3. www.icecreates.com
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. www.icecreates.com
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.
6. www.icecreates.com
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. www.icecreates.com
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.
15. www.icecreates.com
London & Quadrant Housing
Fish Island Development
Marketing., name ideation, identity
creations, hoardings, brochures
flyers, site plans floor plans.
16. www.icecreates.com
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.
19. www.icecreates.com
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. www.icecreates.com
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:
www.coventry.nhs.uk/HealthServices/Dentists
Alternatively call: 0800 051 1310
21. www.icecreates.com
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
www.liverpool.ac.uk/careers
careers
service
&
employability
careers
service
&
employability
How you shape our future
Donor Report 2011
thank
you
22. www.icecreates.com
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.
24. www.icecreates.com
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.
26. www.icecreates.com
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.
http://prezi.com/rtn8evrftcon/?utm_campaign=share&utm_
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 www.icecreates.com
27. www.icecreates.com
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.
29. www.icecreates.com
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. www.icecreates.com
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.
https://youtu.be/uqK-d3WI4Yw
31. www.icecreates.com
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.
http://www.asapglos.nhs.uk
32. www.icecreates.com
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.
https://youtu.be/8-1EItA4oHY https://youtu.be/kQ1fHVD7j1E
33. www.icecreates.com
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. www.icecreates.com
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
http://www.medicines.org.uk/emc/. 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: ukmedinfo@lilly.com Website: www.lillypro.co.uk
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: www.mhra.gov.uk/yellowcard
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 www.abasaglar.co.uk 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 www.abasaglar.co.uk 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 www.abasaglar.co.uk
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: www.mhra.gov.uk/yellowcard
Adverse events and product complaints
should also be reported to Lilly:
please call Lilly UK on 01256 315 000
36. www.icecreates.com
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.
https://youtu.be/3muVqf-6y-Y
37. www.icecreates.com
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.
42. www.icecreates.com
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.
http://prezi.com/surzr7q-
jtyo/?utm_campaign=share&utm_
medium=copy&rc=ex0share
43. www.icecreates.com
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. www.icecreates.com
How it should be (HISBE)
Corporate Identity for ‘How it Should
be’ together with a range of launch
materials.
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
happenwww.icecreates.com
