™ÉU@‹ÿZ”À‹ ².n£¼ë?‹ÿZ”À‹;ffffffî?‹ÿZ”À‹¡Ház®Gí?‹ ÿZ”À‹ ,øäÿÿ‹ ÿZ” ÀNo‹ ,Å °rh‘í?‹ ÿZ” À‹ ,øäÿÿ‹ ÿZ” ÀNo‹ ,š™™™™™í?‹ ÿZ” À‹ ,$øäÿÿ‹ÿZ” ÀNo‹,‹ÿZ”À‹,‹ÿZ”À‹,ŒÿZ”ÀŒ,&@ŒÿZ•ÀŒ,,øäÿÿŒÿZ•ÀaŒ,0øäÿÿŒÿZ•À30Percentage of top-paid 5% of staff who are womenŒ,”øäÿÿŒÿZ•ÀHighŒ,ŒÿZ•ÀŒ,Âõ(\ÏF@ŒÿZ•ÀŒ ü©ñÒMbÜ?ŒÿZ•ÀŒ;ÍÌÌÌÌÌÜ?ŒÿZ•ÀŒ¡+‡ÙÎ÷Û?Œ ÿZ•ÀŒ , øäÿÿŒ ÿZ• ÀYesŒ ,¼?ÆÜ?Œ ÿZ• ÀŒ ,¨øäÿÿŒ ÿZ• ÀYesŒ ,ƒ/L¦ FÝ?Œ ÿZ• ÀŒ ,°øäÿÿŒÿZ• ÀYesŒ,¸øäÿÿŒÿZ•ÀYesŒ,¥½Á&SÝ?ŒÿZ•ÀŒ,ÿZ•À,&@ÿZ–À,ÀøäÿÿÿZ–Àb,ÄøäÿÿÿZ–ÀDAPercentage of the top 5% of staff who are from an ethnic minority,HùäÿÿÿZ–ÀHigh,ÿZ–À,ffffff @ÿZ–À ôýÔxé&¡?ÿZ–À=L7‰A`å ?ÿZ–À¡?W[±¿ìž? ÿZ–À ,Tùäÿÿ ÿZ– ÀYes ,;ßO—n¢? ÿZ– À ,\ùäÿÿ ÿZ– ÀYes ,ü©ñÒMb ? ÿZ– À ,dùäÿÿÿZ– ÀYes,lùäÿÿÿZ–ÀYes,St$—ÿ ?ÿZ–À,ŽÿZ–ÀŽ,&@ŽÿZ—ÀŽ,tùäÿÿŽÿZ—ÀcŽ,xùäÿÿŽÿZ—À?<Percentage of the top-paid 5% of staff who have a disabilityŽ,ôùäÿÿŽÿZ—ÀHighŽ,ŽÿZ—ÀŽ,ŽÿZ—ÀŽ Òo_Α?ŽÿZ—ÀŽ=ü©ñÒMb?ŽÿZ—ÀŽ¡"ýöuàœ‘?Ž ÿZ—ÀŽ ,úäÿÿŽ ÿZ— ÀYesŽ ,ü©ñÒMb?Ž ÿZ— ÀŽ ,úäÿÿŽ ÿZ— ÀYesŽ ,ü©ñÒMb?Ž ÿZ— ÀŽ ,úäÿÿŽÿZ— ÀYesŽ,úäÿÿŽÿZ—ÀYesŽ,St$—ÿ?ŽÿZ—ÀŽ,ÿZ—À,(@ÿZ˜À,ÿZ˜À, úäÿÿÿZ˜À:7Number working days/shifts lost due to sickness absence,úäÿÿÿZ˜ÀLow,ÿZ˜À,@ÿZ˜À …ëQ¸…@ÿZ˜À/@ÿZ˜À¡®Gáz@ ÿZ˜À ,˜úäÿÿ ÿZ˜ ÀYes ,R¸…ëQ@ ÿZ˜ À , úäÿÿ ÿZ˜ ÀYes ,ìQ¸…ë@ ÿZ˜ À ,¨úäÿÿÿZ˜ ÀYes,°úäÿÿÿZ˜ÀYes,@ÿZ˜À,ÿZ˜À,,@ÿZ™À,ÿZ™À,¸úäÿÿÿZ™ÀwtThe percentage of employees retiring early (excluding ill-health retirements) as a percentage of the total workforce,¤ûäÿÿÿZ™ÀLow,ÿZ™À,èj+ö—݃?ÿZ™À ' ‰°áé…?ÿZ™À=ºI +‡†?ÿZ™À¡UÁ¨¤N@s? ÿZ™À ,¬ûäÿÿ ÿZ™ ÀYes ,F%uš‹? ÿZ™ À ,´ûäÿÿ ÿZ™ ÀYes ,¡g³êsµ…? ÿZ™ À ,¼ûäÿÿÿZ™ ÀYes,ÄûäÿÿÿZ™ÀYes,èj+ö—݃?ÿZ™À,‘ÿZ™À‘,.@‘ÿZšÀ‘,‘ÿZšÀ‘,Ìûäÿÿ‘ÿZšÀc`Percentage of employees retiring on grounds of ill health as a percentage of the total workforce‘,üäÿÿ‘ÿZšÀLow‘,‘ÿZšÀ‘,Ǻ¸ðV?‘ÿZšÀ‘ a2U0*©S?‘ÿZšÀ‘=ü©ñÒMb`?‘ÿZšÀ‘¡a2U0*©S?‘ ÿZšÀ‘ ,˜üäÿÿ‘ ÿZš ÀYes‘ ,ü©ñÒMbP?‘ ÿZš À‘ , üäÿÿ‘ ÿZš ÀYes‘ ,/n£¼R?‘ ÿZš À‘ ,¨üäÿÿ‘ÿZš ÀYes‘,°üäÿÿ‘ÿZšÀYes‘,/n£¼R?‘ÿZšÀ‘,’ÿZšÀ’,0@’ÿZ›À’,¸üäÿÿ’ÿZ›Àa’,¼üäÿÿ’ÿZ›À0-The percentage of employees with a disability’,ýäÿÿ’ÿZ›ÀHigh’,’ÿZ›À’,V-²?’ÿZ›À’ (í ¾0‰?’ÿZ›À’=¸…ëQ¸Ž?’ÿZ›À’¡(í ¾0‰?’ ÿZ›À’ ,$ýäÿÿ’ ÿZ› ÀYes’ ,àœ¥½Á‡?’ ÿZ› À’ ,,ýäÿÿ’ ÿZ› ÀNo’ ,àœ¥½Á‡?’ ÿZ› À’ ,4ýäÿÿ’ÿZ› ÀNo’,<ýäÿÿ’ÿZ›ÀNo’,46<½R†?’ÿZ›À’,Dýäÿÿ“ÿZ›À30Reflects in self-reporting against DDA guidance.“,1@“ÿZœÀ“,¨ýäÿÿ“ÿZœÀa“,¬ýäÿÿ“ÿZœÀ;8Percentage of employees from ethnic minority communities“, þäÿÿ“ÿZœÀHigh“,“ÿZœÀ“,¤p= ×£ ?“ÿZœÀ“ µ¦yÇ):¢?“ÿZœÀ“=ìQ¸…ë¡?“ÿZœÀ“¡û:pΈ¢?“ ÿZœÀ“ ,,þäÿÿ“ ÿZœ ÀYes“ ,;ßO—n¢?“ ÿZœ À“ ,4þäÿÿ“ ÿZœ ÀYes“ ,QÚ|a¢?“ ÿZœ À“ ,<þäÿÿ“ÿZœ ÀYes“,Dþäÿÿ“ÿZœÀYes“,ý‡ôÛׁ£?“ÿZœÀ“,”ÿZœÀ”,€c@”ÿZÀ”,”ÿZÀ”,Lþäÿÿ”ÿZÀ†ƒPercentage of authority buildings open to the public in which all public areas are suitable for, and accessible to, disabled people”,Tÿäÿÿ”ÿZÀHigh”,”ÿZÀ”,`ÿäÿÿ”ÿZÀNot Applicable” ×4ï8EGæ?”ÿZÀ”=J +‡ç?”ÿZÀ”¡×4ï8EGæ?” ÿZÀ” ,€ÿäÿÿ” ÿZ ÀYes” ,eª`TR'æ?” ÿZ À” ,ˆÿäÿÿ” ÿZ ÀYes” ,,eâXç?” ÿZ À” ,ÿäÿÿ”ÿZ ÀYes”,˜ÿäÿÿ”ÿZÀYes”,J +‡ç?”ÿZÀ”,•ÿZÀ•, c@•ÿZžÀ•,•ÿZžÀ•, éÿÿ•ÿZžÀ³°The number of types of interactions that are e-enabled for electronic delivery as a percentage of the types of interactions that are legally permissible for electronic delivery•,péÿÿ•ÿZžÀHigh•,•ÿZžÀ•,Âõ(\â?•ÿZžÀ•  Òo_Îï?•ÿZžÀ•/|éÿÿ•ÿZžÀNot Applicable•¡• ÿZžÀ• ,• ÿZž À• ,• ÿZž À• ,• ÿZž À• ,• ÿZž À• ,•ÿZž À•,•ÿZžÀ•,•ÿZžÀ•,–ÿZžÀ–,œéÿÿ–ÿZŸÀSOCIAL & COMMUNITY SERVICES–,–ÿZŸÀ–,–ÿZŸÀ–,–ÿZŸÀ–,–ÿZŸÀ–,–ÿZŸÀ– –ÿZŸÀ–¥–ÿZŸÀ–¡– ÿZŸÀ– ,– ÿZŸ À– ,– ÿZŸ À– ,– ÿZŸ À– ,– ÿZŸ À– ,–ÿZŸ À–,–ÿZŸÀ–,–ÿZŸÀ–,—ÿZŸÀ—,—ÿZ À—,Ôéÿÿ—ÿZ ÀB11—,Üéÿÿ—ÿZ ÀMJIntensive home care as a percentage of intensive home and residential care—,téÿÿ—ÿZ ÀHigh—,€éÿÿ—ÿZ ÀAdult Social Care—,—ÿZ À— —ÿZ À—o¤éÿÿ—ÿZ À34—¡¬éÿÿ— ÿZ À34— ,´éÿÿ— ÿZ  ÀYes— ,@@— ÿZ  À— ,¼éÿÿ— ÿZ  ÀNo— ,€@@— ÿZ  À— ,Äéÿÿ—ÿZ  ÀNo—,ÿÿ—ÿ< À—,€@@—ÿZ À—,Ìéÿÿ˜ÿZ ÀIFStill 5 PAF blobs and above latest national, IPF and shire comparators˜,J@˜ÿZ¡À˜,\éÿÿ˜ÿZ¡ÀB12˜,déÿÿ˜ÿZ¡À Cost of intensive social care˜, éÿÿ˜ÿZ¡À Distribution˜,¼éÿÿ˜ÿZ¡ÀAdult Social Care˜,˜ÿZ¡À˜ ˜ÿZ¡À˜oàéÿÿ˜ÿZ¡À697˜¡èéÿÿ˜ ÿZ¡À697˜ ,ðéÿÿ˜ ÿZ¡ ÀYes˜ ,†@˜ ÿZ¡ À˜ ,øéÿÿ˜ ÿZ¡ ÀYes˜ ,†@˜ ÿZ¡ À˜ ,éÿÿ˜ÿZ¡ ÀYes˜,ÿÿ˜ÿ<¡À˜,†@˜ÿZ¡À˜,éÿÿ™ÿZ¡ÀBenchmarking work underway™,™ÿZ¢À™,@éÿÿ™ÿZ¢ÀB17™,Héÿÿ™ÿZ¢ÀUnit cost of home care™,xéÿÿ™ÿZ¢À Distribution™,”éÿÿ™ÿZ¢ÀAdult Social Care™,™ÿZ¢À™ ™ÿZ¢À™o¸éÿÿ™ÿZ¢À15.3™¡Äéÿÿ™ ÿZ¢À15.3™ ,Ðéÿÿ™ ÿZ¢ ÀYes™ ,Øéÿÿ™ ÿZ¢ À16.0™ ,äéÿÿ™ ÿZ¢ ÀYes™ ,ìéÿÿ™ ÿZ¢ À16.0™ ,øéÿÿ™ÿZ¢ ÀYes™,ÿÿ™ÿ<¢À™,0@™ÿZ¢À™,šÿZ¢Àš,šÿZ£Àš,éÿÿšÿZ£ÀC72š,éÿÿšÿZ£ÀMJOlder people admitted on a permanent basis to residential or nursing care š, éÿÿšÿZ£ÀLowš,¨éÿÿšÿZ£ÀAdult Social Careš,šÿZ£Àš šÿZ£ÀšoÌéÿÿšÿZ£À70š¡Ôéÿÿš ÿZ£À59.1š ,àéÿÿš ÿZ£ ÀYesš ,fffff&O@š ÿZ£ Àš ,èéÿÿš ÿZ£ ÀYesš ,fffffQ@š ÿZ£ Àš ,ðéÿÿšÿZ£ ÀYesš,ÿÿšÿ<£Àš,ÍÌÌÌÌLN@šÿZ£Àš,›ÿZ£À›,›ÿZ¤À›,øéÿÿ›ÿZ¤ÀC73›,éÿÿ›ÿZ¤ÀTQC73 Adults aged 18-64 admitted on a permanent basisto residential or nursing care›,¤éÿÿ›ÿZ¤ÀLow›,¬éÿÿ›ÿZ¤ÀAdult Social Care›,›ÿZ¤À› ›ÿZ¤À›oÐéÿÿ›ÿZ¤À1.4›¡Øéÿÿ› ÿZ¤À0.7› ,àéÿÿ› ÿZ¤ ÀYes› ,š™™™™™ñ?› ÿZ¤ À› ,èéÿÿ› ÿZ¤ ÀYes› ,ð?› ÿZ¤ À› ,ðéÿÿ›ÿZ¤ ÀYes›,ÿÿ›ÿ<¤À›,ÍÌÌÌÌÌì?›ÿZ¤À›,œÿZ¤Àœ,€J@œÿZ¥Àœ,øéÿÿœÿZ¥ÀC28œ,éÿÿœÿZ¥ÀOLHouseholds receiving intensive home care per 1000 population aged 65 or overœ,œéÿÿœÿZ¥ÀHighœ,¨éÿÿœÿZ¥ÀAdult Social Careœ,ffffff#@œÿZ¥Àœ ffffff%@œÿZ¥Àœ/š™™™™™'@œÿZ¥Àœ¡š™™™™™'@œ ÿZ¥Àœ ,Ìéÿÿœ ÿZ¥ ÀYesœ ,333333$@œ ÿZ¥ Àœ ,Ôéÿÿœ ÿZ¥ ÀNoœ ,333333%@œ ÿZ¥ Àœ ,ÜéÿÿœÿZ¥ ÀNoœ,ÿÿœÿ<¥Àœ,333333%@œÿZ¥Àœ,äéÿÿÿZ¥À!Still 3 PAF blobs as last year,ÿZ¦À,$éÿÿÿZ¦ÀC29,,éÿÿÿZ¦À;8Adults with physical disabilities helped to live at home, éÿÿÿZ¦ÀHigh,¬éÿÿÿZ¦ÀAdult Social Care,ÿZ¦À ÿZ¦À/ÍÌÌÌÌÌ 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Care ,š™™™™YM@ ÿZ©À  ÀO@ ÿZ©À /R@ ÿZ©À ¡O@  ÿZ©À  ,\ éÿÿ  ÿZ© ÀNo  ,@P@  ÿZ© À  ,d éÿÿ  ÿZ© ÀYes  ,š™™™™P@  ÿZ© À  ,l éÿÿ ÿZ© ÀYes ,ÿÿ ÿ<©À ,ÀR@ ÿZ©À ,t éÿÿ¡ÿZ©À<9Targetted work to be undertaken on non care managed cases¡,¡ÿZªÀ¡,è éÿÿ¡ÿZªÀD37¡,ð éÿÿ¡ÿZªÀAvailability of single rooms¡,, éÿÿ¡ÿZªÀHigh¡,8 éÿÿ¡ÿZªÀAdult Social Care¡,¡ÿZªÀ¡ ¡ÿZªÀ¡/€V@¡ÿZªÀ¡¡X@¡ ÿZªÀ¡ ,\ éÿÿ¡ ÿZª ÀYes¡ ,€W@¡ ÿZª À¡ ,d éÿÿ¡ ÿZª ÀYes¡ ,ÀW@¡ ÿZª À¡ ,l éÿÿ¡ÿZª ÀYes¡,ÿÿ¡ÿ<ªÀ¡,X@¡ÿZªÀ¡,¢ÿZªÀ¢,M@¢ÿZ«À¢,t éÿÿ¢ÿZ«ÀD39¢,| éÿÿ¢ÿZ«À<9% of people receiving a written statement of their needs ¢,ð éÿÿ¢ÿZ«ÀHigh¢,ü éÿÿ¢ÿZ«ÀAdult Social Care¢,¢ÿZ«À¢ ¢ÿZ«À¢/@X@¢ÿZ«À¢¡ÀW@¢ ÿZ«À¢ , éÿÿ¢ ÿZ« ÀYes¢ ,@X@¢ ÿZ« À¢ ,( éÿÿ¢ ÿZ« ÀYes¢ ,@X@¢ ÿZ« À¢ ,0 éÿÿ¢ÿZ« ÀYes¢,ÿÿ¢ÿ<«À¢,@X@¢ÿZ«À¢,£ÿZ«À£,£ÿZ¬À£,8 éÿÿ£ÿZ¬ÀD40£,@ éÿÿ£ÿZ¬ÀClients receiving a review£,x éÿÿ£ÿZ¬À Distribution£,” éÿÿ£ÿZ¬ÀAdult Social Care£,£ÿZ¬À£ £ÿZ¬À£/€Q@£ÿZ¬À£¡€Q@£ ÿZ¬À£ ,¸ éÿÿ£ ÿZ¬ ÀYes£ ,@R@£ ÿZ¬ À£ ,À éÿÿ£ ÿZ¬ ÀYes£ ,€Q@RÿZ¬ À£ ,È éÿÿ£ÿZ¬ ÀYes£,ÿÿ£ÿ<¬À£,ÀQ@£ÿZ¬À£,¤ÿZ¬À¤,¤ÿZ­À¤,Ð éÿÿ¤ÿZ­ÀD41¤,Ø éÿÿ¤ÿZ­À63Delayed Discharges (per 100,000 population 65 plus)¤,@éÿÿ¤ÿZ­ÀLow¤,Héÿÿ¤ÿZ­ÀAdult Social Care¤,¤ÿZ­À¤ ¤ÿZ­À¤/€C@¤ÿZ­À¤¡€M@¤ ÿZ­À¤ ,léÿÿ¤ ÿZ­ ÀNo¤ ,O@¤ ÿZ­ À¤ ,téÿÿ¤ ÿZ­ ÀNo¤ ,P@¤ ÿZ­ À¤ ,|éÿÿ¤ÿZ­ ÀNo¤,ÿÿ¤ÿ<­À¤,Q@¤ÿZ­À¤,„éÿÿ¥ÿZ­À85Main area of performance concern in adult social care¥,L@¥ÿZ®À¥,ðéÿÿ¥ÿZ®ÀD54¥,øéÿÿ¥ÿZ®ÀXUPercentage of items of equipment delivered and adaptations made within 7 working days¥,¤éÿÿ¥ÿZ®ÀHigh¥,°éÿÿ¥ÿZ®ÀAdult Social Care¥,Ôéÿÿ¥ÿZ®À 86 (E)¥ V@¥ÿZ®À¥/@U@¥ÿZ®À¥¡@U@¥ ÿZ®À¥ ,äéÿÿ¥ ÿZ® ÀYes¥ ,@U@¥ ÿZ® À¥ ,ìéÿÿ¥ ÿZ® ÀYes¥ ,€U@¥ ÿZ® À¥ ,ôéÿÿ¥ÿZ® ÀYes¥,ÿÿ¥ÿ<®À¥,€U@¥ÿZ®À¥,¦ÿZ®À¦,@e@¦ÿZ¿À¦,üéÿÿ¦ÿZ¿Àa¦,éÿÿ¦ÿZ¿À<9Number of visits to/usages of museums per 1000 population¦,téÿÿ¦ÿZ¿ÀHigh¦,€éÿÿ¦ÿZ¿À Culture¦,ðv@¦ÿZ¿À¦ àw@¦ÿZ¿À¦/Àw@¦ÿZ¿À¦¡@{@¦ ÿZ¿À¦ ,éÿÿ¦ ÿZ¿ ÀYes¦ ,À{@¦ ÿZ¿ À¦ ,˜éÿÿ¦ ÿZ¿ ÀYes¦ ,Àr@¦ ÿZ¿ À¦ , éÿÿ¦ÿZ¿ ÀYes¦,¨éÿÿ¦ÿZ¿ÀYes¦,`x@¦ÿZ¿À¦,§ÿZ¿À§,@e@§ÿZÀÀ§,°éÿÿ§ÿZÀÀb§,´éÿÿ§ÿZÀÀ1.Visits that were in person per 1000 population§,éÿÿ§ÿZÀÀHigh§, éÿÿ§ÿZÀÀ Culture§,àk@§ÿZÀÀ§ Ðq@§ÿZÀÀ§/€q@§ÿZÀÀ§¡€v@§ ÿZÀÀ§ ,0éÿÿ§ ÿZÀ ÀYes§ ,àv@§ ÿZÀ À§ ,8éÿÿ§ ÿZÀ ÀYes§ ,€n@§ ÿZÀ À§ ,@éÿÿ§ÿZÀ ÀYes§,Héÿÿ§ÿZÀÀYes§,pr@§ÿZÀÀ§,¨ÿZÀÀ¨,@e@¨ÿZÁÀ¨,Péÿÿ¨ÿZÁÀc¨,Téÿÿ¨ÿZÁÀQNThe number of pupils visiting museums and galleries in organised school groups¨,ôéÿÿ¨ÿZÁÀHigh¨,éÿÿ¨ÿZÁÀ Culture¨,Œ¡@¨ÿZÁÀ¨ Ü¼@¨ÿZÁÀ¨Yd¹@¨ÿZÁÀ¨¡ÊÈ@¨ ÿZÁÀ¨ ,éÿÿ¨ ÿZÁ ÀYes¨ ,XÄ@¨ ÿZÁ À¨ ,éÿÿ¨ ÿZÁ ÀYes¨ ,û@¨ ÿZÁ À¨ , éÿÿ¨ÿZÁ ÀYes¨,(éÿÿ¨ÿZÁÀYes¨,þÁ@¨ÿZÁÀ¨,©ÿZÁÀ©,`h@©ÿZ²À©,0éÿÿ©ÿZ²ÀD55©,8éÿÿ©ÿZ²À2/Acceptable waiting times for assessments 48 hrs©,©ÿZ²À©,˜éÿÿ©ÿZ²ÀAdult Social Care©,©ÿZ²À© ©ÿZ²À©.©ÿZ²À©¡© ÿZ²À© ,© ÿZ² À© ,š™™™™9W@© ÿZ² À© ,© ÿZ² À© ,U@© ÿZ² À© ,©ÿZ² À©,©ÿZ²À©,€V@©ÿZ²À©,ªÿZ²Àª,ªÿZ³Àª,ªÿZ³Àª,¼éÿÿªÿZ³À30Acceptable waiting times for assessments 28 daysª,ªÿZ³Àª, éÿÿªÿZ³ÀAdult Social Careª,ªÿZ³Àª ªÿZ³Àª;ªÿZ³Àª¡ª ÿZ³Àª ,ª ÿZ³ Àª ,`R@ª ÿZ³ Àª ,ª ÿZ³ Àª ,@R@ª ÿZ³ Àª ,ªÿZ³ Àª,ªÿZ³Àª,@R@ªÿZ³Àª,«ÿZ³À«,«ÿZ´À«,«ÿZ´À«,Déÿÿ«ÿZ´À41Acceptable waiting times for 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 PLSS 1, 2 & 6.¶,¶ÿZÂÀ¶,éÿÿ¶ÿZÂÀ Culture¶,¶ÿZÂÀ¶ ¶ÿZÂÀ¶.¶ÿZÂÀ¶¡¶ ÿZÂÀ¶ ,¶ ÿZ À¶ ,¶ ÿZ À¶ ,¶ ÿZ À¶ ,¶ ÿZ À¶ ,¶ÿZ À¶,¶ÿZÂÀ¶,¶ÿZÂÀ¶,·ÿZÂÀ·, éÿÿ·ÿZÃÀ IPF  PLSS 1·,¼éÿÿ·ÿZÃÀC2a·,Äéÿÿ·ÿZÃÀSPProportion of households living within a specified distance of a static library.·,·ÿZÃÀ·,héÿÿ·ÿZÃÀ Culture·,·ÿZÃÀ· ·ÿZÃÀ·.·ÿZÃÀ·¡· ÿZÃÀ· ,· ÿZà À· ,· ÿZà À· ,· ÿZà À· ,xéÿÿ· ÿZà ÀA· ,·ÿZà À·,|éÿÿ·ÿZÃÀYes·,Âõ(\ê?·ÿZÃÀ·,¸ÿZÃÀ¸,„éÿÿ¸ÿZÄÀ IPF  PLSS 2¸, éÿÿ¸ÿZÄÀC2b¸,¨éÿÿ¸ÿZÄÀLIAggregate scheduled opening hours per 1,000 population for all libraries.¸,¸ÿZÄÀ¸,<éÿÿ¸ÿZÄÀ Culture¸,¸ÿZÄÀ¸ ¸ÿZÄÀ¸.¸ÿZÄÀ¸¡¸ ÿZÄÀ¸ ,¸ ÿZÄ À¸ ,¸ ÿZÄ À¸ ,¸ ÿZÄ À¸ ,Léÿÿ¸ ÿZÄ ÀA¸ ,¸ÿZÄ À¸,Péÿÿ¸ÿZÄÀYes¸,À]@¸ÿZÄÀ¸,¹ÿZÄÀ¹,Xéÿÿ¹ÿZÅÀ IPF  PLSS 6¹,téÿÿ¹ÿZÅÀC2c¹,|éÿÿ¹ÿZÅÀ1.Number of library visits per 1,000 population.¹,¹ÿZÅÀ¹,Üéÿÿ¹ÿZÅÀ Culture¹,¹ÿZÅÀ¹ ¹ÿZÅÀ¹.&»@¹ÿZÅÀ¹¡ßº@¹ ÿZÅÀ¹ ,¹ ÿZÅ À¹ ,¹ ÿZÅ À¹ ,¹ ÿZÅ À¹ ,×¹@¹ ÿZÅ À¹ ,ìéÿÿ¹ÿZÅ ÀNo¹,ôéÿÿ¹ÿZÅÀYes¹,ÿ¹@¹ÿZÅÀ¹,ºÿZÅÀº,üéÿÿºÿZÆÀIPFº,éÿÿºÿZÆÀC3º, éÿÿºÿZÆÀ?Public library service standards on ICT 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Pì<éÿÿ ÿ  DIRECTOR½ Qã@O@Oð?Oð? P=éÿÿ ÿúD À åD À D À B$ CCMT¸D À D À B$DIRECTOR‡D À D À B$DIRECTORVD À D À B$SERVICE&D À SERVICE"""""B DIRECTOR xý :uý eNý Kzý K{ý K|ý Ls~ dàÿâ@ý N@ý Kt K½ O@O@O@  P=éÿÿ ÿ  SERVICE½Qã@O@O@O@P$=éÿÿ ÿúDÀ åDÀ DÀ B$ CCMT¸DÀ DÀ B$DIRECTOR‡DÀ DÀ B$DIRECTORVDÀ DÀ B$SERVICE&DÀ SERVICE"""""B SERVICExý :uý eNý S}ý Ziý y‰ý z~~ {Àòâ@ý ^@ý |ý  S€½ `@`ð?`ð?  a4=éÿÿÿ  DIRECTOR½} ã@`@`ð?`ð?aH=éÿÿ þúDÀ åDÀ DÀ B$ CCMT¸DÀ DÀ B$DIRECTOR‡DÀ DÀ B$DIRECTORVDÀ DÀ B$SERVICE&DÀ SERVICE"""""B DIRECTORý Ký :‚ý gW×$l,–ÏK0RøPPa11!!ìÈðÈ0ðð°ð( ð ððx¢ ð “ ð6€¼Ïæ¿XPƒP¿?¿ ðA»0Çð]4@¼ÏæĈ ªð4‡Æ NššÒ j‰ì ð¶.</Do not overwrite previous date. Add underneath<.¨ EvelynKaluzao>¶@ å ï7°  ±ÿÿ; ° ±ÿÿ; CCMT± ÿÿ; €DIRECTOR± ÿÿ; €SERVICE°&   ±ÿÿ; ±ÿÿ; €±ÿÿ; €°   ±ÿÿ; ²¼éÿÿÿÿ¾³ ImpactkRefer to detailed descriptions in Guidance 5 - Most Severe 4- Major 3 - Moderate 2- Minor 1 - Insignificant  ¾w Likelihood34 - Very Likely 3 - Likely 2 - Possible 1- Unlikely M3   ¾* MitigationæSee guidance sheet for detail: 3 - Unacceptable (Mitigation plan must be completed) 2 - Unacceptable (Mitigation Plan in place but actions not completed) 1 - Acceptable (Actions/controls in place and risk can't be reduced further)  ¾D ui   ¾‹ Category of ImpactMInput P F or R P - Performance F - Financial R - Repuational/Customer/Citizenccta¾… Select most relevant impact.P - Performance F - Financial R - ReputationalCuom  ¾6evt  ¾Ï Performance˜If the Risk has an impact on a specific priority or BVPI or other target insert a reference or BVPI no. (use hidden column D for description if needed)ccta  ¾} Reporting LevelJAutomatic entry : Impact 4 or 5 CCMT Impact 3 Director Impact 1or2 Servicefenc ¾Ý Description of Risk/UncertaintyŠDescription should include a cause, an event and an impact e.g. As a result of an may occur which would result inn  ¾€ Reporting level=This will be filled in automatically based on risk assessment iac  ¾á Describe the risk¤The description should always include a cause, an event and impact. e.g. As a result of may occur which would lead to  ¾4 sk  ¾4 sk  ¾v Select most relevant impact.P - Performance F - Financial R - Reputational pa%s ¾v Select most relevant impact.P - Performance F - Financial R - Reputational pa%s  (.ÍÉÀ Çb ~Š  dü©ñÒMbP?_*+‚€%ÿÁ1.&C&"Arial,Bold"&12Q3 FINANCIAL SCORECARD RISKSƒ„&{®GázÔ?'R¸…ëQØ?(®Gázæ?)š™™™™™á?MbHP LaserJet 4250 PCL 6Ü„Cÿ€ š 4dXXA4ÿÿÿÿDINU"4PÈ^5PIUPH dA4 [none] [none]Arial4PÀÀÀÀÀÀ d€?SEAN.GIBSON<Automatic>P600dpidType new Quick Set name here’ñ j.kþ kÿ mù mù -EXCEL.EXE€C:\Program Files\Microsoft Office\Office\EXCEL.EXE¡" dXX¸…ëQ¸Î?ìQ¸…ëÑ?U} $7} $ 4} ¶:} ’*4} I$4} I4} ’¡} ’4}  $ 4} 4} $4} 4} Û4} I4} ’4} 4} $ 4} I4} ¶4} m4} $ 4ÿ4ï€;ñüñ÷øa@ ÷ ÷ ó  ¦@ |@¤@÷ûíÇ ÷8`ý 0'ý 1(2ý Â)¾ÃÃÃÄ©ª« ý Å*¾ÆÆÆÇ3ý <+ý <,ý =-ý >.ý ?/ý @0ý A1ý  @2ý  B3ý  C4ý  D5ý  E6ý F7ý G3ý H4ý G5ý E6ý =8ý ~Šý ;%ý ‹ý Zý Sý LŒý dQý LKý K½ K @O@K@K@  P\=éÿÿKýúD À åD À D À B$ CCMT¸D À D À B$DIRECTOR‡D À D À B$DIRECTORVD À D À B$SERVICE&D À SERVICE"""""BCCMTý €Ž½O@O@O@Ph=éÿÿ ÿDÀ -êDÀ DÀ B$ CCMT½DÀ DÀ B$DIRECTORŒDÀ DÀ B$DIRECTOR[DÀ DÀ B$SERVICE+DÀ SERVICE"""""BCCMTý Ký ~Šý ;%ý ý Sý S ý S‘~ ‚óâ@ý ƒ’ý S“½ „@…@…@…@  Pt=éÿÿÿúD À åD À D À B$ CCMT¸D À D À B$DIRECTOR‡D À D À B$DIRECTORVD À D À B$SERVICE&D À SERVICE"""""B DIRECTOR½QÀã@…@…@…ð?†ˆ=éÿÿ ÿDÀ -êDÀ DÀ B$ CCMT½DÀ DÀ B$DIRECTORŒDÀ DÀ B$DIRECTOR[DÀ DÀ B$SERVICE+DÀ SERVICE"""""B DIRECTORý ‡”ý 7Šý 4•ý ˆòý ˆ–ý ˆ—ý ˆ˜‰ý ŠKý …™¾ …………  ‹œ=éÿÿÿúD À åD À D À B$ CCMT¸D À D À B$DIRECTOR‡D À D À B$DIRECTORVD À D À B$SERVICE&D À SERVICE"""""Bý Ql½Œ@Œ@Œ@ =éÿÿ ÿDÀ -êDÀ DÀ B$ CCMT½DÀ DÀ B$DIRECTORŒDÀ DÀ B$DIRECTOR[DÀ DÀ B$SERVICE+DÀ SERVICE"""""BCCMTˆý 7Šý 4šý Oñý Zý S ý L›ý Yœý NKý K K½ O@O@O@  P¬=éÿÿÿ ¼ úLýÀ åLýÀ LþÀ B$ CCMT¸LýÀ LþÀ B$DIRECTOR‡LýÀ LþÀ B$DIRECTORVLýÀ LþÀ B$SERVICE&LýÀ SERVICE"""""BCCMTý Ql½O@O@Oð?P¸=éÿÿ ÿDÀ -êDÀ DÀ B$ CCMT½DÀ DÀ B$DIRECTORŒDÀ DÀ B$DIRECTOR[DÀ DÀ B$SERVICE+DÀ SERVICE"""""BCCMTý Kžý 7Ÿý 4 ý Sôý Zý S¡ý z~~ {Àòâ@ý ^Ký |¢ý  z£½ `@`ð?`ð?  aÄ=éÿÿÿ  DIRECTOR½}Àÿâ@`@`@`@aØ=éÿÿ ÿúDÀ åDÀ DÀ B$ CCMT¸DÀ DÀ B$DIRECTOR‡DÀ DÀ B$DIRECTORVDÀ DÀ B$SERVICE&DÀ SERVICE"""""BCCMTý K¤ý 7Ÿý 4¥~ Ž@ý ý S¦ý S§~ àïâ@ý z@¾ KK ½ `@Sð?S@  aä=éÿÿÿ  DIRECTOR½‘€ã@’@“@“@”ø=éÿÿ ÿúDÀ åDÀ DÀ B$ CCMT¸DÀ DÀ B$DIRECTOR‡DÀ DÀ B$DIRECTORVDÀ DÀ B$SERVICE&DÀ SERVICE"""""BCCMTý •¨ý 7Ÿý 4©ý S÷ý Zfý [ƒý \J~ ]`òâ@ý ^Ký SLý  _M½ `@`ð?`@  a>éÿÿÿ  DIRECTOR½Q€ã@O@Oð?O@a>éÿÿ ÿDÀ -êDÀ DÀ B$ CCMT½DÀ DÀ B$DIRECTORŒDÀ DÀ B$DIRECTOR[DÀ DÀ B$SERVICE+DÀ SERVICE"""""B DIRECTORý KNý 7Ÿý 4 ý Sõý Z<ý S ý z~~ {Àòâ@ý ^Ký |¢ý z£½ `@`@`@  a,>éÿÿÿ  DIRECTOR½ } ã@`@`@`@ a@>éÿÿ ÿ ¼  úLýÀ åLýÀ LþÀ B$ CCMT¸LýÀ LþÀ B$DIRECTOR‡LýÀ LþÀ B$DIRECTORVLýÀ LþÀ B$SERVICE&LýÀ SERVICE"""""B DIRECTORý Sªý 7Ÿý 4 ý Söý Z=ý S«ý z~~ {Àòâ@ý ^Ký |¢ý z£½ `@`@`ð?  aT>éÿÿ ÿ  DIRECTOR½ } ã@`@`@`ð? ah>éÿÿ ÿ  DIRECTORý S¬ý 7Ÿý Sóý Z>ý S ý \­~ ] èâ@ý ^Ký S®ý z¯½ `@`@`@  a|>éÿÿ ÿúD À åD À D À B$ CCMT¸D À D À B$DIRECTOR‡D À D À B$DIRECTORVD À D À B$SERVICE&D À SERVICE"""""BCCMT½ Qàòâ@O@O@`@ aˆ>éÿÿ ÿD À -êD À D À B$ CCMT½D À D À B$DIRECTORŒD À D À B$DIRECTOR[D À D À B$SERVICE+D À SERVICE"""""B DIRECTORý K°ý 7±ý TDý Ueý KEý VF~ –Àã@ý OGý KH K½ O@O@K@  Xœ>éÿÿ ÿ CCMT½ Yã@O@O@O@ X¨>éÿÿ ÿ CCMTý KIý 7±ý T²ý —?ý ˜ ý ˜³~ –Àã@ý ˜´ý Sý ˜µ½ ˜@˜@K@  X´>éÿÿ ÿ CCMT½ ™ã@˜@˜@˜@ XÀ>éÿÿ ÿ CCMTý ˜¶ý 7±ý T·ý U@ý ˜ý K¸~ –Àã@ý O¹ý Tý  Kº½ O@O@K@  XÌ>éÿÿ ÿ CCMT½Yã@O@O@K@XØ>éÿÿ ÿ CCMTý x»ý 7±ý K ý UAý Ký š¼~ › þâ@jý K½ K½ O@O@O@  aä>éÿÿÿ CCMT½Y ã@O@O@O@að>éÿÿ ÿ CCMTý R¾ý 7±ý K!ý œBý K¿ý LÀ~ d@üâ@ý N@ý KÁ K½ O@O@O@  aü>éÿÿÿ CCMT½Y@ã@O@O@O@a?éÿÿ ÿ CCMTý RÂý 7±ý KÃý œCý Ký RÄ~ àþâ@ý Rž KK ½ K@K@K@  X?éÿÿÿ CCMT½žã@K@K@Kð?X ?éÿÿ ÿ CCMTý RÆý 7±ý K"ý UDý KÇý šÈ~ Ÿ þâ@Ný KÉ K½ O@pð?Oð?  a,?éÿÿÿ  DIRECTOR½YÀã@O@O@Oð?a@?éÿÿ ÿ  DIRECTORý RÊý 7±ý K#ý UEý Ký šË~ › ã@jý KÌ K½ O@O@O@  aT?éÿÿÿ  DIRECTOR½Y ã@O@O@O@ah?éÿÿ ÿ  DIRECTORý RÍý 7±ý K$ý œFý KÎý hÏ~  € ã@ý jK¾ KK ½ O@O@O@  a|?éÿÿÿ  DIRECTOR½Y ã@O@O@O@X?éÿÿ þ  DIRECTORx×.O&xüù3%/<4ìÈðÈ@ðð°ð( ð ððx¢ ð “ ð6€¼&ë¿XPƒP¿?¿ ðSi«yð]4@¼&ëèˆ ø¾úZâB–œÕ‰à³ì ð¶.</Do not overwrite previous date. Add underneath<.¨ EvelynKaluzao>¶@ å ï 7°. ±ÿÿ; CCMT± ÿÿ; €DIRECTOR± ÿÿ; €SERVICE°.  ±ÿÿ; °&   ±ÿÿ; °±ÿÿ; ±ÿÿ; €±ÿÿ; €²ÿÿÿÿ¾: MitigationæSee guidance sheet for detail: 3 - Unacceptable (Mitigation plan must be completed) 2 - Unacceptable (Mitigation Plan in place but actions not completed) 1 - Acceptable (Actions/controls in place and risk can't be reduced further)   ¾T ui   ¾€ Reporting level=This will be filled in automatically based on risk assessment cpl ¾¬ Performance}If Impact is on Performance, enter Priority Ref, BVPI no or target reference. (use hidden column D for description if needed)ctns ¾4 }mp ¾4 }mp ¾c Category of Impact-Insert Performance or Financial or Reputationr rg¾³ ImpactkRefer to detailed descriptions in Guidance 5 - Most Severe 4- Major 3 - Moderate 2- Minor 1 - Insignificantipif   ¾‡ Likelihood34 - Very Likely 3 - Likely 2 - Possible 1- Unlikely M3     ¾u Select most relevant impact.P - Performance F - Financial R - Reputational¾Vevt   ¾ß Performance˜If the Risk has an impact on a specific priority or BVPI or other target insert a reference or BVPI no. (use hidden column D for description if needed)ccta    ¾} Reporting LevelJAutomatic entry : Impact 4 or 5 CCMT Impact 3 Director Impact 1or2 Servicefenc ¾Õ Description of Risk/UncertaintyŠDescription should include a cause, an event and an impact e.g. As a result of an may occur which would result inn¾“ Category of ImpactMInput P F or R P - Performance F - Financial R - Repuational/Customer/Citizenest  ¾á Describe the risk¤The description should always include a cause, an event and impact. e.g. As a result of may occur which would lead to  ¾~ Select most relevant impact.P - Performance F - Financial R - Reputational pa%s  ¾v Select most relevant impact.P - Performance F - Financial R - Reputational pa%s  (.ÍÉÀ A™ {™  dü©ñÒMbP?_*+‚€%ÿÁƒ„¡"ÿDt moà?à?ctUÿý "×">¶@ÿï7 (.ÍÉÀ à´  dü©ñÒMbP?_*+‚€%ÿÁƒ„MbHP LaserJet 4250 PCL 6Ü„Cÿ€ š 4dXXA4ÿÿÿÿDINU"4PÈ^5PIUPH dA4 [none] [none]Arial4PÀÀÀÀÀÀ d€?SEAN.GIBSON<Automatic>P600dpidType new Quick Set name here’ñ j.kþ kÿ mù mù -EXCEL.EXE€C:\Program Files\Microsoft Office\Office\EXCEL.EXE¡" dXXà?à?Uì¼ð¼Pðð¤ð( ð ððl¢ ð s ð*€ në…¿  ¿À@¿ðP—0<Óð]` n됈ì ð¶å X<ËQuarterly Performance Reporting Spreadsheet  Instructions Tab 1: Balanced Scorecard: n.b. This tab is protected and not for entering data. Traffic lights populate automatically from data entered on supporting sheets Tab 2: Strategic priorities: Contains the targets included in the Corporate Plan. Directorates should enter 1,2 or 3 according to the key to traffic lights on this sheet. Given that these are primarily long term targets, it is anticipated that they will be predominantly green in quarter 1. Comments should be added for amber and red status indicating the reasons they are not on target and the remedial action planned. Tab 3: Finance indicators: Contains information relating to financial performance by Directorate. Traffic lights are generated by entering 1,2 or 3 as appropriate. Tab 4: Process indicators: These reflect the key indicators from the change programme included in the scorecard. Traffic lights are generated by entering 1,2 or 3 as appropriate. Tab 5: People indicators: As above Tab 6: BVPIs: This includes BVPIs and other indicators which Directorates have decided to include in their baskets of key indicators. Indicators included in these baskets are identified in column E. The following information should be entered: Q1/2/3/4 performance: should reflect actual cumulative year to date performance where this is available. Where data is not available please enter either: A - information available annually only H - information available half yearly only QNA - Quarterly data not yet available S - data available at irregular intervals during the year Q1/2/3/4 prediction: enter the following: Yes: likely to achieve year end target based on performance to date/ achievement of milestones/ proposed action No: Unlikely to achieve year end target based on performance to date/ achievement of milestones/ proposed actions NCI: Insufficient information available to make a prediction. n.b. please enter 'Yes', 'No' or 'NCI' rather than 'Y' or 'N' as PI basket performance is calculated automatically Tab 7: Indicator baskets: Automatically draws data from BVPI tab for those indicators in PI baskets and calculates the % of PIs on target within the basket as % of all PIs where information available. N.B. This tab is protected and hidden.To unhide this tab: Menu/ Format/Sheet/Unhide. Calculation cells are in rows 122 to 126. Password to unprotect: balanced scorecard. Tab 8: BVPI quartiles: Used to calculate comparative performance. N.B. This sheet is not functional at present. Will be developed pending progress of PWC benchmarking initiative. Tab 9: Password: contains the password for protecting/unprotecting sheets. This sheet is hidden. Tab 10: Instructions: contains instructions for use CCMT/Cabinet reporting: For CCMT/Cabinet reporting all sheets should be hidden except 'Balanced Scorecard'. Intranet: Following consideration of the Quarterly Report by Cabinet. The spreadsheet should be included on the intranet with all sheets hidden except 'Balanced Scorecard' and 'BVPI'. <X Ù; <°VñÛ¨ø´€¤š %¢?vÙžòMýT 3óŠðÒµ¸Ýà$åÁ <B{V„mp~Ýß•ORÊ'Iu +| ÷) '/ ‹ .’ À œ× /å >¶@  ï7 þÿà…ŸòùOh«‘+'³Ù0ÈHPh„ œ ¨ ´Àä Paul.EdwardsxCommittee ServicesMicrosoft Excel@€«â¹Õ¬Ç@C¹:ѬÆ@…‚òÕ¬ÇþÿÕÍÕœ.“—+,ù®0” PX| „Œ”œ ¤ oäOxfordshire County Councilo  Balanced ScorecardStrategic PrioritiesProcessFinancePeopleBVPIsIndicator BasketsBVPI quartiles SP RisksFinance Risks Password Instructions  Worksheets   !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~€‚ƒ„…†‡ˆ‰Š‹ŒŽ‘’“”•–—˜™š›œžŸ ¡¢£¤¥¦§¨©ª«¬­®¯°±²³´µ¶·¸¹º»¼½¾¿ÀÁÂÃÄÅÆÇÈÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûüýþÿ      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~€‚ƒ„…†‡ˆ‰Š‹ŒŽ‘’“”•–—˜™š›œžŸ ¡¢£¤¥¦§¨©ª«¬­®¯°±²³´µ¶·¸¹º»¼½¾¿ÀÁÂÃÄÅÆÇÈÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûüýþÿ      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~€‚ƒ„…†‡ˆ‰Š‹ŒŽ‘’“”•–—˜™š›œžŸ ¡¢£¤¥¦§¨©ª«¬­®¯°±²³´µ¶·¸¹º»¼½¾¿ÀÁÂÃÄÅÆÇÈÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûüýþÿ      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~€‚ƒ„…†‡ˆ‰Š‹ŒŽ‘’“”•–—˜™š›œžŸ ¡¢£¤¥¦§¨©ª«¬­®¯°±²³´µ¶·¸¹º»¼½¾¿ÀÁÂÃÄÅÆÇÈÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûüýþÿ      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~€‚ƒ„…†‡ˆ‰Š‹ŒŽ‘’“”•–—˜™š›œžŸ ¡¢£¤¥¦§¨©ª«¬­®¯°±²³´µ¶·¸¹º»¼½¾¿ÀÁÂÃÄÅÆÇÈÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçþÿÿÿéêëìíîïþÿÿÿñòóôõö÷þÿÿÿýÿÿÿýÿÿÿýÿÿÿýÿÿÿýÿÿÿýÿÿÿýÿÿÿýÿÿÿýÿÿÿýÿÿÿýÿÿÿþÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿRoot Entryÿÿÿÿÿÿÿÿ ÀF`q†´¤­ÇþÿÿÿWorkbookÿÿÿÿÿÿÿÿÿÿÿÿZÏ SummaryInformation(ÿÿÿÿèDocumentSummaryInformation8ÿÿÿÿÿÿÿÿÿÿÿÿð