andrew herring pr and multiple brands - govt comms conf apr 2011

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The PR implications of numerous brands, sub brands and non- consistent images of council and how to influence buy-in from reluctant teams within council Andrew Herring Manager Communications Sutherland Shire Council April 2011

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While Communications Manager at Sutherland Shire Council - a large suburban council in the south of Sydney, NSW, Australia - I successfully implemented a much-needed re-branding program. The re-branding was designed to streamline the diverse organisation's marketing communications and present a consistent corporate identity in order to reduce costs and improve the community's awareness of the services, businesses and programs provided by Sutherland Shire Council. The complex project required high-level leadership, change management, communication, design, negotiation and people skills. At the Government Communications Australia Conference in Canberra in 2011 I made this presentation about the PR impact of a disparate and fragmented brand and the challenges overcome in the journey to establish a cohesive corporate identity for the second-largest council in New South Wales.

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  • 1. The PR implications of numerous brands, sub brands and non-consistent images of council and how to influence buy-in from reluctant teams within council Andrew Herring Manager Communications Sutherland Shire Council April 2011
  • 2. Sutherland Shire Sutherland Shire The Shire Birthplace of modern Australia Population approximately 220,000 Conservative culture 370 km2 Natural beauty: beaches, rivers and national parks at the edge of metropolitan Sydney Home of the Cronulla Sharks, Steve Waugh, Ricky Ponting, Glen McGrath, Ian Thorpe, Andrew Ettingshausen, Greg Alexander, Susan Moroney and other Australian sporting greats Sutherland Shire Council Established in 1906 2nd largest local government area in NSW by population 8th largest in Australia 1089 full-time equivalent staff Annual operating budget: approx $220M Winner of Bluett Award in 2010
  • 3. From chaos to consistency Marketing Review Branding revamp Engage designer and consult Develop Style Guide Implement Style Guide Amend Style Guide
  • 4. The case for change Marketing Review External consultant engaged Functional review of all marketing Extensive consultation with all marketing-related staff Key findings Branding guidelines rudimentary and of little use 27 logos in use by council units with co-branding rare Widespread desire to disassociate from council Council publications not being reviewed by Communications for branding compliance/consistency Several units producing their own community newsletters should be combined Disjointed: i.e. poor coordination between units for marketing, sponsorship and PR
  • 5. The way we were
  • 6. The way we were
  • 7. The way we were
  • 8. The way we were
  • 9. Revamping the brand Style Guide development Coyne and Co engaged as design partner Designs prepared, tested and amended in Consultation Extensive consultation with stakeholders Marketing Group Marketing Implementation Group GM and Directors Special interest stakeholders Considerations Legislative requirements Australian and International Standards
  • 10. The result Council Style Guide Modernised logo Contemporary colour palette Flexible grid system to apply to all publication, advertising and other collateral Most logos abolished Clear co-branding rules for those that survived Supported by templates in: MS Word MS PowerPoint MS Publisher Adobe InDesign Quark Xpress STRICTLY ENFORCED
  • 11. Style Guide Essentials
  • 12. Style Guide Essentials
  • 13. One newsletter Our Shire Our Shire One combined council newsletter Helped re-assert council ownership of its services and businesses in the eyes of the community Improved perceptions of value for money among ratepayers Received accolades from the community and in RH Dougherty Awards
  • 14. What worked Make it part of a broader review The change was part of changing councils whole marketing approach Use an external consultant Its easier to heed the word of the expert Choose wisely and use as a partner leverage the expertise youre paying for Make it useful, flexible and simple Lots of templates for designers or for internally produced materials Consult, consult, consult Seek buy-in from internal stakeholders and decision makers and keep seeking it throughout the project Never give up communicating and attempting to work through issues Be prepared to educate along the way The people part takes time...
  • 15. The challenges Overcoming the desire to be A-B-C Units and council businesses wanted to be seen as Anything But Council Had to build pride in the brand internally Had to show that reputation is a shared responsibility Establishing the preeminence of the master brand Many units/programs lost logos Those retaining logos had to co-brand with the council logo Beware the slippery slope! Everyone wants to be a special case Every variation sets a precedent where do you stop? Your detractors are watching for a chance to return to the good old days Costs Shape expectations and keep them under control and Perception is as important as reality
  • 16. Lessons Learned Print is not the full picture Think about implications for all communications mediums Signage is particularly important for local government Online is a whole different ball game Your uniform is a branding tool too Corporate identity/branding more than just a logo Make it a reflection of the heart and soul of your organisation its culture Best to link it to corporate values Link it to broader organisational renewal/development Leadership MUST be engaged and committed to support for the long haul
  • 17. Questions