Communications Guide - Fran O'hara

Communications
Guide
July 2011

Communications Guidelines: Section 1
Contents
Section 1
Introduction pages 1.0 - 1.2
Section 2
Our audiences - who we communicate with page 2.0
Section 3
About the Commission - who we are pages 3.0 - 3.7
Section 4
Copy and Editorial Guidelines pages 4.0 - 4.10
Section 5
Accessibility Guidelines pages 5.0 - 5.4
Section 6
Design Guidelines pages 6.0 - 6.7
Section 7
Photography and Illustration Guidelines pages 7.0 - 7.2
Section 8
Templates page 8.0
Older People’s Commissioner for Wales

1
Introduction

Introduction 1
Section 1.1: The need for a Communications Guide
The Commission is changing the way we communicate, to deepen the
support and understanding of our role. We have created this Guide to
provide our team with the tools to communicate more effectively, and
convey a realistic external image of what we do.
We need to manage the expectations of both older people and all our
other stakeholders. In particular, the many people who were involved in the
passage of the Act into law, in Westminster, in the National Assembly for
Wales, in the older people’s movement and in the voluntary and statutory
sectors in Wales.
There is great national and international interest and scrutiny in the progress
of this first Older People’s Commissioner in the world, and it is vital that we
communicate our successes. It is important that the specific contribution of
the Commission is measured, and communicated by our team, so that it can
be recognised.
There currently exists, to some degree, a sense of ‘ownership’ of the
Commissioner which we want to extend and strengthen to a wider sense of
what the Commission does and achieves. Our mission is to deliver lasting
change, this will be a collective achievement, involving at various times and
in various ways, our many stakeholders. All our communications should
reflect this understanding, addressing people not just as an audience but as
colleagues and partners in a common venture
Communicating with a consistent ‘voice’
All the team’s communications need to have the same clear, consistent and
direct tone of voice which seeks to connect directly with our stakeholders. Our
messages should be substantive, evidenced and reflect older peoples and a
resolve to act as effectively as we are able to, to make things better.
The Commission should also explain the limits of what we can do alone, and
the rationale for our use of our discretion. For those who wish to engage more
closely with us, we have a duty to provide the information they require in a
range of accessible formats. They can then be well informed when speaking
about the Commission to others, and feel they have an appropriate degree of
inside understanding of our progress, successes and challenges.
Older people are at the heart of what we do, and they have often said that
they see the Commissioner as ‘our Commissioner’. The Commission needs
to stand with older people themselves, and this means not only hearing but
reflecting their issues and concerns as a key part of our communications work
both internally and externally as we are their voice.
Communications Guide Page 1.0

Introduction 1
Section 1.2: Communications and Engagement strategy aims
1. We will work to sustain, strengthen and deepen the understanding and
support we already have.
2. We will build understanding and support from those stakeholders and
key audiences who do not support us yet
3. We will seek to achieve a high public profile for the Commissioner and
the Commission and to be seen as an effective champion.
4. We will continue to work with older people to deliver our messages and
reflect them, their rights and interests in all we say and do.
5. Our messages will be substantive, evidenced and reflect the concerns of
older people. We will also explain the limits of what we can do alone,
and the rationale for our use of our discretion.
6. If the Commission is to be seen as standing with older people
themselves that means not only hearing but reflecting their issue and
concerns as a key part of our communications work, internally
and externally.
Section 1.3: Communications strategy
We define our communications widely, to encompass all our contacts with those
outside the organisation, and also take it to include internal communications:
• We see communications as an integral part of what we do, rather than
as a separate function. It will be a two way process, informing others and
informing us.
• We see ourselves as having a ‘mission to explain’ about what we are,
what we do and why it matters. We have a specific role to communicate
on behalf of older people about what is important to them, to challenge
discrimination and poor practice, to bring people together to improve
policy, services and culture.
• We will see engaging our key stakeholders in our journey as a means
of achieving our outcomes, understanding the establishment of the
Commission to be an expression of a collective desire to do things better,
to be effective and deliver on the aspiration of so many in Wales to
address discrimination and poor practice, to respect dignity and take a
positive view of older people and ageing.
• The “Engaging Older People” Strategy is of particular relevance to, and
should be read alongside this strategy.
Communications Guide Page 1.1

Introduction 1
Reference to functions
Communication is vital to the delivery all five of our functions. The Commission has
identified a series of values which are relevant to our communications, these are:
• Older People focussed
• Independent
• Authoritative
• For all Wales
Of specific relevance:
• Communicative
We will seek to communicate regularly and effectively with our external
stakeholders, and internally about issues affecting older people, our work
and our progress. We will see this as a two way process.
Older people’s feedback
We get feedback from older people on our work and how they wish to be
communicated with, it is especially important to listen to these, and where
appropriate, use these in our communications.
“Keep communicating
through the media,
keep listening and
sharing this.”
“The Commission
needs to get as
many people on
side as possible.”
“People need to
talk in ordinary
language.”
Communications Guide Page 1.2

2
Our Audiences
who we communicate with

Our audiences - who we communicate with 2
Section 2.0: Audience overview
The Older People’s Commissioner for Wales communicates with a wide range
of audiences, for instance, older people in Wales, voluntary organisations, public
bodies and Government Ministers. It is important that our communications
engage, positively surprise and impress our audiences.
Different audiences writing styles and vocabulary may be appropriate for
different audiences. If you are unclear then review similar materials or
communications from the audience and reflect their style back in your writing
(apply with judgement).
For materials to be accessible and inclusive several factors should be
considered: the tone, pitch, use of language, content, style of writing, choice of
imagery, colour palette and layout should all be appropriate for the reader.
We have included a list of the people and organisations we engage with, it is
not exclusive but does show the breadth of our work, and how important it is to
create communications that your target audience will read.
Older People
• Older people who are engaged in public groups and forums that campaign
on issues: those who are more visible such as campaigners, champions
and supporters.
• Older people who are not engaged in public groups and forums: this can
be through choice or circumstance.
• People caring for older people: carers, relatives, older people.
Stakeholders
• Older people’s movement including pensioner organisations, forums,
senates, that campaign on and speak out on issues that affect older people.
• Politicians: Welsh Government, UK Government, local Councillors, MEP’s.
• Public Bodies and local authorities.
• NHS Trusts and local Health Boards.
• Think Tanks, academic institutions and research networks/bodies.
• Voluntary organisations and networks.
• People and organisations involved in adult protection.
• Advisory groups.
• UK and international audiences.
• The media.
Communications Guide Page 2.0

3
About the Commission
who we are

About the Commission - who we are 3
Section 3.0: The Older People’s Commissioner for Wales
Here is some copy you can use to describe the Older People’s Commissioner
for Wales. Depending on the context and the space available, options are:
1. Short description (29 words)
The independent Older People’s Commissioner for Wales and the
team have legal powers to enforce the rights and interests of older
people in Wales and help end age discrimination.
2. Longer description (49 words)
The independent Older People’s Commissioner for Wales and the
team have legal powers to enforce the rights and interests of older
people in Wales and help end age discrimination. Older people are at the
heart of our organisation, we actively work to make a positive difference
to their lives.
3. Full description (221 words)
The independent Older People’s Commissioner for Wales and the
team have legal powers to enforce the rights and interests of older
people in Wales and help end age discrimination. Older people are at the
heart of our organisation, we actively work to make a positive difference
to their lives.
We have chosen five objectives for the Commission, which reflect the
functions set out in the Commissioner for Older People (Wales) Act 2006.
These are to:
1. Promote awareness of the interests of older people in Wales and
of the need to safeguard those interests;
2. Promote the provision of opportunities for, and the elimination of
discrimination against, older people in Wales;
3. Encourage best practice in the treatment of older people in Wales;
4. Keep under review the adequacy and effectiveness of the law
affecting the interests of older people in Wales;
5. Deliver these four functions in ways which are proper and regular,
prudent and economical, making efficient and effective use of
resources and identifying and managing risks.
We want to see a Wales in which respect for the rights and dignity of older
people is a practical reality in all areas of life, where age discrimination is
a thing of the past and where a positive view of ageing and of older
people prevails.
Communications Guide Page 3.0

About the Commission - who we are 3
Section 3.1: Our values
Our values inform the way we work and underpin our communications.
1. Older people focussed: Older people will be at the heart of the
Commission. We will listen and where necessary, take action. Our work will
have an emphasis on those who at times are more vulnerable.
2. For all Wales: The Commission will be relevant and accessible to people in
all parts of Wales.
3. Independent: The Commission will conduct its work to further the interests
of older people in Wales in a way that is independent of government or any
other bodies.
4. Authoritative: We will be an organisation with integrity and purpose, clear
about our evidence base and strongly connected to the wishes and interests
of older people.
5. Communicative: We will seek to communicate regularly and effectively with
our external stakeholders and internally about issues affecting older people,
our work and our progress. We will see this as a two way process.
6. Collaborative: We will work in partnership with others as appropriate to
avoid unnecessary duplication, making best use of energy and resources.
7. Able to manage risk well: We understand that a certain amount of calculated
risk is vital to our successful operation. Excellent risk management needs
to be embedded in the culture and doing risk assessments should become
second nature for staff at all levels. We will be risk aware not risk averse.
8. Value for money: We will be resource efficient.
9. Legally compliant: We will be fully aware of, and fulfil, our responsibilities
for legal compliance as a public body and regard following, and where
necessary developing, good practice as central to our work.
10. A great place to work: The staff of the Commission will be key to its
success and the Commission will reflect best practice in its own policy and
practice, encouraging and valuing achievement, being flexible in approach
and equality and diversity aware.
11. A learning organisation: We will seek to learn from our experiences,
both positive and negative, seeking constructive ways forward in the face
of challenges, monitoring and evaluating what we do and encouraging
continuous professional development.
Help! If you would like more advice, please ask a member of the
Communications and Engagement Team.
Communications Guide Page 3.1

About the Commission - who we are 3
Section 3.2: The Commission’s organisational structure
The Commissioner has recruited a team to enable her to deliver her legal
functions. The teams operate as identified in the organisational structure
diagram below.
Commission Leadership
Older People’s Commissioner for Wales
Deputy Older People’s Commissioner for Wales
Senior Management Team
Organisational Support
ICT Information Finance Human
Resources
Planning and
Performance
Management
Communications Guide Page 3.2

About the Commission - who we are 3
Section 3.3: The Older People's Commissioner for Wales team
Older People’s Commissioner for Wales
The Commissioner’s legal powers enable her to investigate, scrutinise and
challenge a range of public bodies including local authorities, health bodies
and the Welsh Assembly Government. The Commissioner has statutory
responsibility for, and strategic leadership of, the Commission.
Ruth Marks is the first Older People’s Commissioner for Wales, she has
stated that her three key priorities are:
• To listen to older people.
• To be an effective voice for change to improve the quality of
older people’s lives.
• To take action by using her powers to promote and protect the
interests of older people.
Ruth is committed to providing just and robust challenge to public bodies
to improve the lives of older people and ensuring that older people are
engaged in policy debates and developments.
She works with the Deputy Older People’s Commissioner for Wales and her
expert team to set the priorities and objectives of the Commission.
(For further information please see Ruth Marks’ biography on our website.)
Deputy Older People’s Commissioner for Wales
The Deputy Commissioner oversees both the strategic and operational
management of the Commission to ensure that we deliver our objectives.
She provides expert support to ensure that the strategic aims of the
Commission are met.
Sarah Stone is the Deputy Older People’s Commissioner for Wales and has
spent her career working with older people.
She is an expert in policy relating to older people and the third sector. Her
responsibilities included leading the work of Age Concern Cymru (now Age
(Cymru) to influence policy and practice affecting older people in Wales
The Deputy Commissioner is authorised to carry out the Commissioner’s
functions if she is unable to act for any reason.
(For further information please see Sarah Stone’s biography on our website.)
Communications Guide Page 3.3

About the Commission - who we are 3
Section 3.3: The Older People’s Commissioner for Wales team
Senior Management Team
The organisation is managed by an accomplished Senior Management
Team, which includes the Head of each service area, the Commissioner and
Deputy Commissioner. Their role is to drive the work of the Commission and
provide specialist advice to the Commissioner. The Commission benefits
from their range of skills and expertise to ensure that we are effectively
managed and our progress is monitored.
Review Examinations and Policy Team
The independent Older People’s Commissioner for Wales was created
with legal powers to make a positive difference to the lives of older people
in Wales.
The Review, Examinations and Policy Team were set up to exercise our
unique powers to review and examine a range of services affecting older
people, as well as influencing policy decision-makers at all levels and make
a positive difference to the lives of older people. Their work includes:
• Lobbying and influencing public policy
• Evaluating impact of policy changes to older people
• Researching issues that affect older people and making
recommendations for change
• Reviewing the law
• Encouraging best practice
Communications and Engagement Team
The Communications and Engagement Team raises awareness of the work
of the Commission and issues affecting older people. They help ensure the
organisation is:
• Transparent, so people know about our work and priorities
• Effectively communicating older people’s issues
• Listening to older people
• Accessible to older people from diverse backgrounds
• Working with stakeholders
Communications Guide Page 3.4

About the Commission - who we are 3
Section 3.3: The Older People’s Commissioner for Wales team
Information and Enquiries
The Information and Enquiries team manage and respond to enquiries from
older people and their representatives. They deliver a personal, professional,
bilingual service to everyone who contacts us and will often be the first point
of contact for enquiries.
The team identify common themes/issues to ensure that older people are at
the heart of the Commission’s work. When people contact the Commission,
they are offered a range of services, these include:
• An information service
We provide an information service to help older people resolve the
problems that they face. Each enquiry is different so we tailor our
response based on people’s needs.
• A signposting service
We put older people in contact with the best service to answer their
query or support them. This is so we do not duplicate the work of other
organisations working with older people.
• A referral service
This service is for an older person who may, through ailing health,
vulnerability or isolation, be unable to access services
by themselves.
• A dispute intervention service
This is a service in which we liaise between older people
and service providers to help people resolve their problems.
Dispute intervention can benefit older people as it can avoid lengthy
complaints processes.
Communications Guide Page 3.5

About the Commission - who we are 3
Section 3.3: The Older People’s Commissioner for Wales team
Organisational Support Team
The organisational support team includes specialists who ensure
compliance and effectiveness in:
• Finance regulations
• Information security
• Health and Safety
• Performance management
• Risk management
• Facilities support
• ICT and website management
• Human Resources
• Corporate governance
• Data protection
Administration and Support Team
The Administration and Support Team are part of the Organisational
Support Team. They support the delivery of the Commission’s work and
play a crucial role in project teams.
The Team deliver a personal, professional, bilingual service to everyone
who contacts us and will often be the first point of contact for enquiries.
They support the delivery of the Commission’s work and play a crucial
role in project teams.
Checking what we do
To ensure transparency and compliance in how we carry out our work and
use the resources we have available, the Older People’s Commission is
scrutinised by:
• Older People’s Commission for Wales Audit Committee, which are a
group of older people appointed through open recruitment who provide
advice and support to the Commission.
• Internal auditors (Deloitte).
• External auditors (Welsh Audit Office).
• We have a legal obligation to present a report of our work to the Welsh
Government First Minister every year.
Communications Guide Page 3.6

About the Commission - who we are 3
Section 3.4: How we work
We have a developed a structured process to ensure timely and robust delivery
of our objectives. It manages risk and enables us to work together effectively.
1. Consulting
How we deliver our objectives
Identify activity through listening and or
consultation with older people and stakeholders.
2. Evidencing
Evaluate if activity fits within our legal functions
and strategic objectives.
3. Risk Awareness
Define work programme with actions, aims and outcomes.
4. Delivering
Deliver activities, monitor progress and outcomes.
5. Influencing
Work with stakeholders to ensure recommendations are
implemented and make a difference to older people in Wales.
6. Learning
Work with stakeholders to evaluate outcomes to determine
if they meet objectives.
7. Monitoring
Continue to monitor progress, ensuring outcomes and
recommendations are delivered.
Communications Guide Page 3.7

4
Copy and Editorial
Guidelines

Copy and Editorial Guidelines 4
Section 4.0: Writing guidelines
Effective writing
The Older People’s Commissioner for Wales is an independent
organisation, which was set up to make a difference to the lives of older
people.
In broad terms we have two types of communications:
1. About the Older People’s Commissioner for Wales and our work.
2. About issues affecting older people, including good practice.
We are a national, independent, publicly funded organisation, with legal
status, we need to be able to explain how 1 and 2 work together i.e. how
our work makes a difference to older people. We want to make sure that
our audiences are aware of the full range of our work and how, and when,
to contact us.
We also communicate our primary message that older people are at the
heart of the Commission’s work.
Our work plan is based on what older people tell us. We
also consider whether we are the best organisation to
progress a piece of work.
We should ask ourselves:
• Do we have the power to act
• What difference we can make
• Are we duplicating someone else’s work
As well as various other questions.
Thinking about the answers to these questions helps us to
communicate our decisions about priorities to older people
and stakeholders.
Communications Guide Page 4.0

Copy and Editorial Guidelines 4
Section 4.1: Clear writing
It is vital to communicate successfully our achievements to our
audiences in a way that emphasises our unique role and focus on
outcomes.
Our wide range of audiences means that we have to write in a variety of
ways, but it is important to use plain language and write in a way that is
outcome focussed. We are a publicly funded body and need to clearly
demonstrate the value and effectiveness of our work.
When writing a document in Word you can check its “readability”. This
looks at average sentence length and syllables per word to give an idea of
how easy a document is to read. The scores are interpreted as:
Flesch Reading
Ease Score
Readability Level
0 - 29 Very difficult
30 - 49 Difficult
50 - 59 Fairly difficult
60 - 69 Standard
70 - 79 Fairly easy
80 - 89 Easy
90 - 100 Very easy
Source: Professional RFP letters
For public audiences, for instance, media comments and leaflets, aim for
a score of 69 or below.
For specialist audiences, you may need to write in a more complex way,
but we would not recommend a score which is below 30, except for very
specialist writing.
Communications Guide Page 4.1

Copy and Editorial Guidelines 4
Using the readability feature on the Microsoft Word programme you will
also see the Flesch-Kincaid Grade Level score. It is designed for US
school levels, the grades can be interpreted as follows:
Level/Grade
Typical age (at end of the school year)
1st Grade 6–7 (UK year 2)
2nd Grade 7–8 (UK year 3)
3rd Grade 8–9 (UK year 4)
4th Grade 9–10 (UK year 5)
5th Grade 10–11 (UK year 6)
6th Grade 11–12 (UK year 7)
7th Grade 12–13 (UK year 8)
8th Grade 13–14 (UK year 9)
9th Grade (Freshman) 14–15 (UK year 10)
10th Grade (Sophomore) 15–16 (UK year 11)
11th Grade (Junior) 16–17 (UK year 12)
12th Grade (Senior) 17–18
Making your communications more effective
There are many things you can do to make your writing more engaging:
1. If a document will have a lot of different audiences, consider presenting
the information in different ways.
Diagrams can help guide people through processes. This example of
writing for different audiences is taken from the Commissioner’s Report
2009-10. The primary audience is politicians, but we know it is read by
stakeholders and older people as well. The title explains the objective
that this page relates to:
“Promote awareness of the interests of older people in Wales and
the need to safeguard those interests.”
Using simple language to give a bit more detail and allow the
reader to decide if they want to read on:
“We work hard to ensure that the interests of older people are
high on the agenda in Wales and are fully taken into account when
governments and service providers make decisions. Examples of
how we have done this are:”
Communications Guide Page 4.2

Copy and Editorial Guidelines 4
Detailed information aimed at the primary audience.
“Extensive contact with decision makers and meetings with
politicians which have resulted in opportunities to put forward the
issues of concern to older people. We met with Angela Eagle MP,
Minister of State for Pensions and the Ageing Society, and pressed
for an increase in the level of the basic state pension and effective
measures to increase take-up of entitlements.
We made strong and effective representations against proposals
to make changes to Attendance Allowance and will continue to
focus attention on this issue as the government considers the future
funding of long term care.”
2. Describe complex problems in terms of their impact on older people.
Elder abuse is an example, where the term alone may cause people
to think solely about physical abuse, but it actually applies to a range
of different types of abuse. Describing the impact of different types
of elder abuse on older people can help people understand it better.
Using the term adult protection might also be less emotive.
3. Try describing it out loud.
How would you explain it in conversation We tend to speak more
naturally than we write. Take advantage of this.
4. Short, punchy sentences can help you clearly make a point.
If you have a long sentence with lots of commas, consider breaking
it up into smaller sentences. The successful full stop campaign by
the NSPCC is an example of a simple concept communicated well:
“Cruelty to children must stop. FULL STOP”.
5. You can break up long paragraphs in the same way.
One paragraph should contain one idea.
6. Use clear headings and titles.
Instead of “Position paper: older people in residential care” use:
“Older people in care homes: The position of the Older People’s
Commissioner for Wales”.
You can use headings to break up a document. This will help people to
find the information they want.
7. Consider using questions and answers.
See ‘Section 5 - Accessibility Guidelines’ for more information.
Communications Guide Page 4.3

Copy and Editorial Guidelines 4
Section 4.2: Active writing
Focusing on action and achievement is a good way of
communicating the impact of our work.
Examples of active words that could be useful include:
Review
Examine
Audit
Influence
Monitor
Change
Consult
Identify
Define
Work with
Progress
Evaluate
Deliver
Investigate
Listen
Advise
Achieve
Engage
Guide
Act
Using active writing in practice
You should begin sentences with phrases like:
- We have persuaded - We produced
- We changed - We helped
- We have shown - We challenged
- We recommended - Our recommendations had the effect of
- We warned - Our guidance had the effect of
- We gave notice - Our intervention achieved
- We alerted - We issued
- We reviewed - We investigated
- We put the interests of older people in the centre
- Together with xxx we won acceptance for and together we…
- Through our conference we showed that there is an appetite and
need for legal reform.
An example of how to use active writing is shown below.
Instead of: “The Older People’s Commissioner for Wales’ Review
into the whether older people are treated with dignity and respect
whilst they are in hospital has identified that there is good practice in
many areas.”
Use: “We reviewed the experiences of older people in hospitals in
Wales. We found that there are many good examples where people
are treated with dignity and respect.”
Active writing is easier to read. The readability score of the first example
is 28.6. The readability score of the second example is 62.7.
Communications Guide Page 4.4

Copy and Editorial Guidelines 4
Section 4.3: Writing with authority
We have adopted our legal powers as our objectives. We can use
them to show how our work is unique.
One example would be:
“The Older People’s Commissioner for Wales has the power to
be able to evaluate the impact of the law on older people.
We decided to review whether the law protects older people in
vulnerable situations.
Working with Age Cymru and the Law Commission, we consulted
with older people and experts in this area about the current
situation. This resulted in a report about where we think the law
could be improved. We have demanded change in this area.”
Citing well regarded research studies can also help us write with
authority, but the weight of information we receive from older people
about concerns is also used to inform our direction and public
statements.
Partnership working
The Older People’s Commissioner for Wales is independent of all other
organisations and this must be considered when writing about our work
with others. One example when talking about partnership working is:
“The Commission is an independent organisation, working with
organisation x to deliver this piece of work.”
Other useful words are leading, supporting, working with.
We often chose to take observer status on groups, rather than
being a full member so we can protect our role to scrutinise
decisions.
Communicating legal terms
There may be examples where we need to use very specific language
for legal reasons. Where possible, this should also be communicated in
easy to read terms.
Communications Guide Page 4.5

Copy and Editorial Guidelines 4
Section 4.4: Glossary describing the Commission
We need to be consistent and clear in our communications, both
internally and externally. This glossary describes how we should refer to
ourselves and our work, and explanations of key words.
Older People’s
Commissioner for
Wales
The Commissioner
Ruth Marks
Ruth
The Commission
We
The Commissioner
and her team
The team
The organisation
Commissioner for
Older People (Wales)
Act 2006
Legal powers
Statutory functions
Objectives
This is the formal name of the organisation.
We must use it when writing letters and
communications that have a legal impact.
This is also Ruth’s job title.
These are other ways to refer to Ruth.
We tend not to use Mrs Marks.
These are some of the ways we describe
the entire Commission Team. We do not
shorten this to OPC or OPCW in external
communications. An example would be:
The team works to support the work of
Commissioner.
This is the Act of Parliament that set up the
Commission and gave us legal powers.
These are the powers that are set out in the
Commissioner for Older People (Wales) Act
2006.
We have chosen four main objectives
for the Commission. These reflect the
functions set out in the Commissioner for
Older People (Wales) Act 2006. These are:
• To promote awareness of the
interests of older people
• To encourage best practice
• To review the law
• To challenge age discrimination.
Communications Guide Page 4.6

Copy and Editorial Guidelines 4
Communicating
about staff or people
working with / for the
Commission
Vision and Mission
Values
Strategic Plan/
Strategy
If you are naming a member of staff, please
use their first name, surname then job
title: Sarah Stone, Deputy Older People’s
Commissioner for Wales. In many cases
it may be better just to use a job title,
especially if the document has a long shelf
life. Don’t forget people can change!
When you are writing about individual
staff members, please remember the Data
Protection Act. Always ask the person’s
permission before you name them in a
public document or quote them. If you are
unsure, ask for advice.
Vision and mission statements: sets out the
broad vision of the Commission - a high
level statement of what the Commission
seeks to achieve/the difference we want to
make/our reason for being.
Vision: We want to see a Wales in which
respect for the rights and dignity of older
people is a practical reality in all areas of
life, where age discrimination is a thing of
the past and where a positive view of ageing
and of older people prevails.
Mission: We will be a world-class
Commission, utilising our powers to further
the interests of older people in Wales and
make a lasting difference.
Principles that define and guide the
organisation’s culture and actions.
Strategy is a plan designed to achieve the
vision, it sets out the high level strategic
objectives (based on the functions of the
Commissioner laid out in Commissioner for
Older People (Wales) Act 2006) & provides
a framework for our operational activities
over a rolling 3 or 5 year period.
Communications Guide Page 4.7

Copy and Editorial Guidelines 4
Operational Plan
Financial Plan
Work programme
Project
Core work
Developmental work
Monitoring
Measuring / Metrics
A detailed plan containing practical activities/
steps to achieve strategic outcomes. Usually
delivered over 3 -5 years with detailed plan
for Y1 with Y2, Y3 etc developed as part of
strategic planning process.
Operational plan expressed in financial
terms i.e. estimates of what activities will
cost to deliver. Includes staff costs, revenue
estimates, balance sheet.
The main subject that we are focussing on.
We will be working on projects under each
work programme.
A defined piece of work that has been
agreed that we will do under a work
programme. A project needs to be approved
by the Senior Management Team and have
a project mandate and, if large enough, a
Project Initiation Plan
Day to day work that is not part of a work
stream e.g. dealing with calls from the media
or responding to individual enquiries.
Time limited work that is not part of a
specific work programme, for instance
developing the Business Management
System (BMS) or intranet (Sharepoint).
An activity that reviews the output/outcome
of an activity or establishes degree of
progress made. Enables adjustment at
critical stages and may flag issues/barriers
early on. May include measures of progress
against agreed critical success factors
and KPIs.
Gathering, processing and visualizing
information to provide measures of
performance of activities/projects.
Communications Guide Page 4.8

Copy and Editorial Guidelines 4
Balanced Scorecard
Dashboard
Benchmarking
Budgets
Outcomes vs. Outputs
(Also see below)
A strategic reporting tool that collects data
across 4 perspectives. Links action with
strategic outcomes, mission and vision.
Operational reporting tool that offers a
snapshot.
Setting new standard by matching to specific
standards of similar (or very different)
organisations to raise performance.
An allocation of resources to a particular
activity.
Processes deliver Outputs i.e. what comes
out of the end of a process is an output.
An Outcome is a level of performance, or
achievement. It may be associated with
the process, or the output. Outcomes imply
quantification of performance.
Outputs and Outcomes: what is the difference
The difference between Outputs and Outcomes can be significant
and important.
Processes deliver Outputs. In other words, what comes out of the end of
a process is an output.
Process Example
Output
Recruit staff.............................. Newly appointed people
Response to enquiry letter....... Detailed letter of response
Prepare a meal........................ A meal
Outputs can usually be seen, felt, or moved about. If you can get your
hands on it, it’s probably an output from some process. In the context of a
project it could be called Deliverable.
Outputs are only produced (or should only be produced) because there is
a ‘customer’ (internal or external) of the process who wants them. In the
example processes above, the customers are: the Line Manager who has
a vacancy to fill, the enquirer and the person who wants the meal.
Communications Guide Page 4.9

Copy and Editorial Guidelines 4
Outputs and Outcomes: what is the difference contd.
Customers usually have expectations about both the process and
the output (how they get what they want, and what they actually get)
and this is where outcomes fit in.
An Outcome is a level of performance, or achievement. It may be
associated with the process, or the output. Outcomes imply quantification
of performance.
Our newly appointed people may be:
• too late for the line manager (timeliness)
• capable, or incapable of performing their role
(competence vs. requirements)
• too many, or too few (quantity)
The enquiry response letter may be:
• correct, or full of errors (accuracy)
• easy to understand by the customer, or full of jargon
(customer perception of clarity)
• what the customer wanted to see, or not (customer satisfaction)
Our meal might be:
• too hot, or too cold (temperature/quality)
• too little or too much to eat (quantity)
• tasty, or disgusting (customer perception)
The relationship between processes, outputs and outcomes can be
difficult to untangle. Often, there will be a many-to-one relationship
between processes and any particular outcome.
Using staff satisfaction as an example: a crucial organisational objective
might be to achieve an improved level of staff satisfaction (outcome).
There is no single process that causes staff satisfaction. It is the result
of multiple processes and their associated outputs. These processes
would include staff development, appraisal, reward and recognition etc.
So there is no single process that delivers an output called a
satisfied employee.
To improve performance, we need to be able to describe the outcomes
we need to achieve, be able to express these quantitatively, so progress
can be tracked over time. Then, we can decide which processes will
impact on each outcome.
Communications Guide Page 4.10

5
Accessibility Guidelines

Accessibility Guidelines 5
Section 5.0: Design style guide for text
Accessibility of information can be improved through the use of language,
and also how it is presented. Our communications need to be as accessible
as possible to the widest audience, but space and budget constrain how
large the font size can be. We have created a text style which should be
adhered to whenever possible, it follows the RNIB ‘See it Right’ Guidelines.
Heading 1
Arial 24, left justified, purple, bold
Heading 2
Arial, 20, left justified, purple, bold
Heading 3
Arial 16, left justified, purple, bold
Heading 4
Arial 14, left justified, black, bold
All other headings - to match Heading 4
Normal - Heading 4 - Arial 14, left justified, black
List bullet - bullet, Arial 14, left justified, black,
Example: • List bullet
List number - numbered, Arial 14, left justified, black
Example: 2. List number
Section 5.1: Using Plain Language
“People need to talk in ordinary language.” The same applies to writing.
The Commission’s standard is to always use plain language, which everyone
can understand. Think about the terms you use and see whether they can be
simplified. There is a useful guide to simpler terms available from the Plain
English Campaign. (http://www.plainenglish.co.uk/free-guides.html), they list
words and suggest simpler alternatives.
Communications Guide Page 5.0

Accessibility Guidelines 5
In order for people to relate to the Commission, they need to understand what
we are aiming to do. When you write, focus on the outcome that you want to
achieve for older people. Instead of “ending fuel poverty,” use “reducing fuel
bills.” If in doubt, ask older people to read your work to check.
Using clear and simple text with short sentences, simple punctuation and
no jargon will help get your message across more effectively. Plain English,
like Clear Print, benefits everyone, but is essential for anyone with a learning
disability. Here are some suggestions:
• One sentence should express one idea.
• Use short paragraphs, grouping ideas on one theme in each paragraph.
• Never use a long word when a short one will do. For example
consider using “home” rather than “accommodation”, or “help” rather than
“assistance.”
• Eliminate unnecessary words. For example, use “now” instead of “at
the present moment in time.”
• Eliminate unnecessary phrases. Ask yourself whether phrases such as
“it has to be said that” add anything to your document.
• Limit the use of jargon and technical terms. Unless you are certain that
every reader understands them, if you have to use them, explain them.
• Try not to use abbreviations. Where you do use them, spell them out
the first time, or if you haven’t used them for a few pages.
• Be direct. Address the reader as “you” and refer to yourself as “I” or “we”,
readers respond much more positively to this direct style of writing.
• Write in an active rather than a passive voice. For example, write “we
will hold meetings...” rather than “meetings will be held...”
• Avoid negatives as they tend to confuse people. For example, “you
will limit your choice of course dates if you do not respond by ...” is better
expressed positively as “you will have more choice of course dates if you
respond by...”
• Punctuation should be simple but accurate. A well-punctuated
document is easy to understand.
• Think carefully about your tone of voice. For example, when you find
yourself writing about “persons” instead of “people” you can be sure your
writing is becoming distant from your audience.
Communications Guide Page 5.1

Accessibility Guidelines 5
Section 5.2: Clear Print
Clear Print is easier for everyone to read.
• Do not use blocks of capital letters, italics or underline words:
CLEAR PRINT IS EASIER FOR EVERYONE TO READ
Clear Print is easier for everyone to read.
Clear Print is easier for everyone to read.
• Titles of publications should use quote marks, for example: Older People’s
Commissioner for Wales, “The challenges facing older people in Wales."
• Use numbers which are clearly distinguishable from each other.
• Left align all text.
• Ensure there is a good contrast between the text and its background.
• Ensure recurring features, such as headings and page numbers are
always in the same place.
• Leave a space between paragraphs, use the enter key for this, rather
than automatic spacing.
• Avoid setting text around or over images.
• All text should be set horizontally and be careful not to place any text too
close to the edge nearest to the document’s spine.
• Ensure there is an adequate gutter (space) between columns.
• Information conveyed in images should have supporting explanatory text.
• Avoid using glossy paper.
• Structure documents using headings and check the document map.
• Avoid repetitive headings and be clear.
• Make sure documents are available in an accessible format like Word.
• Use long hyperlinks, not “click here” or just one word.
• Write dates as 7 February 2009, instead of 7th February 2009.
• Don’t put information in text boxes as screen readers can’t always
find them, use borders instead.
Communications Guide Page 5.2

Accessibility Guidelines 5
Section 5.3: Emails
It is so easy to forward an email, always imagine that it’s going in a newspaper.
Are you still happy to press “send”
• Use “plain text” rather than HTML in your emails. Go to the Options menu
in Outlook Express and select the option in the “mail format” tab.
• Keep it short and clear.
• You are less likely to offend someone by being too casual than too formal.
Use “Dear” rather than “Hi” if you don’t know the person you are writing to.
• When copying to people outside the Commission it may be appropriate to
blind copy, this is so people do not see everyone else’s contact details, for
instance for mass mailings. You can do this by pressing the button marked
“To...” on the top of the email and putting all the private email addresses in
the section marked “Bcc”.
• Use the following standard signature on all initial emails:
Name
Job title
Older People’s Commission for Wales / Comisiyn Pobl Hyn Cymru
Tel / Ffôn: 08442 640670 - Fax / Ffacs: 08442 640680
www.olderpeoplewales.com
Communications Guide Page 5.3

Accessibility Guidelines 5
Section 5.4: Website
The web is a key way of communicating with the world and information on the
website needs to be engaging and clear. The Publication Scheme commits us
to put most of the information that we write onto the website, which means that
it is really important to follow the Plain Language guidance.
Our website has been accessibly designed, when you are writing for and
updating the website, use accessible language to communicate with the
widest possible audience.
Section 5.5: Letters
We have developed standard letter templates, please see: Section 8 -
Templates.
Section 5.6: Press Releases
We have developed a standard press release template, please see:
Section 8 - Templates.
There is a sign off procedure for all information that is going to the press.
There is a template to complete on the Communications intranet site. This
needs to be signed by a member of the Senior Management Team or a
Communications and Engagement Manager.
References
The information on Clear Print and Plain Language is based on advice in
RNIB’s “Make it accessible” guide, available at:
http://companyweb/comms/Shared%20Documents/Forms/AllItems.aspx
The information should be used with this Communications Guide.
Communications Guide Page 5.4

6
Design Guidelines

Design Guidelines 6
Section 6.0: Logotype Artwork
The logo consists of the Older People’s Commissioner for Wales title in
English and Welsh and the symbol. The letters of the logo have been
specially spaced, the master artwork should always be used.
The minimum size for printing the horizontal logo is 73mm wide, and for
the vertical logo is 55mm.
Minimum width 73mm
Minimum width 55mm
Primary/Full colour logo
Logotype 1
Two line ‘horizontal’ format
- primary use/full colour logo
Logotype 2
Four line ‘vertical’ format
- primary use/full colour logo
Symbol
The primary/fulll colour logo
symbol can be used separately
Older People’s Commissioner for Wales Page 6.0

Design Guidelines 6
Greyscale logo
Logotype 1
Logotype 2
Symbol
Single colour logo
Logotype 1
Logotype 2
Symbol
Older People’s Commissioner for Wales Page 6.1

Design Guidelines 6
Reversed logo - two colour
Logotype 1
Logotype 2
Symbol
Reversed logo - single colour
Logotype 1
Logotype 2
Symbol
Older People’s Commissioner for Wales Page 6.2

Design Guidelines 6
Section 6.1: Clear space rules
• On all applications of logos there should be a minimum clear space
left around all four sides.
• The amount of clear space left above, below and either side of the
logo must be at least equivalent to the height of the 'P' of the People's
word in the logo
• No other text should be placed within the clear space area.
Clear space area
Section 6.2: Dos and Don’ts
• A tint colour can be used behind the primary, greyscale and
single colour logos.
This should not be more than 20%, the reversed out logo should be
used when the background colour is darker than 80%.
Logo on 20% tint background - acceptable level of contrast
Logo on 50% tint background - contrast is too low
Logo on 80% tint background - use reversed out logo
Older People’s Commissioner for Wales Page 6.3

Design Guidelines 6
• Use the primary/full colour or reversed out logos whenever
possible.
Only use the greyscale or single colour logo where budget or print
restrictions prevent the use of the primary/full colour logo. The logo
can be printed in any appropriate colour.
• Illustrations and photography can be placed behind the logo.
Any imagery positioned immediately behind the brand logo should
be simple and monotone to preserve the legibility of the logo and
any copy - as shown in the examples below.
Example 1:
The background is
too busy, it reduces
the legibility of
the logo.
Example 2:
The white tint panel
placed behind the
logo increases
legibility to an
acceptable level.
• The logo should always be used in the bilingual form, do not
distort or resize the individual logo elements.
Older People’s Commissioner for Wales Page 6.4

Design Guidelines 6
Section 6.3: Typefaces
Primary corporate font: Arial
To be used for all documents and materials created by the Older
People’s Commissioner for Wales’ team.
• Arial Regular
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 1234567890
• Arial Bold
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 1234567890
• Arial Narrow Bold
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 1234567890
(Use Arial Narrow Bold for headings where space is limited,
do not use at a small size, please check legibility.)
• Arial Rounded Bold
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 1234567890
(Use as an alternative for headings, to add impact to text and
for appropriate audiences, do not use below 13pt.)
Secondary corporate font: Anivers
To be used by design agencies in fully designed documents,
not to be used below 14pt for headings.
• Anivers Regular
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 1234567890
• Arial Bold
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz 1234567890
Older People’s Commissioner for Wales Page 6.5

Design Guidelines 6
Section 6.4: Colour palettes
Primary corporate colour palette - logo colours
Pantone black Pantone 2593
Secondary corporate colour palette
Pantone 341*
Pantone 3155
Pantone 307
Pantone 2738
Pantone 221
Pantone 560 Pantone 316 Pantone 540 Pantone 518
Pantone 187*
Pantone 432 Pantone 431 Pantone 718**
Colour accent palette**
Pantone
Purple
Pantone
3125
Pantone 711
Pantone
Process Yellow
Please note:
* Pantones 341 and 187 should not to be used for text below16pt.
**All colour accent palette colours and Pantone 718 should not to be
used for text. When choosing colour combinations and tints please
ensure there is sufficient contrast in the colours for text to be legible.
Older People’s Commissioner for Wales Page 6.6

Design Guidelines 6
Section 6.5: Design elements
Use rounded corner
elements when creating
documents to reflect
the design style shown.
Hospital Review
Accessible formats
If you would like a copy of this document in an accessible format,
please contact the Older People’s Commissioner for Wales.
Write to: The Older People’s Commissioner for Wales, Cambrian
Buildings, Mount Stuart Square, Cardiff CF10 5FL.
Phone: 08442 640 670 Email: ask@olderpeoplewales.com
For borders and heading bars
“It is really helpful to have direct contact
with older people. We need to hear older
people’s views and opinions and encourage
people to tell us what they think by
phoning, writing to and emailing us.”
Alison Evans, Information and Enquiries Manager,
Older People’s Commissioner for Wales.
For picture frames
As a tint box. Example: quotes.
Case study: The standard of care
Mr C had a number of complaints relating to the care that
his father has received at home since the deterioration in his
health several months previously. Mr C’s main complaint was
that his father was fitted with incontinence pads even though
Mr C’s father does not suffer with incontinence. Mr C rightly
asks “What is dignified about that”
We will be demanding that this no longer happens.
As a keyline frame. Example: case studies.
Older People’s Commissioner for Wales Page 6.7

7
Photography and Illustration
Guidelines

Photography and Illustration Guidelines
7
Section 7.0: Using imagery
Photography and Illustration can be used to break-up a document
with large amount of copy, to add visual interest and increase its
readability. They are also useful for illustrating hard-to-understand
or distressing topics, and to support a narrative. Photos of actual
events, people and places add to the viewer’s understanding of the
communication.
1. Use positive images of older people.
We want to challenge assumptions and change attitudes to older
people. Choose scenarios where people look active, happy or
supporting or caring for someone - where appropriate.
2. If you are purchasing stock photos choose
images with natural looking people and poses.
3. If you are using a range of images then make
sure you include examples of all peoples, all
ages and from different areas of society.
It is best practice to show a diverse range of
people in communications materials. Audiences
will become more engaged if they see someone
who looks like them. See the Commissioner’s
Report 2010 for more examples.
Communications Guide Page 7.0

Photography and Illustration Guidelines
7
4. Use images of older people themes to connect with your audience.
The age/physical appearance of the person might not be the same as
a the viewer, but they may be able to relate to the scenario depicted.
5. Consider the composition of the photograph, crop to increase impact.
Removing background, or showing a close of an area such as a face
can improve composition and make the layout more dynamic.
6. In certain situations, or if the image is
appropriate, single colour or two colour
(duotone) versions of photographs can be used
for effect.
For example, in the Commissioner’s Report
2010 we included a purple and black duotone
Ruth Marks in the foreword. It differentiated the
Commissioner’s from the rest of the photographs
which were stock imagery.
Communications Guide Page 7.1

Photography and Illustration Guidelines
7
Many of the guidelines on the previous pages apply if you are
commissioning new photography or illustration. When taking photos
of the Commissioner then consider including other members of the
Commission’s team/people, portraying her and her team as being active
Stock photos and illustrations can be purchased online, websites where
we have purchased images previously include:
• www.veer.com
• www.shutterstock.com
• www.istock.com
Section 7.1: Photographs
We have a range photographs of the Senior Management Team at work
in various scenarios, taken by our photographer. These can be used to
evidence and inform our audiences of our work, and to raise the profiles
of the Commissioner, the Deputy Commissioner and the whole team.
We have a range of royalty free photographic images in our stock photo
library which helps support the Commission’s key themes and values.
These have royalty agreements which enable repeated use of images
across all the Commission’s communication platforms.
Section 7.2: Illustration
Illustrations can be used to communicate our messages in a different
way, these can also be purchased from stock image libraries online or
commissioned bespoke.
Some illustration styles can evoke a feeling or impression of a scenario
or theme, without representing people of a specific age or type.
Communications Guide Page 7.2

8
Templates

Templates 8
Section 8.0: Templates
We have created document templates that may be useful in your work.
They are available on the Commission’s intranet site.
Document title:
Document file name:
Briefing Form
briefing_template.doc
Invitation
invitation_template.doc
Factsheet
factsheet.pub
Letter
letterhead_template.doc
Press release
press_release_template.doc
Price Review
price_review_template.doc
Communications Guide Page 8.0