case_id;ref_id;ref_url;assessment_status 1;44389;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=44389;Included in analysis 2;39797;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=39797;Included in analysis 3;37393;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37393;Excluded from analysis (unfitting) 4;36497;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=36497;Included in analysis 5;3351;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3351;Included in analysis 6;28078;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=28078;Included in analysis 7;11816;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=11816;Included in analysis 8;9538;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=9538;Included in analysis 9;4868;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=4868;Included in analysis 10;44345;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=44345;Included in analysis 11;43451;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43451;Included in analysis 12;43012;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43012;Included in analysis 13;41174;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=41174;Included in analysis 14;35247;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35247;Excluded from analysis (unfitting) 15;3390;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3390;Included in analysis 16;27165;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=27165;Included in analysis 17;23880;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=23880;Included in analysis 18;37404;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37404;Included in analysis 19;41234;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=41234;Excluded from analysis (unfitting) 20;41201;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=41201;Included in analysis 21;42099;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=42099;Included in analysis 22;43307;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43307;Excluded from analysis (unfitting) 23;42218;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=42218;Included in analysis 24;15739;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=15739;Included in analysis 25;14513;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=14513;Excluded from analysis (unfitting) 26;36534;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=36534;Included in analysis 27;28079;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=28079;Included in analysis 28;5838;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=5838;Included in analysis 29;3683;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3683;Included in analysis 30;23878;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=23878;Included in analysis 31;7748;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=7748;Included in analysis 32;43306;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43306;Included in analysis 33;33336;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=33336;Included in analysis 34;6302;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=6302;Excluded from analysis (unfitting) 35;9539;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=9539;Included in analysis 36;37308;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37308;Included in analysis 37;40551;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=40551;Included in analysis 38;43490;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43490;Excluded from analysis (unfitting) 39;18492;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=18492;Included in analysis 40;23975;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=23975;Included in analysis 41;28138;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=28138;Included in analysis 42;41002;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=41002;Included in analysis 43;43823;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43823;Included in analysis 44;12388;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=12388;Included in analysis 45;6388;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=6388;Included in analysis 46;41006;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=41006;Included in analysis 47;30216;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=30216;Included in analysis 48;12078;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=12078;Included in analysis 49;17272;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=17272;Included in analysis 50;44276;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=44276;Included in analysis 51;16273;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=16273;Included in analysis 52;17309;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=17309;Included in analysis 53;44137;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=44137;Included in analysis 54;43515;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43515;Included in analysis 55;43308;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43308;Included in analysis 56;43208;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43208;Included in analysis 57;39759;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=39759;Included in analysis 58;741;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=741;Excluded from analysis (unfitting) 59;42293;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=42293;Included in analysis 60;30212;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=30212;Included in analysis 61;21273;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=21273;Included in analysis 62;44157;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=44157;Included in analysis 63;37300;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37300;Included in analysis 64;11775;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=11775;Included in analysis 65;43563;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43563;Included in analysis 66;20911;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=20911;Included in analysis 67;3901;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3901;Included in analysis 68;2433;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=2433;Included in analysis 69;3919;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3919;Included in analysis 70;15144;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=15144;Included in analysis 71;4989;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=4989;Included in analysis 72;41185;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=41185;Included in analysis 73;35843;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35843;Included in analysis 74;27417;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=27417;Included in analysis 75;35855;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35855;Included in analysis 76;43016;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43016;Included in analysis 77;42291;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=42291;Included in analysis 78;3389;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3389;Excluded from analysis (unfitting) 79;27326;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=27326;Included in analysis 80;44393;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=44393;Included in analysis 81;18494;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=18494;Included in analysis 82;37017;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37017;Included in analysis 83;20329;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=20329;Included in analysis 84;12328;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=12328;Included in analysis 85;7151;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=7151;Included in analysis 86;23898;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=23898;Included in analysis 87;42753;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=42753;Included in analysis 88;42006;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=42006;Included in analysis 89;25824;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=25824;Included in analysis 90;17307;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=17307;Included in analysis 91;35846;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35846;Included in analysis 92;37384;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37384;Included in analysis 93;31379;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=31379;Included in analysis 94;23132;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=23132;Included in analysis 95;30236;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=30236;Included in analysis 96;42145;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=42145;Included in analysis 97;38816;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=38816;Included in analysis 98;20176;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=20176;Included in analysis 99;41269;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=41269;Included in analysis 100;35243;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35243;Included in analysis 101;26130;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=26130;Included in analysis 102;26121;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=26121;Included in analysis 103;3669;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3669;Included in analysis 104;37006;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37006;Included in analysis 105;27167;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=27167;Included in analysis 106;35319;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35319;Included in analysis 107;4607;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=4607;Included in analysis 108;35285;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35285;Included in analysis 109;23889;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=23889;Included in analysis 110;37299;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37299;Included in analysis 111;39337;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=39337;Included in analysis 112;37227;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37227;Included in analysis 113;3946;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3946;Included in analysis 114;3869;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=3869;Included in analysis 115;43079;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43079;Included in analysis 116;40167;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=40167;Included in analysis 117;35292;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35292;Included in analysis 118;16707;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=16707;Included in analysis 119;35282;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=35282;Included in analysis 120;37008;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37008;Included in analysis 121;740;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=740;Included in analysis 122;1283;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=1283;Excluded from analysis (unfitting) 123;43450;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43450;Included in analysis 124;9517;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=9517;Included in analysis 125;37018;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37018;Included in analysis 126;15513;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=15513;Included in analysis 127;1450;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=1450;Included in analysis 128;36510;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=36510;Included in analysis 129;11782;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=11782;Included in analysis 130;37290;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=37290;Included in analysis 131;4424;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=4424;Included in analysis 132;21797;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=21797;Included in analysis 133;28147;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=28147;Included in analysis 134;42212;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=42212;Included in analysis 135;40147;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=40147;Included in analysis 136;12094;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=12094;Included in analysis 137;9536;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=9536;Included in analysis 138;20046;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=20046;Included in analysis 139;23972;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=23972;Included in analysis 140;43011;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43011;Included in analysis 141;41316;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=41316;Included in analysis 142;43599;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=43599;Included in analysis 143;32227;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=32227;Included in analysis 144;44160;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=44160;Included in analysis 145;17510;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=17510;Included in analysis 146;9439;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=9439;Excluded from analysis (unfitting) 147;32986;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=32986;Included in analysis 148;32841;http://impact.ref.ac.uk/CaseStudies/CaseStudy.aspx?Id=32841;Included in analysis