Re-branding a localauthorityThursday, 2o October 2011
Some views?
• "In government, many people have the  power to stop things happening but almost  nobody has the power to make things  ha...
Brand?• Create a living business asset?
Who are we?• Local Government organisation• Annual budget of £750m• Employ 8,000 staff• Deliver over 800 services every da...
A bit about our place                • Population of Brighton & Hove                  approx 256,300                • Pred...
Culture & Leisure                • 8m visitors each year                • Tourist £ = £732,328,000                • Second...
Good News       Satisfaction with services provided by or supported by BHCC                       81                  80  ...
But              How satisfied are you with the way the local council                                 runs things?        ...
Perceptions of the city council    Place Survey               Focus Groups                   We asked                   re...
Values associated with Brighton and Hove                       Diverse                   Has variety and                  ...
Association                        Low satisfaction, high association:                High satisfaction, high association:...
Findings• Almost all love Brighton & Hove as a place  to live• Fundamental lack of awareness of services  - except for tho...
Importance                              Low satisfaction, high priority:                             High satisfaction, hi...
Findings• Almost all love Brighton & Hove as a place to live• Fundamental lack of awareness of services - except for  thos...
How we’re perceived
But also… • Open-minded/ leading: will try new   ideas • Caring/ dependable: will be there in   a time of need, trying its...
Findings       “I‟ve always got them to thank      because if it wasn‟t for them I‟d be                on the streets”
The Result• Our message isn‟t getting through• Residents not seeing value from their  Council Tax – what does it pay for?•...
The Personality ofBrighton & Hove: Whatour research tells us
The Challenge…       Our ultimate goal      is to close this gap
Good News       Satisfaction with services provided by or supported by BHCC                       81                  80  ...
But              How satisfied are you with the way the local council                                 runs things?        ...
Connection with Place                      New Council   Place   Existing Council   Identity/          Identity/   Persona...
Closing the Gap             Clear consistent brand                 & experience                                      Great...
1. Change our face• From resident feedback – develop the new  „face‟ of BHCC• Look to address misperceptions• Exploit simi...
Our new face  How we are                    How we’d like to  perceived                     be perceived “All they do is r...
2. Less is more• Focus efforts ONLY on what  matters the most to residents• Talk issues – not services
Our TestIs it different?• Have we tapped into what really makes Brighton & Hove   different?• Could another Council or Pla...
Our TestWill it connect with residents?• Does it reflect the personality of the council?• Can residents experience a diffe...
Our TestDoes it connect with place?• Does the identity reflect the true  personality of the Council and Place?• Does the i...
Famous for…With energy, passion and enthusiasm the council exists to:• Involve Citizens• Innovate Services and• Improve Li...
Put simply…• Make better use of public money / Cut  waste and red-tape (innovate)• Council should support people, not stan...
Re-design…• Hierarchical & silo       • Flatter & joined up• Top-down/command            (council & partners)  & control  ...
“A Council the City Deserves”• Let go of control• Empower staff• Redesign our entire business model  (TOM)• A new model th...
Impact• This work paved the way for a new model of  working at the council• Breaking down silos – joining up work across  ...
Lessons…• Understand the “histrionics”    – Cultures    – Politics    – Values/behaviours    – Informal/formal networks•  ...
A message from our sponsor• “Councils must demonstrate their relevance by  adapting to the changing environment and  const...
Brand equity?• Financial implications  – “BPs accounts for 2010 put aside $41bn to    pay for the spill, two and a half ti...
Questions?John ShewellHead of CommunicationsBrighton & Hove City CouncilE: john.shewell@brighton-   hove.gov.ukT: www.twit...
Transform: Rebranding a local authority, John Shewell
Transform: Rebranding a local authority, John Shewell
Transform: Rebranding a local authority, John Shewell
Transform: Rebranding a local authority, John Shewell
Transform: Rebranding a local authority, John Shewell
Transform: Rebranding a local authority, John Shewell
Transform: Rebranding a local authority, John Shewell
Transform: Rebranding a local authority, John Shewell
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Transform: Rebranding a local authority, John Shewell

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The image of public service as the “faceless bureaucrat” is hard to shake given the size and complexity of some public sector bodies. So how does the public sector change its image? With radical reforms taking place, how can public services reinvent themselves to remain relevant in a changing and challenging environment?

John Shewell, head of communications at Brighton & Hove City Council, shares his insights on how the council’s major rebranding programme, “Creating a Council the City Deserves”, has completely redesigned the entire operating model of the council, improving its reputation and its brand.

John Shewell, Brighton & Hove City Council, head of communications

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  • This is how this maps outTop – everything that residents link and associate with The CouncilThe Bottom – Things they don’t associate with the CouncilInterestingly – the area in blue – are those very visible services that people see when they walk out the door
  • Top is high priorityBottom low priorityNotice that parks and seafront services have been relegatedBut Community safety, social care, Env Health, Tourism, Housing bens have all jumped upPeople think they’re important but don’t link us with them.
  • Transform: Rebranding a local authority, John Shewell

    1. 1. Re-branding a localauthorityThursday, 2o October 2011
    2. 2. Some views?
    3. 3. • "In government, many people have the power to stop things happening but almost nobody has the power to make things happen. The system has the engine of a lawn mower and the brakes of a Rolls Royce."
    4. 4. Brand?• Create a living business asset?
    5. 5. Who are we?• Local Government organisation• Annual budget of £750m• Employ 8,000 staff• Deliver over 800 services every day• Handle everything from major international events to making sure children cross the roads safely• Promote the city as an international visitor destination - over 8m visitors every year = £7- 8m to the local economy• First Green Party led council in the UK
    6. 6. A bit about our place • Population of Brighton & Hove approx 256,300 • Predicted to increase to 269,000 by 2020, a 5% increase, compared to a national increase of 7.4% • Unusual age distribution with a bulge of residents aged 20- 44 years and relatively high numbers of residents aged 85 years or more.
    7. 7. Culture & Leisure • 8m visitors each year • Tourist £ = £732,328,000 • Second highest number of museum visits outside of London • 60% of residents attended a local theatre or concert within last 6 months in 2008, almost double England level of 32% • Hosts around 60 festivals & largest Pride & open arts festivals, the Fringe, in UK
    8. 8. Good News Satisfaction with services provided by or supported by BHCC 81 80 82 74 72 71 73 71 64 63 60 64 65 56 55 48 44 46 44 2000 2003 2006 2008 Sport/leisure facilities Libraries Museums/galleries Theater/concert halls parks & open spaces
    9. 9. But How satisfied are you with the way the local council runs things? 65% satisfied 55 52 49 47 48 45 2000 2003 2006 2008 Brighton & Hove National average
    10. 10. Perceptions of the city council Place Survey Focus Groups We asked residents
    11. 11. Values associated with Brighton and Hove Diverse Has variety and something for everyone Cosmopolitan Tolerant Vibrant Unique
    12. 12. Association Low satisfaction, high association: High satisfaction, high association: Parking costs and control Refuse & recycling Parks Housing Seafront services Roads/ transportAssociate with BHCC Schools Development/Planning Promoting tourism Planning/ Building Control Sports and leisure Culture & arts Housing benefits Community safety Social care Libraries Env health and licensing Cemeteries/ Crematoria Registry office Low satisfaction, low association: High satisfaction, low association: Level of satisfaction/enthusiasm
    13. 13. Findings• Almost all love Brighton & Hove as a place to live• Fundamental lack of awareness of services - except for those that touch residents closely• But, residents place a high importance on non-visible services (e.g. social care, community safety, schools)
    14. 14. Importance Low satisfaction, high priority: High satisfaction, high priority: Housing Community safety Refuse & recycling Schools Social care Parking costs and control Roads/ transport Env health and licensing Promoting tourism Housing benefits Seafront services Parks Development/ Planning Planning/ Building ControlService Priorities Sports and leisure Cemeteries/ Crematoria Registry office Culture & arts Libraries Low satisfaction, low priority: High satisfaction, low priority: Level of satisfaction/enthusiasm
    15. 15. Findings• Almost all love Brighton & Hove as a place to live• Fundamental lack of awareness of services - except for those that touch residents closely• But, residents place a high importance on non-visible services (e.g. social care, community safety, schools)• The Council lacks a human face – few can identify positive attributes
    16. 16. How we’re perceived
    17. 17. But also… • Open-minded/ leading: will try new ideas • Caring/ dependable: will be there in a time of need, trying its hardest • Ambitious/ driven: has to be to get policies through, manage conflicts • Schizophrenic : good at some things and bad at others
    18. 18. Findings “I‟ve always got them to thank because if it wasn‟t for them I‟d be on the streets”
    19. 19. The Result• Our message isn‟t getting through• Residents not seeing value from their Council Tax – what does it pay for?• Frustration amongst residents that they have little influence over local decisions• patchy customer experience - inconsistent
    20. 20. The Personality ofBrighton & Hove: Whatour research tells us
    21. 21. The Challenge… Our ultimate goal is to close this gap
    22. 22. Good News Satisfaction with services provided by or supported by BHCC 81 80 82 74 72 71 73 71 64 63 60 64 65 56 55 48 44 46 44 2000 2003 2006 2008 Sport/leisure facilities Libraries Museums/galleries Theater/concert halls parks & open spaces
    23. 23. But How satisfied are you with the way the local council runs things? 65% satisfied 55 52 49 47 48 45 2000 2003 2006 2008 Brighton & Hove National average
    24. 24. Connection with Place New Council Place Existing Council Identity/ Identity/ Personality Personality
    25. 25. Closing the Gap Clear consistent brand & experience Greater Value for Money Increased message penetration Shift in audience perception Recognition for service delivery Improved reputation
    26. 26. 1. Change our face• From resident feedback – develop the new „face‟ of BHCC• Look to address misperceptions• Exploit similarities with the City• Our new face reflected in a new experience as well as all comms• Opportunity to transform the customer experience
    27. 27. Our new face How we are How we’d like to perceived be perceived “All they do is rubber stamp “The Council make Brighton & and collect our money” Hove a fantastic place to live” • Faceless • Open • Greedy • Approachable • Slow • Friendly • Unapproachable • Human • Expensive • Efficient • Old • Sociable • Power hungry • Listening • Institutionalised • Resourceful • Detached • Fast • Ideological • Grounded • Caring /Dependable • Pioneering • Open minded • Leading • Ambitious • Open minded
    28. 28. 2. Less is more• Focus efforts ONLY on what matters the most to residents• Talk issues – not services
    29. 29. Our TestIs it different?• Have we tapped into what really makes Brighton & Hove different?• Could another Council or Place say the same thing?• Have we been really honest with ourselves?Is it authentic?• Is our brand realistic and authentic?• Is our brand realistic and achievable?• Can we live up to and deliver the promise?
    30. 30. Our TestWill it connect with residents?• Does it reflect the personality of the council?• Can residents experience a difference?• Are we truly connecting with residents in a way that they will understand and appreciate?Will it connect with our staff?• Will our staff support our ambitions to improve the customer experience?• Is the comms flexible enough to work across all services/audiences to connect with the city?
    31. 31. Our TestDoes it connect with place?• Does the identity reflect the true personality of the Council and Place?• Does the identity express our aspirations for the Council & Place?• Does the identity reflect the „real‟ reasons that people live in Brighton & Hove?
    32. 32. Famous for…With energy, passion and enthusiasm the council exists to:• Involve Citizens• Innovate Services and• Improve Lives„Creating a Council the City Deserves‟
    33. 33. Put simply…• Make better use of public money / Cut waste and red-tape (innovate)• Council should support people, not stand in the way / Focus on front line services and putting residents first (improve)• Residents should have more say in how services are delivered (involve)
    34. 34. Re-design…• Hierarchical & silo • Flatter & joined up• Top-down/command (council & partners) & control • Matrix model• Financial pressures • Co-production “driven to bottom line” • Citizen/stakeholder• Impacts on citizens – involvement in service “get done to” design & delivery• Ordered • Chaotic
    35. 35. “A Council the City Deserves”• Let go of control• Empower staff• Redesign our entire business model (TOM)• A new model that can flex to adapt to changing environment
    36. 36. Impact• This work paved the way for a new model of working at the council• Breaking down silos – joining up work across departments and partner organisations• Creating a “networked council”: Devolving leadership and responsibility so that even our front-line staff are empowered to take decisions on the spot where customer satisfaction is at its most potent.
    37. 37. Lessons…• Understand the “histrionics” – Cultures – Politics – Values/behaviours – Informal/formal networks• Clear & visible leadership• Be open & honest• Accept failure as part of “innovation”• Focus on the journey – not the destination
    38. 38. A message from our sponsor• “Councils must demonstrate their relevance by adapting to the changing environment and constantly innovate. We need to adopt a Google-like mentality in which innovation becomes ingrained in our DNA, and achieved through collaboration and co-creation.• “First, we‟ve got to relinquish power and hand control to the community. Second, we‟ve got to involve them more in the design and delivery of services. Finally, we‟ve got to complete the triangulation of council-citizen-innovation in order to become truly relevant.” John Barradell, CEx of Brighton & Hove City Council
    39. 39. Brand equity?• Financial implications – “BPs accounts for 2010 put aside $41bn to pay for the spill, two and a half times more than BPs entire profit in 2009.” (BBC, 19 April 2011)
    40. 40. Questions?John ShewellHead of CommunicationsBrighton & Hove City CouncilE: john.shewell@brighton- hove.gov.ukT: www.twitter.com/johnshewellPh: 01273 291039

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