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Developing the Gloucestershire Hospitals NHS Foundation Trust Strategic Performance Management Framework Dr Sally Pearson Helen Munro Andrew Abbott, Courtyard.

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Presentation on theme: "Developing the Gloucestershire Hospitals NHS Foundation Trust Strategic Performance Management Framework Dr Sally Pearson Helen Munro Andrew Abbott, Courtyard."— Presentation transcript:

1 Developing the Gloucestershire Hospitals NHS Foundation Trust Strategic Performance Management Framework Dr Sally Pearson Helen Munro Andrew Abbott, Courtyard Group

2 VersionDate IssuedAuthorsKey Amendments 1.0November 2008Courtyard Group following NHS Trust Interviews and workshops with GHNHSFT teams Creation of initial framework (this document) Version Control

3 Purpose of this document The purpose of this document is to: Capture into one document the elements of the Gloucestershire Hospitals NHS Foundation Trust (GHNHSFT) Performance management Framework (PMF) Outline the process employed for developing the framework, in order that future revisions can be made without the need to engage external support Act as a resource for any staff wishing to understand the Strategic Objectives of GHNHSFT. It outlines the critical success factors representing what must be achieved in order to realise these objectives, and details the way in which progress against delivering these objectives will be measured and reported It is intended that this framework document should remain under version control and be periodically reissued to support ongoing strategy development and refinement of the PMF The information contained within the PMF has been gathered through: Courtyard Group interviews, joint working and workshops with GHNHSFT management and clinical personnel Adoption and adaptation of business best practice, gained through Courtyard Group consultants and wider industry research Courtyard Group staff who have worked as, or with, senior NHS managerial and clinical staff

4 Contents Background Project Approach Performance Measurement, Performance Management and Portfolio Management The Performance Management Framework Strategic Objectives Performance Perspectives Critical Success Factors Key Performance Indicators Benefits Constraints Implementation planning Recommendations Appendices A - Project Organisation B - The Balanced Scorecard C - Staff input D - Contact details

5 Background

6 At Project Initiation in July 2008, the Trust had already made progress in developing its strategy October Endorsement of an approach to Organisational Development (OD) November to January The ‘People First’ programme, representing the first stage of the OD approach engaging a wide range of staff in the generation of the Trust’s values February 2008 – Board Seminar to : Review outcomes of ‘People First’ Programme Develop draft Values, Mission and Vision statements Identification of the key strategic challenges for the Trust Mission improving health by putting patients at the centre of excellent specialist care Values Listening to patients, putting their needs at the centre of everything we do, by Working together to deliver excellent, safe health care in a clean environment, with Valued staff who are motivated, well trained and have a helpful attitude.

7 The Trust had also defined a strategic framework for developing the Vision and Mission into Strategic Objectives

8 This had resulted in a draft performance management framework Patient Experience to increase the proportion of patients who can express high satisfaction as a result of a positive experience -Planned care convenient for patients -Privacy Dignity & Responsiveness -Eliminating un-necessary waits & duplication -Communication - Environmental improvements Staff To increase the proportion of staff who feel positive about the Trust and their Job Leadership & teamwork -Training, development - Valuing and recognising good performance -internal Communication -Staff engagement -Job design and role clarity Development of Our Services To increase the proportion of our services viewed as specialist -Reconfiguration -Repatriation -Dispersal -Balancing demand & capacity Clinical Excellence To achieve the highest rating for the quality of our services from external bodies -Rapid adoption and consistent compliance with national guidelines, standards and targets -Maximising clinical safety -Competent teams -24/7 for emergency care -Information systems to monitor clinical outcomes -Research and Innovation Working in partnership To be regarded as excellent corporate partners by our Commissioners, other agencies & providers and Customers - Service delivery responsive to commissioners -Corporate social responsibility -Communication Finance and Efficiency To achieve the highest rating of for the management of resources from external bodies -Generating surpluses to reinvest for improvement -Trust wide approach to quality improvement and process redesign -Service Line Reporting & Patient Level costing -Simplification of internal systems

9 It became clear that existing systems and processes for measuring performance were not sufficient Upon reviewing this framework, at its Feb 2008 meeting the Board stated: “The Board will wish to be assured of progress towards the strategic objectives and achievement of the in year priorities, across the 6 domains identified…...” “This will require the current approach to performance monitoring and management at Board level to be reviewed, including the contribution of the existing Board sub committees.” This provided the mandate for developing a refined approach to performance management: To review existing performance measurement and reporting processes and systems as to their ability to assure the Board of progress towards the Strategic Objectives, and to set out an options appraisal to address any gaps in existing systems To introduce into the Trust appropriate best practice to better enable the organisation to manage its performance, with the implementation of the preferred option in line with developing needs and aspirations of the Trust To assist in knowledge transfer from Courtyard Group to Trust staff, to ensure the Trust is self- sufficient as soon as possible and can carry forwards this work as appropriate within the Trust, without the need to engage external consultancy support

10 Project Approach

11 Courtyard Group was engaged to define, implement and manage a project to develop the PMF. Project Organisation is detailed in Appendix A The approach for this project was to break it down into 2 main phases, progress against which was governed by the Project Board: Phase 1 – Discovery (July and August ‘08) 1.1Project Initiation 1.2Stakeholder Interviews 1.3Feedback of key themes 1.4Phase 2 proposal Authorisation to Proceed Phase 2 – Design and development (September – November ‘08) 2.1Definition and Preparation Authorisation to Proceed 2.2Implementation and Refinement Authorisation to Proceed 2.3Business as Usual usage

12 Phase 1 outcome Refinement of the existing performance framework was recommended to the Project Board. This discovery work supported Courtyard’s initial recommendation, that before investing in any Performance Management IT systems, the basics of a PMF needed to be in place. From staff feedback about the current framework, it was acknowledged by the Project Board that: The domains were not yet fully defined and the purpose of the scorecard and its development had not yet been communicated effectively across the Trust The objectives within each domain were not clear enough - a mixture of strategic and operational objectives, measures, targets and initiatives The critical success factors (CSFs) describing the essential elements that need to be in place to ensure achievement of the strategic objectives had not been defined Therefore, appropriate measures could not be defined for all of the current objectives and necessary CSFs Governance mechanisms within the Trust for the strategic objectives were not clear

13 In response to this feedback, a tiered options appraisal was requested to enable the Project Board to commission an appropriate solution PMF featureSilverGoldPlatinumComments 6 domains defined  CSFs for each domain along with statement of purpose Objectives and initiatives defined  SMART objectives and contributing initiatives documented Accountabilities agreed  Who is responsible and who is accountable for the objectives and initiatives Mandatory reporting aligned  S4BH, NHSLA, Monitor, Management reporting, aligned to framework KPIs and PIs defined  Measures, targets, thresholds, data sources and reporting agreed Key Corporate projects aligned  Aims of UTOPIA, IM&T, OD, NSFI, Service Line Mgt etc. aligned to objectives MS Excel based Scorecard with RAG  Performance measurement scorecard produced with RAG indicators Reporting sophistication enhanced  Online delivery, online measurement capture, Dashboard reporting etc Balanced Score Card cascaded  Divisional and Speciality levels cascade, or across programmes and projects IT enabled process automation  Process automation through IT solutions – portfolio and Performance Management Portfolio Management  A process for managing investments such that you know that you are working on the right things, in the right way, getting them done well and getting the benefits

14 The agreed approach to developing the PMF during Phase 2 involved 3 key stages Definition and preparation Implementation and refinement Business as usual usage Vision and mission Agree Critical Success Factors Define Strategic Objectives Define Measures and KPIs Agree Governance Collect data Develop reporting Implement Governance Review processes Refine processes Review reports Agree remedial action Manage actions Review effectiveness Refine remedial action Cascade

15 Courtyard Group resources were focused on supporting these stages Definition and preparation Implementation and refinement Business as usual usage Vision and mission Collect data Develop reporting Review processes Refine processes Review reports Agree remedial action Manage actions Review effectiveness Refine remedial action Cascade Define Measures and KPIs Agree Governance Implement Governance Agree Critical Success Factors Define Strategic Objectives

16 Internal Trust resources were best placed to support these stages Definition and preparation Implementation and refinement Business as usual usage Vision and mission Collect data Develop reporting Review processes Refine processes Review reports Agree remedial action Manage actions Review effectiveness Refine remedial action Cascade Define Measures and KPIs Agree Governance Implement Governance Agree Critical Success Factors Define Strategic Objectives

17 The project is currently at this stage, requesting Authorisation to Proceed with KPI development Definition and preparation Implementation and refinement Business as usual usage Vision and mission Collect data Develop reporting Review processes Refine processes Review reports Agree remedial action Manage actions Review effectiveness Refine remedial action Cascade Define Measures and KPIs Agree Governance Implement Governance Agree Critical Success Factors Define Strategic Objectives

18 Performance Measurement, Management and Portfolio Management

19 Trust KPI From performance measurement…… Trust objectives Division objectives SPECIALITIES Teams Individuals Division KPI Performance Measurement Framework Speciality PIs Measure Division objectives Reporting Improved RAG Status

20 Trust KPI Trust objectives Division objectives SPECIALITIES Teams Individuals Division KPI Corrective action initiated RAG Status Corrective action initiated Speciality PIs Measure Division objectives Action PIs added to reporting framework From performance measurement…… Reporting Improved

21 …… to performance management…… SPECIALITIES Teams Individuals Performance Improved Corrective action completed Trust KPI Trust objectives Division objectives Division KPI Division objectives Speciality PIs Measure Action PIs added to reporting framework Performance Management Framework

22 SPECIALITIES Teams Individuals Performance Improved Trust KPI Trust objectives Division objectives Division KPI Division objectives Action PIs added to reporting framework Right Things Right order Done Well Getting the Benefits Portfolio of Programmes (e.g. UTOPIA, IM&T) Trust Strategy …… to Portfolio Management Speciality PIs Measure Reporting Improved Performance Management Framework Corrective action completed

23 The Performance Management Framework

24 Strategic Objectives In order to fulfil the mission, the following Strategic Objectives have been drafted, based upon the previous iteration of the PMF, input from the stakeholder workshop held on 30 September ’08, and ongoing development by the Project Board : 1.Increase the proportion of patients who describe our services as excellent 2.Reduce harm to patients, staff, and visitors 3.Increase proportion of staff who describe us as excellent 4.Be regarded as an excellent partner organisation 5.Achieve the highest ratings for the quality of our Clinical Services 6.Optimise the use of our resources and ensure value for money 7.Develop our portfolio of services to meet the needs of the population The Board is asked to endorse this description of the 7 Strategic Objectives

25 Performance Perspectives In order to promote a balanced perspective of Trust performance, the approach and principles devised by Kaplan & Norton in developing the Balanced Scorecard were adopted, but adapted for use in the NHS The Board is asked to endorse the proposed performance perspectives, through which Trust performance in realising the Strategic Objectives is to be assessed STAFF CLINICAL EXCELLENCE FINANCE & EFFICIENCY PARTNERSHIPS PATIENT EXPERIENCE

26 Developing our services You will have noticed that the Developing our services domain no longer appears in the framework. The Project Board reached this conclusion for a number of reasons: The domains represent perspectives through which organisational performance should be viewed Developing our Services is one of the Strategic Objectives – (7. Develop our portfolio of services to meet the needs of the population) Trust staff were struggling with the strategic intent to increase the proportion of service viewed as specialist Over the past 3 months work has been done with clinical teams to clarify the development of our services into: Those areas that we need to improve Those areas that we need to deliver in a different way – to provide easier access Services that are currently provided outside Gloucestershire that could be delivered here Services that would be better provided by others Proposal This should be delivered as a specific programme within our strategic plan rather than a domain of our performance management framework

27 Critical Success Factors These can be described as what we must do well in order to achieve the strategic objectives In addition, what behaviours do we want this CSF to engender (linking into Trust values) The CSFs are placed in each performance perspective to ensure that a balanced view of ‘must do well objectives’ is promoted and all perspectives are considered The Board is asked to endorse the proposed Critical Success Factors and Trust leads, which have been previously approved by the PMF Project on 11 November ’08

28 Patient Experience Critical Success Factors 1.Measure and exceed patient expectations, improving the patient experience (Gill Brook) 2.Ensure Patients experience no unnecessary delays (Steve Peak) 3.Involve patients and their carers in decisions about their care (Gill Brook) 4.Provide an environment that exceeds patient expectations (Graham Lloyd) 5.Ensure patients are treated with Dignity and Respect (Maggie Arnold) 6.Improve the quality, availability and communication of information to patients, carers and the public (Gill Brook)

29 Clinical Excellence Critical Success Factors 7.Deliver an improvement in defined and measureable clinical outcomes (Dr Sally Pearson) 8.Deliver a comprehensive strategic clinical audit programme (Dr Sally Pearson) 9.Ensure a culture which supports and promotes high quality research and innovation to influence practice and service improvement (Dr Sally Pearson) 10.Be compliant with national standards for clinical care (Dr Sally Pearson, Dr Sean Elyan, Maggie Arnold) 11.Clinical Safety (Andrew Seaton)

30 Staff Critical Success Factors 12.Enhance and extend the range and uptake of pay and benefits available to staff (Director of HR and OD) 13.Recognise and celebrate success (Director of HR and OD) 14.Enable staff to meet agreed individual and team objectives and deadlines (Director of HR and OD) 15.Develop high performing leaders and managers (Director of HR and OD) 16.Ensure personal competence is optimised through effective learning and development (Director of HR and OD)

31 Partnerships Critical Success Factors 15.Be perceived as an excellent corporate partner (Dr Sally Pearson) 16.Communicate effectively with a wide range of stakeholders (Dr Sally Pearson) 17.Be responsive to Commissioner intentions (Steve Peak)

32 Finance & Efficiency Critical Success Factors 18.Generate a ‘surplus’ to reinvest (Terry Smith) 19.Understand and optimise the use of resources, developing an approach to continuous systems improvement – right first time, every time (Steve Peak) 20.Develop and maintain governance arrangements that are fit for purpose (Graham Lloyd) 21.Achieve the highest rating by external bodies (Terry Smith)

33 STAFF 12. Enhance and extend the range and uptake of pay and benefits available to staff 13. Recognise and celebrate success 14. Enable staff to meet agreed individual and team objectives and deadlines 15. Develop high performing leaders and managers 16. Ensure personal competence is optimised through effective learning and development PARTNERSHIPS 17. Be perceived as an excellent corporate partner 18. Communicate effectively with a wide range of stakeholders 19. Be responsive to Commissioner intentions CLINICAL EXCELLENCE 7. Deliver an improvement in defined and measureable clinical outcomes 8. Deliver a comprehensive strategic clinical audit programme 9. Ensure a culture which supports and promotes high quality research and innovation 10. Be compliant with national standards for clinical care 11. Clinical Safety FINANCE & EFFICIENCY 20. Generate a ‘surplus’ to reinvest 21. Understand and optimise the use of resources, developing an approach to continuous systems improvement – right first time, every time 22. Develop and maintain governance arrangements that are fit for purpose 23. Achieve the highest rating by external bodies PATIENT EXPERIENCE 1. Measure and exceed patient expectations, improving the patient experience 2. Ensure Patients experience no unnecessary delays 3. Involve patients and their carers in decisions about their care 4. Provide an environment that exceeds patient expectations 5. Ensure patients are treated with dignity and respect 6. Improve the quality, availability and communication of Information to patients, carers and the public STRATEGIC OBJECTIVES 1.Increase the proportion of patients who describe our services as excellent 2.Reduce harm to patients, staff, and visitors 3.Increase proportion of staff who describe us as excellent 4.Be regarded as an excellent partner organisation 5.Achieve the highest ratings for the quality of our Clinical Services 6.Optimise the use of our resources and ensure value for money 7.Develop our portfolio of services to meet the needs of the population Improving health by putting patients at the centre of excellent specialist care

34 What next?

35 Key Performance Indicators The Critical Success Factors need measures to quantify performance progression These are called the Key Performance Indicators (KPIs), and are being developed to capture a snap shot of Trust performance Key principles applied here are: We must have a balance of ‘input’, ‘process’, and ‘output’ measures We must consider both qualitative and quantitative measures We must agree what good performance is, with thresholds for Red, Amber, Green status and timescales for achievement of targets We must make optimal use of existing performance measures, systems, processes and people, to limit the burden of inspection We must ensure mandatory reporting is satisfied We must be prepared to stop reporting which is not mandatory or providing value The Board is asked to support the PMF Project Board in developing the construction of the KPIs

36 Example KPI construction Patient Experience 2. Ensure Patients experience no unnecessary delays (Steve Peak) Perspective Critical Success Factor Key Performance Indicator No delays index (Helen Munro) KPI construction Operational Delays Patient Survey feedback 18 week RTT A&E 4 hr waits Patients waiting over the standard Cancellations

37 No Delays run through Embed Excel file for no delays here

38 RAG status for ease of completion Patient Experience 1. Measure and exceed patient expectations, improving the patient experience - Amber 2. Ensure Patients experience no unnecessary delays - Green 3. Involve patients and their carers in decisions about their care - Red 4. Provide an environment that exceeds patient expectations - Amber 5. Ensure patients are treated with dignity and respect - Amber 6. Improve the quality, availability and communication of Information to patients, carers and the public - Red Clinical Excellence 7. Deliver an improvement in defined and measureable clinical outcomes - Red 8. Deliver a comprehensive strategic clinical audit programme - Amber 9. Ensure a culture which supports and promotes high quality research and innovation - Amber 10. Be compliant with national standards for clinical care - Amber 11. Clinical Safety - Amber Staff 12. Enhance and extend the range and uptake of pay and benefits available to staff - Amber 13. Recognise and celebrate success - Red 14. Enable staff to meet agreed individual and team objectives and deadlines - Amber 15. Develop high performing leaders and managers - Amber 16. Ensure personal competence is optimised through effective learning and development - Red Partnerships 17. Be perceived as an excellent corporate partner - Red 18. Communicate effectively with a wide range of stakeholders - Red 19. Be responsive to Commissioner intentions - Red Finance & Efficiency 20. Generate a ‘surplus’ to reinvest - Green 21. Understand and optimise the use of resources, developing an approach to continuous systems improvement – right first time, every time - Amber 22. Develop and maintain governance arrangements that are fit for purpose - Amber 23. Achieve the highest rating by external bodies - Green Green =Routinely collect existing measureAmber = collect, not routinely reportedRed =new or difficult to measure

39 Cascading the PMF It is important to cascade the PMF throughout the Trust Each Division will need to consider its role in contributing towards the Critical Success Factors and Strategic Objectives These Divisional Objectives will form Divisional Scorecards, highlight their role in Trust strategy As the Scorecard is cascaded down the organisation, the measures will become more real-time and operationally relevant This can then be repeated at a Speciality, Team and Individual level, and for major projects and programmes as appropriate, in order that the whole Trust is aligned to the Trust vision, mission and strategy This, however, will require considerable resource and take some time, therefore it is important to get the Strategic PMF right before cascading

40 Benefits Planning Prior to the authorisation to proceed with implementation, it is vital the Project Board develops, and agrees with the Trust Board the anticipated Benefits being sought from this project It is also necessary to evaluate and document how these benefits will be realised, including any constraints or assumptions Benefits sought are anticipated to be: Clarity of Strategic Objectives and Critical Success Factors, resulting in Divisions, Specialities, Teams and Individuals gaining a greater understanding of how they contribute towards the strategic success of the Trust Implementation of the Balanced Scorecard approach, promoting a more holistic and balanced view of Trust performance, aiding communication with internal and external stakeholder on Trust performance, and reducing the imbalance of focus on finance and activity metrics Alignment of Trust projects and programmes to Strategic Objectives to ensure that change management resources are focused on doing the right things, in the right order, sufficiently well, to maximise chances of success Inclusion of Trust SOs and CSFs into appraisal processes such that each staff member’s objectives are focused on contributing towards Trust strategy, enabling increased ownership and recognition of staff and Trust successes Identification of opportunities to automate mandatory reporting processes, freeing up resources to focus on business intelligence and ad hoc analyses to support change management Implementation of ‘reporting by exception’, supported by agreed governance mechanisms, resulting in reduced management time spent reviewing performance reports Focus of performance measurement on strategic priorities, may provide opportunity to release resources from non-business critical tasks Clarity of communication of Trust strategy to external stakeholders improved by consistent and integrated performance framework

41 Project constraints However, as with all projects there are constraints that will limit the realisation of those benefits. These are anticipated to be: Resources – costs incurred and availability of staff to develop and maintain the framework Timescales for achievement of completed KPIs is variable across PMF due to differing levels of maturity Governance and ownership of CSF, KPI and PI workload – if the whole framework is not owned, completed and used in business as usual, its effectiveness will diminish Cultural shifts may be required by some staff to embrace individual commitment and contribution towards Trust strategic objectives, and not personal or professional objectives Sustainability may be an issue if Executive level sponsorship is not maintain, and the organisation does not see a change in behaviour at a senior level. It is recommended that the Project organisation remains in force Internal communication is vital to build momentum, provide feedback to all the staff who have contributed to the design of the PMF, and introduce the SOs and CSFs to staff who have not yet been engaged Consistency of cascade throughout the operational structure must be maintained The PMF should be subject to planned and periodic reviews, and not subject to constant change and adjustment

42 Implementation and Refinement

43 After completion of the KPIs, the project will be at this stage, requesting another Authorisation to Proceed Definition and preparation Implementation and refinement Business as usual usage Vision and mission Collect data Develop reporting Review processes Refine processes Review reports Agree remedial action Manage actions Review effectiveness Refine remedial action Cascade Define Measures and KPIs Agree Governance Implement Governance Agree Critical Success Factors Define Strategic Objectives

44 Implementation Plan milestones Refined PMF agreed Implementation of governance arrangements for CFSs and KPIs Resource implications assessed and implemented Implementation PID Start Data collection Mock up draft KPI reports and run data analyses Identify issues for completion and implement remedial action Refine PMF components Mock up draft Board assurance report for strategic PMF

45 Recommendations Gloucestershire Hospitals NHS Foundation Trust Board is recommended to endorse: 1.The 7 Strategic Objectives 2.The 5 perspectives through which performance in achieving the Strategic Objectives will be assessed 3.The 27 Critical Success Factors required to achieve the Strategic Objectives 4.The Executive leads acting as responsible owner for each CSF 5.Authorisation to proceed with completing the KPI constructions for each CSF

46 Appendices

47 Appendix A - Project Organisation Project Management The project was managed in line with the OGC PRINCE2 project management methodology, governed by a Project Board, with project implementation broken down into distinct phases with agreed deliverables, in order to manage risks and maximise the chances of success. Project Team Members Project Sponsor – Dr Sally Pearson, Director of Clinical Strategy, GHNHSFT Project Manager – Helen Munro, Head of Information, GHNHSFT Engagement Manager and Lead Consultant – Andrew Abbott, Courtyard Group Courtyard Group Team members – Kevin Corry, Mike Chellew, Dr Simon Swift Project Board members Dr Frank Harsent, CEO Dr Sally Pearson, Director of Clinical Strategy Steve Peak, Service Delivery Director Dr Sean Elyan, Medical Director Graham Lloyd, Director of Corporate Governance and Facilities Jon Rex, Director of IT Gill Parker, Divisional Director of Surgery Dr Mike Seeley, Assistant Director of HR Dave Westcott, Deputy Director of Finance Jenny Lewis, Associate Director Service Transformation & Organisational Development Irwin Wilson, Associate Director of Contracting and Marketing

48 Appendix B – The Balanced Scorecard

49 Appendix C – Staff input GHNHSFT staff interview in Phase 1 Dr Sean Elyan Dr Frank Harsent Dr Sally Pearson Helen Munro Steve Peak Gill Parker Neil Savage Dr Mike Seeley Sue Manser Jenny Lewis Jenny Hill Irwin Wilson Phil Downing Dave Westcott Jon Rex Graham Lloyd GHNHSFT staff attending PMF Dr David Goodrum Dr Michael Richards Rob Graham Philip Kiely Natalie Beswetherick Cathy Boyce Julie Hapeshi Paul Byrne Dhushy Mahendran Viv Mortimore Brendan Flanagan Stephen Andrews Julie Garnham Julie Connell Dee Gibson Wain Bev Williams workshop on 30/9/08 Dr Sean Elyan Dr Sally Pearson Helen Munro Steve Peak Gill Parker Neil Savage Dr Mike Seeley Sue Manser Jenny Lewis Jenny Hill Irwin Wilson Phil Downing Dave Westcott Jon Rex Graham Lloyd

50 Appendix D - contacts This PMF has been developed with the assistance of Courtyard Group, an International Healthcare Transformation consultancy. The Project Sponsor was Dr Sally Pearson, Director of Clinical Strategy. The GHNHSFT Project Manager was Helen Munro, Head of Information. The Engagement Manager and Lead Consultant for this work on behalf of Courtyard Group, along with contributing consultants were: Andrew Abbott, Tel: ; Kevin Corry – Director Mike Chellew – Director Simon Swift – Consultant

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