CHC Brand Book Draft

Every company, organization, and institution has a brand,including Columbus State. It’s how we look, how we sound,and above all, it’s how we make people feel.A brand is a powerful thing,to be sure. But it’s evenmore powerful when we’reconsistent in how we reinforceit and share it. And that’sexactly what these guidelineswill show you how to do.

BrandGuidelinesCenter for Humanitarian Change March 29, 2015

INTRODUCTION

Every company, organization, and institution has a brand,including Center for Humanitarian Change. It’s how we look, how we sound, and above all, it’s how we make people feel.

A brand is a powerful thing,to be sure. But it’s evenmore powerful when we’reconsistent in how we reinforceit and share it. And that’sexactly what these guidelineswill show you how to do.

CENTER FOR HUMANITARIAN CHANGE BRAND GIUDLINES 2


CONTENTS

Know our story 4

Share our message 8Audiences ........................................................................9Messaging .......................................................................10

Design 11with purposeLogo ................................................................................. 12Color ................................................................................. 13Typography..................................................................... 14

Bring it to life 19O�cial Material ............................................................ 20Branding Information .................................................. 21Brochure and Banners .................................................. 22Promotional Items ......................................................... 23Online Branding.............................................................. 24

Know our story

A strong brand tells stories that move people. So of courseour brand guidelines start with knowing our story, and gettingreally clear about what makes us Center for Humanitarian Change


THE BRAND STATEMENT

‘What Works is a not for pro�t organization �nding solutions to the challenges of supporting people living in fragile areas in East Africa’

“What Works” is the idea thatlives at the heart of the Center for Humanitarian Change brand story. It’s the essence of what makes us unique—what makes us stand out.

The lives and livelihoods of people in fragile areas improve with e�ective support from a remodelled aid system The Centre for Humanitarian Change aims to rede�ne the model for aid in fragile areas using evidence of local models of What Works and by breaking down system wide barriers to using longer term thinking and context speci�c approaches.

Vision

Mission


‘What Works is a not for pro�t organization �nding solutions to the challenges of supporting people living in fragile areas in East Africa’

The brand promise is a de�ningstatement for our brand. It articulates what our institution stands for.

THE BRAND PROMISE


MESSAGING OUR BRAND PERSONALITY

How we strive to be perceived

Our message is what we say. Our personality is how we say it.Use these traits to guide the tone of what you write,so that everything you say sounds uniquely Center for Humanitarian Change.

OpenAlways welcoming and approachable

Supportive Understanding and helpful

CreativeFinding new solutions to challenges

RelaibleYou can always depend on us

Flexible We can adapt to di�erent situations

AccountableWe are liable for our actions



Share our message

DONORS


KEY AUDIENCES & MESSAGES

GOVERNMENTSPARTNERS MEDIA

KEY CHARACTERISTICS

KEY MESSAGES

How we will deliverWhen we’re talking to all audiences that matter to CHC, it’s all about impact—whether it’s the impact we have on our region or the impact a donor can have on our work.It’s about pairing the big, quanti�able facts with the inspirational, human impact when we discover what works. Remember, there’s always an emotional element to our story. So we’ll say it again: when we combine our impressive statistics with something more—something immeasurable—that’s when we tell our story best.


MESSAGING GENERAL RULES AND TIPS

Make your headlineswork harder.A headline should be more than just the topic of the piece.It’s often the best place to convey CHC’s brand personality.Remember that the headline may be the only copy youraudience will read as they scan communication.Make it compelling, interesting, and informative.

Don’t be afraid to get personal.Directly address your reader, as “you.” CHCshould be “we” or “us.” It makes communicationsmuch more personal and relatable.

Get to the point.Keep your language clear, your sentences lean,and your paragraphs short.

Give your reader a reasonto care.Lead with audience-speci�c bene�ts (what they get)and back it up with our brand attributes (what we o�er).

Inspire action.Motivate your reader by always including a clear call to action.Let the reader know what you want him or her to do next.

Be bold.Make communications powerful with bold, direct statements


Design with purpose

The graphic elements we use. The fonts we select.The photos we feature. All of these components(and then some) create a unique visual system thatmakes our story more powerful and identi�able.


BRAND ARCHITECTURE

PRIMARY LOGOThe o�cial organisation logo.

LOGO COLOUR PALETTE

Our expanded core palette is composed of a groupof bright orange and a neutral gray.Use these colors in combination with ourcore colors, never in place of them.

CMYK: 0, 0, 0, 0RGB: 255, 255, 255HEX: F

CMYK: 64, 61, 65, 54RGB: 62, 57, 53HEX: 3E3935

CMYK: 7, 73, 100, 1RGB: 224, 102, 37HEX: E06625

CMYK: 56, 46, 44, 10RGB: 118, 120, 122HEX: 76787A


LOGO COLOUR Our logo may be produced in one or two colors.By limiting ourselves to these options, our logo will feelcontemporary and modern, maintaining a strong and consistentpresence. Other brand elements give us a bit more creativefreedom, but it’s important that our logo retain a singular,iconic identity.


TYPOGRAPHY OVERVIEW

Just as we choose di�erent words to convey di�erent messages,the typeface we use can have a profound e�ect on our communications.Consistently using the o�cial fonts selected for Center for Humanitarian Changestrengthens and reinforces the brand. Primary and secondary font choices for CHC’s print communications are displayed below

Friz Quadrata BoldAaBbCcDdEeFfGgHhIiJjKkLlMmNnOoPpQqRr SsTtUuVvWwXxYyZz0123456789

Myriad ProAaBbCcDdEeFfGgHhIiJjKkLlMmNnOoPpQqRrSsTtUuVvWwXxYyZz0123456789


TYPOGRAPHY FRIZ QUADRATA BOLDFriz Quadrata Bold is a traditional serif typeface that doesa lot of the heavy lifting for the CHC’s identity.It should be used primarily for name of the organisation and headlines in core messaging materials. It is bold and impactful, yet clear and easy to read. The Friz Quadrata family o�ers a weight that can extend this headline style to secondary messaging in di�erent font sizes.

Friz Quadrata BoldAaBbCcDdEeFfGgHhIiJjKkLlMmNnOoPpQqRr SsTtUuVvWwXxYyZz0123456789


Center for Humanitarian ChangeImpact of restricted humanitarian access

Examples:

Myriad ProAaBbCcDdEeFfGgHhIiJjKkLlMmNnOoPpQqRrSsTtUuVvWwXxYyZz0123456789

Myriad Pro is a traditional serif that complementsFriz Quadrata Bold. The di�erent proportions of its thick andthin strokes make it more legible at smaller sizes. It should be used primarily for the tagline “What works” and subheads andbody copy in core messaging materials.

TYPOGRAPHY MYRIAD PRO

Examples:What Works


TYPOGRAPHY AND STATISTICS Statistics and infographics are a crucial element of theCHC brand. Feel free to combine our primary fontsfor interesting graphic treatments. However, it’s importantto show restraint when mixing fonts.

MORE THAN$1.5 millionIN FINANCIAL AID AWARDED PER YEAR 3 COUNTRIES

200+STUDIES AND PROJECTS


Bringing itto life


We’ve given you the tools you need to work with our brand.Now, here are a few examples of how it can translate to realpieces of communication. Don’t think of these as rigid rulesor templates. Instead, use them as a guide to understandhow the brand can �ex for each audience, and how all of ourbrand elements can come together to create an engaging,e�ective suite of marketing materials.

OFFICIAL MATERIAL

www.whatworks.co.ke

www.whatworks.co.ke

www.whatworks.co.ke

PO Box 8, Sarit Center, 00606 Nairobi T:

E: [email protected]

ASSOCIATE

5432 Any Street West / Townsville, State 54321 / 555.543.5432 / 555.543.5433 fax

www.yourwebsitehere.com

STATIONERYLetterhead, business cards, and envelopes shouldbe kept as simple as possible. The logo should bethe most prominent thing on the page, with all otherinformation acting in a supporting role. Templatedocuments should be requested from the O�ceof Marketing and Communications.

With Compliments...

Purchase Order CENTER FOR HUMANITARIAN CHANGE

PO Box 8 Sarit Center, 00606 Nairobi Kenya

PHONE [Your Phone]

FAX [Your Fax]

WEB www.whatworks.co.ke

BILL TO: SHIP TO:

ATTENTION: ATTENTION:

PO NO.:

DATE:

VENDOR NO.:

REQUESTOR: SHIP DATE: SHIP VIA: FOB: BUYER: TERMS: TAX ID:

QUANTITY ITEM DESCRIPTION DISCOUNT TAXABLE UNIT PRICE TOTAL

SUBTOTAL:

TAX:

SHIPPING:

MISCELLANEOUS:

BALANCE:

CENTER FOR HUMANITARIAN CHANGE PO Box 8 Sarit Center, 00606

Nairobi Kenya

PHONE [Your Phone]

FAX [Your Fax]

WEB www.whatworks.co.ke

Meeting Called By:

Type of Meeting:

Facilitator:

Time Keeper:

Note Taker:

Attendees:

Please Read:

Please Bring:

Topic A Presenter Name: Notes Taken?

Discussion:

Observers: Resource Persons:

Other Information:

Conclusions:

Action Items: Person Responsible: Deadline:

Topic B Presenter Name: Notes Taken?

Discussion:

Observers: Resource Persons:

Other Information:

Conclusions:

Action Items: Person Responsible: Deadline:


INFORMATION BRANDING


Center for Humanitarian ChangeP.O. Box XXXXXXXXX, Nairobi, Kenya

Tel: +XXXXXXXXXXXXXFax: XXXXXSafaricom: XXXXXXXXXXXZain: XXXXXXXXXXXXXXXXX

Email: [email protected]

@whatworks

whatworks

faoinsomalia

Website: www.whatworks.co.ke www.yourwebsitehere.com

A package of information assembled by CHC to provide basic information about itself to reporters and other stakeholders. The information/media kit is a promotionalpublic relations tool that can serve several functions, including promoting the launch of an organization or report.

The Information Kit

www.charity.org [email protected] (555) 123-4567 123 Anystreet, Anytown

What

What Works

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Powerpoint TemplatesThese should be kept clean and simple, using mostlyour core color palette. Because of font restrictions,use our alternate typefaces (Times New Roman and Arial)when creating these documents.

I N D E P E N D E N T E V A L U A T I O N O F T H E P I L O T C M A M S U R G E

AUTHOR: Peter Hailey, Director Centre for Humanitarian Change, Nairobi, Kenya.

Independent Evaluation of the Pilot CMAM Surge!"

The analysis assumes that the investment from the Government and Concern in H/NSS and surge model capacity development efforts plus increases in resources to the health facilities through the county management system have resulted in an increase in the capacity of health centres to cope which should be translated into increased threshold levels. c. Does the pattern of thresholds crossed correspond to events that could have theoretically caused increases

Therefore, how is the analysis of context affecting the relevance of the thresholds?d. How does the process of setting and updating thresholds need to be improved?

i) Types of Triggers.In the graph below it can be seen that more thresholds are crossed by SFP than OTP programmes. And that the same is true for each type of threshold. It also appears that the serious threshold is less often crossed than those for alert and emergency. This observation suggests that the thresholds chosen for Serious are too close to those for Emergency and Alert. Theoretically, there should be more Alerts than Serious and more Serious than Emergency triggers.

The data shows that for OTPs the average gap between Alert, Serious and Emergency is 5 children. For SFPs it is around 8 children.

This data suggests that wider bands could be considered in setting the thresholds. The objective being to reduce the number of emergency triggers and increase the number of alert triggers. Making wider bands between the thresholds will have implications on how the check list of actions to be taken on passing a threshold is constructed. The checklist is discussed later in the report.

ii) Changes in Thresholds.Since 2012 10 health centres revised their thresholds. None in 2012, six in 2013 and four in 2014. This pattern probably

thresholds in the 14 centres. In 2014 only 8/28 thresholds were changed. This reduction in changes of thresholds happened as numbers for admissions increased in 2014 compared with 2012 and 2013. No pilot health centre has changed more than once.

Earlier the study showed that 2014 had nearly twice as many triggers as those in 2013. This happened as 10 of the centres increased their thresholds, albeit by small amounts. Thus it appears that for those centres that changed the

than 40% in 2014, twice as many triggers were passed compared to 2013. It is possible that for the majority of Health

cope with the increases experienced overall in 2014 (only 4 changes in 2014). However, Surge Model guidelines are

Centre (2013 – 2014)

District.Independent Evaluation of the Pilot CMAM Surge!"

The analysis and use of the quality and coverage indicators for programme improvement are key components of a quality programme management and are part of an H/NSS approach to developing a quality service. For example the 2014 coverage survey noted, as this study has, that new admissions does not follow a seasonal pattern. However, defaulters does show

movements of populations with their animals in search of pasture and water.

The H/NSS programme has used this data analysis to change the approach to outreaches and active/mass screening so that the negative impact on coverage caused by movement is mitigated.

The study feels that whilst the quality and coverage indictors are indeed indicators of stress on the system changes in their levels act through a complicated causal pathway. Therefore, these indicators should be used and analysed for decision making for quality and coverage improvement of the regular programme but a simpler indictor of likely stress on the capacity of the health facility should be used to trigger extra external support to the health facility. In the analysis of quality data above it can also be seen that given the low average numbers of admissions a very small change of 1 or 2 children moving from one category to the other produces an large change in the quality indicators e.g. if two children are exiting a centre in a month and one exits as a defaulter the defaulter rate would be 50%. Thus within the studied programme these indicators are probably not appropriate for planning, and managing extra external resources.

A further indicator that might be considered in addition to or instead of new admissions to drive the threshold system, would be the “number in charge”. This is the number of clients already admitted and still under treatment. As numbers of new admissions go up those in charge also raises. There is naturally a lag of 2-3 months between the end of a peak in new admissions that caused an increase in numbers in charge to go up and the clients completing the course of treatment, being discharged and a reduction in the numbers in charge. So a one month peak in new admissions creates a 2-3 month peak in those in charge. If it is the logistical capacity or patient to staff ratio that is the driving factor in quality and coverage of a service then this peak in clients in charge is also likely to cause stress to the system and for longer than peaks in new admissions.

Given the relatively calm pilot period for peaks in

the relative advantages and disadvantages of each indicator using the present set of data.

(September 2013 – August 2014).

Recommendation: In the next phase of the surge model scale up and adaptation consider comparing and contrasting the utility of using new admissions or numbers in charge as the lead indictor for triggering surge actions and external support to the health facility

12 M3A3 – Polynomial Trend Line.

ReportOn long-form materials, can stand alone.The spirit of the phrase should be woven into the copythroughout the piece, and balanced with tangible facts.

WHATWORKS

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The future of Humanitarian Response in the Horn of Africa starts here

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5432 Any Street West / Townsville, State 54321555.543.5432 / 555.543.5433 fax

www.whatworks.com

PROMOTING WHAT WORK IN HUMANITARIAN RESPONSE

www.whatworks.co.key

www.whatworks.co.ke

THE CHC BROCHURE & BANNERS


In order to publicise its services, CHC will often create a brochure, a small booklet or folded paper giving brief details about what it's selling. It usually includes illustrations and is made to be eye-catching and easily read.

BRANDING PROMOTIONALS

Our promotional items use the di�erent version of the logo and are producedin a single etched colors. Promotional items should feature the CHC logo prominently. When possible, match the item’s color to our core orange and gray


ONLINE BRANDING

The CHC website, social media and interactive digital platforms are the most important component of CHC’s online presence, so they need to be in sync with CHC’s brand identity. They require a constant stream of content. Branded the core orange and gray colors, leading with the phrase “What Works”—by itself, without a modi�er—is a great way to set enhance the CHC brand up at high level.


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