PROGRAMME REPORT 2014-15
WELCOME
For over three years, Project Oracle has helped shape the agenda for the use of evidence in the children & youth sector. Our contribution is clearly needed, for the influence of Project Oracle has rippled far beyond London. The Centre for Youth Impact, of which we are a founding partner, was launched in September 2014 to stimulate nation-wide interest in evidence. In the US, a report called Innovation and the City identified Project Oracle as an initiative the Mayor of New York should consider adopting; and in Canada, YouthREX, a programme of work for Ontario’s youth sector, have been inspired to replicate our model. Of course, transforming the lives of young people and the services that support them does not happen overnight. The youth sector as a whole continues to suffer from a lack of evidence, and a lack of knowledge about how best to use evidence for development and change. Project Oracle is an important long-term investment in London’s future, the dividends of which will be felt in years to come. Over the past months, we’ve devised new ways to continue to channel our work in a meaningful and constructive direction, with priority aims to:
INCREASE OUR REACH:
DEEPEN OUR SUPPORT:
Build strong and lasting ties with
Provide more meaningful outreach
the community of youth providers
across
and funders by extending our
targeted cohorts of organisations
online
support
and
London,
working
with
ENCOURAGE FUNDER AND COMMISSIONER ENGAGEMENT: Work directly with funders and
partnering
within a specific sub-sector to
commissioners to influence the way
with national and international
transform their ability to generate,
in which evaluation and evidence
initiatives.
use and share compelling evidence.
inform their funding decisions.
And so our story continues. In these pages we bring you up to date on the past year and share further developments as we move into a new phase of Project Oracle. “I have been proud to help establish and support Project Oracle, a unique scheme that helps the youth sector provide evidence for what they do and also learn from each other. Project Oracle has successfully encouraged youth organisations to work with academic and evaluation experts to prove their impact. As you read Project Oracle’s 2014-15 report you will see the real progress that has been made and the effect this is having across the capital. In the long term, this will strengthen the way in which we support young people and help them lead fulfilling lives.”
Boris Johnson, Mayor of London
ABOUT US
PROJECT ORACLE IS A CHILDREN AND YOUTH EVIDENCE HUB THAT AIMS TO IMPROVE OUTCOMES FOR YOUNG PEOPLE IN LONDON. Services for children and young people need to ensure their suitability and long-term sustainability in an increasingly competitive and demand-led space. Understanding how their intervention brings about change is a vital step in finding that stable footing. However, some organisations measure impact simply to satisfy funders, and many more struggle to identify and evaluate their outcomes. Evidence is therefore often generated for the wrong reasons and of variable quality. For their part, funders and commissioners have shown limited and inconsistent engagement with the evidence agenda. They need and many want to provide more support to youth organisations for evaluation, and make better use of the evidence they do hold. Project Oracle emerged from a need to address a gap in understanding about which youth projects work and why. We do this by acting as a Hub where highquality evidence can be generated, used and shared. We take providers of services on an accessible, step-by-step journey to improve the quality of their evidence, simultaneously engaging funders and commissioners to appreciate and reward evidence-based projects. Academics and other evaluation experts
lend their
expertise to the process, ensuring that evaluations are both rigorous and practical. The result is a dynamic ecosystem where each part contributes to – and gains from – the whole. For providers, evidence offers information about what they are doing well and what could be improved, allowing them to develop and refine their projects. For funders and commissioners, it helps them to assess their investments, and identify and direct resources towards the most promising interventions. For policymakers, it delivers a richer understanding of what achieves positive change for our young people. Project Oracle’s vision is for London to host the best evidence-informed youth provision in the world.
PROJECT ORACLE ECOSYSTEM CONTRIBUTIONS
GAINS
CONTRIBUTIONS
GAINS
Support to providers to articulate and understand their offer better
Better understanding of projects’ practical limitations
Shared information on their project’s impact
Confidence in the effectiveness of their work
Expert information on improving services
A place to showcase their work
Real data for researchers to assess what works
Expert information on improving services
Support to articulate and understand their offer better
ACADEMICS AND EXPERTS
YOUTH PROVIDERS
SHARED EVIDENCE BASE
IMPROVED YOUTH OUTCOMES BETTER EVIDENCE USED
BETTER EVIDENCE GENERATED
FUNDERS AND
COMMISSIONERS
CONTRIBUTIONS Support to grantees in building their evidence and evaluation capacity
GAINS Understanding of emerging and innovative work and the evidence for it
Shared understanding of expected outcomes with grantees
PROJECT ORACLE STANDARDS OF EVIDENCE
We want to see evidence that
Not every project will want, need
We support all organisations -
can be accessed and understood
or be able to move through all
wherever they are in their journey
by
everyone.
five Standards. But we also know
- to move through the Standards,
of
Evidence
The
Standards what
that all – however small and local
working with them to develop
constitutes good evidence along a
- can and should aim for Standard
powerful evaluation systems. We
journey of five steps. Projects are
3, reflecting as it does ‘evidence
guide funders to understand this
validated against each Standard
of impact’. The ability to move
process and use the Standards
and then shared on our website,
beyond this point will depend on
to identify which projects have
building a growing repository of
plans to replicate or scale up the
the greatest potential to make a
independently assessed projects.
project.
difference.
describe
WHAT WE DO The Evidence Hub works by providing a range of support and opportunities to all groups in the ecosystem.
YOUTH SERVICE PROVIDER TRAINING: we offer workshops that cover theory
of
change,
evaluation
planning and tools, data analysis and reporting, and understanding comparisons in evaluation
RESEARCH PLACEMENTS: we match researchers with youth
COMMISSIONER AND FUNDER TRAINING AND SEMINARS: we create forums for sharing,
providers to build their capacity
examining
for evaluation and evidence
approaches
ONGOING SUPPORT: we provide over the phone and online assistance to all projects working towards validation
and to
learning
from
evidence-based
commissioning
OUTCOMES FRAMEWORKS:
EXPERT AND ACADEMIC
we design outcomes frameworks
RESEARCH PLACEMENTS:
for entire portfolios, to show the
we match researchers with youth
impact of funding and resources
projects to bring academic rigour to frontline activity
PANEL OF EXPERTS: we convene academics to review the
robustness
of
projects’
evidence at Standard 3 and above
213
VALIDATED PROJECTS 2011-2015
43
566
RESEARCH PLACEMENTS 2011-2015
TRAINED PROVIDERS 2011-2015
£41,000
39
185
(STANDARD 1)
24
(STANDARD 2)
4
(STANDARD 3)
PROJECT ORACLE IN NUMBERS
AWARDED TO PROVIDERS
THROUGH ANNUAL EVIDENCE COMPETITION
TRAINED FUNDERS AND COMMISSIONERS 2011-2015
OUR CONTINUED DEVELOPMENT:
INCREASING OUR REACH ONLINE SUPPORT In a move designed to broaden the range of support options available to providers, we are building a Resource Library that includes guidance on creating a Theory of Change, examples of outcomes frameworks, top tips for
LOCATIONS BEYOND LONDON ARE CALLING OUT FOR CHANGE AND INNOVATION TOO. WE HAVE ESTABLISHED PARTNERSHIPS TO EXPAND OUR REACH AT A NATIONAL AND INTERNATIONAL LEVEL. THE CENTRE FOR YOUTH IMPACT
YOUTHREX
In collaboration with the National
We have been working with The Youth
Council
Research and Evaluation eXchange
evaluation – the full works. We want this to become the online destination for information on carrying out evaluation. We are also working to streamline validation submissions by moving the entire process online. We will continue to offer one-to-one support throughout, but this automated service will allow providers to complete a submission in their own time and at their own pace. The new “members area” is perhaps our most exciting new development. The first Arts Cohort member area, launching this autumn, will provide a private, online platform for cohort members to chat, share ideas and cocreate pieces of work. We will then be able to repeat the idea for other groups wanting to collaborate.
for
Voluntary
Youth the
(YouthREX) to adapt the Project Oracle
Centre for Youth Impact earlier
model for the grassroots youth sector
this year. The Centre aims to
in Ontario, Canada. An important part
provide
for
of the commitment in Ontario’s Youth
impact measurement initiatives
Action Plan to mobilise research about
throughout
youth, the approach will be rolled out
Services,
we
established
national the
support youth
sector,
serving as a centre for evidence,
by five hubs across the province.
capacity building and practice Through this we see the potential for
development.
other organisations to replicate the It
works
across
three
areas
of focus: with early adopters, funders, and nationally.
model in cities worldwide.
OUR CONTINUED DEVELOPMENT:
DEEPENING OUR SUPPORT OUR COHORT MODEL TRANSFORMS THE ABILITY OF GROUPINGS WITHIN THE YOUTH SECTOR TO GENERATE, USE AND SHARE COMPELLING EVIDENCE. Cuts to youth spending are well-understood. Arts and culture interventions are particularly at risk, working as many do in unique – and often untested – ways, where results can be elusive and difficult to evaluate. And yet they do so much to engage vulnerable young people who are harder to reach through more traditional channels. The Arts Cohort was devised to overcome the specific barriers these organisations face. Earlier this year, we brought together leading organisations to help them discover new and existing evaluation practices that fit comfortably with the outcomes they care about – championing creativity, without sacrificing rigour or depth. The model rests on the fundamental principle that co-creation gives them the chance to reclaim the impact agenda for themselves, taking hold of evidence to tell the stories they want to tell. Our promise is to support this group over the course of a year, solving the problem for a few in order to help many – because our hope is that this group will then act as a movement within the wider sector, taking a lead in sharing learning and advice with their peers.
WE PLAN TO EXTEND THE COHORT MODEL TO OTHER GROUPINGS IN THE COMING YEAR.
OUR CONTINUED DEVELOPMENT:
ENCOURAGING FUNDER AND COMMISSIONER ENGAGEMENT AS THE FIRST INITIATIVE IN THE UK TO IMPLEMENT STANDARDS OF EVIDENCE, PROJECT ORACLE HAS BECOME A KEY INFLUENCER IN THE SECTOR, WORKING WITH FUNDERS TO SHAPE THE WAY IN WHICH EVALUATION AND EVIDENCE ARE USED TO INFORM COMMISSIONING STRATEGIES AND PROCESSES. MOPAC YOUTH CRIME OUTCOMES FRAMEWORK
THE LONDON SCHOOLS EXCELLENCE FUND
We are collaborating with the Mayor’s Office for Policing
We are supporting The Greater London Authority to
and Crime (MOPAC) to ensure that evidence of “what
take an evidence-based approach to the London Schools
works” sits at the heart of how the London Crime
Excellence Fund, a £24m fund set up to enhance the
Prevention Fund projects are commissioned in the capital.
quality of teaching in London and so improve children’s
We have developed a Youth Crime Outcomes Framework
attainment at school.
to support the London Crime Reduction Board’s AntiGangs Strategy as well as individual London Crime
We first supported the GLA to create a fund-level
Prevention Fund projects. The framework was piloted in
Theory of Change, guidelines on minimum evaluation
three local authorities to enable a clear understanding of
expectations for grantees, and an outcomes framework
the intermediate outcomes most likely to reduce youth
with recommended measurement tools and methods.
offending.
We have since helped grantees to evaluate their work, providing training in Theory of Change and evaluation methods, one to one advice, alongside feedback on evaluation plans, measurement tools and reporting. All grantees aspire to achieve Standard Two or Standard Three validation by the end of the Fund.
CASE STUDIES
THE FOYER FEDERATION
The Foyer Federation (a Centre for Youth Impact Early Adopter) runs initiatives through a network of 120 accredited
learning and accommodation centres known as ‘foyers’. These provide 16-25 year olds with access to housing, learning, personal development, training and employment opportunities. Marlin Wagtmans was coming to the end of her MSc in Social Psychology at the LSE when she decided to take on a Project Oracle research placement with the organisation. ‘I was drawn to the research placement scheme for a number of reasons. I am particularly interested in the youth aspects of social psychology, and I liked the idea of research and the real world coming together.’ She says this combination cannot be seen in a purely academic context; ‘work like this gets you down from your ivory tower and onto the ground. It gives you that crucial practical experience.’ Marlin was matched with The Foyer Federation in June 2015. ‘I was interested in the organisation’s New Youth Offer which was only just beginning to take shape’. A key part of the New Youth Offer is about leading a proactive campaign among like-minded organisations to counter the perception that some young people aren’t worth positive investment and instead present a vision of their potential. Marlin was set the task of creating a Theory of Change for this brand new project. Marlin describes some of the challenges she encountered: ‘It can be hard to bridge the gap between senior and “on the ground” staff, to clear away miscomprehensions about evaluation and what it means, and excite everyone about the prospect of measuring things.’ But this is where Theory of Change comes into its own, bringing together staff at all levels of the organisation to ‘link perspectives and get everyone on the same page.’ It had the effect of revealing and holding up to the light what they already knew and what they want to this new project to achieve. As a result, ‘the Theory of Change has actually become a part of the design process.’ In her three months, Marlin has pulled together insight from workshops and academic research into a report that contains recommendations on how to take the Theory of Change forward. The Foyer Federation has decided to fill Marlin’s role when her placement comes to an end, so that this work can continue. Marlin comes away with a strong sense of why evaluation is important for both internal and external parties. ‘It’s good to have a blueprint to refer to and against which to measure your impact, and this in turn helps to communicate your value to the outside world.’ She appreciates its value to the wider sector, too, because as higher-quality information about what works enters the public domain, ‘we can validate what’s out there, learn from one another and ultimately have a wider impact on society.’ ‘I really love the ecosystem principle of Project Oracle: the idea that you should generate, use and – importantly - share good evidence.’ Marlin Wagtmans, student, LSE ‘I think Marlin brought something really important to the table – the ability and courage to act as a critical friend to The Foyer Federation.’ Natalie Arnett, Programme Officer, Project Oracle
CASE STUDIES
YES FUTURES
Yes Futures specialises in extra-curricular personal development programmes, improving young people’s
confidence, resilience and access to successful futures. Project Oracle placed Anna Reshetilova, a researcher from University College London, at the charity to help focus and develop their evidence over the course of a year. Sarah Wallbank, the founder of Yes Futures, says ‘Anna couldn’t have come at a better moment. We were just beginning to expand our programme, and wanted to know how to collect the right information in a way that would be easy to manage.’ At the time, their impact measurement efforts were mostly questionnaire-based and therefore lacking in objective indicators; ‘Anna brought the research knowledge, analytical skills and critical point of view we needed.’ The process began with creating a Theory of Change an important experience, as Programme Manager Faye Rounding explains: ‘it encouraged us to question the causal mechanisms in our work in order to design activities that really tackle the problem. As a result, we were able to strip back what we do to focus on what’s most important.’ This thinking went into the development of a Talent Toolbox that has become a fundamental part of the programme. Students fill in a booklet with their coaches across four key areas: confidence, resilience, communications skills and working with others, and self-reflection. They rate themselves on a scale and set themselves targets, which are reviewed at each coaching session. The booklet will be used at six schools in September, a moment Sarah looks forward to: ‘we have improved the tool to such an extent that I now feel certain it’s one of the best out there in terms of measuring confidence, resilience and self-esteem. It means that for the first time we’ll be able analyse and compare data across schools and gender.’ Confidence in their approach has already had a positive effect on communications. Sarah says that ‘a few funders I’ve already spoken to are really impressed by the tool because they’re increasingly interested in proof of impact. Being able to say we’ve been advised by experts in evidence lends credibility too.’ And, as Faye points out, the work to get them to this stage has set their evaluation on a longer-term course: ‘Anna has helped not just with short-term capacity but also with skilling up our evaluation capabilities for the future.’ Sarah appreciates they are lucky compared to many of their peers; ‘although there’s increasing noise about the importance of selfesteem and character, no one’s really come to an agreed conclusion about how to evidence it. Yes, soft skills are notoriously difficult to measure but the task is far from impossible, as we now know.’ A lack of straightforward guidance on taking an evidence-based approach is apparent in Sarah’s recent interactions: ‘we’ve had a huge level of interest in the tool – schools are absolutely crying out for it! We want to find a way to share it more widely and welcome feedback on how to improve it.’ The potential for more schools to use the same method would provide an opportunity to share and compare results, ‘allowing us to better understand which interventions work best - something that Project Oracle is such an important advocate for.’ ‘We were attracted to Project Oracle because they know what it means to have good evidence, and they share it in a supportive and down to earth way – an approach that’s vastly underrated in a sector where there’s tremendous potential for information to go over your head.’ Sarah Wallbank, Yes Futures
CASE STUDIES
LAMBETH BOROUGH COUNCIL
The Mayor’s Office for Policing and Crime (MOPAC) invited Lambeth Council’s Community Safety Team to become one of three boroughs to pilot an evidence-based approach for the London Crime Prevention Fund. Lambeth Council commissioned St Giles Trust to deliver a project as part of this work, and Project Oracle worked alongside both organisations to develop an evidence strategy. Project Oracle facilitated a workshop where representatives from Lambeth Borough Council and St Giles explored what is known as the “client journey” – the way in which a young offender’s attitudes, skills and behaviour are expected to improve over the course of their experience with St Giles – and how this met the Council’s core priorities. Together they agreed the relevant outcomes, captured in a Theory of Change. Amber Burridge, Gang Crime Analyst at Lambeth Borough Council, explains how ‘Project Oracle helped us to understand what a Theory of Change is and how it works. This encouraged us to “think outside the box”, and take a more realistic and practical approach to evaluation.’ Project Oracle lent both a commissioner and a provider perspective to the discussion, ensuring that ‘St Giles understood what we needed from them in order to achieve our outcomes, and that we fully grasped the detail of the service and the influence we can reasonably expect it to have.’ Amber describes how the Theory of Change formed the bedrock of the evaluation; ‘it allowed us to make an informed decision about which outcomes in the model could and should be measured.’ They first considered the kind of data collection St Giles were already carrying out. ‘We then looked at any gaps, and explored available and easily accessible tools to fill them.’ In this context, Project Oracle advised on the addition of a tool to measure self-esteem. Amber explains that ‘the introduction of this tried and tested approach means we’ll now be able to track this “softer” outcome, in addition to hard evidence like offending behaviour.’ Lambeth Borough Council look forward to a robust and well-rounded set of results over the coming year. This improved ability to measure impact comes at an important time: ‘Rather than relying solely on subjective judgement, we are moving towards a greater emphasis on evidence-based practice that helps us to identify “what works”. In a world of spending cuts, this information is invaluable.’ The Council’s decision to take an evidence-based approach will have a wider effect on the commissioning environment, says Amber. ‘With this kind of evaluation in place, we can contribute to a more just system, whereby the services best placed to achieve a particular set of outcomes are selected.’ Efforts to roll the evaluation method out to other services have already begun and, as the council prepares to go through a restructure, ‘other departments have taken interest in developing a focused data gathering approach to understand what services they need in order to continue delivering the right outcomes.’ Lambeth’s successful pilot to co-develop an evaluation of a commissioned service with their provider organisation is moving evidence generation in a new direction. Together with the other pilots (Havering and Westminster) they have presented their learnings to other London boroughs at Project Oracle workshops. ‘For St Giles, the ability to prove that their work directly contributes to a particular outcome has the potential to benefit their business growth. For me, it offers a great opportunity to build an evidence base that will inform future commissioning decisions.’ Charles Griggs, Head of Service, Lambeth Borough Council
EVIDENCE COMPETITION 2015 WINNERS FOR INNOVATIVE DESIGN AND USAGE OF EVIDENCE YES FUTURES
For addressing an old problem in a new way – asking pupils to self-assess by giving examples rather than just ratings on a scale, and triangulating their answers with the views of parents and teachers. ‘We are hugely proud of our Impact Measurement tool and it is wonderful for it to be recognised in this way by Project Oracle. We will be using the prize money to further develop the tool - including a more user-friendly online version, which can be easily distributed to other charities and schools interested in measuring soft skill and character development in young people. We hope to use our approach to eventually lead to more consistency across the sector.’ Sarah Wallbank, Founder
FIGHT FOR PEACE
For a thorough and innovative approach to using the evidence that they generate – making use of existing partnerships to reach and influence multiple audience groups in different continents. ‘This Award gives us the confidence that we are on the right track with our plans to implement a comparison group study of the benefits of our 5 Pillar methodology for young people. We will use the prize money to improve our practice by capturing scientific evidence of our methodology’s effectiveness. We intend to share the results to build global support for working holistically with young people involved in, or affected by, crime and violence.’ Rebecca McHugh, Monitoring & Evaluation Manager
BODY & SOUL
For an innovative approach to collecting evidence, including self-ethnography though a smartphone application and in-person network mapping exercises to gauge levels of social isolation. ‘Recognition for our project to support vulnerable young people living with HIV through digital technology, will mean that we are able to share our findings with a broader audience. We hope that through using innovative methodologies to gather qualitative data we can bring depth to the quality of our evidence. The prize money will enable us to continue to innovate using evidence-based research to support children, young people and families living with HIV in the UK.’ Bianca Karpf, Public Health Partnerships and Programmes Manager
GREENHOUSE SPORTS
For a collaborative and dynamic approach that involves tools co-developed by users, participatory action research using the STEP framework, and data fed back into programme delivery on a live basis. ‘Our mission is to develop the Social, Thinking, Emotional and Physical (STEP) skills of young people in London’s most disadvantaged communities. As this award recognises, we take evidence very seriously. Our Impact Team works continually to enhance our in-house evaluation toolkit of iPad applications, interactive surveys, and coach- and participant-friendly reports. The Evidence Award prize money will enable us to accelerate toolkit enhancements.’ Brendan King, Impact & Evaluation Manager
WORKING WITH MEN
For demonstrating a thoughtful and innovative approach to sharing evidence, in a way that recognises different audience needs – for example, using online videos and distributing flyers in schools. ‘As an organisation committed to a strong evidence base we will use this opportunity to communicate our overall impact to a wider audience. We intend to do this by creating a promotional clip with infographics to share our evidence with other organisations, stakeholders and practitioners. We believe this will benefit a wider range young people and in turn, produce more evidence of good practice.’ Sally Mehta, Operations Director
VALIDATED YOUTH PROJECTS (STANDARD 2 AND ABOVE) Since we first started out, 185 projects have been validated to Standard 1. On top of this number, the following 28 have moved beyond this point to Standards 2 and 3. KEY
2
3
A A C
Arts Crime
Ed A C Education EEd A Cm Employment
EEd A C Em Enterprise EEd A C E Fm Family
EEd H A C E Fm Housing EEd O H A C E Fm Other
EEd O H A C P E Fm Poverty EEd O H A C P E S Fm Sports
METROPOLITAN POLICE
Growing Against Gangs and Violence
WORKING WITH MEN
Uncut
CHANCE UK
Chance UK
AMPERSAND LEARNING LTD
Easy to Read
ONLY CONNECT
OC Impact
THE SCHOOL & FAMILY WORKS
The SWIFT Family Groups Project
ST GILES TRUST
SOS Project
THE SCHOOL & FAMILY WORKS
Changing Perceptions
THE WINCH
Promise Academy Pilot at the Winch
APPS FOR GOOD, CDI EUROPE
Apps for Good Mobile Development Couse (UK wide)
LONDON BOROUGH OF SOUTHWARK
Southwark Anti Violence Unit
FIGHT FOR PEACE
Fight for Peace London
THE BOXING ACADEMY
An Alternative to Exclusion
ACTIVE COMMUNITIES NETWORK
Urban Stars
LONDON BUBBLE THEATRE COMPANY
Speech Bubbles
OASIS UK
Oasis Youth Support
DANCE UNITED
Dance United - Mental Wellbeing Project
LONDON YOUTH
Hindleap Warren Outdoors Education Centre
LONDON YOUTH
Woodrow High House Residential Centre
THE PHILOSOPHY FOUNDATION
Philosophy in Schools
LONDON YOUTH
Getting Ready
SCHOOL-HOME SUPPORT
School-Home Support
LEAP CONFRONTING CONFLICT
Improving Prospects Quarrel Shop
NEW HORIZONS FEDERATION
U Turn One Secondary
GREENHOUSE
Level 4 Group Triple P
MYBNK
MyBnk Financial Education
TEENS AND TODDLERS
Teens and Toddlers
TRIPLE P UK LTD
Level 4 Group Triple P
A C EEd A C Em Ed A C EEd A Cm A C EEd A C Em Ed A C EEd A Cm A C EEd A C Em Ed A C EEd A Cm Ed A C EEd A C Em Ed A C
EEd A C Em EEd A Cm EEd A C Em A C A C Ed A C EEd A Cm A C Ed A C A C Ed A C EEd A Cm A
A C Ed A C A C Ed A C
Ed A C EEd A C E Fm Ed A C Ed A C EEd H A C E Fm EEd A C E Fm EEd H A C E Fm Ed A C A C A EEd H A C E Fm EEd H A C E Fm Ed A C
A C EEd A C Em Ed A C EEd A C Em EEd A C Em Ed A C
EEd A Cm Ed A C EEd A C E Fm EEd A Cm
EEd A C E Fm EEd A Cm EEd O H A C P E Fm EEd H A C E Fm
EEd A C E Fm EEd A C E Fm EEd A C E Fm EEd A C E Fm A C EEd O H A C P E Fm A C EEd A C E Fm EEd O H A C P E Fm EEd A Cm EEd A Cm EEd O H A C E Fm EEd O H A C P E Fm EEd O H A C P E S Fm EEd H A C E Fm EEd H A C E Fm EEd H A C E Fm EEd O H A C E Fm EEd O H A C E Fm Ed A C EEd O H A C E Fm Ed A C EEd O H A C E Fm A C
EEd O H A C P E Fm EEd O H A C P E Fm EEd O H A C E Fm EEd O H A C E Fm
GET IN TOUCH @Project_Oracle 0207 148 6726 www.project-oracle.com info@projectoracle.com
PROJECT ORACLE IS FUNDED BY
PROJECT ORACLE IS MANAGED BY