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| The creative agency you’ve been looking for


Most agencies are strategic. Full service. Integrated. Digital. (Just enter “creative agency” in your Google search bar for a full list of superlatives).

But they all seem to be much of a muchness. Not great at defining their points of difference. (Which is the one thing you need your agency to be very good at if they’re working on your behalf).

Wouldn’t it be great if you could find an agency that was everything every creative agency claimed to be. But with some very distinct and useful points of difference added on? Well today you have.


Points of difference:

EMPATHY

Clinical standards for FGM services NHS England - Getting it right for people with learning disabilities

We work in some very sensitive areas, producing campaigns, guidance documents and interactive toolkits that help commissioners and practitioners improve care for people in need.

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Areas like: Asthma. Bereavement. Cancer. Dementia. Diabetes. Obesity. Sexual health. Smoking. Social care. Stroke. Substance misuse. Trauma. Women’s health. We’ve been working in healthcare communications since 1989.

fgm

Getting it right for people with learning disabilities

clinical standards for

Getting involved and being heard

Going into hospital because of mental health difficulties or challenging behaviours:

People with learning disabilities and their families can feel powerless when faced with professionals talking about the Mental Health Act, units with locked doors, staff with bundles of keys, panic alarms, rules…

What families need to know

Even Assessment and Treatment units based in ordinary houses are bound by health service regulations, jargon, routines and procedures. Whatever the setting, it’s really important that

Women affected by FGM should be cared for by health care professionals with relevant skills and experience2. In areas with a significant number of affected women, it has been demonstrated that dedicated clinics are successful in meeting the needs of women with FGM3. However services are variable throughout the UK with no accepted standards for the provision of care offered4.

FGM_Clinical Standards Leaflet.indd 1

To do that, you need encouragement, information and support. The family members who worked on developing this booklet identified a number of things that hospital units can do to create a positive partnership with family members. Asking questions and giving staff feedback about these things might help the hospital unit to involve you well.

• have clear guidelines on how and when families are to be involved in planning for their relative, and consistently apply them; • give families links to/contact details for other families who have experience of in-patient services; • offer families independent advocacy support in their own right, within a week of the admission, and regularly ask if they need any additional support for themselves; • welcome family members to access their relative’s room at any time, subject to the person’s agreement; • welcome family members to access communal areas at all times (subject to the needs of other patients), and welcome families to eat a meal with their relative; • agree with the family what ‘situations’ they will automatically be informed about by the service; • actively do things to encourage family involvement, such as regularly asking if they have any questions or need anything explained;

• listen when family members express concerns, and respond in a professional way: family members are respected for asking questions about what is happening, and are given answers to their questions; • invite families to contribute to all meetings that are specifically about their relative, and ask questions that help them to contribute; • notify families of the dates of meetings at least 21 days in advance, ensure they get papers for meetings at least 7 days in advance, and the notes from meetings within 7 days. Meeting times are set that enable family carers to attend; • fully involve family members in discharge planning, and give more than one moving-on option for families to consider with their loved one; • give families guidance on how they can challenge/raise a concern about what is happening for their relative, who they should talk to, how soon they should expect a response, and what they can then do if they are not satisfied.

• show respect to family members, and do not talk about families in disparaging ways (e.g. as ‘troublemakers’ or ‘over-protective’);

Rights and responsibilities This section gives an overview of who is responsible for what, and what rights you and your loved one have whilst they are in hospital. Paying for the hospital stay Hospital placements are paid for by the National Health Service which means that they are free to patients. Some local authorities actually pay the bills for hospital placements on behalf of the health service because the local health and social care organisations have put their money together for people with learning disabilities.

Making sure that the hospital delivers good support The commissioner of services for people with learning disabilities in your loved one’s local area has an important role in relation to hospital placements. The commissioner will have to agree to pay for the hospital placement if it is a voluntary admission, or pick up the bill if it is a compulsory admission. They are responsible for agreeing a contract with the organisation that runs the hospital, which sets out what will be provided and the quality standards, and for making sure that the placement is monitored. Local health or social care staff should attend reviews, which feeds into the contract monitoring. If you have concerns about the quality of the service your loved one receives in hospital, it can help to copy any correspondence to the local learning disability commissioner.

Being clear about the purpose The advisory group said that families should ask the care coordinator for: • a clear statement about the purpose of the hospital admission for the person, and why this unit has been chosen; • an individualised contract with the unit that shows what is being paid for, and what the unit is expected to do/achieve for the person. The person and their family should be given a copy.

Coordinating care The commissioner is responsible for making sure that your loved one has a care coordinator from their local area – usually a health or social work professional from a community learning disability team – to make sure that they get appropriate help and treatment in hospital and then return home as soon as possible, with whatever support they need. In many instances, someone who is admitted to hospital will already have a named community nurse or social worker, who will follow them through their hospital admission and return home.

The Pregnancy Journey

aims of services

cover dimensions 153 x 215 - front 153 x 215 - back

Please speak to your midwife or doctor. If you need a large print, audio or translated copy of this document, please contact us on 0203 4567890 ext. 79719. We will try our best to meet your needs.

There are two aspects of FGM management;

no capacity on the spine or the pocket

Turkish

Bengali

• Provision of sensitive and appropriate services to women

Cantonese

1

2

3

Polish

4

• Safeguarding girls at risk of FGM. Russian

5

Mandarin

7

University College Hospital

type of service Elizabeth Garrett Anderson Wing

235 Euston Road (entrance is on Grafton Way)

EGA Wing

London NW1 2BU

Women withMaternity FGM may Department Telephone: 0203 447 9400 be pregnant Hospital or nonSwitchboard: 0203 456 7890 pregnant. Some clinics will only see pregnant women from antenatal assessment whilst other clinics will offer a wider range of services. Publication Date: 3 December 2009 Review date: 3 December 2012

Where will you have your baby?

Meet the

6 


(entrance in Grafton Way)

Bus stop Underground Station

9

8 Your

Pregnancy Journey

maternity

The midwife caring for you can suggest a range of options and positions that you can adopt to during your labour and birth. All labour rooms offer complete privacy and have en suite toilet and shower facilities.

team During your pregnancy you will meet a midwife, a GP and an ultrasound practitioner. If there are concerns about the health of you or your baby then your midwife or doctor may refer you to see an obstetrician, paediatrician or anaesthetist.

The Labour Ward offers the full range of pain relief options, including Entonox (gas and air), opiates such as diamorphine injections and a 24 hour epidural service.

Length of stay After your baby is born you will be transferred from the labour ward to the postnatal ward. If there have been no complications you will usually stay with us for a period of about 6 to 24 hours, depending on your individual need.

We do know that both women and babies do better at home, we would advise that where possible you have someone at home to support you, this may be your partner or close member of your family.

If you have an instrumental birth, (ventouse or forceps) it is anticipated that you will stay approximately 24 hours although you may choose to go home before this if both you and your baby are well. If you have a caesarean section, it is anticipated that you would stay in hospital for about 24 to 48 hours. This is the advice provided by the National Institute of Clinical evidence.

31/10/2013 09:15

antenatal care

Female Genital Mutilation (FGM) is defined by the World Health Organisation (WHO) as procedures that intentionally alter or cause injury to the female genital organs for non-medical reasons1. It is a deeply rooted tradition practiced by specific ethnic groups in Africa, Asia and the Middle East and is increasingly identified in the UK amongst migrants from FGM practising countries. FGM has no health benefits and causes severe short and long term damage to physical and psychological health.

families feel involved and able to speak up about their loved one’s support and treatment.

What services can do to increase family involvement

services

introduction

17

10 11 12 13 14 The midwife Midwives are specially trained to provide advice, care and support for you and your family, before, during and after childbirth. They will help you make informed decisions regarding your care throughout your pregnancy. Midwives will provide advice and parenting support for you and your newborn baby. Midwives are experts in normal pregnancy and birth and will refer you to an obstetrician should you need this. Currently approximately 75% of babies in the United Kingdom are delivered by midwives.

All midwives are required by law to have a supervisor of midwives. This is a very experienced midwife who will ensure that every midwife is safe to practice. Supervision is a statutory (required by law) mechanism for support and guidance to every practising midwife in the United Kingdom.

11


Points of difference:

INTELLECT

Christ’s Hospital School Prospectus

We work in some very competitive sectors. Now more than ever you have to be distinctive to be noticed.

Bucks New University THE MAGAZINE OF BUCKINGHAMSHIRE NEW UNIVERSITY

Connection Issue 13 Winter 2010

The education sector is a case in point: the increasing cost of private and higher education means our school and university clients are having to work harder to define and express their personalities.

LOOK HOW FAR WE’VE COME Our new building has been officially opened, applications are up and our strategic plan is setting new targets for the future

Other story headlines here Dolupta descips undemui omnihil lias dolorrupt is

Other story headlines here Dolupta descips undemui omnihil lias dolorrupt is

A PROSPECTUS LIKE NO OTHER. University of Bedfordshire

AN INDEPENDENT CO-EDUCATIONAL BOARDING AND DAY SCHOOL RIGHT IN THE HEART OF SUSSEX.


Points of difference:

ROUTE 1 APPLICATION

ENERGY

NHS Games Planning Pack

Melmore Dental Centre

2012 2012 programme programme overview overview 6161

We work with the fitness and leisure sector and Government bodies responsible for promoting active, healthy lifestyles. Recent work includes: The 2012 Olympic Games Planning Pack produced for London’s NHS and local authority emergency planners and communicators.

health health emergency emergency preparedness, preparedness, resilience resilience and and response response 3939

The TheNHS NHSininLondon Londonsupporting supportingthe the 2012 2012London LondonOlympic Olympicand andParalympic ParalympicGames Games

The TheNHS NHSininLondon Londonsupporting supportingthe the 2012 2012London LondonOlympic Olympicand andParalympic ParalympicGames Games

the thenhs nhsininlondon londonsupporting supportingthe the 2012 2012London LondonOlympic Olympicand andParalympic ParalympicGames Games

Programme Programmeoverview overview

Health Healthservice serviceplanning planning and anddelivery delivery

Health HealthEmergency Emergency Preparedness, Preparedness, Resilience Resilienceand and Response Response

Go GoLondon! London!The Thelegacy legacyof of better betterhealth healthfor forLondoners Londoners

COSMETIC R E S TO R AT I V E FA M I LY

No. No.22inina aseries seriesofoffour fourreports reports November November2012 2012

No. No.11inina aseries seriesofoffour fourreports reports November November2012 2012

no. no.33inina aseries seriesofoffour fourreports reports november november2012 2012

the thenhs nhsininlondon londonsupporting supportingthe the 2012 2012London LondonOlympic Olympicand andParalympic ParalympicGames Games

The TheNHS NHSininLondon Londonsupporting supportingthe the 2012 2012London LondonOlympic Olympicand andParalympic ParalympicGames Games

Programme Programmeoverview overview

Health Healthservice serviceplanning planning and anddelivery delivery

Health HealthEmergency Emergency Preparedness, Preparedness, Resilience Resilienceand and Response Response

Go GoLondon! London!The Thelegacy legacyof of better betterhealth healthfor forLondoners Londoners

Final Finaldirectory directory| November | November2012 2012

Sector Brochure

LEAFLET

KIDS STICKERS

iconbrand - recognisable that promotes good dental

management for all the family and takes the fear out of dentistry by making patients feel comfortable. No. No.2 2inina aseries seriesofoffour fourreports reports November November2012 2012

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No. No.44inina aseries seriesofoffour fourreports reports

Information Brochure

health health emergency emergency preparedness, preparedness, resilience resilience andand response response39 39

The TheNHS NHSininLondon Londonsupporting supportingthe the 2012 2012London LondonOlympic Olympicand andParalympic ParalympicGames Games

No. No.1 1inina aseries seriesofoffour fourreports reports November November2012 2012

O U R S EV I CES

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A nulla laoreet viverra. Integer vestibulum bibendum hendrerit. Nam odio dolor, blandit id posuere vel, volutpat feugiat ligula. Nulla arcu lectus, bibendum et adipiscing vel, luctus vitae orci. Nulla posuere eros ipsum, non suscipit diam. Donec non augue ante, et luctus orci. Praesent congue ipsum at nulla sagittis aliquam. Nunc quis magna vitae tortor scelerisque blandit. Nec hendrerit orci hendrerit eget aenean euismod augue a ipsum auctor mattis. Morbi quis magna ut lectus sagittis tincidunt sed a est. Aenean tincidunt tortor id nulla convallis eu lobortis neque gravida. Curabitur in porttitor justo. Cras id augue in augue consequat aliquam et vel ligula. Proin nec consectetur purus. Proin accumsan ultrices eleifend. Praesent ante lorem, vehicula non scelerisque nec, volutpat vitae tellus. Pellentesque suscipit mattis purus vitae faucibus.

The TheNHS NHSininLondon Londonsupporting supportingthe the 2012 2012London LondonOlympic Olympicand andParalympic ParalympicGames Games

We can help you bring your marketing communications to life.

A BO U T U S

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2012 2012 programme programme overview overview61 61

Melmore Dental practice is a modern

The TheNHS NHSininLondon Londonsupporting supportingthe the 2012 2012London LondonOlympic Olympicand andParalympic ParalympicGames Games

APPOINTMENTS T 094 90223317

ABOUT US

no. no.3 3inina aseries seriesofoffour fourreports reports november november2012 2012

S E RV I C E S

EMERGENCIES

TESTIMONIALS

C O N TAC T U S

No. No.4 4inina aseries seriesofoffour fourreports reports Final Finaldirectory directory| November | November2012 2012

Four Olympic Covers COSMETIC

R E S TO R AT I V E

FA M I LY

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ABOUT US Lorem ipsum dolor sit amet consectetur adipiscing elit phasellus condimentum feugiat cursus. Morbi sodales pellentesque dictum fusce imperdiet dolor odio sed tempus nulla. Sociis natoque penatibus et magnis parturient montes nascetur ridiculus mus. Duis nisi ipsum, faucibus sit amet hendrerit feugiat, auctor vel dolor. Maecenas elementum nisi non lectus malesuada porttitor vestibulum convallis suscipit placerat. Curabitur eu quam purus, a condimentum magna natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis eu sapien a nulla laoreet viverra integer vestibulum bibendum hendrerit nam odio dolor, blandit id posuere vel volutpat feugiat ligula nulla arcu lectus, bibendum et adipiscing vel luctus vitae orci. Nulla posuere eros ipsum non suscipit diam.

HOME ABOUT US C O N TAC T U S LEGAL

F O L LOW U S O N

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Points of difference:

QVH Identity Guidelines

ATTENTION TO DETAIL

Christ’s Hospital Identity Guidelines Queen Victoria Hospital NHS Foundation Trust

ICLP Identity Guidelines

MARCHING TO THE SAME BEAT WORKING TOGETHER TO GET OUR VISUAL IDENTITY RIGHT

We’re detail merchants. As brand strategists, writers and information designers, we take brand identity very seriously. visual identity guidelines

visual identity guidelines

Here is a snapshot of some of the guidelines we produce that enable clients to work internally with good templates or externally with other suppliers when the brand has been established.

v1.0 / July 2013 ACCESS THE GUIDELINES >>

3

contents

a quick guide to our identity

Click the title to go straight to the relevant section

Quick guide to our identity Why we need a visual identity How the identity was conceived About QVH

Ensuring that the investment these organisations have made in brand strength and resonance isn’t diluted by off-brand creative.

Core principles of our identity

› › › › ›

• logotype › • graphic device › • typography › • colour palette ›

Gallery Further information and support

Imperial College Health Partners is an Academic Health Science Network. Our identity communicates our partnership with academia, primary care, community care, mental health, secondary and specialist care and clinical commissioning groups (CCGs), and our vision to act as the driving force for collaborative working across North West London.

04 05 06 07 08

Our logotype combines our graphic device, our name and our strapline. We use it consistently in all our communications. See our logotype >

IF YOU NEED FURTHER ADVICE OR GUIDANCE, PLEASE CONTACT:

Our typeface is Helvetica Neue for all externally-produced materials. Tahoma is used in internally-produced materials. Our minimum point size is 10pt for professional audiences; 12pt for public-facing communications. See typefaces >

Clare Phillips Director of Marketing

BRAND ESSENCE

LOGO AND STRAPLINE

LOGO SIZES AND POSITIONS

TYPOGRAPHY

COLOUR

cp@christs-hospital.org.uk >>

GO »

GO »

GO »

GO »

GO »

Carol Blackwell Marketing and Communications Officer

01403 247424

carol.blackwell@christs-hospital.org.uk >>

01403 247594

› ›

PHOTOGRAPHY

COMBINING LANGUAGE AND IMAGERY

BRINGING THE IDENTITY TO LIFE

STATIONERY AND TEMPLATES

WRITING FOR CH

GO »

GO »

GO »

GO »

GO »

Our colours comprise greens and greys from our logotype (primary colours) and a range of complementary secondary colours. Primary colours should be used in prominent positions in communications materials before secondary colours are introduced. See colour palette >

Secondary colours

These guidelines explain these core principles in more detail. If you are in any doubt about how to apply them to our communications materials, or need master logos or other assets, please contact: Amy Darlington Director of Communications and Engagement Imperial College Health Partners M: 07807 167 363 E: amy.darlington@imperialcollegehealthpartners.com

Identity and guidelines produced by Raffertys >>

Imperial College Health Partners visual identity guidelines / v1.0 / July 2013

<< BACK TO CONTENTS

page 2

11

images Image guidelines to be determined

our

BRINGING THE IDENTITY TO LIFE Our identity has been applied to a range of marketing materials, including our annual review and prospectus, and our advertising campaigns and posters.

PAST. PRESENT. FUTURE.

The strength of our materials is evident in the examples shown here – all of which emphasise the importance of a strong and consistent approach to brand identity.

THIS HAS BEEN A yEAR OF CONSIDERABLE ACHIEVEMENT, ACCOMpANIED By A THOROUgH REVIEW CULMINATINg IN REVITALISATION OF OUR STRATEgIC VISION.

2010/11 has been a busy and important year for Christ’s Hospital.

The strategic review concluded that we need to keep doing what we are best at – delivering a first class boarding education, principally for needy children, but also opening it up more widely to others. The environment at our magnificent campus is ideal to maximise the benefits of a Christ’s Hospital education, which is epitomised by our continued success in turning out well-rounded young people with the world at their feet.

1 CHRIST’S HOSPITAL

Imperial College Health Partners’ graphic device is a simple but versatile set of interconnecting rings, informed by the logo. The device can be shown in lines of varying thickness, and also in a variety of approved colours from the primary and secondary colour palettes. The graphic device is flexible, and can hold type and imagery if required.

INTRODUCTION

CH WILL CONTINUE TO OFFER THE SAME LIFE-CHANgINg OppORTUNITIES TO pRESENT AND FUTURE gENERATIONS AS WE HAVE TO ALL THOSE WHO HAVE BENEFITED FROM A CHRIST’S HOSpITAL EDUCATION IN THE pAST.

CH will therefore continue to offer the same life-changing opportunities to present and future generations as we have to all those who have benefited from a Christ’s Hospital education in the past. This is in line with our commitment to support able children from all walks of life, and in particular, to maximise the number of pupils who would not otherwise be able to afford the education that we can offer. The strategic review also identified opportunities that will help us evolve to meet the challenges and realities of the 21st century. The world is becoming a smaller and more cosmopolitan place, and we need to reflect this in our pupil profile.

graphic device

Every visual identity needs a distinctive device to tie communications materials together and generate brand recall.

FROM DavID COOke, CLERK AND CHIEF ExECUTIVE OF CHRIST’S HOSpITAL FOUNDATION

The economic downturn has been the catalyst for us to undertake a ‘root and branch’ review of how Christ’s Hospital’s enviable record for delivering an outstanding all-round education to its pupils, particularly to those in need, could be sustained at a time when there is the potential for a funding gap between our income and expenditure.

ANNUAL REVIEW 2010/11

OUR CaMPUS IS LOOkING BeTTeR THaN eveR We are therefore targeting recruitment of a number of students from better-off UK and overseas families to enhance our cultural and social mix, and to correct the current under-representation (due to a now-lifted cap on family income) of the more affluent families, including those of successful Old Blues. While this reinforces our credentials as a school that is truly representative of society, it also means that we will be financially viable over the longer term. This new direction will ensure that we remain true to the mission and ethos of Christ’s Hospital. Equally significantly, it will allow us to continue to set the standard amongst leading independent schools for combining a first class education with being representative of society and have self-confident, aspirational and down-to-earth pupils. There have been many successes in 2010/11. The Admissions and Marketing departments achieved early successes. September 2011 saw an increased number of pupils benefitting from bursarial support (Foundationers) and we exceeded our initially modest targets for full and higher fee payers.

maintaining the highest standards since 1552.

level on our building maintenance catch-up programme. The school campus is now looking better than it has done for a very long time, and is in good order. Evolution rather than revolution is the watchword at CH. It is a direction that has been informed by the very careful consideration we have given to our future strategy – one that will create very firm foundations for a sustainable future. Christ’s Hospital has always given unparalleled opportunity to those who can most benefit from it. We send our pupils into the world equipped in every respect to compete on equal terms with their contemporaries and to realise their full potential. These evolutionary changes mean that we can look forward to the next 500 years with reinforced confidence that we will continue to do so for all of our pupils, regardless of their family circumstances. This has been a significant year in Christ’s Hospital’s history and one that has helped us plan for a bright future with renewed confidence.

State-of-the-art servery

The Development Department, whose fundraising campaigns are already the envy of many other schools, generated our best ever fundraising results, aided by one substantial legacy and a re-launched telephone fundraising campaign which exceeded its target by over 30%. Our new business model and the early positive effects that we are seeing will allow increased investment in our infrastructure and, in parallel, have enabled us to resume the historic spend

4 CHRIST’S HOSpITAL

ANNUAL REVIEW 2010/11 5

Christ’s Hospital is working with Southern Rail to improve the environment at our train station, near Horsham in West Sussex. A tiled mural, illustrating the school’s long and colourful history, is being developed by pupils for the station underpass. It will be unveiled this summer. Please come and see this work of art.

BRIGHT AS A BUTTON

if you would like a tour of our amazing day and boarding facilities, our admissions team can make the arrangements. admissions can be contacted on: t 01403 211293 e enquiries@christs-hospital.org.uk W christs-hospital.org.uk

There are no precise rules on the appearance of the graphic device but it is important that: • • • • •

The relative sizes of the ovals that form the device remain consistent The relative positions of the ovals within the device are not altered Keylines on line art are at least 1mm The ovals always overlap The graphic device should never be distorted.

The following examples show a variety of colours, lines and solid shapes. Despite this variety, consistency is still maintained.

christ’s hospital. an independent co-edUcational boarding and day school right in the heart of sUssex. christ’s hospital, horsham, West sussex rh13 0yp. registered charity no. 1120090

Christ’s Hospital is truly unique and totally remarkable independent school – where every pupil is given the opportunity to shine. A CH education is stimulating and supportive and, above all, designed to help tomorrow’s leaders compete and succeed in the modern world. Open Days for day and boarding entry are held each term for Years 7, 9 and Sixth Form. For information about Open Days, or to order a prospectus, please contact Admissions:

T 01403 211293 E enquiries@christs-hospital.org.uk W christs-hospital.org.uk

CHRIST’S HOSPITAL. AN INDEPENDENT CO-EDUCATIONAL BOARDING AND DAY SCHOOL RIGHT IN THE HEART OF SUSSEX. Christ’s Hospital, Horsham, West Sussex RH13 0YP. Registered Charity No. 1120090.

FOCUSED. DRIVEN. DETERMINED.

CHRIST’S HOSPITAL. AN INDEPENDENT CO-EDUCATIONAL BOARDING AND DAY SCHOOL RIGHT IN THE HEART OF SUSSEX.

Christ’s Hospital is a first-class independent day and boarding school where pupils are eager to learn and determined to succeed. From the age of 11 right through to the Sixth Form, which offers A Level, Pre-U and International Baccalaureate options, pupils lead active, stimulating and well informed lives. Sport, in particular, is an important and vibrant part of school life.

Our facilities are nothing short of outstanding and include 19 rugby and football pitches, a floodlit astro-turf, an all-weather hockey pitch, three grass hockey pitches, seven outdoor netball courts, 12 cricket squares and 21 tennis courts. Many of our pupils have gone on to represent county and national teams – most recently Joe Launchbury, who was named in England’s Six Nations rugby squad.

We offer a range of sports scholarships at ages 11, 13 and 16+ to individuals of county standard in at least one of the major sports offered at CH.

T 01403 211293 E enquiries@christshospital.org.uk W christs-hospital.org.uk

If you are interested in finding out more about a first-class education for your son or daughter, please get in touch.

a prospectus like no other.

Our next Open Day for day and boarding entry is on 5 May for Years 7, 9 and Sixth Form. Please contact Admissions if you would like to attend.

Christ’s Hospital, Horsham, West Sussex RH13 0YP. Registered Charity No. 1120090 an inDepenDent co-eDucational boarDing anD Day school right in the heart of sussex.

<< BACK TO CONTENTS page 13

Title Goes Here Primary colours

Our photography focuses on our people, places and positive health pursuits. The objective of a particular piece of communication dictates the type of imagery that should be used. See photography >

09 10 11 12 13

• bookplate ›

• images ›

CONTENTS

Imperial College Health Partners visual identity guidelines / v1.0 / July 2013

Phasellus condimentum feugiat cursus morbi pellentesque.


Points of difference:

S PECIALIST KNO WLEDGE Variety is the spice of creative life, and we’ve had plenty of it over the years. But that doesn’t mean we’re generalists – far from it. We have to know as much about our clients’ marketing landscapes as you do. That’s forced us to become specialists in a number of areas. Sectors we know a fair bit about include: Banking Charities Education Food and drink Financial services Government Health Insurance International trade Law firms Local authorities Oil and gas Professions Schools Teaching Universities

CAMPA IGN FO R LEARNING


Points of difference:

THINK, CREATE, DELIVER We use these three words as shorthand for the way we go about our work because they focus our minds on: • the importance of strategic insight • collaboration between copy and design • depth of thought in our creative output • the maintenance of high service standards These values are applied to every project we undertake.

think create deliver


Specialisms:

BRAND IDE NTIT Y What do people think when they first come into contact with your organisation? More importantly, what do you want them to think? Brand identity is all about making people see you as you want to be seen.


BRINGING THE IDENTITY TO LIFE

C A SE STUDY

Advertising

Christ’s Hosptial

Our identity has been applied to a range of marketing materials, including our annual review and prospectus, and our advertising campaigns and posters.

It would be all too easy give an independent boarding school, established in 1552, the same badge as every other independent school in the country.

PAST. PRESENT. FUTURE.

INTRODUCTION

LONDON FASHION WEEK? OR PUPILS DISCOVERING WHO THEY REALLY ARE.

THIS HAS BEEN A yEAR OF CONSIDERABLE ACHIEVEMENT, ACCOMpANIED By A THOROUgH REVIEW CULMINATINg IN REVITALISATION OF OUR STRATEgIC VISION.

The strength of our materials is evident in the examples shown here – all of which emphasise the importance of a strong and consistent approach to brand identity.

But CH has very distinct points of difference, which make it a unique and exciting place to learn.

2010/11 has been a busy and important year for Christ’s Hospital. The economic downturn has been the catalyst for us to undertake a ‘root and branch’ review of how Christ’s Hospital’s enviable record for delivering an outstanding all-round education to its pupils, particularly to those in need, could be sustained at a time when there is the potential for a funding gap between our income and expenditure.

Christ’s Hospital is the school of choice for many Londoners – a place where boarders and day pupils can receive a first class education from the sanctuary of our 1,200 acre campus in the rolling Sussex countryside. Christ’s Hospital offers something for everyone – the highest academic standards, incredible sports facilities, world-class arts and a co-curricular programme that’s second to none.

Our Open Days are an ideal way for you to view our world-class facilities and to discover why a Christ’s Hospital education is like no other.

CHRIST’S HOSPITAL. AN INDEPENDENT CO-EDUCATIONAL BOARDING AND DAY SCHOOL RIGHT IN THE HEART OF SUSSEX.

Our next Open Day is on 5 May 2012 for 11, 13 and 16+ entry.

Christ’s Hospital, Horsham, West Sussex RH13 0YP. Registered Charity No. 1120090

Please contact our Admissions team if you would like to attend. T 01403 211293 E enquiries@christs-hospital.org.uk W christs-hospital.org.uk

Please also ask for a copy of our new prospectus – out now.

ANNUAL REVIEW 2010/11

Christ’s Hospital is the school of choice for many Londoners – a place where boarders and day pupils can receive a first class education from the sanctuary of our 1,200 acre campus in the rolling Sussex countryside.

CHHospital WILLoffers CONTINUE Christ’s something for everyone – the highest academic TO OFFER THE SAME standards, incredible sports facilities, LIFE-CHANgINg world-class arts and a co-curricular programme that’s second to none. OppORTUNITIES TO

The strategic review concluded that we need to keep doing what we are best at – delivering a first class boarding education, principally for needy children, but also opening it up more widely to others. The environment at our magnificent campus is ideal to maximise the benefits of a Christ’s Hospital education, which is epitomised by our continued success in turning out young with the Our Openwell-rounded Days are an ideal waypeople for world at their feet. you to view our world-class facilities and to discover why a Christ’s Hospital willno therefore educationCH is like other. continue to offer the

same life-changing opportunities to

Our next Open Day is on 5 May 2012 present and future generations as we for 11, 13 have and 16+ entry. to all those who have benefited

from our a Christ’s Hospital education in the Please contact Admissions team past. is in line with our commitment if you would likeThis to attend. to support able children from all walks T 01403 of 211293 life, and in particular, to maximise E enquiries@christs-hospital.org.uk the number of pupils who would not W christs-hospital.org.uk otherwise be able to afford the education that offer. Please also askwe forcan a copy of our new

pRESENT AND FUTURE gENERATIONS AS WE prospectus – out now. HAVE TO ALL THOSE WHO The strategic review also identified opportunities that will help us evolve HAVE BENEFITED FROM to meet the challenges and realities A CHRIST’S HOSpITAL of the 21st century. The world is EDUCATION IN THE pAST. becoming a smaller and more cosmopolitan place, and we need to reflect this in our pupil profile.

How we approached it We developed an identity that traded on the school’s peculiarities – frock coats, yellow socks, extraordinary traditions – and applied it to everything that moved. What we’ve produced Brand essence Strapline: a school like no other Visual identity and guidelines Copy platforms Advertising Prospectus Annual review DVD Posters Website

OUR PUPILS HAVE BEEN ARRIVING FROM LONDON SINCE 1552. SOME TRADITIONS NEVER CHANGE.

FROM DavID COOke, CLERK AND CHIEF ExECUTIVE LUNCH TIME IS OF CHRIST’S HOSpITAL FOUNDATION OUR RUSH HOUR.

1 CHRIST’S HOSPITAL

OUR CaMPUS IS LOOkING BeTTeR THaN eveR We are therefore targeting recruitment of a number of students from better-off UK and overseas families to enhance our cultural and social mix, and to correct the current under-representation (due to a now-lifted cap on family income) of the more affluent families, including those of successful Old Blues. While this reinforces our credentials as a school that is truly representative of society, it also means that we will be financially viable over the longer term. This new direction will ensure that we remain true to the mission and ethos of Christ’s Hospital. Equally significantly, it will allow us to continue to set the standard amongst leading independent schools for combining a first class education with being representative of society and have self-confident, aspirational and down-to-earth pupils. There have been many successes in CHRIST’S HOSPITAL. 2010/11. The Admissions and Marketing AN INDEPENDENT CO-EDUCATIONAL BOARDING AND DAY SCHOOL departments achieved early successes. RIGHT IN THE2011 HEART SUSSEX. September saw OF an increased number of pupils benefitting from

Christ’s Hospital, Horsham, West Sussex RH13 0YP. bursarial support (Foundationers) and Registered Charity No. 1120090

we exceeded our initially modest targets for full and higher fee payers. The Development Department, whose fundraising campaigns are already the envy of many other schools, generated our best ever fundraising results, aided by one substantial legacy and a re-launched telephone fundraising campaign which exceeded its target by over 30%.

level on our building maintenance catch-up programme. The school campus is now looking better than it has done for a very long time, and is in good order. Evolution rather than revolution is the watchword at CH. It is a direction that has been informed by the very careful consideration we have given to our future strategy – one that will create very firm foundations for a sustainable future. Christ’s Hospital has always given unparalleled opportunity to those who can most benefit from it. We send our pupils into the world equipped in every respect to compete on equal terms with their contemporaries and to realise their full potential. These evolutionary changes mean that we can look forward to the next 500 years with reinforced confidence that we will continue to do so for all of our pupils, regardless of their family circumstances. This has been a significant Our Open Days are an ideal way for In 1552, pupils had little choice but yeartoinescape Christ’s Hospital’s history London. It wasn’t theand one you to view our world-class facilities of places back thathealthiest has helped us plan for then. a bright future and to discover why a Christ’s Hospital education is like no other. with renewed confidence. Today, Christ’s Hospital is the school of choice for many Londoners – a place Our next Open Day is on 5 May 2012 where boarders and day pupils can for 11, 13 and 16+ entry. receive a first class education from the Please contact our Admissions team sanctuary of our 1,200 acre campus if you would like to attend. in the rolling Sussex countryside. Christ’s Hospital offers something for everyone – the highest academic standards, incredible sports facilities, world-class arts and a co-curricular programme that’s second to none.

CHRIST’S HOSPITAL. AN INDEPENDENT CO-EDUCATIONAL BOARDING State-of-the-art AND DAY SCHOOL servery RIGHT IN THE HEART OF SUSSEX. Christ’s Hospital, Horsham, West Sussex RH13 0YP. Registered Charity No. 1120090

T 01403 211293 E enquiries@christs-hospital.org.uk W christs-hospital.org.uk

Please also ask for a copy of our new prospectus – out now.

Our new business model and the early positive effects that we are seeing will allow increased investment in our infrastructure and, in parallel, have enabled us to resume the historic spend

4 CHRIST’S HOSpITAL

ANNUAL REVIEW 2010/11 5

A PROSPECTUS BRIGHT LIKE NO OTHER. AS A

BUTTON Christ’s Hospital is truly unique and totally remarkable independent school – where every pupil is given the opportunity to shine. A CH education is stimulating and supportive and, above all, designed to help tomorrow’s leaders compete and succeed in the modern world. Open Days for day and boarding entry are held each term for Years 7, 9 and Sixth Form. For information about Open Days, or to order a prospectus, please contact Admissions:

T 01403 211293 E enquiries@christs-hospital.org.uk W christs-hospital.org.uk

AN INDEPENDENT CO-EDUCATIONAL BOARDING AND DAY SCHOOL RIGHT IN THE HEART OF SUSSEX.

CHRIST’S HOSPITAL. AN INDEPENDENT CO-EDUCATIONAL BOARDING AND DAY SCHOOL RIGHT IN THE HEART OF SUSSEX.

FOCUSED. DRIVEN. DETERMINED.

CHRIST’S HOSPITAL. AN INDEPENDENT CO-EDUCATIONAL BOARDING AND DAY SCHOOL RIGHT IN THE HEART OF SUSSEX.

Christ’s Hospital, Horsham, West Sussex RH13 0YP. Registered Charity No. 1120090.

School Prospectus

Christ’s Hospital is a first-class independent day and boarding school where pupils are eager to learn and determined to succeed. From the age of 11 right through to the Sixth Form, which offers A Level, Pre-U and International Baccalaureate options, pupils lead active, stimulating and well informed lives. Sport, in particular, is an important and vibrant part of school life.

Our facilities are nothing short of outstanding and include 19 rugby and football pitches, a floodlit astro-turf, an all-weather hockey pitch, three grass hockey pitches, seven outdoor netball courts, 12 cricket squares and 21 tennis courts. Many of our pupils have gone on to represent county and national teams – most recently Joe Launchbury, who was named in England’s Six Nations rugby squad.

We offer a range of sports scholarships at ages 11, 13 and 16+ to individuals of county standard in at least one of the major sports offered at CH.

T 01403 211293 E enquiries@christshospital.org.uk W christs-hospital.org.uk

If you are interested in finding out more about a first-class education for your son or daughter, please get in touch.

a prospec like no o

Our next Open Day for day and boarding entry is on 5 May for Years 7, 9 and Sixth Form. Please contact Admissions if you would like to attend.

Christ’s Hospital, Horsham, West Sussex RH13 0YP. Registered Charity No. 1120090 an inDepenDent co-eDucational boarDing anD Day school right in the heart of sussex.

Open Day Advertising


C A SE STUDY 40 Liberty Bridge Road 40 Liberty Bridge rd is the name given to the state of the art Health and wellbeing Centre that has been developed specifically for East London residents. The centre originally used by athletes attending the London 2012 olympics and Paralympic Games, has been redeveloped as an integrated health and wellbeing facility, providing a range of NHS, community and wellbeing services. How we approached it The key task was to try get the positioning right as there were potentially a lot of conflicting messages. It was important to get the hierarchy right and the naming had to be clear. A clear statement on brand positioning was vital platform from which to build the rest of the communications. What we’ve produced Brand strategy Guidelines for brand Web structure, writing and design templates Literature/ posters, flyers Signage

GREAT PLACE TO LIVE

Sir Ludwig Guttmann Health and Wellbeing Centre

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus condimentum feugiat cursus. Morbi sodales pellentesque dictum. Fusce imperdiet dolor odio, sed tempus nulla. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis nisi ipsum, faucibus sit amet hendrerit feugiat, auctor vel dolor. Maecenas elementum nisi non lectus malesuada porttitor. Vestibulum convallis suscipit placerat. Curabitur eu quam purus, a condimentum magna. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis eu sapien a nulla laoreet viverra. Integer vestibulum bibendum hendrerit. Nam odio dolor, blandit id posuere vel, volutpat feugiat ligula. Nulla arcu lectus, bibendum et adipiscing vel, luctus vitae orci. Nulla posuere eros ipsum, non suscipit diam.

TIME FOR A CHAT

IT’S MODERN. IT’S SPACIOUS. IT’S YOUR CENTRE. AND IT’S OPENING IN THE AUTUMN*

Website

MOBILE APP

The Sir Ludwig Guttmann Health and Wellbeing Centre. Designed specifically for East Londoners. Designed WE LOVE specifically for you. IT *To keep up to date with progress, visit www.guttmann.nhs.uk Our location | Travel information | About us | Service providers

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HEALTH AND WELLBEING CENTRE

GREAT PLACE TO LIVE

THIS IS YOUR CENTRE

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Sir Ludwig Guttmann Health and Wellbeing Centre 40 Liberty Bridge Road Stratford London E20 1AS info@40libertybridgeroad.uk

HELPING HELPING EAST LONDON EAST LONDON RESIDENTS TO RESIDENTS TO LIVE HAPPIER, LIVE HAPPIER, HEALTHIER LIVES HEALTHIER LIVES

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SPREADS

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WHEN YOU ARRIVE

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SERVICES & FACILITIES

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Duis eu sapien A nulla laoreet viverra. Integer vestibulum bibendum hendrerit. Nam odio dolor, blandit id posuere vel, volutpat feugiat ligula. Nulla arcu lectus, bibendum et adipiscing vel, luctus vitae orci. Nulla posuere eros ipsum, non suscipit diam. Donec non augue ante, et luctus orci. Praesent congue ipsum at nulla sagittis aliquam. Nunc quis magna vitae tortor scelerisque blandit.

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TIME FOR A CHAT

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and the communication delivery channels.

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C A SE STUDY Rawlinson Butler LLP

d Raffertys developed the proposition, â&#x20AC;&#x2DC;More than lawâ&#x20AC;&#x2122; and a logo and visual identity sely for this leading commercial and private firm. We worked closely with all tionLAW partners to define the proposition and all the communication delivery channels. nels. How we approached it Through a series of focus groups with partners and staff we established the personality of the firm, and then produced a brand that is modern and vibrant and has stood the test of time.

Commercial law and IT

brand brand strategy strategy || brand brand identity identity || advertising advertising || built built environments environments || consultations consultations || direct direct marketing marketing || display display || e-comms e-comms || events events || literature literature || publishing publishing

Rawlison Rawlison Butler Butler LLP LLP Employment law

Raffertys Raffertys developed developed the the proposition proposition more more than than law law and and aa logo logo and and visual visual identity identity for for this this leading leading commercial commercial and and private private client client law law firm. firm. We We worked worked closely closely with all partners to define the proposition with all partners to define the proposition and and the the communication communication delivery delivery channels. channels.

What weâ&#x20AC;&#x2122;ve produced Brand identity Focus groups/ editorial structure for all communications Series of brochures Templates for all other materials

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QVH Annual Report

National Mental Health

Practical mental health commissioning:

Often with very limited budgets with and tight timescales we are always on time on brief and on budget. Delivering more than you would expect!

Jan 13

Oct 12

At the time of preparing the 2012/13 quality accounts, the position of chief executive was vacant, pending appointment from 1 July 2013. As part of the trust’s interim leadership arrangements, the board of directors agreed that its Director of Nursing and Quality, Amanda Parker, would sign the chief executive’s statement for the purpose of these accounts.

C

• Developing posters and leaflets to inform patients of the common reasons why clinics run late. Posters and leaflets displayed in waiting areas help patients to understand why delays may occur, and why at times they are unavoidable. The information also includes, for example, how patients can get refreshments without worrying about missing their appointment.

B Edited by Andy Bennett, Steve Appleton Catherine Jackson

1.18 Personalisation Personalisation recognises the role of the individual as commissioner of their own care and support. However, personalisation cannot be achieved without a major cultural, attitudinal and behavioural transformation across the whole mental health economy.

• Be active – go for a walk or run • Take notice – be curious • Keep learning – try something new • Give – do something nice for a

friend, or a stranger. The effectiveness of this approach to behaviour change to improve mental wellbeing is being evaluated (see further section 3 below). 37 Foresight Mental Capital and Wellbeing Project (2008). Final project report. London: Government Office for Science.

Glover H ( 2010). Presentation at the Lifelong Learning and Empowerment in Mental Health conference. Paris, February.

39

http://www.personalhealthbudgets.dh.gov.uk

Personalisation includes, but also goes well beyond, allocating people personal social and health care budgets so that they can arrange and pay for their own care and support with the aim of achieving better mental health outcomes and life goals. It requires health and social care workers to encourage and enable service users to exercise more choice and control over their own lives, including taking a much more instrumental role in deciding the care and treatment they receive from social care and health services. Personalisation is about empowering individuals to make their own informed decisions and choices about how they want to live their lives and the help they need to do so. This represents a significant shift away from traditional models of health and social care. Personalisation also foregrounds the concept of personal responsibility; it is about equipping people with the information, freedom and confidence to manage their own health and take control of their lives. This marks a radical departure from the historical dependency on traditional services and passive acceptance of ‘professional gifts’.38 Personalisation is also about respecting people’s ‘right to fail’, where someone may choose to take informed risks or make choices that do not always work out, and they may need to try again or try out different approaches. This is also an area where governance systems will need further development to ensure that this can happen within an agreed framework, both for people using services and for professionals.

• Implementing digital dictation. This has resulted in patients receiving more timely feedback in letter form following clinic appointments.

QVH prides itself on providing a good patient experience. While this is generally true, we know that patient experience can still be variable at times and the national outpatient surveys, supplemented by the hospital’s own patient surveys, have highlighted that improving problem scores in a number of areas could significantly improve the experience of our patients. We therefore set our goal to reduce our national survey problem scores by 10%.

Five Ways to Wellbeing

38

• Responding to patients’ comments by reviewing hand and corneoplastic clinic templates and patient flow. Work has commenced on the review of clinic templates (schedules), to ensure that multiple patients are not being called for the same appointment time, thereby removing built-in delays and reducing the time patients wait to be seen. This will also reduce the number of cancellations made by QVH, as revised templates will be adjusted to allow for emergency appointment slots.

Priority 2 We aim to improve the outpatient experience of all patients.

In order to achieve the targeted reduction there was a combined approach between nursing and medical staff around several activities, including reviewing the underlying reasons for patients being admitted before the day of surgery and changing the pathway to make it possible for them to come in on the same day.

A Title for doc 3

A framework for local authority and NHS commissioners

The Foresight Mental Capital and Wellbeing Project37 report produced wide-ranging recommendations on how to enhance the mental health and wellbeing of the population in order to maximise individual and collective mental capital. It included a set of public messages to encourage individuals to improve their mental wellbeing. These are: around you

• Introducing media screens and patient calling systems in main waiting areas. Media screens provide a form of distraction for waiting patients, as well as a patient calling service, updates on any clinic delays, and a health information resource.

Percentage of elective patients admitted prior to surgery 2012/13 12 10 8 6 4 2 0

Title for doc 2

Practical mental health commissioning

• Connect – with the people

• Introducing patient self check-in systems. Self check-in means that patients do not have to queue at a reception desk. The system informs patients if there is a delay to their clinic, so that they are kept well informed.

This will not be continued as a quality account priority for next year, though we will maintain focus on admitting the majority of patients on the day of surgery and will continue to monitor progress at operational meetings.

Feb 13

Amanda Parker Director of Nursing and Quality 28 May 2013

Priority 1 We aim to reduce the preoperative length of stay for elective patients. With advances in day surgery, the types of anaesthetics available and pre-assessment, it is increasingly possible to reduce preoperative stay to minimal levels for patients undergoing elective (i.e. planned, non-emergency) surgery, unless a longer stay is justified for medical reasons. It is recognised that coming into hospital for longer than necessary can cause stress and frustration for patients who would prefer to be at home rather than in hospital. In addition, a reduction in preoperative stay would also reduce pressure on the availability of beds required during the day. Accordingly, our goal for 2012/13 was to reduce the percentage of patients admitted one or more days before surgery from 10% to 5%, by ensuring that patients undergoing elective procedures were only admitted early for medical reasons.

Setting the scene

• Merging the speciality booking teams into one to support the above. This has further standardised the approach for patients. In addition, opening hours have been extended to allow patients to make booking appointments more convenient.

Mar 13

I certify that to the best of my knowledge the information in this document is accurate.

• Agreeing a standardised booking process for all departments. Patients attending multiple clinics now experience a clearer, more consistent booking process.

Reviewing the cases of patients admitted one or more days before surgery has shown that in the main these were patients undergoing major surgery, requiring longer preoperative preparation. Since the number of major cases is likely to remain consistent, we are of the view that 6% is the most realistically achievable target going forward. When benchmarked across other organisations, our results reflect good practice with others achieving in the region of 10-20% of elective patients admitted one or more days prior to surgery.

Sep 12

These quality accounts summarise the performance of the hospital across a range of issues in 2012/13. The report sets out our key priorities for 2013/14 which we believe will further improve our patients’ care and hospital experience.

26

• Reviewing ‘standard’ outpatient department clinic letters and reducing them from 300 to 10. This has improved the standard of the letters to patients, making them easier to understand and easier for patients to identify where in the hospital they should attend.

Reports on progress have been made monthly to the management team and quarterly to our quality and risk committee. They show that during the last quarter of 2012/13 we achieved a consistent rate of 6% of patients admitted before the day of surgery.

Dec 12

Four priorities were identified covering patient experience, the effectiveness of their medical care, and patient safety. Progress against these priorities has been monitored over the year and regular reports have been provided to staff, the trust’s quality and risk committee, and the board of directors. The following is a summary of the progress we have made against each priority.

• assuring ourselves through discharge questionnaires that shorter admission times were not having a negative effect on patient experience.

In addition, information was considered from national reports, QVH results from national inpatient and outpatient surveys, in-house patient experience reviews, clinical incident reporting, complaints, patient safety reviews and clinical audit.

Nov 12

In an unannounced two-day inspection in February 2013, the Care Quality Commission rated us highly for the compassion and care that we give to our patients, and were satisfied that we were compliant with the five outcomes they assessed. However, they raised a minor concern regarding documentation to which we will respond with action to improve the completeness of information available.

• Opening a new main outpatients department in April 2012. This has reduced the number of outpatient departments, making it easier for patients to know where to go. It has created a better waiting area and centralised the reception areas.

Aug 12

Priorities for 2012/13 were influenced by the trust’s governors, the programme board (which includes representation from NHS West Sussex), a local GP representative, representatives from commissioners in Kent and Surrey, and staff from across the organisation.

The actions we took during 2012/13 to improve the experience for patients have included:

• analysing the number of patients admitted more than a day before surgery • auditing the reasons why patients were admitted one day or more before surgery

Performance against 2012/13 priorities

Patient surveys continue to give us ratings for quality that are among the highest in the country, with results from the latest national NHS inpatient survey showing that QVH achieved the highest score out of all 156 acute hospital trusts in England for how well patients rated their experience of being in hospital. And in the latest national NHS staff survey, QVH scored the best results nationally for staff recommendation of their trust as a place to work or receive treatment, and job satisfaction.

A framework for local authority and NHS commissioners of mental health and wellbeing services

We audited our progress monthly against a baseline figure for December 2011 by:

Percentage

Annual Report, Quality Accounts and Financial Accounts 2012/13

Part 2: Priorities for improvement and statements of assurance from the board

Jul 12

At Queen Victoria Hospital NHS Foundation Trust (QVH) we continue to focus on the quality of care that we provide to our patients.

Jun 12

Chief executive’s statement

Apr 12

Part 1: Statement on quality

May 12

For over 20 years we have been producing Annual Reports for many organisations helping structure, write, design and art direct the photography.

We have achieved this goal in some but not all areas of the patient experience that we had identified.

30

Queen Victoria Hospital NHS Foundation Trust

Annual Report, Quality Accounts and Financial Accounts 2012/13

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NHS London Annual Report

ANNUAL REPORT AND ACCOUNTS 2010/11

Royal Brompton and Harefield Hospitals

NHS LONDON ANNuAL REPORT 2010/11

4

NHS LONDON ANNuAL REPORT 2010/11

NHS London

9

We work directly with NHS organisations including acute trusts and mental health trusts and via six commissioning clusters: North West London, North Central London, Outer North East London, East London and the City Alliance, South East London and South West London. The six clusters are made up of the 31 primary care trusts (PCTs) for London. We support the foundation trust pipeline, helping trusts achieve foundation status so they can work more autonomously. All hospitals will be foundation trusts by 2014. A further 15 trusts in London are already foundation trusts, and are regulated by Monitor. We make sure that NHS services in London spend taxpayers’ money properly and provide quality services which are clinically safe and financially secure. We also look at ways organisations can improve performance, make services more accessible to the diverse communities in London and develop the skills and capacity of the NHS workforce. One of the ways we deliver this is through our commitment to QIPP (Quality, Innovation, Prevention and Productivity). NHS London, as well as the commissioning clusters, has a QIPP plan in place to deliver the best possible service to London. as the nhS moves to a gP led commissioning system, nhS London has a valuable role to play in supporting the new emerging gP commissioners and the nhS commissioning board, as well as ensuring standards of patient care remain at the forefront of all we do.

PCT Clusters across London what iS a cLuSter?

As one of ten strategic health authorities in England, we provide strategic leadership for the NHS in London.

Clusters are groups of Primary Care Trusts (PCTs) that have come together to be managed by a single Chief Executive and executive team.

private patients centre

Clusters were established across the country to consolidate and maintain PCT capacity and capability whilst allowing the new commissioning structures and Clinical Commissioning Groups to develop. London has six PCT Clusters which are established along the lines of existing London sectors.

the six London clusters that will manage transition during 2011/12

north central London (ncL)

visitlondonimages

London’s vibrancy, diversity and history means the uK’s capital is regarded as one of the world’s leading cities. Over 7.8 million people choose London as their home and around 26 million tourists visit the capital each year. With some of the best specialist and teaching hospitals in the country and record investment in innovative techniques, parts of London’s healthcare are truly world class. In other areas, there are unacceptable inequalities. The capital’s residents are overwhelmingly young – in 2009, 7.3 per cent of the population were children aged under five, compared with 6.2 per cent in England, and 43.5 per cent were in the age group 20 to 44 compared with only 34.6 per cent of England’s population. Based on 2008 population projections, the population is expected to increase by 16 per cent to 8.9 million by 2028.

outer north east London (oneL)

north west London (nwL)

About London Londoners are also the most ethnically diverse group in the country, with just over a third of all Londoners (34 per cent) born outside the uK in 2009, compared with 11 per cent of the population of the uK. Nearly 40 per cent of all foreign-born residents in the uK live in London. unsurprisingly, the poorer boroughs in London have poorer health, with gaps in life expectancy of up to 17 years between different areas of the capital. The 2012 Olympic and Paralympic Games are an opportunity for NHS London to create a lasting health legacy for Londoners. We want to get Londoners healthier and more physically active in the run up to 2012, improving their fitness, mental health and overall wellbeing. As the organisation in charge of looking after the NHS in the capital, NHS London has a responsibility to make sure that Londoners receive the care and support they need to live healthily. What’s more, we ensure that should people need treatment, they will be seen by the best skilled healthcare staff in the most appropriate care setting.

Arrangements include a joint Board made up of three groups of PCTs (inner NWL, outer NWL and Brent and Harrow together)

east London and city alliance (eLca)

Enfield

Barnet Waltham Forest Haringey

Harrow

Redbridge Havering

Camden Hackney

Brent Islington

Barking and Dagenham

Hillingdon

Tower Hamlets

Ealing

Newham

City Westminster K&C H&F Southwark Greenwich

Hounslow

Lambeth

Kingston

Bexley Lewisham

Wandsworth

Richmond

Sutton and Merton Bromley

Croydon

South east London (SeL) South west London (SwL)

Royal Brompton and Harefield Hospitals London

27

1.19 Payment by Results The Operating Framework for the NHS 2011/12 highlights the work currently being undertaken to pilot personal health budgets across England (including a number of mental health sites39) and reinforces the Coalition Government’s commitment to expanding their availability and uptake. Personal health budgets are seen not only to give individuals greater choice and control over the services but also to permit greater integration between health and social care at the level of the individual. Personalisation encourages commissioners to move away from purchasing block contracts of care and directly commissioning individual service packages. Instead their role is likely to encompass activities such as achieving the right balance of investment in local services to ensure that those who still wish to can access more traditional forms of care while shaping and developing the market to ensure that personal health budget holders and people funding their own care have access to high quality, flexible, responsive and person-centred services to support their continued recovery and mental wellbeing. Commissioners will need to switch their focus towards commissioning for outcomes. This will in turn influence the development of a far more diverse provider market, bringing greater choice of providers and services. There is also likely to be considerable potential for GPCC and local authority commissioners to work more collaboratively with others to develop new personalised and cost-effective approaches to achieving better mental health and wellbeing outcomes for the populations they serve.

The National Mental Health Development Unit (NMHDU) has produced a good practice guide on how to make personalisation a reality for people with mental health support needs. It includes information on what personalisation means for mental health services, examples of what needs to be in place to make personalisation work, and pointers to good practice and sources of advice and information. See: www.pathstopersonalisation.org.uk As well as enabling an individual and their carer(s) to exert greater control and choice, personalisation also provides the means for everyone in a given community to play an active role in promoting their own good mental health and wellbeing. Personalisation requires everyone to have ready access to information and advice about local services so they can make informed decisions about what would best meet their health needs. Additionally, everyone should have equal access to universal public services that will enable them to maintain and promote their own wellbeing. These include transport, leisure and education, housing and health services, and opportunities for employment.

The Social Care Institute for Excellence (SCIE)40 has summarised the main tasks of personalisation for local authority commissioners. These can be seen to apply equally to mental health commissioners. They include:

The implementation of Payment by Results in mental health will also give people far greater choice of services. It will also support the transition from traditional block contracts to an activity and outcomes-based contracting mechanism.

• ensuring the right balance of investment between different services

Payment by Results (PbR) was introduced in the NHS in 2003/04 to improve the fairness and transparency of payments and to stimulate provider activity and efficiency.

• shaping the market to ensure that high quality, flexible and responsive services are available for personal budget holders and self-funders • ensuring that people have access to information and advice to make good decisions about their care and support. • using co-production as means to support and actively engage people in the design, delivery and evaluation of services. • developing local partnerships to produce a range of services for people to choose from • providing opportunities for social inclusion and community development. 40 SCIE (2009). Personalisation briefing for commissioners. London: SCIE.

PbR means that providers are paid for the number and type of people treated, in accordance with national rules and a national tariff. It relies on improved availability of data on activity and outcomes to support funding flows from commissioners to providers. This can have the added benefit of backing up clinical commissioning conversations across primary, secondary, social care and public mental health about service effectiveness and options for re-design. The NHS White Paper Equity and Excellence: Liberating the NHS states that a set of currencies will be introduced for working age adult mental health services from 2012/13. The currencies will be based on a system of mental health care clusters.


Specialisms:

REPORTS AND TO OLKITS For over 20 years we have been producing Annual Reports for many organisations helping structure, write, design and art direct the photography. Often with very limited budgets with and tight timescales we are always on time on brief and on budget. Delivering more than you would expect!


Specialisms:

S O CIAL MEDIA At Raffertys we have a young energetic team who are fully up to speed with all the digital media channels, and we create engagement with audiences on and offline to deliver excellent results.


C A SE STUDY

Website

Banner stands

NHS CHANGE DAY

NHS Change Day

Do something better together

NHS CHANGE DAY Do something better together

NHS change day is a social movement for the people from the people. It is a frontline movement the largest of its kind, with the shared purpose of improving health and care. How we approached it We created visual identity that adhered to NHS guidelines but created a personality of its own for Change day. The tone and style of the communications was to be easy, accessible and real. with a touch of the rebel.

Posters

IN G… IT ’S CO M

PLEDGE

SHARE

Karen Hill, Health Care Assisstant, Beckton

Want to use your passion and commitment to make a difference for our patients, for our NHS? Make a pledge Be a changemaker

“NHS Change Day offers the most amazing, diverse and inclusive opportunity to tell the world we care!

Find out more go to: Like us on Facebook - www.facebook.com/NHSChangeDay Follow us on Twitter - www.twitter.com/nhschangeday Subscribe to our Youtube channel - www.youtube.com/user/NHSChangeday Download our Podcast - www.nhschangeday.podbean.com or via iTunes

www.changeday.nhs.uk

Twitter Page 1

What we’ve produced Visual identity and guidelines Posters Resource packs Web style pages Exhibition stands Master assets for templates

We are proud of the NHS and are ready to embrace change, move forward and be the best” Kirstie Stott Operational Manager, Sheffield teaching Hospital

www.changeday.nhs.uk PLEDGE

SHARE

DO

INSPIRE

#nhs change day NHS Change Day is supported and coordinated by NHS Improving Quality.

DO


C A SE STUDY

Twitter Page

Banner stands

NHS Property Services NHS Property Services , manages, maintains and and improves NHS Properties and facilities, working in partnership with NHS organisiations to create, safe, efficient sustainable healthcare environments.

Property strategies and solutions. Estate and facilities management. Safety. Efficiency. Sustainability. Specialist knowledge, skills and advice.

How we approached it By engaging with staff at all levels though focus groups, and other channels we established how NHS Property should be presented as a brand. Good clear language of the offer was vital to the success of the brand. What we’ve produced Brand identity Guidelines Brochure Exhibition stands Templates Digital and social media design

Mobile App

Brochure Design Quality Healthcare Environments

Quality Healthcare Environments

The quality of the healthcare environment has a direct impact on how the NHS delivers care, and our patients’ experience of it. The work environment is also important for staff: the better it is the more efficient they can be.

Introducing NHS Property Services Ltd

On 1 April 2013 NHS Property Services took on

4,004 facilities

NHS Property Services manages, maintains and improves NHS properties and facilities, working in partnership with NHS organisations to create safe, efficient, sustainable and modern healthcare and working environments.

covering

25 million sq feet with

12,000 tenants

OUR COMPANY

OUR ROLE

NHS Property Services has two main roles:

NHS Property Services has a clear mandate to provide a quality service to its tenants and minimise the cost of the NHS estate to those organisations using our facilities.

• Strategic estates management –

acting as a landlord, modernising facilities, buying new facilities and selling facilities the NHS no longer needs.

valued at over

We are a national organisation, with a local structure, focusing our strategic and operational management skills on supporting clinical improvements and better health outcomes.

You can find out more at www.property.nhs.uk

Property strategies and solutions. Estate and facilities management. Safety. Efficiency. Sustainability. Specialist knowledge, skills and advice.

£3 Billion

5%

• Dedicated provider of support

4% 3%

services such as cleaning and catering.

8% 9%

Our portfolio

10% 15%

44%

We have responsibility for 4,000 buildings – worth over £3 billion which were previously owned, leased or managed by Primary Care Trusts and Strategic Health Authorities.

Any savings we make will be passed back to the NHS.

OUR OBJECTIVES • Improve the quality of the estate

portfolio • Ensure continuity of the estates

service • Keep buildings safe, warm and clean • Ensure the NHS estate is managed

sustainably • Use our scale to deliver

improvements and efficiencies

www.property.nhs.uk |

twitter @NHSProperty

• Fill empty buildings by bringing in

new tenants • Make more effective use of the

estate

NHSPS_Brochure_4pp_JulyUpdate_v3.indd 1

01/08/2013 11:43

NHSPS_RollerBanner_September v1.indd 1

01/10/2013 14:28


Specialisms:

FUNDRAISING Benevolence is a big ask in the present climate but charitable organisations are pushing on regardless.


Specialisms:

C A SE STUDY

QVH Charity

QVH Charity

Leaving a legacy

Queen Victoria Hospital puts lives back together.

Leave a lasting gift in your will to Queen Victoria Hospital and the lives we rebuild

Every day the hospital provides life changing surgery and care, people who need the hospitals care come from all over the South of England and sometimes beyond.

Take part in our make-a-will week, 31 March – 4 April 2014 Look after your loved ones while supporting Queen Victoria Hospital and the lives we rebuild

Support QVH and the lives we rebuild Registered Charity No. 1056120

Join us in celebrating 150 years of rebuilding lives

How we approached it A distinctive brand identity that was applied to all the collateral, with good clear call to cation that was in exactly the right tone and style got the funds rolling in!

This year, Queen Victoria Hospital is celebrating 150 years of providing outstanding care.

What we’ve produced Brand identity Guidelines Editorial structure and writing Design Posters Flyers

We’d like you to be involved As well as reflecting on our proud past, we’re looking to the future. We’re calling on everyone who supports QVH to help us fundraise so that we can improve care for future generations.

We really need your help Pick up a leaflet visit www.supportqvh.org or call us on 01342 414170 Support QVH and the lives we rebuild facebook.com/SupportQVH

150 YEARS / 1863 – 2013

@SupportQVH

Registered Charity No. 1056120

Legacies mean we can do even more for our patients, pioneering new treatments, benefiting from the latest equipment and offering those extra touches that make a good hospital great.

To find out more visit: www.supportqvh.org

Local solicitors are waiving their fees for will-writing in return for a donation to the Queen Victoria Hospital Charity.

Queen Victoria Hospital puts lives back together Every day the hospital provides life-changing surgery and care, free of charge to every NHS patient who needs it.

Your generous donations have so far helped fund: • a new outpatient unit in the children’s ward • research into the psychological aspects of breast reconstruction surgery • training placements at QVH for final year Brighton Medical School students. But we need more support to rebuild many more lives.

With your support QVH can do even more to rebuild lives We can do important things, like making improvements to patient environments, providing more and better equipment, and researching new treatments. Your support really will help.

Who benefits? Supporting the QVH Charitable Fund can be a life-changing experience – for you and the people who need our support. People who need the hospital’s expert care come from all over the South of England and sometimes beyond. Regardless of the size of your donation, you and other supporters will help transform the way QVH provides care to those who need reconstructive surgery, and therapy and rehabilitation services.

To donate now visit: www.justgiving.com/qvh-nhs

Your support will go a very long way The hospital will be a better place for patients to be treated and cared for as a result of your generosity, and will ensure that we continue to rebuild the lives of people who need life-changing surgery and care.

Charitable funds are important to the hospital Your donations help QVH to: • improve the hospital environment so patients feel more comfortable • invest in additional, better equipment to improve care • improve facilities for hospital staff so they can focus on patients’ needs • fund research and educational work to continue developing new and innovative treatments.

ContaCt details We’d love to hear from you. tel 01342 414170 email supportqvh@qvh.nhs.uk Web www.supportqvh.org


Specialisms:

NHS Property Services

E mbedding values and changing behaviour

putting You First

putting You First

Organisational Development Programme

Organisational Development Programme

Achieving peak performance through leadership excellence

Apple

Development programme

Apple

Development programme

Training modules Study modules Workshops

Training programmes from your NHS Property Services Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus condimentum feugiat cursus. Morbi sodales pellentesque dictum. Fusce imperdiet dolor odio, sed tempus nulla. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis nisi ipsum, faucibus sit amet hendrerit feugiat, auctor vel dolor. Maecenas elementum nisi non lectus malesuada porttitor. Vestibulum convallis suscipit placerat. Curabitur eu quam purus, a condimentum magna. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis eu sapien a nulla laoreet viverra. Integer vestibulum bibendum hendrerit. Nam odio dolor, blandit id posuere vel, volutpat feugiat ligula. Nulla arcu lectus, bibendum et adipiscing vel, luctus vitae orci. Nulla posuere eros ipsum, non suscipit diam.

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus condimentum feugiat cursus. Morbi sodales pellentesque dictum. Fusce imperdiet dolor odio, sed tempus nulla. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis nisi ipsum, faucibus sit amet hendrerit feugiat, auctor vel dolor. Maecenas elementum nisi non lectus malesuada porttitor. Vestibulum convallis suscipit placerat. Curabitur eu quam purus, a condimentum magna. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis eu sapien a nulla laoreet viverra. Integer vestibulum bibendum hendrerit. Nam odio dolor, blandit id posuere vel, volutpat feugiat ligula. Nulla arcu lectus, bibendum et adipiscing vel, luctus vitae orci. Nulla posuere eros ipsum, non suscipit diam.

Training Modules Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus condimentum feugiat cursus. Morbi sodales pellentesque dictum. Fusce imperdiet dolor odio, sed tempus nulla. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis nisi ipsum, faucibus sit amet hendrerit feugiat, auctor vel dolor. Maecenas elementum nisi non lectus malesuada porttitor. Vestibulum convallis suscipit placerat. Curabitur eu quam purus, a condimentum magna. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Duis eu sapien a nulla laoreet viverra. Integer vestibulum bibendum hendrerit.

Achieving peak performance through leadership excellence

putting You First

putting You First

Organisational Development Programme

putting You First

Organisational Development Programme

Organisational Development Programme

Diamond

Recognition and reward scheme

Your Say

Staff engagement scheme

Values development is an essential aspect of the brand identity process. Through focus groups and testing we construct values and communications that staff believe in and, more importantly, act on.

Thank you for your supported your input was really useful.

60% of staff have voted that this is a great place to work and that NHSPS is the employer of choice.

Your contributions, recognised and rewarded

Share your thoughts, transform the workplace

NHS London

Search

Your Wellbeing

Staff health and wellbeing scheme

Fit for work: Fit for life

Counselling

Gym

Food recipes

Lorem ipsum dolor sit amet consect Read more

Lorem ipsum dolor sit amet consect Read more

Lorem ipsum dolor sit amet consect Read more


Specialisms:

Royal Academy of Engineering

NHS - Safeguarding Adults Leadership Programme

TRAI NING AND DEVELOPMENT We can get the delegates in, manage the venue, dress the sets and project manage the day to ensure your event runs like clockwork.

Module One – Manual

Module Two – Manual

1

Safeguarding Adults Leadership Programme: Safeguarding adults – leading and Influencing

2

Safeguarding Adults Leadership Programme: Safeguarding Adults– Risk Management and Applying Legislative Framework

We can also produce your delegate packs, training manuals and workbooks. Module Three – Manual

Module Four – Manual

3

Safeguarding Adults Leadership Programme: Safeguarding Adults and Quality

4

Safeguarding Adults Leadership Programme: Safeguarding Adults– Political Awareness and Influencing Strategic Development


Specialisms:

INTERIORS and signage Raffertrys specilaise in bringing brands to life within your organisation, creating energy and synergy. Your workforce and workspace will benefit if you go the extra mile.


Specialisms:

INTERIORS and signage

Townley Road Debtal Practice

Townley Rd Dental practice is an example of how brand and interiors have come together to create a calm reflective environment for nervous patients!

invigorate

mocha putty


Specialisms:

INTERIORS and signage Signage and wayfinding is a big part of the branding process and here area few examples of how we express brand through internal and external signage.

40 Liberty Bridge Road

Jarrow School Signage and Way Finding


To see, hear or find out more please get in touch. | 01342 810893 | hilary@raffertys.co.uk | 07584 304 783

www.raffertys.co.uk


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