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ICE Gallery*


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ICE Gallery*

  1. 1. the gallery make better happen
  2. 2. national & local government
  3. 3. Welsh government - service transformation We helped all five councils to achieve cashable savings approaching £250,000. Shared learning from the five pilot councils has been rolled out to other housing authorities.
  4. 4. NHS Business Systems - Efficiency boosting. We saved 7,630 hours of staff time, reduced calls by 114,000 annually and saved in excess of £300,000 in admin, paper/printing and overtime costs.
  5. 5. Celtic Holiday Parks In partnership with Devon CC we developed an attraction campaign around three holiday parks in the district.
  6. 6. Floral Pavilion Working in partnership with Wirral Borough Council to deliver a corporate identity, launch materials, advertising and a website for the relaunched Floral Pavilion attraction in New Brighton.
  7. 7. Get Money Smart Rochdale Borough Council Campaign to help people in Rochdale struggling with benefit changes to manage their money more effectively and maintain their financial resilience.
  8. 8. housing gallery
  9. 9. Spectrum London Corporate identity, folders, brochures, flyers, hoardings, marketing suite interior, advertising, website, site plans, floor plans, marketing giveaways & launch event
  10. 10. Davenport Square Corporate identity, folders, brochures, flyers, advertising, site plans & floor plans.
  11. 11. Hythe Quay & Spring Grove Corporate identity, folders, brochures, flyers, advertising, site plans & floor plans.
  12. 12. Park Rise, Tube Court & Monarch Avenue Corporate identity, folders, brochures, flyers, advertising, site plans & floor plans.
  13. 13. Limelight Corporate identity, folders, e-invitations, brochures, flyers, advertising, site plans & floor plans.
  14. 14. Orbit Housing... A communication and engagement campaign around damp caused by condensation. educating how to avoid condensation in the home.
  15. 15. London & Quadrant Housing Fish Island Development Marketing., name ideation, identity creations, hoardings, brochures flyers, site plans floor plans.
  16. 16. Home Group - Universal Credit An insight research project to explore awareness and understanding of recent changes to the benefits system. A series of materials to support customers and stakeholders in their transition to Universal Credit.
  17. 17. Connect Housing Live Graphic Recording at their living wage discussion event.
  18. 18. education
  19. 19. Department of Health & Department for Education Create a cogent national programme to improve the health and wellbeing of all school-aged children in England and Wales. Achieved 98% engagement with schools, with improvements in attainment outcomes of the schools involved.
  20. 20. NHS Coventry - Student dental health Decrease the number of costly dental care within the student population of Coventry. Touched over 20,000 students across social media platforms, gaining over 4,000 unique hits on YouTube. “She’s a right dirty looker” 30 practices across Coventry are currently accepting new patients Dental treatment is free if you are under 18 years of age and if you are in full time education up to 19 years of age Dental check up cost: £17.00 To find out more about your nearest dentist visit: Alternatively call: 0800 051 1310
  21. 21. University of Liverpool We created a unique style of identity for the careers and employability department that stands out, yet fits within the university brand guidance in order to clarify and create a wider awareness of the departmental offer. 1 careers service & employability What’s on at the Careers & Employability Service Autumn/Winter 2012 careers service & employability careers service & employability How you shape our future Donor Report 2011 thank you
  22. 22. Drinkaware End-to-end delivery of the In:tuition programme including writing, testing and design of the lesson plans, design and build of the In:tuition website, recruitment and engagement of schools.
  23. 23. emergency services
  24. 24. Merseyside Fire & Rescue Service Over a decade of partnership working to deliver a cogent voice and innovating campaigns and projects which help to make Merseyside safer and more prosperous.
  25. 25. energy, travel & environment
  26. 26. Water Regulation Authority Assist in co-creating their vision and strategy for the organisation and the market that they regulate and to engage organisations and leaders within the market in a new and meaningful way. medium=copy&rc=ex0share GENERALCommitted to holding water industry to account – stepping up top challenges to being change Duty to protect the public and to represent publics interest Need to horizon scan to identify tools and how we can do things differently There is a need to look forward and not back, whilst learning from what has happened in the past... eg. Learn from the Price Review approach Interested in achieving outcomes now It’s confused with direction, leaders are grouping and clustering CIVIL SERVICE PRIVATE SECTOR “Its like 2 organisations, the civil service and the company” The values for theorganisat ion are adoptedfrom the Civil Service,behaviour s we havewitnessed reflect acomplianc e rather than a concordan ce. The wind of personality blows and alignment tends to move which appears to cause confusion of purpose and action. Lots of talk of people and co-design, feels minimal in action action ? Want to keep moving the agenda forward Need to remember... Statutory Duties Independence is important Letter ofthe LAW V V VISION & STRATEGYNeed to link the strategies andthe action plans together Need to think about markets and competitors more. Strategy does not focus on customers views enough – ‘we don’t involve customers we assume we know what they need’ Strategy must be owned by everyone and not just the board – It have to be driven from the CEO, but if people don’t buy into it internally it will struggle to go anywhere “As world movedon we need tostay ahead ofthe pack andkeep running” “Resilience is old school, we now need to concentrate on sustainability” “Need a Vision for OFWAT and the Sector – they should be stretch for what we are working to” “The more we make markets work better the less we have to regulate” “There is a strategy but not plan and we are living in a culture where there islittle expectation” Social tarriffs need to be part of the strategy Sustainability not resilience Need to identify what is coming up and create prioritisation principles to understand if we need to do anything and then pull from our toolkit to implement actions Strategy needs to link towhat people need to doand individual objectives Need to focus on customers without getting too close – Not standing in the middle of the customer and companies Strategy needs to be realistic and not over ambitious – “if something does not fit into the strategy we need to stop doing it” How will we know if we have been successful - In a years time what will have changed to show improvement Strategy must be owned by all – those who create own and those that own use Buy in is important Consumers need to be educated on water Help large consumer orginasations deal with multiple suppliers Water companies Consumers Ask companies what they think and how we can work with them more effectively How do we work with suppliers so that they do a better job of supporting consumers – this means that we need to work more with them to geta view of what we can do effectively Regulation moving from paternalistic to active listening – with a shift to consumers becoming actively involved in the process Water companies own the relationships with customers – how can we support that Stakeholders are key and links and relationships need to be strengthened. They must be independent and have an informed view that we provide to them. Can help us understand what consumers want and need. Need to maintain relationship and build more targeted relationships There is a need to understand what consumers need and to reflect these without undermining the water providers How can we ensure and help companies to change to a customer/consumer centric approach – thinking about customer/consum- ers as individual cases and not one homogenous group. Customers are very different needs and need to be segmented Affordability is key but could be an issue – customers want clean water and drainage but only a price hey are willing to pay – need to be efficient and effective services Fundamental bedrock in understanding what customers want – cant rely on companies and other bodies to do this Want to focus on Customer – customers are interested in outcomes – OFWAT need to support this more – How do they involve the customer more Consumers must be an actively engaged part of sector Less telling more listening STAKEHOLDERSNeed to build and maintain more relationships with stakeholders Need to hear the consumers voice and support them through regulation Skills Systems & processes leadership communication Recruit & Retain We need to: o Defi ne the culture o Incr ease the com mun icati ons and wide r relat ions hips o Improve peop le man agem ent o Improve the oper ations func tion s to be more effe ctive Too much is driven by the senior team without giving thought to how others need to buy in. A lot of how we are working is ‘old school’ and takes so much time – need to innovate and change how we structure projects and business. - There was a big discussion on how committed they are to want to work in new ways and to what extent they liked their old ways London or Birmingham – ‘it’s the elephant in the room’ that needs to come out. Everything is moving towards London and the team is unsettled. ‘They need to be open and honest about what is happening”. – Greater transparency and honesty needed. Need to manage time of the Board so they are in both locations Very focused on doing what is right for the consumer – “what is the vision that we are working to, can we be involved in developing that vision?”Need to involve us in the thinking and the decision making. Didn’t understand matrix working and what they meant – they just saw people drawn off to work on projects and the same people where being selected which was leaving gaps and meaning too much pressure on some individuals Induction process isn’t very good so it’s hard to get a view of who is doing what, how the company work etc Important that the results of what has changed are effectively communicated – that’s doesn’t happen at present. Even down to simple things like who is starting, what they will do etc Needs to be a central resource for things such as opportunities to work on different projects There needs to be a open and transparent structure. ‘you end up working to one person and being line managed by someone who has nothing to do with your work’ Needs more informal meeting areas and areas that they can socialize and be together Don’t understand the values or the vision Feel like it is a top down approach Need to understand the wider skills that the teams have and how peoples wider skills can support the organisation Need for a skills audit People are not offered enough training support, there is upskilling but needs official mentoring No mechanism for recording time effectively so if you are working on a number of projects you can end up totally overstretched whilst others are doing very little. “Senior grades do not want to do what they call demeaning tasks” Need support to develop peoples management skills Need to encourage people to delegate and trust it will be delivered “delegation’s what ya need” Needs to encourage adaptability – people need to be willing to pick more things up that people make OFWAT strong Elephant in the room are we London or Co-located and if we don’t know what are the clear lines to take We have good skills and experience in staff – need to attract and retain good people Need to look after the people with knowledge Develop people for the future not just now Massive issue over Birmingham and London and if Birmingham is going to close Matrix working needs to improve and work better People see themselves as OFWATS only asset Staff had a sense of they didn’t know where they were going – “Makes it really tricky when we don’t know where we are going” Seen as a great place to work because of the cause Need more opportunities to develop Need to improve business processes TEAM Location “Com m uni cation needs to improve” Didn’t feel like they had much of a voice Don’t feel like they are listened to STRATEGY ACTION PLANS INDIVIDUALS OBJECTIVES Developed by
  27. 27. Aqualogic - Product packaging We were asked to produce packaging for an environmentally friendly airating showerhead which would highlight the product as premium to those with an interest in environmental issues.
  28. 28. health wellness & social care
  29. 29. NHS England - 5 year plan. For their exhibition Health Plus Care conference exhibition stand, NHS England asked us to scribe a graphic representation of their 5 year plan directly onto their stand.
  30. 30. Wirral University Hospital Trust An integrated web application that is regarded as a national standard in how to deliver a hospital online communications. Environmental signage and graphics together with a wide range of collaterol including interactive pdf annual reports, their annual proud awards event and launch of their new attrium.
  31. 31. NHS Gloucestershire - ASAP A bespoke web application, app and API that delivers opening times/waiting times, advice and services. The first week saw an 8% reduction in emergency department attendances, and a corresponding 8% increase in attendances at the county’s community minor injury and illness units.
  32. 32. Home Group - Integrated health Services Deliver an animimated scribe which outlines the need for and vision of Home Group’s new integrated Health Services. The artwork then went on to be used on exhibition stands and on office wallpaper.
  33. 33. Body Ultimate A range of marketing materials, point of sale and packaging to engage audiences regarding a wide range of non surgical beauty enhancing products and services.
  34. 34. Eli Lilly & Boehringer Ingelhiem Alliance To establish a new biosimilar insulin glargine into the marketplace and improve the control of its use by diabetes patients to create the most effective way to live with diabetes. I HAVE YOUR Now that 1 Presentation Abasaglar is a clear, colourless, sterile solution of 100 units/ml (equivalent to 3.64mg) insulin glargine (rDNA origin), available as either 3ml cartridge or 3ml KwikPen. Each cartridge/pen contains 300 units of insulin glargine in 3ml solution. Uses Treatment of diabetes mellitus in adults, adolescents, and children aged 2 years and above. Dosage and Administration The dose regimen (dose and timing) should be individually adjusted. In patients with Type 2 diabetes mellitus, Abasaglar can also be given together with orally active antidiabetic medication. Abasaglar has a prolonged duration of action, and should be administered once daily at any time, but at the same time each day. It should only be given by subcutaneous injection and should not be administered intravenously. Injection sites must be rotated within a given injection area from one injection to the next. Abasaglar must not be mixed with any other insulin or diluted. When changing from another intermediate or long-acting insulin treatment regimen to Abasaglar, a change of the dose of the basal insulin may be required and the concomitant antidiabetic treatment may need to be adjusted (dose and timing of additional regular insulins or fast-acting insulin analogues, or the dose of oral antidiabetic medicinal products). Contra- indications Hypersensitivity to insulin glargine or any of the excipients. Warnings and Special Precautions Abasaglar is not the insulin of choice for the treatment of diabetic ketoacidosis. In case of insufficient glucose control, or tendency to hyper- or hypoglycaemic episodes, other relevant factors must be reviewed before dose adjustment is considered. Transferring a patient to another type or brand of insulin should be done under strict medical supervision. Changes in strength, brand, type, origin, and/or method of manufacture may result in the need for a change in dose. In rare cases, insulin antibodies may necessitate dose adjustment. The time of occurrence of hypoglycaemia may change when the insulin regimen is changed, depending on the action profile of the insulins used. Caution and intensified glucose monitoring are advised in patients for whom hypoglycaemia might be of particular clinical relevance. Patients should be aware that warning symptoms of hypoglycaemia may be changed, less pronounced, or absent in certain circumstances, including: markedly improved glycaemic control; when hypoglycaemia develops gradually; in the elderly; after transfer from animal to human insulin; autonomic neuropathy; long history of diabetes; psychiatric illness; use of certain medications such as beta-blockers. This may result in severe hypoglycaemia. The prolonged effect of insulin glargine may delay recovery from hypoglycaemia. If HbA1c is low, consider possibility of recurrent, unrecognised hypoglycaemia. Adherence of the patient to the dose and dietary regimen, correct insulin administration, and awareness of hypoglycaemia symptoms are essential to reduce risk of hypoglycaemia. Factors increasing risk of hypoglycaemia require particularly close monitoring and may necessitate dose adjustment. Intercurrent illness requires intensified monitoring. Testing for ketones and dose adjustment may be necessary. Patients with Type 1 diabetes must continue to consume at least small amounts of carbohydrate and must never omit insulin entirely. The cartridges should only be used in a pen recommended for the use with Lilly insulin cartridges. The insulin label must always be checked before each injection to avoid medication errors. Cases of cardiac failure have been reported when pioglitazone was used in combination with insulin. If the combination is used, patients should be observed for signs and symptoms of heart failure and pioglitazone discontinued if any deterioration occurs. Pregnancy and Lactation No clinical data from controlled studies are available. Data from >1,000 pregnancy outcomes indicate no specific adverse effects of insulin glargine on pregnancy and no specific malformative nor feto/neonatal toxicity. The use of Abasaglar may be considered during pregnancy, if necessary. Insulin requirements may decrease during the first trimester and generally increase during the second and third trimesters. Immediately after delivery, insulin requirements decline rapidly. Careful monitoring of glucose control is essential. Driving, etc The patient’s ability to concentrate and react may be impaired as a result of hypo- or hyperglycaemia, or visual impairment. This may constitute a risk in situations where these abilities are of special importance (eg, driving a car or operating machines). Undesirable Effects Hypoglycaemia is very common. Injection site reactions and lipohypertrophy are common. Immediate-type allergic reactions are rare, but may be life-threatening. For full details of these and other side-effects, please see the Summary of Product Characteristics, which is available at Legal Category POM Marketing Authorisation Numbers EU/1/14/944/003 EU/1/14/944/007 Basic NHS Cost £35.28 - 5 X 3ml cartridges £35.28 - 5 X 3ml KwikPens Date of Preparation or Last Review May 2015 Full Prescribing Information is Available From Eli Lilly and Company Limited, Lilly House, Priestley Road, Basingstoke, Hampshire, RG24 9NL Telephone: Basingstoke (01256) 315 000 E-mail: Website: ABASAGLAR® (insulin glargine) is a registered trademark of Eli Lilly and Company. KWIKPEN™ is a trademark of Eli Lilly and Company. September 2015 - UK/GLA/00068h 1. ABASAGLAR® Summary of Product Characteristics. December 2014. ABASAGLAR® CARTRIDGE and KWIKPEN™ ABBREVIATED PRESCRIBING INFORMATION ABASAGLAR IS INSULIN GLARGINE (human insulin analogue) Adverse events should be reported. Reporting forms and further information can be found at: Adverse events and product complaints should also be reported to Lilly: please call Lilly UK on 01256 315 000. I HAVE YOUR Attention Now that ABASAGLAR® is indicated for the treatment of diabetes mellitus in adults, adolescents and children 2 years and above.1 The efficacy and safety you would expect from glargine, but supported with a patient initiative that focuses on the person not just the patient. Visit to learn more. The Boehringer Ingelheim and Lilly Diabetes Alliance are proud to introduce ABASAGLAR® 12433LP_Abasaglar_Print_Ad_Full_280x210.indd 1 07/09/2015 16:45 The Boehringer Ingelheim and Lilly Diabetes Alliance are proud to introduce ABASAGLAR® but supported with a patient initiative that focuses on the person not just the patient. Visit to learn more. Further information is available upon request. Marketing authorisation holder: Eli Lilly and Company, Lilly House, Preistley Road, Basingstoke, Hampshire RG24 9NL. Legal category: POM. Information about this product, including adverse reactions, precautions, contra-indications and methods of use can be found at UK/GLA/00168 February 2015 Abasaglar is licenced for the Treatment of diabetes mellitus in adults, adolescents and children aged 2 years and above. Please consult the SPC before prescribing, particularly in relation to side effects, precautions and contraindications. Adverse events should be reported. Reporting forms and further information can be found at: Adverse events and product complaints should also be reported to Lilly: please call Lilly UK on 01256 315 000
  35. 35. Serelo Eyewear Corporate identity for a new eyewear company together with a range of point of sale and marketing collaterol.
  36. 36. NHS COVENTRY - Big pledge Stop Smoking 1,600 people engaged with the stop smoking service with 880 stop smoking pledge referrals, 1,800 page views on the ‘Big Pledge’ website and £15,000 worth of media space achieved for an investment of only £3,000.
  37. 37. NHS COVENTRY - Big pledge Physival activity To inspire people to make a pledge for the benefit of their long-term health. Wide community engagement with huge take up of the get active pledge from young and old, with groups supporting each other to staying well.
  38. 38. lifestyle services
  39. 39. Stop4Life Stoptober support and awareness campaign which included a wide range of materials and community based outreach with on street interventions.
  40. 40. Wirral University Hospital Trust - Nourish campaign A campaign to encourage staff and patients towards healthier choices around the food they eat.
  41. 41. non profit
  42. 42. Livability This is an example of one of the Graphic Facilitation outputs created during our work with Livability to help them understand and re focus their organisation. To the right you can see a slide from a prezi created to help them tell the story of their future vision, shaped by our work with their executive team. jtyo/?utm_campaign=share&utm_ medium=copy&rc=ex0share
  43. 43. Claire House Live graphic recording of their team day, to engage and share achievements to date, but also to build on those achievements and co-create the future of vision and how each team member can contribute to that.
  44. 44. How it should be (HISBE) Corporate Identity for ‘How it Should be’ together with a range of launch materials.
  45. 45. Heart of Mersey We created a rane of report materials including a 5 year review and annual report.
  46. 46. the end...but if you’d like to see more or find out more details about the work featured in this gallery please don’t hesitate to call Ian on 0845 519 3423 make better