MSc Management Studies (Health Care) – University of Glamorgan
BA (Hons) in Economics – University College of Wales, Swansea
Diploma Health Service Management – Institute of Health Services Management
Diploma Management Services – Institute of Management Services
Certificate Management Services – Institute of Management Services
P/G Certificate in Health Economics – HERU, University of Aberdeen
Service Planning Manager – Glan Hafren NHS Trust
Project Manager – NHS VfM Unit, Welsh Office
Business Services Manager (Regional Services) – South Gwent Health Unit
Health Economist – Gwent Health Authority
Senior Management Services Officer – Gwynedd Health Authority
Management Services Officer – Dyfed Health Authority
Senior Lecturer – Public Policy & Management
Scheme Director – MSc Health & Public Service Management
Scheme Director – MSc Public Service Management
Connolly, M. & Morgan, C. (forthcoming publication 2008). ‘Context and Management: Complexity and the Political Economy of Non-Change in the NHS: a Case Study from Wales’. International Journal of Public Sector Management.
John, T., Morgan, C. and Rogers, C. (2006), An Evaluation of the Greater Manchester Against Crime Business Process Model. Report Commissioned by Greater Manchester Against Crime (GMAC) Partnership.
Talbot, C. & Morgan, C. (2003) A Performance Management Framework for Social Services Departments in Wales – Report Commissioned by the South East Wales Social Services Consortium on behalf of the National Assembly for Wales.
Batterby, S., Hudson. S., Morgan, C., Hole, C. & Perrigrine, P. (2003) An evaluation of Voluntary Housing Associations in Wales. Report Commissioned by the National Assembly for Wales.
Morgan, C., Talbot, C. & Daunton, L.(2001) Measuring Performance of Government Departments – International Developments – report published as part of a National Audit Office (NAO) investigation into Performance Management in the UK Public Sector.
Talbot, C. & Morgan, C. (2001). ‘Country Report: Britain’, in O’Toole, L. (Ed.) Financial Management and Control in UK Public Agencies, SIGMA Papers No.32, PHARE-OECD SIGMA, Paris.
‘Using the latest Techniques & Tools for Performance Management in the UK Public Sector’. SMi Conference – Key Trends in Public Sector Performance Management. December 2002, London.
Greater Manchester Police Authority – An evaluation of the Greater Manchester Against Crime(GMAC) Crime Prevention Programme. Undertaken with Tim John & Dr. Colin Rodgers. Final Report produced April 2006.
Role: Evaluation Team Member & Specialist Advisor on Public Policy
South East Wales Social Services Consortium – the development of a Performance Management Framework for Social Services Departments in Wales, project value £52,000. Undertaken with Prof. Colin Talbot, Prof. Hugh Coombs and Cath Jones. Final report produced October 2003.
Role: Project Manager and Lead Consultant.
An evaluation of two Voluntary Housing Associations (Shelter & Caer Las) – undertaken of behalf of the National Assembly for Wales, project value £36,000. Undertaken with Sarah Batterby, Prof. Sue Hudson, Pauline Perrigrine and Chris Hole. Final Report produced November 2003.
Role: Specialist Advisor on Cost-effectiveness & Financial issues.
Public Sector Performance Indicator Knowledge Base project – a Knowledge Exploitation Fund (KEF) project of £67,000 provided for the development of an easily accessible, on-line, searchable and inter-active PI’s knowledge base.
Role: Specialist Advisor on Public Sector Performance Indicators.
Involved in the delivery of a number of in-company programmes e.g. MAPD –Powys County Council, Ceredigion County Council, Swansea City Council, Nevill Hall NHS Trust, Powys NHS Trust, Pembrokeshire & Derwen NHS Trust; MSc Engineering Management – Parcelforce, Texaco, British Airways; MBA – Hyder, Bosch.
Performed six lecture visits to the Middle East, 1995-2000 (MBA & MSc Engineering Management programmes).
Public Sector Evaluations
Public Sector Performance Management
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