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Identity (name/logo)
► Messaging/tagline
Rational function
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► Website
► Emotional rote
► Color palette
Collateral materials
Deep human needs
Lack of Brand Awareness
Homeowners in CCCSD's service
territory are largely unaware of the
District's brand. Three out of four
homeowners are not familiar with
CCCSD and no homeowner correctly
named the agency.
Tepid Satisfaction
When aided by a description of CCCSD, nine out of 10 homeowners were satisfied with CCCSD's
services; however, only half the homeowners were satisfied with CCCSD's "keeping the public
informed about the wastewater and sewer systems." In focus groups and stakeholder interviews,
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Cost Matters
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ast two years.
Rate increases in each of the
CWMP might result in the need for significant
infrastructure investments and corresponding rate
Locally, some districts have changed their names by
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shortening them, e.g., Delta Diablo.
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promote a different brand, such as Regional San
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Develop brand strategy
Brand audit
Brand workshop
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Conduct employee survey to gather input
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Update signage, collateral materials
Announce new brand
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CENTRAL CONTRA COSTA SANITARY DISTRICT
BRAND ASSESSMENT REPORT
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CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
EXECUTIVE SUMMARY
Central Contra Costa Sanitary District (CCCSD)
asked Fineman PR to assess the District's brand
equity and report on the potential benefits of or
drawbacks to rebranding the District. We reviewed
CCCSD's quantitative and qualitative research and
internal data to conduct the following brand
assessment.
We identified four themes from CCCSD's research that
pertain to the advantages or disadvantages of a
possible rebranding.
1. Customer households in the District are largely
unaware of the District's brand.
2. While customers are generally satisfied with the
service they receive, much of their satisfaction
is attributable to their lack of knowledge about
the District or the absence of issues with it, a
situation that could change if CCCSD
significantly increased rates in the future.
3. Most customers are unaware of how much they
pay for sewer service, and their support for rate
increases might well be affected by the amount
of any increase and by a litany of concerns they
would want to see addressed beforehand.
4. Customers are likely to be more receptive to
CCCSD initiatives and better understand its
services when provided with more information.
We understand that CCCSD has implemented rate
increases in each of the last two years. In addition,
CCCSD is currently undergoing a Comprehensive
Wastewater Master Plan (CWMP) process, which may
result in the need for significant infrastructure investments
and corresponding, successive rate increases.
Given the above, we recommend that CCCSD move
forward with developing a brand strategy to clearly
define the District's "brand essence" and achieve
consensus on its various brand elements. Going
through this process will identify which aspects of the
District's brand can remain as they are and which may
need to change. Rebranding will create the
opportunity to raise awareness of the District's crucial
and evolving purpose and develop new, positive
perceptions. In addition, rebranding will draw greater
attention to the information disseminated from the
District, which, as the research has shown, is essential
to preparing the groundwork for a better reception to
CCCSD initiatives.
The District is currently known by employees and
customers as Central Contra Costa Sanitary District,
CCCSD and/or Central San. None of these names
clearly describe the services provided by the District or
accurately convey its mission, vision, values or goals.
Sinc the current name is built into the existing logo,
any ame change will require a new or modified logo.
According to California Health and Safety Code 6501,
"By resolution, the board may change the name of the
District. Any name resulting from a change shall
include the words 'Sanitary District' or shall be a name
that is descriptive of the functions of the District."
Some California districts have changed their names by
shortening them, e.g., Delta Diablo (previously Delta
Diablo Sanitary District). Others have elected to
maintain their official name but promote a different
brand, such as Regional San (Sacramento Regional
County Sanitation District). We recommend avoiding
choosing a name before developing a brand strategy,
as the name and other assets will be evaluated as part
of the rebranding process.
CCCSD has already conducted extensive quantitative
and qualitative research, updated its mission, vision
and values statements, and conducted an internal
audit on the costs of select rebranding elements, all of
which will expedite the rebranding process and lower
associated costs.
..061**..00 •'2
CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
SITUATION ANALYSIS
BACKGROUND
More than 70 years ago, central Contra Costa County
was facing one of the worst pollution disasters in
California. The community pulled together and, in
1946, established the Central Contra Costa Sanitary
District to serve the rural area's farms, orchards and
small towns. T day, CCCSD serves over 470,000
residential and business customers in 13 cities, towns
and unincorporated areas. Facing myriad changes,
from population growth and regulatory changes to
industry developments and technological advances,
CCCSD has sought to keep pace with a rapidly
evolving environment while maintaining its core
functions and delivering excellent service.
Following the development of a comprehensive
Strategic Business Plan, CCCSD proactively engaged
with community members and key stakeholders,
conducting both quantitative and qualitative research,
including a customer survey and focus groups as well
as one-on-one stakeholder interviews, to determine
perceptions of CCCSD. After analyzing this research and
additional CCCSD data, Fineman PR, at the District's
request, conducted a brand assessment to help CCCSD
chart its future course, including a potential rebranding.
RESEARCH FINDINGS
Four themes pertinent to assessing the CCCSD brand
emerged from the District's research.
1. LACK OF BRAND AWARENESS
Results
Homeowners in CCCSD's service territory are largely
unaware of the District's brand. Three out of four
homeowners are not familiar with CCCSD and no
homeowner correctly named the agency. In addition,
homeowners are confused about CCCSD's services;
when presented with CCCSD's name, 12 percent of
homeowners thought the District provides garbage
disposal services and others did not recall any services
provided by the District.
However, when prompted, nearly two-thirds of
residents say they have read the "Pipeline" newsletter
(64 percent). Of those familiar with it, 95 percent find it
to be informative.
In one-on-one stakeholder interviews where all the
stakeholders had heard of CCCSD prior to the interview,
some participants "were confused about the difference
between Central San and Contra Costa Water District."
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Analysrr
Brand awareness is a key prerequisite for brand equity
—the value and goodwill that the public associates with
a brand. CCCSD's near-total absence of brand
awareness is a major concern, especially given the
District's 70 -year history and identifiable customer
universe. There is also a significant disconnect between
awareness of the Pipeline newsletter and the CCCSD
brand, which demonstrates a clear need to better
promote the CCCSD brand in its newsletter. In
deciding whether to rebrand the District, a primary
consideration is the value of the current brand; in this
case, brand awareness will not be a roadblock to
rebranding. Regardless of the District's decision on
rebranding, it will be important to develop and
implement a public information program to raise
awareness of either the current or the new brand — the
essence of what it stands for and why people should
care.
2. TEPID SATISFACTION
Result:
When aided by a description of CCCSD, nine out of 10
homeowners were satisfied with CCCSD's services;
however, only half the homeowners were satisfied with
CCCSD's "keeping the public informed about the
wastewater and sewer systems" and only 43 percent
were satisfied with the District's efforts to "help
3
CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
residents learn how to reduce water pollution." The
area of highest dissatisfaction (26 percent) came from
"planning for future wastewater treatment regulations."
A majority of homeowners reported their satisfaction is
general in nature or stems from not having issues with
the District (67 percent). Homeowners mentioned how
they "don't hear about them" and "I don't have to call
them, so to me that is a perfect service."
In the focus groups, homeowners maintained the
theme of not having specific issues with the District. As
one homeowner said, "Generally when you don't hear
bad things, they are doing a good job." Also, in the
one-on-one stakeholder interviews, some explained
that "no news is usually good news."
Analysis
While homeowners are satisfied with CCCSD services,
much of their satisfaction derives from their lack of
issues with the District. This is flimsy support that does
not really indicate brand trust. As conditions change —
e.g., after future rate increases and service changes
following completion of the CWMP and tighter
regulations — CCCSD will be under greater scrutiny and
could face opposition to efforts to gain additional
funding. When homeowners don't understand the
benefits provided by the District, asking them for more
money is likely to be harder than if they did.
3. COST MATTERS
Result
Nearly three out of four homeowners don't know how
much they pay per year for sewer service. l
When presented with a basic description of the CWMP,
87 percent support it as described; however, focus
group participants voiced some concern that
"regulations may change and costs may increase
leading to higher rates than anticipated."
When respondents learned about associated rate
increases, support dropped but remained broad (74
percent). Support dropped 20 percentage points
between a $4 rate increase (87 percent) and $8 (67
percent). Focus groups showed even more willingness
to pay higher amounts, which could be the result of
supporting information about the rate increases and
ongoing discussion among homeowners.
Stakeholders were asked in one-on-one interviews what
questions they would need answered to justify
investments in infrastructure that would likely result in
higher sewer rates. Several stakeholders wanted to
know exactly how much the rates would be raised and
be provided with detailed reporting of how the funds
would be used and what type of wastewater
technology was researched and chosen. In addition,
they asked for several considerations in deciding
whether to increase rates:
• Comparison of rates to other local agencies
• Investments versus regulations/mandates
• Seismic safety improvements
• Comparison of administrative costs including
pensions/salaries versus facilities/equipment
• Inclusion of range of treatment technologies that can
be incorporated to achieve the desired results
including nutrient reduction
• Third party to look at the useful life of the facilities
and their conditions in a scientific manner
• Looking into spreading out investments but locking
in current costs
• Addressing increasing population
• Addressing climate change/uncertain future
conditions
• Need for CCCSD to prove that investments must be
made and prioritized
• Need for ongoing public engagement and openness
4
CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
Ana lysis
Support for a rate increase is encouraging, but a higher
increase (greater than $8) and/or series of increases
could dramatically weaken support. Addressing the
factors outlined by stakeholders will help to make the
case for rate increases, but CCCSD should also work to
build its reputation among customers and instill greater
trust in the District. If CCCSD decides to rebrand, one
consideration will be the timing of potential rate
increases. If rate increases are announced during or
right on the heels of rebranding, some homeowners
may question whether funds for rebranding could have
been better used to lessen the burden on homeowners.
4. SUPPORT INCREASES WITH INFORMATION
Resultr
All responses that followed the provision of additional
information were more favorable than unaided
responses. In addition to the instances noted above,
CCCSD tested homeowner attitudes toward recycled
water and disposal of "biosolids."
Three out of four homeowners are at least somewhat
familiar with "recycled water" and nine in 10
homeowners support increasing the use of recycled
water in the county. Irrigation, gardening and
landscaping were viewed by far as the most acceptable
uses of recycled water (98 percent). Half of
homeowners believe recycled water, with advanced
treatment, is acceptable as safe drinking water. With
more information, support for drinking water increased
to 61 percent.
When informed of alternatives for the disposal of
biosolids, homeowners strongly supported their use for
agricultural purposes (87 percent); fewer than half the
respondents supported disposinglof them in a landfill
(46 percent).
Analysis
While most homeowners in the District are aware of the
Pipeline newsletter, confusion remains regarding the
CCCSD brand, its services and its plans for the future.
Any rebranding would need to be paired with an
effective public education program to inform the public
of CCCSD's new identity and purpose. Even if CCCSD
does not rebrand, we recommend conducting a public
education program to inform homeowners about
CCCSD services. Given the complexity of some of
these issues, a targeted campaign involving several
communications channels and clear, consistent
messaging would be helpful. This program could
coincide with outreach efforts on the CWMP.
BRAND ENVIRONMENT
We understand that CCCSD has implemented rate
increases in each of the last two years. In addition,
CCCSD is currently undergoing a CWMP process, which
might result in the need for significant infrastructure
investments and corresponding rate increases.
According to California Health and Safety Code 6501,
"By resolution, the board may change the name of the
District. Any name resulting from a change shall include
the words 'Sanitary District' or shall be a name that is
descriptive of the functions of the District."
Locally, some districts have changed their names by
shortening them, e.g., Delta Diablo (previously Delta
Diablo Sanitary District). Delta Diablo's shortened name
reflected what the District believed was its "already
well-known and highly respected brand." In addition,
the District developed a new logo and adopted a new
tagline, "Transforming Wastewater to Resources."
Others have elected to maintain their official name but
promote a different brand, such as Regional San
(Sacramento Regional County Sanitation District).
Across California, sanitation agency names vary but
generally comprise the location/service area of the
agency and a combination of the following:
• Sanitary District / Sanitation District / Sanitation Agency
• Wastewater District / Wastewater Authority
• Community Services District / Services District
• Municipal Utility District / Public Utility Authority
• Irrigation District / Water District
• Sewer District / Sewer Authority
• Wastewater Reclamation Facility
• Water Pollution Control Agency
• Wastewater Source Control
• Water Quality Control
• Environmental Services
• Reclamation Authority
• Sanitation & Flood Control District
• Clean Water
5
CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
CASE STUDIES
Several sanitary districts across the country have
rebranded or undertaken partial rebranding. The
case studies below, sourced in part from online
research and two publications listed in the resources
section of this report, may be instructive in CCCSD's
consideration of rebranding.
Regional San - Sacramento Regional County
Sanitation District
PROBLEM
SRCSD believed its average customer did not
necessarily understand or see value in its wastewater
treatment service, as customers paid little attention to
what happens "after the flush." In order to build the
facilities the District required, it planned to significantly
raise monthly rates over the following nine years.
However, the District said that customers often failed
to see improvements, repairs and rehabilitation to
sewer infrastructure as improving their service;
therefore, rate increases often met with opposition.
BRANDING SOLUTION
SRCSD launched an ongoing communications and
branding program to build ratepayer trust, awareness
and understanding of the District and its wastewater
treatment plant upgrade project. The District used
in-house staff and resources to implement various
aspects of its plan over the nine-year program and
retained outside vendor services to establish the
program brand, design elements and support activities.
In the first year, the District delivered simple,
meaningful and credible messages through diversified
channels with appropriate impact to gain audience
attention and interest so people understood why plant
upgrades and rate increases were necessary. The team
launched the SewerSense microsite, including a series
of videos featuring key District personnel, as a quick
and easy resource for stakeholders and ratepayers. In
the second year, the District rebranded to "Regional
San," with a tagline of "Taking the Waste out of
Water," and named its plant upgrade project
"EchoWater Project," with a tagline of "Bringing Water
Back." The District held a launch event to formally
introduce the EchoWater project and shifted from
planning to implementation with distribution of a
District -wide mailer, radio advertising and stakeholder
engagement. The District also created a project
mascot, Otto the Owl. In the third year, the District
expanded communications, including the second
installment of a project mailer, targeted advertising,
and continued stakeholder engagement and media
relations.
CASE FINDINGS
Regional San's rebranding coincided with its
EchoWater Project launch, which helped to tie the
rebranding to a larger effort. In the first three years,
Regional San achieved its stated program goals.
Research, including focus groups, stakeholder
meetings and telephone surveys, helped the District
determine what the project meant to customers and
how much they understood about why it was necessary.
In addition, research helped the District assess
communication methods, potential rate impacts, and
customer awareness and satisfaction.
NEW WATER
Green Bay Metropolitan Sewerage District
PROBLEM
GBMSD had served homeowners in Wisconsin for over
80 years but concluded that its name was long,
unwieldy and no longer reflected the variety of services
it provided. According to Tricia Garrison, GBMSD's
communications and education coordinator, the
District was "the best kept secret in Green Bay." Facing
increasing environmental regulations, infrastructure
upgrades and rate increases, GBMSD sought a change.
BRANDING SOLUTION
GBMSD developed a new brand name, NEW Water, to
better represent its innovative approach and the range
of its services (NEW also stands for Northeastern
Wisconsin). The brand reflects the agency's "new
attitude of viewing materials received as a resource to
be recovered, rather than a waste with which to
dispose." Alongside this shift toward innovation and
sustainability, the agency was also seeking regional
partnerships. The new name coincided with an updated
mission statement and several high-profile
CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
developments meant to create a more sustainable
region. GBMSD maintained its full name due to the
legal hurdles associated with a complete change but
now promotes its new brand as the primary driver of its
public identity.
CASE FINDINGS
A new brand name does not require a listing of specific
services. By using the NEW Water label, GBMSD
created an umbrella brand to cover its various services
while positioning the Distrk t as innovative and
forward -thinking. GBMSD Iso tied its rebranding
launch to several significant initiatives, helping increase
awareness and understanding of its new messaging
among its customers. Garrison recommends taking a
holistic approach to rebranding and involving
employees from the beginning of the process.
Sutler County Department of
Environmental Services (BCDES)
PROBLEM
BCDES wanted to clarify its brand identity and come
up with creative and cost-effective platforms to
communicate with its residents (in Ohio). The agency's
main problem was weak name and service recognition.
"Environmental Services" did not cover the wide range
of waste management, recycling and water treatment
services it provides.
BRANDING SOLUTION
The management team began by creating a seriespf t
branding statements to encompass the ways that
residents of Butler County could depend on the BCDES.
To make sure residents read the statements, the BCDES
used bill inserts to highlight its role within the community.
When residents received bills, they also received several
short, concise branding m6ssages regarding the
agency's motto, mission statement and activities.
CASE FINDINGS
When districts communicate with residential customers, it
is important to make branding messages clear and
concise. BCDES communicated important messages
quickly and educated customers on how it was serving the
community's needs. In addition, by including a branding r
message with each billing statement, the agency m)de
sure its new messages would reach their intended target.
�. ange County Sanitation District (OCSD)
PROBLEM
Residents of Orange County, California, perceived
OCSD as a disjointed and inefficient agency. There
were numerous public examples of internal conflicts
between the board and staff regarding rate increases and
other policy decisions. To complicate this internal tension,
the District was in the middle of a sixth consecutive year
of rate increases. With ratepayers and staff appearing to
disagree with many of the board's decisions, the agency
planned to make several agency -wide changes to
energize its image and regain trust.
BRANDING SOLUTION
To redefine its brand image, OCSD began with its
employees. The board claf fied decision-making roles
within the organization and made the process more
collaborative while reaffirming board leadership. Public
information officers were tasked with highlighting the
innovative policy decisions made by staff members as
well as the long-term planning of the board. Eventually,
increased communication with staff and the public
became a standard element of its brand identity.
CASE FINDINGS
For OCSD, rebranding development began with
employees and decision makers. OCSD banked on
consumer recognition of the agency's internal
characteristics. By positioning staff as experts who
enjoy participating in the agency, OCSD branded itself
as a more collaborative, community -oriented entity. In
addition, OCSD's rebranding efforts were unveiled to the
public in steps; residents are more likely to trust an
identity change if they can see the numerous steps taken.
CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
REBRANDING PROCESS
INTRODUCTION
Rebranding is akin to launching an organization anew with a greater, refreshed purpose. Branding expressions may
include a new name, logo, color palette, fonts and other elements. If you decide to move forward with a
rebranding, we recommend developing a brand strategy that will clearly define the desired impressions you want
the new brand to represent. A formal brand strategy will not only serve as a motivating inspiration for creating the
branding expressions, but will also act as a set of criteria by which the proposed names, logos, etc. can be judged.
The brand strategy development process will also help create consensus among senior brand stakeholders.
WHEN THIS APPROACH IS NEEDED
Every organization should have a clear definition of what it wants to stand for in the eyes of its core audience and
the world — a "brand essence." Without a brand essence, an organization will not have a reliable guide for its future
growth and development.
If just one of the following statements is true for CCCSD, then a brand strategy development process may be beneficial:
"So many variations on what the
new name could be, but how do
we decide what's right?"
"Ask what this organization is all
about and everyone will have a
different answer — sometimes even
conflicting opinions."
"We've all got a gut feel about
what we want to stand for — we
just can't crstallize it into a single
powerful thought. "
Major companies have benefited from this brand strategy development approach, including:
• Disney
• AOL
• Hewlett-Packard
• Visa
• Boston Consulting Group
• Miller Genuine Draft
• Scion
• Mandalay Bay Resort & Casino
• Pentax Cameras
We have worked with several local organizations on this process, including:
• City of San Jose (environmental initiatives)
• City of Sunnyvale (municipal organization)
• Santa Clara University • Jesuit School of Theology at
Berkeley
• Palo Alto University
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CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
STAGE 1: BRAND AUDIT
The process of consensus building begins with proprietary brand audit exercises conducted online with internal and
external audiences. This stage of the project is important in establishing the basic groundwork for brand strategy
development and determining not only how the key players think as a group, but also the extent to which they
believe change is necessary.
STAGE 2: BRAND WORKSHOP
A brand workshop will be conducted with up to 16 key brand stakeholders. A facilitator guides participants through
a series of exercises to achieve consensus on the future brand essence (what you want the organization tol stand for)
and other key brand strategy components.
TIMELINE
The development of a brand strategy — the product
that the audit and workshop(s) prepare for — takes
approximately one month.
BRAND ASSETS
CCCSD has already conducted extensive quantitative
and qualitative research, updated its mission, vision
and values, and conducted an internal audit on costs
associated with select rebranding elements, which will
expedite the rebranding process.
VISION
To be a high-performance organization that provides
exceptional customer service and regulatory
compliance at responsible rates.
MISSION
To protect public health and the environment.
VALUES
• People
• Value customers and employees
• Respect each other
• Work as a team
• Celebrate our successes and learn from our challenges
• Leadership and Commitment
• Work effectively and efficiently
• Promote a passionate and empowered workforce
• Encourage continuous growth and development
• Inspire dedication and top-quality results
• Community
• Value water sector partners
• Foster excellent community relationships
• Be open, transparent and accessible
• Build partnerships
• Understand service level expectations
• Principles
• Be truthful and honest
• Be fair, kind and friendly
• Take ownership and responsibility
GOALS
• Provide exceptional customer service
• Strive to meet regulatory requirements
• Be a fiscally sound and effective water sector utility
• Develop and retain a highly trained and
innovative workforce
• Maintain a reliable infrastructure
• Embrace technology, innovation and
environmental sustainability
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CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
NAME
District employees and customers know the District by
different names — Central Contra Costa Sanitary District,
CCCSD and/or Central San. The District website,
www.centralsan.org, includes all three variations of the
District name.
Currently, the CCCSD name does not accurately
represent the District's breadth of services or reflect its
mission, vision, values or goals. In addition to current
brand 'flames, other names have been suggested.
• C3 Pure / Pure C3
• Central Contra Costa Clean Water Resources
• Cental Contra Costa Renewable Enterprises
• Central Contra Costa Renewable Resources
• Central Contra Costa Resources
• Central Contra Costa Sanitary District
• Central Contra Costa Water Resources
• Central County Resources and Recovery
• Central Diablo Resources Recovery Agency
• Central Future Resources Agency
• Central San
• Central San Renewable Resources Agency
• Central San Resources Agency
• Central San Water
• Clean Water for Central County
• Clean Water of Central County
• Clean Water of Central San
• Clean Water Resources
• Clean Water Utility Services
• Diab o Resources Group
• Diab o Water and Energy Resources
Central Contra Costa Sanitary District
• East Caldecott New Water
• East Caldecott Resources
• Environmental Resources Agency
• Environmental Water of Contra Costa
• Environmental Water of the Future
• Full Cycle Water
• Future Water Agency
• Future Water Resources
• Iron Horse Renewable Resources
• John Muir Renewable Resources
• John Muir Water
• Mount Diablo Water Resources
• Muir Water Resources
• Recyclable Resources of Contra Costa
• Sustainable Water of Contra Costa
• Tomorrow's Water and Energy
• Water Resource Utility
• Water Resources Agency
• Water Resources of the Future
• Water Service Agency
• Water Services of Central County
:"4„ ,CITY ,.— —. , i -.,s•- -r'r• - �.•
We recommend avoiding choosing a name before developing a brand strategy, as the name and other assets will
need to be evaluated following completion of the process.
LOGO
The current name is built into the existing logo — Central Contra Costa Sanitary District. If CCCSD decides to
change its brand name, the logo will also need to change or be modified. (A modification might retain the green
hills and/or, pipeline but change the words and letters in the current design.)
STYLE GUIDELINES
CCCSD does not have discernable style guidelines (color palette, type fonts, etc.), but uses various shades of blue
as a primary color in external materials. Shades of green are used as a secondary color.
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CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
COSTS
The total cost of developing a brand strategy, name, tagline and style guidelines, designing a new logo and
updating building/outdoor signage and collateral materials would be approximately $192,000 to $200,000,
excluding labor for collateral materials and costs associated with a public information program.
The District is already well-positioned to save costs associated with a public information program, which can
benefit from CWMP-related outreach and in-house resources, including CCCSD's videographer, graphic designer,
writer and community relations, media relations and educa Tonal programs personnel. In addition, CCCSD could
promote a new brand in its Pipeline newsletter, Lateral Connection newsletter, website, Intranet, social media
platforms and at plant tours and public events.
COST BREAKDOWN
Based on CCCSD's current assets and research already conducted, developing a brand strategy would cost
approximately $10,000 to $15,000.
Developing a new name, logo, tagline and style guidelines would cost approximately $7,000 to $10,000.
For collateral materials and signage, CCCSD estimates approximately $175,000 (excluding labor):
• Printing- Items to be reprinted as needed; additional cost for new plates would be minimal.
• Letterhead
• Business cards
• Envelopes
• Educational materials
• Business forms
• Signage
• Directional - $500 for new black and white
street signs directing traffic to the site
• Recycled water -- two large signs at plant -
approximately $500
• HHW - $5,000 for new HHW informational
sign and outreach messages on the side of
the building
• Building Signage
• HOB/Board Room/Other - exterior lettering -
$22,500
• Board Room - interior lettering - $5,000
• Pond - concrete wall - $25,000
• CSO - concrete sign - $15,000
• Pumping Stations - $75,000
• Manholes - Could be changed as they need
to be replaced during renovations, which
would take several years.
• Vehicle graphics - $80/vehicle X 104 vehicles = $8,320
• Clothing
• Uniforms/Patches - $9,000
• Personal gear - The District has purchased polos, jackets, orange t -shirts, blue t -shirts, and safety vests with its
logo. These could be replaced as needed or all at once. To replace all at once, each department would need
to be polled for quantities.
(plus labor to remove and replace)
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CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
BRANDING OPTIONS
FULL REBRANDING
Advantages
• Allows the District to take a step-by-step approach
• Provides opportunity to decide at conclusion of brand strategy process how best to proceed
• Addresses issues raised in the District's quantitative and qualitative research
• Positions the District as an innovative, forward -focused utility
• Helps the District build reputation and trust in advance of potentially significant, successive rate increases
• Could coincide with the District's redesign of its website and Intranet
• Could coincide with CWMP outreach, saving potential costs associated with a stand-alone public
information program
• Helps the District better align its brand with its newly adopted vision, values and goals
Disadvantages
• Further expenditures could be seen as wasted if the District later abandons the rebranding process
• Could detract from the District's focus on the CWMP and other initiatives underway
PARTIAL REBRANDING
Advantages
• Saves costs by using existing research and in-house resources
• Builds on work already conducted by the District, including its updated mission, vision, values and goals
• Presents opportunity to launch a more comprehensive rebranding effort in conjunction with the District's
75th anniversary
Disadvantages
• Might result in a superficial rebranding that does not address the root cause of perceived issues identified
in the research
• Without a brand strategy, the District will not have a reliable set of benchmarks from which to evaluate
rebranding suggestions
NO REBRANDING
Advantages
• No additional funds or staff resources will be needed
Disadvantages
• Will not address issues identified in the District's research, such as a lack of brand awareness and tepid
satisfaction
• If CCCSD needs to increase rates substantially in the future, there will be no solid brand foundation on
which customers can identify and place their trust
F P R'9)
CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
RECOMMENDATIONS
We recommend
developing a brand
strategy to determine the extent
to which CCCSD should refine its
various brand elements. Elements
deemed consistent with the brand
strategy will not change; however,
other items, such as the brand name
and logo, will likely change. By going
through the rebranding development
process, the District will have clear
benchmarks to evaluate ideas at
each step along the way.
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CENTRAL CONTRA COSTA SANITARY DISTRICT BRAND ASSESSMENT REPORT
ADDITIONAL RESOURCES
• Building the Wastewater Utility Brand: Practical Advice for Increasing Trust, Support and Investment; Southern
California Alliance of Publicly Owned Treatment Works (2008)
• http://utilitybranding.net/pdfs/BrandingManuaIFINALPDF.pdf
• Communicating the Value of Water: An Introductory Guide for Water Utilities; Water Research Foundation (2009)
• http://www.waterrf.org/PublicReportLibrary/91222.pdf
-FIN E M A N P RO
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