Brand Miessaging (ELPH): 6 — 8 weeks (depending on availadility of interna! and externai stakeholders}
The goal of the brand messaging work is to answer the question, “Who are we and how do we present ourselves to our
various stakeholders?” In order to arrive at those answers, we engage in a thoughtful, comprehensive discovery process,
then use the findings from that process to create a brand message hierarchy that clearly and confidently positions the
Division as Chief Public Health Strategists who should be active and valued participants in key local conversations. Based on
our initial conversations, and on my experience in similar situations, | recommend the following approach:
e Create a brand steering committee who will work closely with me to provide insight, help refine messaging and
planning, and review deliverables in advance of key presentations (as discussed, this would probably be the ELPH
team + the marketing steering committee)
e Audit current communications, available research, and other background materials
° Conduct a two-hour workshop with the entire staff (discussion guide to be provided)
° Conduct 1:1 interviews with 8 - 10 key local thoughtleaders (the type of people who would be inviting the Division “to
the table”)
° Conduct a survey with external partners, clients, etc. (<500 names)
° Complete a messaging audit of 6-8 peer/competitor organizations (regional and national)
° Present the brand steering committee with findings from the discovery work, and recommendations on most effective
brand message hierarchy, then refine for presentation to the rest of the staff.
The deliverable of this inclusive yet efficient discovery process is a comprehensive brand message hierarchy that will guide
future brand work and provide the foundation for all communications going forward. It includes the following core
components:
Elevator pitch (short answer to the question “Who is the Division of Public Health and Community Services?”)
Proof points (also called “reasons to believe” —facts and data that back up your brand promise)
Brand personality (emotional side of the brand, what it’s like to engage with the Division and its programs)
Program/service brand hierarchy (how all of your work fits together)
Audience message matrix (secondary messaging for each of your core audience segments)
* Content for an integrated brand style guide (your designer will provide the design components)
A word about audience messaging: While it is crucial that you have one consistent master brand message, the reality is that
your various audiences have differing sets of needs and expectations. / will work with you to provide a “second layer” of
messaging that allows you to effectively communicate what's most compelling to each of your target audiences.
Integrated Communications Pianning: 4 weeks
The brand strategy work will not have the desired impact without an integrated communications plan to tell your brand
story across current and new stakeholder groups. | will partner with the brand steering committee to develop a plan to
build awareness, familiarity, and long-term engagement with current and mew stakeholders. This 12 — 18-month plan will
include strategies, tactics, timing, budget, and success metrics. NOTE: process and deliverables are the same, regardless
of type of project, although the comms plan for the master brand is likely to be more comprehensive than others.
Brand systems anc training: 4 — 8 waeks
As discussed, your staff are your first, most powerful brand ambassadors. They need to deliver the updated messaging
in aclear and confident manner and support your brand perception by adhering to the brand style guide. The two-hour
workshop (see above) will be the first step in our brand training work. Once we have finalized the messaging and
communications plan, we will introduce both to the staff in an interactive brand training session. I will work with your
communications team to plan that session, and to implement/refine/reinforce systems that support ongoing
adherence to, and support of, the brand.
