HomeMy WebLinkAbout10. Follow-up discussion regarding possible name change for the District, and/or consider rebranding for resource recovery10.
Central Contra Costa Sanitary District
FINEMAN PR»)
Brand Assessment Report - Rebranding Roadmap
Defining the CCCSD Brand
► More than a name or a logo: a brand is a set of memories - impressions
Et expectations - in customers' minds
► Creating predefined, positive impressions helps to mitigate the risk of
the District being defined negatively by others - you only get one
chance to create a positive "first impression."
► Brand expressions
► Identity (name/logo/color palette/fonts)
► Messaging
► Website
► Signage
► Collateral materials
Rebranding Objectives
► Build a positive reputation for CCCSD by increasing awareness of,
and favorabitity toward, the District among its customers.
► Increase recognition and satisfaction of District services.
► Create support for potential District rate increases resulting from
the CWMP.
► Align CCCSD brand elements with the District's mission, vision,
values and goals.
► Position the District as an innovative, forward-looking utility
focused on great service.
► Leverage District communications initiatives underway, including
planned CWMP-related outreach and updates to the District's
website and Intranet, to save costs associated with a public
information program.
Element, to be Rebranded
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Identity - name/logo/color palette/fonts
Messaging
Style - brand guidelines
Signage, videos and collateral materials, including
letterhead, Pipeline newsletter, Lateral Connection
newsletter, website, Intranet
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Quantitative and Qualitative Research
► External ► Internal
► Baseline quantitative telephone survey ► Baseline email survey to all
(completed Nov. 2015) employees
► Baseline stakeholder meetings and focus
groups (completed Jan. 2016 and Nov. 2015,
respectively)
► Annual tracking surveys
► Annual tracking surveys
► CCCSD website
► Unique visits
► Length of visits
► Pages visited
Initial Benchmarks (2 years)
Targets based on rebranding and public information program using existing resources; to coincide with
CWMP outreach and District communications planning
1. Increase the percentage of customers who claim to be either "very familiar" or "somewhat
familiar" with the District by 5 percent.
2. Increase percentage of customers who can correctly name the District for wastewater
treatment to 10 percent.
3. Increase satisfaction of CCCSD services among customers by 5 percent without the aid of a
detailed description of the services.
4. Increase support for CWMP after learning about associated rate increases by 5 percent.
5. Increase satisfaction of the District keeping the public informed about wastewater and sewer
systems by 10 percent.
6. Benchmarks may be adjusted following 2017 customer brand survey.
30-45 days - Form rebranding committee; conduct employee survey and analyze results
30-45 days - Develop brand strategy (i.e., conduct brand audit and brand workshop)
60-90 days - Develop brand name, logo, messaging, style guidelines and design
signage/collateral materials
30-45 days - Conduct customer brand survey
30-45 days - Develop strategic rebranding public information plan
Ranges may vary depending on scheduling, review process and approvals
Discussion