Brand Strategy by Vicki Lloyd

UNITED WAY OF ASHEVILLE AND BUNCOMBE COUNTY

LIVE UNITED

速

2010 BRAND STRATEGY

Contents BRAND BACKGROUND

BRAND POSITION

........................................................................................................................... 4 ...................................................................................................................... 5 strategies ...................................................................................................................................... 6 focuses ......................................................................................................................................... 7 united way history

vision, mission, values

................................................................................................................. 9 ........................................................................................................................ 10 competitive analysis......................................................................................................................... 12 audience analysis ........................................................................................................................... 14 stakeholders ................................................................................................................................ 15 personality .................................................................................................................................. 16 position ....................................................................................................................................... 17 brand positioning diagram situational analysis

BRAND IDENTITY GUIDELINES

............................................................................................................................ 19 .............................................................................................................................. 20 boilerplate, brand-related attributes ................................................................................................ 21 brandmark ................................................................................................................................... 22 taglines ....................................................................................................................................... 24 color palette ................................................................................................................................ 26 typography ................................................................................................................................... 28 art direction ................................................................................................................................ 30 sound .......................................................................................................................................... 32 promotional items .......................................................................................................................... 33 e-communication ............................................................................................................................ 34 advertising ................................................................................................................................... 36 collateral .................................................................................................................................... 37 co-branding ................................................................................................................................. 38 underwriting ................................................................................................................................ 39 system overview identity basics

POLICIES & PROCEDURES

BRAND EXPERIENCE

............................................................................................................................... 41 organizational policies .................................................................................................................... 42 departmental plans ........................................................................................................................ 44 strategic plan

...................................................................................................................................... 49 .................................................................................................................................. 50 ambassadors ................................................................................................................................. 51 overview

touchpoints

BRAND STRATEGY BRAND EVALUATION

alignment

..................................................................................................................................... 53

steps in brand adoption process ........................................................................................................ 55 trust measurement

........................................................................................................................ 56 ..................................................................................................................... 58

adoption measurement

RESOURCES & CONTACTS

resources

& contacts ................................................................................................................... 60

Brand Background As competition creates infinite choices, companies look for ways to connect emotionally with customers, become irreplaceable and create lifelong relationships. People fall in love with brands, trust them and believe in their superiority. Brand perception affects success.

Alina Wheeler Designing Brand Identity

Brand Background United Way History All brand decisions begin with an understand of the organization: how it began, what its purpose was and is, how the work its done reflects that purpose and how the organization has positioned itself in the past. If an organization tries to be something it isn’t, the brand will seem disingenuous.

Although United Way of Asheville and Buncombe County held the brand perception of a fund raising organization funding a wide variety of local nonprofits, the organization’s history shows the brand shift to LIVE UNITED was actually a return to its roots. United Way of Asheville and Buncombe County has been LIVING UNITED - mobilizing people into collective action through Giving, Advocating and Volunteering in the areas of Education, Income and Health - throughout its 89-year history.

“Right Here at Home”

The organization was founded June 7, 1921 as Community Chest of Asheville, the first such philanthropic organization in North Carolina. In its first week-long campaign, Community Chest raised more than $85,000 to benefit eight local nonprofits. In 1952, its name changed to United Fund, then later United Way. In 1972, United Way assumed operation of the Junior League’s Volunteer Service Bureau, later known as as the Volunteer Center and Hands On Asheville-Buncombe. The same year, a 24-hour help line, later called the Information and Referral Help Line, First Call for Help and 2-1-1 of WNC, was created to link individuals with health and human service assistance. This service would go on to be the first in the state and fifth in the nation to be accredited by the Alliance of Information and Referral Systems.

“You Can Make the Difference”

In 1991, United Way created Children First as a community initiative, which introduced advocacy into the work of the organization. In this decade, United Way has seen its campaign top $6,000,000, with funds invested in around 85-90 programs managed by 40+ agencies. In 2008, United Way adopted LIVE UNITED as its brand campaign and organizational strategy, changes which are still transforming the organization. This shift changes the brand position from one of fund raiser and funder to facilitator of individuals creating long-lasting change in their communities. In 2010, United Way invested in community partners under its new Education, Income and Health community plans. It also announced plans to undertake a special focused initiative to ensure middle school success through expanding after school and summer opportunities for children throughout the city and county schools.

Vision A strong, caring community

Mission To strengthen our community by helping people improve their lives and care for one another

Values Community Focus, Compassion, Integrity, Responsiveness, Results

Brand Background Strategies Prior to 2008, a stakeholderâ&#x20AC;&#x2122;s view of United Way was somewhat limited by his or her experiences with the organization. To some, it was a fund rasing group. To others, it was a funder of local nonprofits. Still others thought of it as a place to volunteer or find resources for health and human service needs. There were also those who saw United Way as a community leader who brought people, buisinesses and governments around the table to address pressing community conditions. In 2008, United Way staff and volunteer leadership expanded their view of the organization by acknowledging we are not just one of these things, but all of them. It was a shift in perception that first began internally, then began to spread across the community. We believe it takes Giving, Advocating and Volunteering to bring about long-lasting change in our community. These are our strategies.

GIVE.

United Way raised more than $5.4 million in 2009, with almost 50 percent coming from leadership givers - individuals donating $1,000 or more. Other investors include contributors to

HumanCare Endowment and underwriters. the

United Way developed its own definition of advocacy and the ways in which we will engage in self, individual and systems advocacy

ADVOCATE.

2-1-1 of WNC, the Community Fund and our focused

through

initiative on middle school success.

We will use our Web site, www.unitedwayabc.org, as the hub of advocacy information, helping people speak out about issues in which they believe.

VOLUNTEER.

In 2009, Hands On AshevilleBuncombe mobilized more than 2,900 people who gave almost 11,400 hours of volunteer time and saved community organizations almost

$230,000. We use

www.handsonasheville.org as the hub of volunteer coordination.

Focuses In 2009, more than 100 local volunteers - experts in their fields - came together to create a community plan for improving the areas of Education, Income and Health, the building blocks of a good life for everyone. They identified visions for each area, as well as barriers to reaching the visions and the improvements needed to overcome those barriers. We look for community partners whose goals align with the results we want to see in these areas and support them through our Giving, Advocating and Volunteering.

A brand becomes stronger when you narrow the focus

Al Ries and Laura Ries The 22 Immutable Laws of Branding

EDUCATION.

INCOME.

HEALTH.

We envision an engaged community where each child develops and succeeds academically, socially and emotionally.

We envision a thriving community working together, fulfilling basic needs and building economic self-sufficiency for all.

We envision a safe community where everyone has the knowledge, resources, access and opportunities to be healthy.

Many children are not Prepared to enter kindergarten.

Many PEOPLE CAN NOT MEET THEIR BASIC NEEDS.

Not all people, homes and communities are safe.

2010-2011 Investment to tackle the barrier: $225,504

2010-2011 Investment to tackle the barrier: $383,436

•

• •

Increase high quality, affordable early care and education opportunities for children from birth to kindergarten. Enhance families’ and caregivers’ ability to support the development of children from birth to kindergarten. Enhance the community’s capacity to identify and address children’s developmental vulnerabilities.

Many children do not move successfully from kindergarten through high school graduation. 2010-2011 Investment to tackle the barrier: $480,500 • • •

Strengthen the social and basic life skills that youth need for success. Increase the involvement of families, caregivers and the community in the academic success of all children. Increase basic academic skills of children performing below grade level.

•

Increase adults’ awareness of and responsiveness to the impact of cultural variables on education. Increase diverse educational options for all learners.

• •

•

Increase the vocational, language and literacy skills of individuals. Increase the number of workers who earn a living wage.

MANY PEOPLE ARE NOT FINANCIALLY STABLE.

Increase the power of individuals and the community to prevent violence and abuse. Increase the likelihood of recovery for anyone experiencing trauma from violence or abuse. Reduce the prevalence of unsafe environments in our community.

Many people do not have quality support for preventive health and wellness.

2010-2011 Investment to tackle the barrier: $117,426 •

2010-2011 Investment to tackle the barrier: $202,740

• • •

Increase awareness of and opportunities for wellness, prevention and early detection. Increase physical activity and healthy eating for children, families and those at risk of poor health. Increase supportive networks for seniors and people with disabilities.

2010-2011 Investment to tackle the barrier: $174,859 •

Increase the capacity of individuals to move out of financial crisis. Increase individuals’ skills needed to manage financial resources and build stability.

2010-2011 Investment to tackle the barrier: $68,910 •

2010-2011 Investment to tackle the barrier: $617,132

•

Many PEOPLE DO NOT HAVE LIVING WAGE JOBS.

•

The diverse educational needs of children and youth are not met.

Reduce the stigma associated with public and private basic needs assistance programs. Increase availability and use of public and private services that provide basic needs assistance for people in crisis or with ongoing needs.

Many people do not have quality primary and behavioral health care. 2010-2011 Investment to tackle the barrier: $620,161

•

MANY PEOPLE LIVE IN SUBSTANDARD OR UNAFFORDABLE HOUSING. 2010-2011 Investment to tackle the barrier: $185,434 •

• •

Increase the awareness of those in need, supporting agencies and the housing industry about housing regulations, resources and availability. Maintain existing and increase affordable and safe housing stock for low-income households. Increase housing subsidies for low-income households.

• •

Increase community support options to keep people as independent as possible. Increase integration of behavioral and primary care services for all. Increase access to quality primary, behavioral and dental health care regardless of ability to pay.

Brand Position In order to be irreplaceable, one must always be different.

Coco Chanel

Brand Engineâ&#x20AC;&#x2122;s Brand Positioning Diagram The set of positioning, essence and story influence, if not impact, both internal and external conditions.

Internal: What

you can control

{} Positioning

The brand as differentiated

External: What

you cannot control

from the competition

Vision

Mission & Values

Customer

Competition

Brand Essence

Personality, Voice & Style Product, Processes & Culture

The brand in a word

Marketplace

External Forces & Trends

Brand Story

Why the brand matters.

Brand Position Situational Analysis The conditions of a community can inform the decisions we make about how we want to impact that community. Looking at public perceptions, donor trends, rising needs of beneficiaries and demographics of the community as a whole, we can identify emerging trends, focus our work and develop and strong position that can weather the challenges we face. Asheville is the county seat of Buncombe County, North Carolina. The largest city in Western North Carolina, it has a population of 76,636 and counting. Buncombe County’s population is 229,047. F 2000 U.S. C ,A : With more • A 1,683 • 16,726 2.81 than 800 • A 78 W , 17.6 A A , 3.76 H L • 22 18 nonprofits • F 13 in the area, • • 45A 14 - , 38 65 • A 20 18, 18 65 10 18-24 competition • • TF 100 18+, 83.9 for resources • • MM 15 $30,463, $23,488 is intense. B C ’ 2000 C , .S 2010 C The majority T A B C “ ” , “ ” D ,H have less ” A .T “ ” V .T “ . T “ ” A than 10 staff, ” . are locally T “ ” , “ ” ( ) administered .T “ ” , M H , “ ” . and are losing , , donations at T , . 3 to 10 % per year. rom the

ensus

sheville reported

population density of

per square mile

families resided in the city and the average family size was

lmost

percent are

hite

percent frican merican

percent of households had children under age

percent

percent were married couples living together

lmost

percent of households were someone living alone age

lmost

percent of the population was under

he lowest age demographic was or every

females age

ales median income was ore than

uncombe

and

or older

percent were

percent age

there were versus

males

for females

ensus reported similar figures in most categories with less population density and

uncombe

ounty area is a dichotomy

those who

have live in one of many gated, multi-

million dollar home communities those who have not live in projects called iew

ensus results.

tatistics for both areas are expected to change significantly with the

he sheville and

he haves may consider sheville a second or third home

their own

and older

percent of the population was below the poverty line

ounty s

less diversity

ispanic or atino

in the home

emale householders with no husband present made up percent were non families

percent

eaverview

illcrest and Pisgah

he have nots may have never had a home of

he haves may acquired their wealth through employment in cities other than sheville. The “have

nots may not be able to find work that provides a living wage

he haves may have attended college in other parts of the country or state the have nots either have to

move away as evidenced in the above statistics or attend local schools that may or may not provide an education that provides a good living

he haves may work in a healthcare related field as

ission

ospitals is the

areas largest employer yet the have nots are chronically uninsured or underinsured and often do without the heathcare they need

he area is ranked one of the best all around places to visit in the country however it faces difficult

challenges in providing basic education income and health services for the very residents who make Asheville such a wonderful place to be

Living wage in Asheville is only $22,700 per AmericanStyle Magazine year. 1/3 of One of Top children live 7 Places to in homes Live in the where no one U.S. has beyond a Frommerâ&#x20AC;&#x2122;s 2007 Cities Ranked and Rated h.s. diploma. One of the Basic needs requests to Happiest Places in the 2-1-1 of WNC have doubled U.S. Eric Weiner, in 2010. One of Americaâ&#x20AC;&#x2122;s Top 25 Arts Destinations.

One of the Best Places to Reinvent Your Life.

One of the 50 Most Alive Places to Be. Modern Maturity Magazine

AARP Magazine

The Geography of Bliss

The county had 4,838 child abuse/ neglect reports.

1 in 6 people in WNC receive help from a food bank.

Brand Position Competitive Analysis This audit examines two of the competition’s brands, key messages and identity in the marketplace. The greater the insight we have into the competition, the greater the competitive edge. Without it, it is impossible to find the place in the market we can call our own. It’s a launching pad for finding how to be different from everyone else.

eblen charities: “What do you do?” callers ask. “What do you need?” Eblen Charities is a regional, independent foundation started in 1991 in Asheville by Joe Eblen, Biltmore Oil Company president, to assist children, adults and families living with illnesses and disabilities in WNC with medication, medical supplies, food, heating/utility assistance and other emergency needs regardless of income. The group does not engage in advocacy or volunteerism as a function of its core work, and investors do not make decisions about how the money is allocated. Eblen Charities raised $5.5 million this year, up from $5.3 million last year, but has seen large crowds lining up earlier for emergency assistance, Executive Director Bill Murdock said to the Asheville Citizen-Times July 25. Last year 42,000 families received help. “We’re probably up 25 percent from last year,” Murdock said. “And we haven’t even gotten to our busiest time of the year,” which is November and December. Twenty-five percent of Buncombe County children enrolled in Health Choice for Children are paid for by Eblen’s Children’s Healthcare Initiative with Mission Hospitals. Its Food for Thought program distributes tens of thousands of snacks to area schools and after school programs and buys breakfast and lunch for any child who cannot afford to purchase the meals on their own. More than 2,000 sealants are placed on second graders through the Dental Sealant Partnership. Tens of thousands of gallons of oil are given through the Energy Project. The organization cites being the top referral agency of United Way and other local assistance agencies on the web site, and often publicly encourages people to designate their gift to United Way to Eblen. (Designated dollars do not contribute to our work in Education, Income and Health.) Its new Eblen Center for Social Enterprise will encourage nonprofits and the private sector to distribute donated funds and create new revenue to enable the Eblen Charities to lower its overhead, provide more funding and acquire resources in a business-like manner. The center will house meeting, event and office space as well as a one-stop assistance center. One advantage for Eblen is its direct assistance with few constraints. Those in need have a positive experience, as their needs are often met as long as there is adequate funding in the program. The group also enjoys media partnerships and free advertising for charitable drives and special events because of the direct assistance aspect of its work. It is one of the most popular charities in the area. In recent months, the charity easily weathered the bankruptcy and subsequent exit of a former partner with almost no mention to the change in the organization’s name. The charismatic Murdock and the organization seem to be media darlings. Eblen utilizes hometown sport personalities Brad Johnson and Brad Daugherty as honorary chairmen of the charities and the center, respectively. Board of Directors members overlap with United Way’s board and leadership giving groups (such as Ray Bailey, Joe Eblen, Tammy McIntosh, Neal Hanks, John Teeter, David Gantt, Mandy Stone, Joe Brummit, Dini Pickering, Jack Teague and Brad Daugherty.) The group has a red and blue logo, but use brand elements in a limited way. Although the group has a strong brand name, it does not have a recognizable brand identity system at this time.

Synthesize Learnings

Experience the Competition

Examine Brand hierarchy

Examine naming Strategy

Document Identity

Examine Visual Identity

Identify Key Messages

Determine Positioning

Research

Identify Competitors

community foundation of western north carolina: “Homegrown Philanthropy Forever” The Community Foundation is a nonprofit organization established in 1978 to create a permanent pool of charitable capital that will always be available for the 18 counties of Western North Carolina. The Foundation is now a collection of more than 800 individual funds, each with a specific charitable purpose as determined by the donor who created it: the arts, basic needs, the economy, the environment, education, health and religion. The economic downturn affected investors, institutions and individuals, and as of Dec. 31, total assets were $148 million, down $22 million from the prior year. Having weathered the transition from a long-time, well-known direction to a newcomer to the community, the board is confident in the new leadership and the professional advisors working to grow the investments. There are 950 unique funds in the Community Foundation’s care. Last year, it allocated almost $11 million in grants and $360,000 in scholarships. Much of this comes from earnings on the funds, however the organization did gain $18 million in gifts last year. Although there are no advocacy or volunteerism arms of the Community Foundation, the organization does aim to educate donors to community needs. Of note, the organization’s Women to Women affinity group empowers female donors to get more involved in philanthropy. The Community Foundation often flies under the media’s radar, despite having a well-attended Power of the Purse event by Women to Women. In recent media articles on the impact of the economy on nonprofits, Community Foundation has not been included for comment. This may be because of a lack of media understanding of the organization. Whereas United Way has a diversified donor base of workplace givers and wealthy individual donors, Community Foundation is perceived as being only an endowment for the wealthy. It can seem unaccessable and exclusive. The organization has a well-defined mission, vision, values and purpose, and it has established a nice brand identity system including a Community Foundation is well known in the community, although it is not well understood how the organization works. The brand identity is not well recognized by the general public at this time, although it seems to be an organizational priority to promote the brand more widely online and in print materials. watercolor mountain logo. The name

Community foundation has been responsive to community needs during the economic downturn, establishing a $1 million recession fund. It also supports a student internship program with Asheville City Schools and initiatives to support the nonprofit community in Western North Carolina.

Brand Position Audience Analysis Successful brands have a disciplined focus on a target audience of best customers and most promising prospects. United Way has defined its target audience as the Active Community Investor. The brand must be a solution for these consumers. They want loyalty from a brand if they are expected to be loyal to it - and they expect to be the only group targeted.

Active Community Investors: ACIs are people who care about their community and are active in improving it. They are

ACI Market Research 96% own their own homes

knowledgeable and concerned about local problems. They recognize positive community change makes it a better place for them to live, and they want to see lasting change rather than

Band-Aid solutions.

78% have home e-mail accounts

also volunteer in a wide range of activities from mentoring to giving blood.

ACIs carry a certain investment mentality into their charitable activities. They donâ&#x20AC;&#x2122;t want to good; they want to make the greatest possible difference in

partner is both accountable and communicative. In other words, itâ&#x20AC;&#x2122;s an organization that lets them know how their contribution is improving lives.

89% have college or advanced degrees

programming is news and documentary, primarily cable

make a donation just to feel

In financial terms, they expect a return on their investment. Their ideal philanthropic

married

ACIs * are avid newspaper and magazine readers, * enjoy news radio, * say their favorite

They give financial contributions to local charities, but they

their communities.

84% are

53% are between age 35 and 54

36% are age 55+

40% have $100,000+ household incomes

84% itemize taxes

Stakeholders Gaining insight into who our stakeholders are and how we interact with them not only shapes our messages and strategies for how to engage them, it helps us turn them into brand ambassadors. Their influence goes far beyond our reach and can build reputation and goodwill for our organization. Most of these stakeholders are Active Community Investors.

employees prospects

underwriters

volunteers

media

LIVE UNITED

competitors

beneficiaries

2-1-1

investors

caller community

leadership general

partners

public

Brand Position Personality Personality, and the values it is derived from, are two intangible human characteristics or traits consumers attribute to a brand. Consumers often choose and use brands that have a personality consistent with who they are or want to be. Once brands develop a personality, it can be difficult for consumers to accept information they see as inconsistent with that personality. United Way of Asheville and Buncombe County has conducted staff and volunteer surveys to identify the organization’s brand personality.

United Way’s Brand Character & Values Community-Focused + Compassionate + Integrity + Responsiveness + Results-Oriented

Community-Focused United Way makes investments based on a plan to promote long-lasting change in education, income and health that was created by local experts in those focus areas. Having a community-focused plan keeps the organization’s work focused on the success of all of our neighbors. Compassionate We believe what happens to our neighbors matters to us. We want people to be stable and successful, and we know when we reach out a hand to one, we influence the condition of all. Integrity United Way sets high standards for its conduct. We must always be above reproach. Our investors and volunteers trust United Way to be a good steward of their investment. Responsiveness As the needs of our community evolve, United Way is committed to responding in turn, supporting solutions that address root causes and local barriers to people’s success. Results -Oriented United Way holds itself accountable not only for its actions but also its results. We are driven by a commitment to solve community problems through measuring outcomes and reporting results back to our investors and volunteers.

Brand Personality & Voice

From Aiker’s Five Dimensions of Brand Personality

Competence

United Way: Competence - Reliable, Hard-Working, Secure (current) Competence - Successful, Leader, Competent (aspirational) Highlands Circle: Excitement - Spirited, Young, Cool Tocqueville Society: Sophisticated - Upper Class, Glamorous, Good-Looking Hands On Asheville-Buncombe: Excitement - Daring, Trendy, Exciting 2-1-1 of WNC: Sincerity - Down to Earth, Family-Oriented, Small Town

Position Brand positioning describes how a brand effectively competes against competitors in a category. Good brand positioning clarifies what a brand is all about, how it is unique and how it is similar to competitive brands, and why consumers should use and purchase it. Position is not to be confused with brand essence, which, for United Way, in a word is change.

Positioning breaks through barriers of oversaturated markets.

Brand

It’s not enough

position is the “location” the brand holds in the minds of consumers.

just to be different. Brands must demonstrate it and make it easy to understand.

If you can’t say that you are the only, you need to fix your business, not your brand.

The Onliness Statement Template: Marty Neumeier, ZAG

What: The only... How: that... Who: for... Where: in... Why: who... When: during...

(category) (differentiation characteristic) (consumer) (market geography) (needs statement) (underlying trend)

Will Burke, CEO Brand Engine

United Way’s Onliness Statement: United Way is the only nonprofit providing effective ways to Give, Advocate and Volunteer in Asheville and Buncombe County for those who want to actively improve Education, Income and Health conditions in an era when many feel powerless to change what they see in their communities.

Brand Identity Guidelines Great brands are built, not born. Our community will experience our brand through our deeds as well as the verbal and visual messages we send.

Honeywell Brand Guidelines

System Overview The items below are the building blocks for creating United Way’s marketing and communications documents. Following these guidelines helps us to exemplify our mission, vision and positioning while still allowing flexibility and creativity in developing impactful designs.

United way’s role in community change United Way mobilizes people into collective action through giving, advocating and volunteering in the areas of education, income and health. We believe these are the building blocks of a good life for everyone. That’s what it means to live united! By making results-based investments in our community, we support long-lasting, measurable change in people’s lives right here in Asheville and buncombe county. You can be part of the change. Join the movement at www.unitedwayabc.org.

“We don’t just wear the shirt, we live it!”

GIVE. ADVOCATE. VOLUNTEER.

LIVE UNITED

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“Brand Identity” is what the company aspires to be. “Brand Image” is how the customer perceives the brand. If 19 they don’t match, you’ve got a relationship that lacks trust.

Brand Identity Guidelines Identity Basics Brand identity appeals to the senses: you can see it, touch it, hold it, hear it. Use of these guidelines, developed with support from McCann Erickson, United Way Worldwide, local United Ways and Designing Brand Identity by Alina Wheeler, ensures the correct and consistent use of the brand and protects its equity. Please refer to them when you use the brand and its elements, and contact the Department of Marketing and Communications at 828-255-0696 for access to brand identity files.

Brand identity

fuels recognition, amplifies differentiation and makes big ideas and meaning accessible.

On an average day, consumers are exposed to 6,000 advertisements and, each year, to more than 25,000 new products...Brands help consumers cut through the proliferation of choices available in every product and service category. 20

Scott M. Davis Brand Asset Management

Boilerplate The message must be given with one distinctive, consistent voice, informing, inspiring and fueling word of mouth. United way of Asheville and Buncombe County’s key messages use the Power of Three extensively: 1. What we do, 2. How we do it, 3. How you can get involved, plus use of threes in our Give. Advocate. Volunteer. strategies and Education, Income and Health focuses.

LIVE UNITED

GIVE. ADVOCATE. VOLUNTEER. GIVE. ADVOCATE. VOLUNTEER. ®

LIVE UNITED

You can be part of the change. Join the movement at www.unitedwayabc.org.

“W e do n’t jus t we ar th e sh irt , we liv e it !”

Brand-Related Attributes * Give. Advocate. Volunteer. = Call to action/Strategies * Education, Income and Health = Focus areas * Mobilizing = United Way’s role * Collective Action = The power of the people to change their own community * Community Impact = A focused Initiative that tackles a community problem in a new way - ours is middle school success * “We don’t just wear the shirt, we live it!” = A secondary tagline to add action and enthusiasm to the LIVE UNITED campaign * Results = Outcomes, measurements of success of our community partners * Alignment with Needed Improvements = Volunteer process ensuring community partners are working toward the goals United Way wants to see * Community Fund = Donations to the Community Fund make this exciting community change possible * Long-lasting Change = We aren’t interested in band-aids. We want to get at root causes and change people’s conditions over time 21 * More than a one-time experience, LIVE UNITED is the opportunity to live life - 365 days a year - in a different way

Brand Identity Guidelines Brandmark The brandmark, or logo, is one of our most important assets, and it must be used consistently and correctly. Ours is a combination wordmark/symbolic mark logo that both preserves our heritage - the hand of support, the rainbow of hope and the symbol of humanity - and represents our move toward community impact. Below are the appropriate uses of the United Way brandmark. These files are named by the code Company-Color-VersionFormat, so UW-4C-Full.Eps means the brand is United Wayâ&#x20AC;&#x2122;s four-color process, full-color logo in an eps format. For help or to access logos, contact the Department of Marketing and Communications.

Minimum Sizes

THE FULL-COLOR BRANDMARK: The primary brandmark of United Way, it is strongly recommended that this version be used in branded applications whenever possible.

The brandmark should not be modified in any way, with the exception of color variations and localization.

THE ONE-COLOR BRANDMARK: In cases where full-color production is not possible, the logo may be used in an alternative blue or black version only.

other colors are permitted.

Only full-color brandmarks should be used on a Web site.

THE SPECIAL USAGE BRANDMARK: In cases where printing on colored surfaces or screening of inks is not possible, these logos may be used.

Ex: printing on glass, plastic,

fabric or mental or photocopying on colored paper.

Unacceptable Uses Never substitute type in the brandmark.

Never alter the

Never separate

colors in the

the symbol from

brandmark.

the

Never tilt the brandmark.

United Way

Never distort

Never alter the shape

the shape of the

of the brandmark in

brandmark.

any way.

name.

Never add elements over the brandmark.

Never extract the words â&#x20AC;&#x153;United Wayâ&#x20AC;? from the brandmark.

Never add a local

Never rearrange

Never put other

name inside the

the elements of the

words of phrases

brandmark.

inside the brandmark.

Never add elements inside the brandmark.

Never reverse the brandmark to white.

Never extract any of the graphic elements contained in the brandmark to use separately.

The scale of the logo will vary from application to application, but the proportions should never change. Never stretch or distort the logo in any way.

Background Control

Background colors and graphics can easily overpower or compete with brandmarks. A white outline has been built into the artwork to maintain separation between the United Way brandmark and the backgrounds where it will appear. This outline will not appear when the brandmark is staged on a white background. 23

Brand Identity Guidelines Taglines This imperative-style tagline commands action, starting with the verb “live.” It captures United Way’s brand essence, personality and positioning, distinguishing it from its competitors. Changing your community isn’t something you do once, or maybe a few times a year, it is about living your life in a different way 365 days per year. All brandmark guidelines apply to the lockup, call to action treatment and localized brandmark below.

Upper Case

Registered Trademark

THE ONE-COLOR TAGLINE:

LIVE UNITED

Trade Gothic Bold Condensed

LIVE UNITED

The tagline should be used on all marketing communications. It should appear on the same page, and in the same proportion to, the brandmark when not locked up. It’s best to reproduce the tagline from original artwork instead of text, as not everyone has access to the font.

THE TAGLINE LOCKUP: The tagline is placed in a fixed position to the left of the brandmark.

When placed on a dark

colored background, the tagline letters reverse to white.

The specification image shows proper spacing between the

D in the tagline and the brandmark. letter

CALL TO ACTION TREATMENT:

GIVE. ADVOCATE. VOLUNTEER.

LIVE UNITED 24

The call to action Give. Advocate. Volunteer. may be placed above the tagline lockup. These words should be in the same color as the tagline

(United Way blue or black) and be upper case. The words should always be followed by a period.

Taglines must be: * emotional, * easy to say, * unique, * positive, * positioned & * protectable

Localization GIVE. ADVOCATE. VOLUNTEER.

LIVE UNITED

Legacy Brands These brands represent relationships so invested with history, equity or legal constraints that they maintain their existing brand identity. United Way of Asheville and Buncombe County operates the local 2-1-1 of WNC call center and Hands On Asheville-Buncombe volunteer center, so both brandmarks incorporate United Way’s color palette to incorporate the master brand’s brand identity, keeping their own design.

Affinity Brands Although affinity groups are usually not promoted as separate entities, United Way’s Leadership Giving Societies have their own brandmarks. Since they have gained brand equity of their own, we allow them to remain independent.

T h e Tocqueville Society

The word “slogan” comes from the Gaelic slaughgaiirm, used by Scottish clans to mean “war cry.”

Brand Identity Guidelines Color Palette The eye recognizes color just after shape and before reading content. Through consistent use of color, we facilitate recognition of the brand and build brand equity. Some colors are so powerful we form set of impressions just by seeing a color associated with a brand (such as Tiffany Blue), accelerating differentiation from competitors. The United Way color palette includes the four colors of the brandmark as well as two greys, black and white. In addition, these colors may be used at 25 percent and 50 percent of color.

United Way Light Gray

Printing Processes: * Spot ( ), * 4 Color ( ), * Black/White * E-Comm ( ) pms

cmyk

Pantone Cool Gray 4 C:0 M:0 Y:8 K:27

United Way Gold

rgb

R:186 G:186 B:186

Pantone 143 C:0 M:34 Y:86 K:0 R:255 G:150 B:0

Color is

Pantone 287

United Way White

affected by various White reproduction C:0 M:0 Y:0 K:0 methods. Always R:255 G:255 B:255 test for quality . 26

C:100 M:74 Y:0 K:0 R:16 G:22 B:127

United Way Blue

60 percent of

United Way Black

United Way Red

the decision to purchase a product is based on color.

Pantone 179 C:0 M:85 Y:89 K:0 R:254 G:35 B:10

Black C:0 M:0 Y:0 K:100 R:0 G:0 B:0

United Way Light Blue Pantone 659

United Way Dark Gray

Pantone Cool Gray 11 C:0 M:0 Y:0 K:80 R:54 G:54 B:54

C:55 M:40 Y:0 K:0 R:124 G:129 B:184

Color creates emotion, triggers memory and gives sensation. Gael Towey, Creative Director Martha Stewart Living Omnimedia

Brand Identity Guidelines Typography The typefaces chosen for the United Way brand identity are to be used on all print and online communications. Each font was selected for its visual compatibility with the United Way brandmark and its ability to convey a personality that is consistent with our brand. Only use the weights and styles shown on the following page.

Typefaces must be: * flexible, * easy to use, * expressive, * clear & * legible. Type is magical. It not only communicates a wordâ&#x20AC;&#x2122;s information, but it

conveys a subliminal message. Erik Spiekermann Stop Stealing Sheep

A unified

image is not possible without typography that has a unique personality.

United Way Types Trade Gothic Condensed Eighteen Trade Gothic Condensed Eighteen Oblique ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890

Trade Gothic Bold Condensed Twenty Trade Gothic Bold Condensed Twenty Oblique

This

sans-serif font is associated

LIVE UNITED tagline, and appears on the iconic LIVE UNITED white tee shirt. with the

Strong,

bold

and

attention-

grabbing, it is a headline font and should be used sparingly for greater impact.

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890

Meta Book Roman Meta Book Italic

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890

Meta Bold Meta Bold Italic

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890

This is the primary typeface of United Way. Simple and clean, it conveys a humanistic and caring, yet professional tone. One challenge with Meta Book and Meta Bold is usability. Often users outside United Way do not have the font installed on their computers and documents may appear distorted.

Calibri Calibri Italic

This sans-serif font is an acceptable substitute when Meta is unusable for either the front or end user. Calibri is the default for Windows Office 2007.

Verdana Verdana Italic

Created

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890

to be easily readable on a

computer screen,

Verdana is Way Web site

used

United as a headline font. It is inappropriate for use in non-electronic applications. on the

Brand Identity Guidelines Art Direction A carefully managed approach to selecting photography helps position the United Way brand. There are two general photographic categories for images: environmental and portrait. Using dynamic, uplifting, caring and optimistic images helps support our messages. The main photographs in any communication should include people. This approach is in line with our evolution from fund raiser to community impact organization. It is important to show diversity in age, ethnic background, profession and personal interest. ENVIRONMENTAL PHOTOGRAPHY: Environmental shots show subjects in their element, demonstrating what they do while wearing the shirt. This style conveys action. It is not enough to believe it or represent it on your person, we all need to get out there and act. For this style of photography, posing is out, doing is in. The person in the photograph should be Giving, Advocating or Volunteering. The environments should be populated, energized and immersive. The subject should be relaxed, looking-at-camera and integrated into the scene around him/her. Subjects should wear street clothing, which may include shirts or jackets over the LIVE UNITED shirt. Although it is preferred LIVE UNITED remain legible, it is not required. Lighting and photo coloring should be modern, neutral and organic. PORTRAIT PHOTOGRAPHY: The faces populating LIVE UNITED portraits are the faces we see every day. They are our friends, neighbors and coworkers. They are us. The aim of LIVE UNITED portraits is to capture the unique character, personality and resolve each subject possesses and establishes a connection with the viewer. When photographed, subjects wear a shirt that proclaims what they stand for. Their general stature is one of pride and dignity. Their stance is firmly rooted. Posture is solid. Shoulders are square. Their gaze into the lens is direct. It is important to note that we are not celebrating Living Untied, but standing for it. Small smiles and warmth are appropriate. Outright delight and happiness are not. The background should be a seamless white or off-white. Accessories are encouraged, props are not. Subjects are shot mid-thigh, never full height. Bottoms are simple, dark. COMBINATION PHOTOGRAPHY: Environmental backgrounds may also be used to add context and action. When subjects are not shot in the environment, their photos may be clipped and superimposed. United Way of Asheville and Buncombe County feels it is important to localize photography, to help our donors and volunteers understand our organization is made up of people who are changing the unique conditions affecting neighbors in their community.

Often LIVE UNITED portraits are superimposed on skyline shots and shots of local attractions to drive home this point.

GIVE. ADVOCATE. VOLUNTEER.

LIVE UNITED

速

Brand Identity Guidelines Sound United Way has commissioned an original signature piece of music for LIVE UNITED. Featured in the radio PSAs and television spots, the music compliments United Wayâ&#x20AC;&#x2122;s messaging and provides United Way with a rights-free piece of music that can be folded into all communications materials without any usage restrictions. Music is available for download at www.online.unitedway.org.

United Way Original Music:

Audio Architecture: The integration of music, voice and sound to create experiences between companies and customers.

Designing and integrating the right sound enhances the experience of the brand. Kenny Kahn, VP of Marketing Muzak

* United Way Theme Song (MP3) * United Way Theme Song (AIFF Multi-Track) 30 Sec. * United Way Theme Song (AIFF Multi-Track) 60 Sec. * United Way Theme Song (AIFF Multi-Track) Full * Music Underscore 1 - Luis * Music Underscore 2 - Sharmaine * Music Underscore 3 - Wendy * Music Underscore 4 - Upbeat

Music can transcend cultures and languages.

Sound,

especially music, heightens the brainâ&#x20AC;&#x2122;s speed of recall.

Promotional Items The official LIVE UNITED white tee shirt is a high-quality, fashion-forward design featuring a localized United Way brandmark on the back. These shirts are available from United Way of Asheville and Buncombe County or online at www.unitedwaystore.org. The tagline may be incorporated into other custom shirt designs, such as for Day of Caring; however no other logo or design may be incorporated onto the LIVE UNITED shirt. Although available, United Way of Asheville and Buncombe County does not use the black version of this shirt. All promotional items may be purchased through the Department of Marketing and Communication.

Brand Identity Guidelines E-Communications The United Way of Asheville and Buncombe County Web site, www.unitedwayabc.org, is currently being overhauled to coordinate with LIVE UNITED. It is expected for launch before the 2010 campaign. Itâ&#x20AC;&#x2122;s layout brings our positioning and personality to life by fully incorporating the brand identity. It is designed to give people engagement opportunities to Give, Advocate and Volunteer and share our investment in Education, Income and Health.

Top Web sites: * are easy to use, * meet visitor expectations, * visually communicate

E-mail blasts sent to personal addresses are one of our best communication strategies.

E-Newsletters are effectively used by 2-1-1 of WNC, Hands On Asheville-Buncombe and Highlands Circle. United Way is considering a general newsletter this year. We use LIVE UNITED templates Constant Contact, Andar and Eventbrite for all e-communication. in

United Way of Asheville and Buncombe County believes social media is an important way to connect to a new audience in a meaningful way.

United Way, Highlands Circle, 2-1-1 of WNC and Hands On Asheville-Buncombe have staffsupported Facebook presences. Highlands Circle is starting to develop a presence on Twitter as well. Use guidelines are available at http://unitedway.wetpaint.com.

Social media is word of mouth on steroids.

Blake Deutsch

The United Way and 2-1-1 o fWNC Web sites are administered by the Department of Marketing and Communications. Hands On Asheville-Buncombe staff administer www.handsonasheville.org. In addition to quarterly updates, information may be changed on a site at any time by request to those departments. Social media, e-mail blasts and e-newsletters are decentralized and produced by the individual departments.

Brand Identity Guidelines Advertising

Advertising is influence, information, persuasion, communication & dramatization.

United Way of Asheville and Buncombe County uses a “Why I LIVE UNITED” story format for its print and radio advertisements, materials, videos and speeches. Volunteers are asked to consider why they are involved with United Way and how the work of United Way is important to them. They then fill out a “mad libs”-style template that creates their story.

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* United Way Brochure * Leadership Giving Book * Posters * Folders * Home E-mail Stuffer * Pledge Cards * Invitations * Event Materials * Quick Reference Guide * Elevator Speech Cards * 2-1-1 of WNC Materials * Hands On Asheville-Buncombe Materials, including Day of Caring * Underwriting Documentation * Videos * Thank You Cards * Letterhead/Envelopes * Business Cards * Investment Strategy Guides * Public Policy Briefs * Strategic Planning Documentation * Annual Reports * Presentation Templates * Corporate Cases * HumanCare Endowment Brochure * Step-Up Brochure * Leadership Giving Brochure * Highlands Circle Rack Card * and more

LEADERS

Unified collateral increases brand recognition and makes it easier for customers to understand information and make engagement decisions. It also makes it easier for sales staff to present it. By making information accessible, “W e d o n ’t ju st w’ eneeds ar t hand an organization demonstrates its understanding of its customers . Collateral should e shpreferences ir t , w e li ve it include the Give, Advocate, Volunteer call to action and appropriate!”Web and contact information.

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Brand Identity Guidelines Co-Branding In the past, United Ways have required full co-branding with any community partner receiving United Way investments. United Wayâ&#x20AC;&#x2122;s logo was to be on letterhead, materials, Web sites and more. Today, we find that policy burdensome to our community partners (many of whom have limited marketing resources to implement such a policy) and an unnecessary dilution of the United Way brand. United Way of Asheville and Buncombe County has broken with the national tradition and created a new set of guidelines that seeks to position United Way as a sponsor of community change, rather than a â&#x20AC;&#x153;big brotherâ&#x20AC;?-type figure.

Co-branding is partnering with another brand to achieve reach.

New Guidelines United Way of Asheville and Buncombe County is pleased to be included when our funded community partners recognize their investors. Appropriate locations include sponsor/underwriter/

Web sites and annual reports to the community. In addition, our brand may be used to promote joint projects, events and initiatives in which United Way of Asheville and Buncombe County participates with community partners. investor pages on

To use the name and logo of United Way of Asheville and Buncombe County and its programs as described above, please contact Vicki Greene, Marketing and Communications Director, at vgreene@unitedwayabc.org

Underwriting United Way provides a comprehensive, structured Underwriting Package that provides co-branding opportunities for businesses that underwrite a portion of our operating expenses. This allowings more donations to go toward our investment in Education, Income and Health. United Way does not participate as an underwriter itself unless the event produces: good publicity, good public esteem, introduction to new markets and/or enhances our relationships. Opportunities must always align with our work in Education, Income and Health and promote our strategies of Giving, Advocating and Volunteering.

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Policies & Procedures (A) brand is a living thing. It must be nurtured, attended to and disciplined in order to survive and grow.

Bart Crosby Crosby Associates

Policies & Procedures 2009-2011 Strategic Plan United Way of Asheville and Buncombe Countyâ&#x20AC;&#x2122;s three-year strategic plan is the guiding document from which all activities are conducted. It informs annual organizational and departmental work plans and gives guidance for the overall purpose of each activity. LIVE UNITED impacted the content of this plan and can be seen throughout the document. Although Department of Marketing and Communications activities largely fall into the strategy of engaging people, the department has activities that support improving community and enhancing capacity as well.

Strategy 1: engage PeoPle

Strategy 2: ImProVe commUnIty

Strategy 3: enhance caPacIty

lIVe UnIteD is a call to action. When United Way engages people around community issues, their collective actions result in positive community change.

United Way is working to create long-lasting, positive social change. We aim to advance the common good by creating opportunities for a good life for all.

United Way must ensure that it has the appropriate resources to carry out this strategic plan along with its daily work. capacity refers to sufficient staff, volunteers, technology and financial resources.

goal 1: commUnIcate the ImPact of UnIteD Way

goal 1: DIrect commUnIty fUnD reSoUrceS more effectIVely to Strengthen oUr commUnIty

goal 1: DeVeloP DIVerSIfIeD, robUSt reSoUrceS

goal 2: enhance relatIonShIPS WIth cUrrent DonorS anD VolUnteerS to IncreaSe InVolVement goal 3: DeVeloP relatIonShIPS WIth thoSe not cUrrently InVolVeD In UnIteD Way goal 4: enhance relatIonShIPS WIth commUnIty PartnerS goal 5: exPlore oPPortUnItIeS for PeoPle to aDVocate for oUtcomeS alIgneD WIth the UnIteD Way mISSIon

goal 2: ImPlement a focUSeD InItIatIVe to ImProVe a commUnIty conDItIon goal 3: ProVIDe leaDerShIP In connectIng the commUnIty to SolUtIonS for health anD hUman SerVIce neeDS

goal 2: DeVeloP DIVerSe anD SUStaInable Staff anD VolUnteerS goal 3: fUrther IncorPorate technology to enhance caPacIty goal 4: Strengthen organIzatIonal ProceSSeS

Policies & Procedures Organizational Policies These policies are included in the organizational handbook to be followed by all staff. Each is approved by the United Way Board of Directors and periodically updated to reflect changes in organizational practice. These policies relate primarily to external communication and media relations.

Release of Information

Policy: The United Way of Asheville and Buncombe County will make available upon request the following types of information: Funded Agency Data Address, phone number, executive’s name, board chair name, amount of funding, description of services provided and programs funded, official actions taken by the United Way Board of Directors, other than in closed or executive session. Funding proposals may be released only with the applicant’s written permission. United Way Financial Data Annual audit, 990 forms, budget summary, annual report Donor Data Trends in giving, per capita data, other aggregate donor information and information contained in United Way’s annual report. Volunteer Data Listing of the Board of Directors and standing committee members 2-1-1 Caller Data Trends in number of contacts and callers, requests for information, and other aggregate caller information as contained in monthly reports. Specific contracts may require additional information for the contracting entity only. United Way Actions Official actions/decisions taken by the Board of Directors, other than in executive session Discretionary The President/CEO of United Way or the President’s designee will assess requests for information that are not included above.

This policy does not negate or preclude the right of the Board of Directors to have access to information but defines the parameters for release of information that may be confidential. United Way will respond to requests for information required by law, valid court order or subpoena issued by a judge.

Media relations policy

The Director of Marketing and Communication is the organization’s media liaison. Calls from reporters should be transferred to the director, and the director must be informed of all media calls. The president/CEO is the official spokesperson, followed by the vice president, director and, as appropriate, the Board Chair. In specific situations, the department directors, staff or volunteers most knowledgeable and informed on the particular issue may be asked to interact with the media. While any employee may answer a question from a reporter, no employee will be required to talk with the media and should let the director know if they feel uncomfortable doing so. Media questions beyond straightforward factual information should be reviewed with the director. Any employee who speaks to the media is responsible for what is said. Employees should understand their comments can be interpreted as the organization’s point of view. 1. Always tell the truth. Understating is better than exaggerating for building trust. 2. Ask for the reporter’s number and deadline, collect your thoughts and call them back. It is important to be in control of the interview, so don’t rush. Take time to research/think and confer with the director. Don’t be afraid to say “I don’t know, but I can find out and call you back.” 3. If you tell a reporter you will call them back, be sure to do so. If you are unable to return a media call promptly, contact the director. Try to return messages within one hour to avoid “no one could be reached for comment.” 4. There is no such place as “off the record,” so don’t go there. You are talking to the public every time you speak to a reporter. Never make a defaming or disparaging remark. 5. Never say the words “no comment.” If you are unable to answer a question, say so and explain why. 6. Establish no more than three main points and stick to them. Be prepared with accurate information. 7. Be aware of confidential information you may not provide and know why you cannot. Share information that is a matter of public record when asked. 8. Sometimes reporters repeat questions to see if they get a different answer. Be sure to give the same answer each time. 9. Answer the question asked of you, then stop talking. There is no need to answer a question that has not been asked of you, and rambling to fill air may dilute your message. Simply ask “Have I answered your question?” If the reporter doesn’t immediately ask you another question. 10. Keep it simple and use plain English. Avoid jargon. Use analogies. Aim for your words to be understandable to a student. 11. Be positive. Approach an interview as an opportunity to educate the public. 12. Never speculate or give opinions. Beware of hypothetical questions. Stick to the facts. Refer the reporter to a source who better knows the subject to build credibility. Refer policy questions to the president/CEO. 13. If you have time to prepare for an interview, make time to do so. If not, have confidence in your knowledge as an expert in the field and of the subject matter. Be familiar with the media outlet’s publication or broadcast. Ask when the interview will print/air. Ask for the theme, question list and names of other interviewees. 14. Treat reporters courteously, as an expression of the brand experience. Don’t argue with a reporter. There is a difference between persuading and being confrontational. 15. Don’t send gifts. Reporters may see gifts as an attempt at bribery and usually aren’t allowed to accept them. Do offer them participation if they are covering your event, including admission, the meal, etc. 16. Don’t ask to review a story. If the story is highly controversial, ask the reporter to read back your quotes to confirm accuracy. 17. Expect minor errors. In the case of a serious error, request a correction in writing. Don’t go over the reporter’s head to complain unless you cannot work with the reporter. 18. Take notes during the interview, if possible, and share the experience with the director and impacted staff.

Policies & Procedures Organizational Policies

Core Agency Disaster Responsibilities

(sections related to the Department of Marketing and Communications) IMMEDIATE SAFETY o Account for and assess the physical safety/health of all United Way staff, tenants, volunteers, donors, clients in building at time of disaster/crisis o Communicate status of disaster with all tenants o Develop training practices, share with all tenant agencies, and practice o Keep people away from building if disaster/crisis is at 50 S. French Broad o Assure safety and basic needs of staff (at home) if community crisis o Assess who can/canâ&#x20AC;&#x2122;t come to work in times of disaster; assist with getting him/her here COMMUNICATIONS o Create a crisis communications team/back ups o Select a spokesperson o Develop a script for Front desk staff, 2-1-1, staff fielding calls o Determine message/practice statements o Build a media center (if needed) o Communicate with media contacts o Update web site LEADERSHIP TEAM The United Way Leadership team will be responsible for making decisions related to adopting any new agency responsibilities that are not captured within the pre-defined criteria above.

FUNCTIONS AND ROLES IN DISASTER (sections related to the Department of Marketing and Communications) Communications 1. Vicki Greene, Marketing Director 2. Elisabeth Bocklet, Marketing Manager

Spokespersons 1. David Bailey 2. Ann Von Brock 3. Vicki Greene 4. Others as assigned

Crisis communication plan

This plan is intended to provide rules and guidelines in the event of a crisis. It is important for volunteers and staff to be familiar with its content. Defining a crisis is less important than knowing when we are in it. A sudden emergency, such as the building burning down, is an obvious crisis. A serious accusation of our people, an unfavorable story about a United Way community partner, or any unplanned situation that threatens the public credibility of United Way may also be considered a crisis. Additionally there may be a crisis such as an employee relations problem, that would not be appropriate as public issue. This would be handled internally, without public involvement. Three fundamental rules for crisis management: 1. Be aware of the potential for crisis and take preventative measures 2. Ensure that a plan exists to deal with crisis when it occurs 3. Honesty is the best policy A crisis requires a spokesperson at or near the top administration. As such, the President and CEO of United Way should be the central information source. The CEO will notify the Chairman of the Board as soon as possible. At the onset of a crisis only one person should speak. This will help avoid mixed and double messages which destroy credibility. Candid, open and honest communications are critical to the long term goals of United Way, even if it hurts initially. If the CEO is unavailable to address the media, the Vice President should be next in line, followed by the Marketing & Communications Director. These people are familiar with the media as well as the United Way mission and objectives. If none of these are available, the Chairman of the Board will act as the spokesperson. Additionally, depending upon the situation, the appropriate volunteer or staff member may be called in to provide technical or detailed information. Community Partners: It is recommended to partners receiving investments from United Way that they have in place their own crisis communications Should a partner find itself in a crisis, it is strongly suggested they contact United Way. United Way may receive calls from the media, since investments from the community are involved, so it is important for United Way to be aware of the situation. plan. Partners may use any elements from this plan that are appropriate for their circumstances.

Crisis Communication Do’s and Don’t’s Do: • Refer calls to the previously designated spokesperson(s) • Release only verified information • Depending on the magnitude of the problem, promptly alert the media

• • • • • • •

Escort the media everywhere on the site Have a designated and accessible spokesman Keep a log of inquiries and news coverage for debriefing Find out and meet media deadlines Provide equal opportunities for print and broadcast media Coordinate implementation of PR activities with emergency plans Inform staff as soon as possible; debrief staff and volunteers

Don’t: • Speculate on the cause(s) of the crisis • Speculate on recovery or resumption of normal operations • Speculate on outside effects of the crisis • Speculate on the dollar value of the losses • Interfere with the legitimate duties of news people • Permit unauthorized/untrained spokespeople • Attempt to cover up or mislead the media • Place blame for the situation • Speak to the media, as a staff member, unless specifically requested to do so

when things calm down

• Provide staff with “talking points” so they are aware of the organization’s official stance, and reinforce the order of appropriate spokespersons for the organization

• Provide staff with talking points so they are aware of the organization’s official stance and are clear on the order of who is to speak for the organization

Policies & Procedures Departmental Plans The Department of Marketing and Communications has developed a set of tools for staff use when requesting marketing or event planning assistance. In addition to serving as logistics planning tools, they plot out measurement of the success of the effort - establishing purpose, messages, target audiences, speakers and evaluation. Staff complete the plans as best they can, then submit them to marketing staff, who conduct individual meetings to complete the tools and move forward with implimentation.

All departmental planning tools were created as filable forms, stored on the shared drive, and may be e-mailed.

Both the Integrated Marketing Communications and Event Management

plans provide a structure to develop consistent messaging and strategic goal setting for all public communications.

2010 Annual Plan

(sections related to the Department of Marketing and Communications)

Code S1:G1:1 S1:G1:2

S1:G1:3 S1:G1:4 S1:G1:5 S1:G1:6 S1:G1:7 S1:G1:8 S1:G1:11 S1:G1:12 S1:G1:13 S1:G1:14 S1:G1:15 S1:G1:16 S1:G1:17 S1:G1:19 S1:G2:2

S1:G2:20 S1:G5:5 S3:G1:7 S3:G3:12 S3:G3:13 S3:G4:9

Activity Complete 2010 brand/marketing plan that includes 2-1-1 and Hands On brand/marketing strategies Produce print and electronic materials, incorporating brand elements and position on each. Message material around needed improvements and proposed program outcomes within LIVE UNITED framework. UW, 2-1-1 and Hands On general marketing materials are produced according to their brand/ marketing strategies Redesign United Way web site to represent the brand position, incorporating 2-1-1 site and coordinating with Hands On site Develop and implement organizational e-communications guidelines for web site, e-mail/enewsletter, blog and Web 2.0 tools UW, 2-1-1, Hands On marketing and communications efforts conducted through use of an integrated marketing communications plan Access volunteer resources to evaluate brand awareness, knowledge, preference and behavior Conduct regular staff training on creating a Brand Experience and all staffâ&#x20AC;&#x2122;s role as Brand Ambassadors Develop and implement a plan for collecting stories that link to needed improvements Develop brand language that can be used in all letters Continue having materials translated into Spanish, other languages as resources allow Develop and implement an event management plans to ensure goals are reached and brand position shared Restructure UW general events focusing on Give. Advocate. Volunteer. Train and implement Speakers Bureau for annual campaign Hold event speakers training for volunteers Communicate successes to key donors/sponsors and clarify communication/thank you of sponsors. Further Brand Ambassador role for volunteers/donors/ standing committee volunteers to speak/participate in advertisements, public events, etc and share their Education/Income/ Health stories Debrief and evaluate effectiveness of events within 5 business days of the event Utilize UW web site as hub of advocacy information. Evaluate options for â&#x20AC;&#x153;click and giveâ&#x20AC;? to donors Complete web site and Web 2.0 updates Utilize Google Analytics on all Web sites to streamline use measurements. Run Hubspot and use other tools to optimize all sites Maintain and enhance relationships with vendors

Due Staff 2 VG 13

VG, EB

13 13

VG VG

13 6 7 13

VG VG VG EB

13 8 5 13

VG, EB VG VG VG

13 13 3 13 13

EB EB, VG EB EB EB

VG, EB

Brand Experience Brand experience is about captivating your audience, not capturing them.

Anonymous

Brand Experience Overview Brand experience includes all the consumerâ&#x20AC;&#x2122;s intellectual, sensory and emotional connections with the brand. Positive brand experience arises when those connections are consistent, clear and differentiated. Therefore, it is true that an organizationâ&#x20AC;&#x2122;s brand is not simply created by the staff, but determined in the mind of the consumer.

As goods and services alone become irrelevant, we must provide a rich, compelling experience.

United Way Engagement Strategies: * Ask, * Thank & * Inform Even the most mundane transactions can be turned into memorable experiences. B . Joseph Pine II and James H. Gilmore The Experience Economy

Brand Experience Touchpoints

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Every opportunity to connect with the consumer can build loyalty and lifelong relationships.

Volunteers and

Ambassadors

staff wear

Brand ambassadors share their enthusiasm and knowledge of an organization with others. We consider our volunteers and staff to be our best ambassadors - the people who most need to master the LIVE UNITED message. These representatives receive materials (elevator speech, quick reference guide and talking points), LIVE UNITED shirts for public appearances and photo shoots, â&#x20AC;&#x153;Why I LIVE UNITEDâ&#x20AC;? story templates for public speaking and advertisement opportunities, volunteer opportunities and more.

Staff receive tools to communicate the message at twice monthly meetings.

LIVE UNITED

shirts at guerilla marketing events.

Campaign Cabinet members receive special event speaker training.

Every Honeywell employee is a brand ambassador. With every customer contact and Volunteers whenever we represent Honeywell, we have the hone their opportunity to either strengthen the Honeywell stories and brand or to cause it to lose some of its luster and prestige.

Generations of Honeywell employees have built our powerful brands with their hard work, spirit of innovation, passion for quality and commitment to customers. I am counting on every Honeywell employee to continue that legacy as we strive to keep our brand promise and build a better world.

Dave Cote, CEO Honeywell

record them for local radio advertisements.

Brand Strategy Every senior leader in an organization must be focused and accountable for translating the brand strategy.

Betty Nelson IMS Health

Brand Strategy Alignment Effective brand strategy provides a central, unifying idea around which all behavior, actions and communications are aligned. It is effective across products and services over time. They are easy to talk about, whether you are the CEO or an employee. They are understood by all stakeholders. Brand strategy is a road map that guides marketing, makes it easier for the sales force to sell more and provides clarity, context and inspiration to employees.

When active community investors work together toward common goals, they improve their own lives and the lives of their neighbors.

More children receive a More families are financial selfsufficient. More people are safe and healthy. quality education.

Vision

Actions

United Way makes it easy and meaningful to Give, Advocate and Volunteer. The results of contributions to Education, Income and Health are regularly reported to those who participate and to the community, engendering trust in our volunteer-led processes.

Givers, Advocates and Volunteers, as well as those seeking assistance, are treated with kindness and compassion. The results we report reflect our focus on emerging and consistent needs in our own community. We are transparent in our operations and financial management.

Expression

Experience

The consumer feels he or she has contributed to longlasting, measurable change in his or her community through each interaction with United Way of Asheville and Buncombe County.

Brand Evaluation Not everything that counts can be counted, and not everything that can be counted counts.

Albert Einstein

Steps in the Brand Adoption Process

Behavior The audience makes a purchase...and later makes a re-purchase.

Consideration Time has passed. The audience recalls its awareness, knowledge and attitude and puts it to the test.

Attitudes The audience has developed a reaction to the brand, feeling either positively, neutrally or negatively to the brand.

Knowledge Without prompting, the audience can connect the brand identity to the brand and has some knowledge of the brand position.

Awareness With prompting, the audience associates the brand identity with the brand? Has the audience heard of you? Seen your logo? Heard your jingle? Recognized your colors?

Brand Evaluation Trust Measurement Much of United Wayâ&#x20AC;&#x2122;s brand equity comes from its long history of trustworthiness, investing in nonprofits that are truly making a difference in our community. Because investors trust that expert volunteers will make responsible funding decisions, they can feel comfortable their collective action is going to make a sizeable difference. Trust levels are critical measurements in nonprofit branding. According to United Way Worldwide 2009 polling, United Way has a high, although declining, trust rating of 71 % among the general public. However, when people see United Way making a difference in two or more of our focus areas, their attitudes are far more positive and they are more likely to be or become donors. Likewise, recognition of LIVE UNITED drives engagement behavior and positive attitudes.

90 % 82 %

Trust of United Way

71 %

General Population 56

Felt United Way is Making a Difference in Education, Income and Health

Recognized LIVE UNITED as United Way

Our Plan for Improving Brand Adoption

While brand awareness is positive among our investors and volunteers, we are not connecting with everyone in the community. Across the nation, respondents report lower levels of trust of nonprofit organizations, however, United Way has seen lower numbers than national competitors American Red Cross and Salvation Army. When people understand the work we do, they trust us to do it well. A critical part of our brand transformation involves helping all consumers more fully understand our work so they can be more active supporters of our mission. This strategy focuses on creating that clarity first internally, then sharing it externally.

We will enhance the perception of United Way of Asheville and Buncombe County among constituents by consistently and compellingly communicating our role in leading efforts toward long-lasting community change. We will expand the ways people interact with us by mobilizing them into collective action of Giving, Advocating and Volunteering. In part this will be done through the creation and implementation of year-round relevant and compelling messaging rather than once-a-year requests for support. It will further be accomplished through increased visibility in the community and by creating new and greater opportunities for people to experience the impact they can make in the areas of Education, Income and

Health.

Although we continue to focus on our target audience, active community investors, we want to increase awareness of our brand identity and knowledge of our position among the general public. Efforts will be made to expand our media relations, out-of-home and advertising efforts by securing media underwriting resources.

We plan to use volunteer resources to gain a baseline and follow-up statistics on the general publicâ&#x20AC;&#x2122;s level of brand awareness within the next year, and we will compare the results with those of our target audience. We will also explore working with professional consultants to establish our net promoter score, the percentage of investors and volunteers who are our biggest ambassadors in the community, singing the praises of United Way to everyone they know. From that point, we can establish strategies to engage these audiences. We will increase the number of people in our community who understand United Wayâ&#x20AC;&#x2122;s role in community change, who get involved themselves and who consider United Way the best way to make a difference in Asheville and Buncombe County.

Brand Evaluation Adoption Measurement Measuring the adoption of the brand must include quantitative and qualitative techniques beyond focus group sor e-mailed surveys. As with any such project, the group must first establish a baseline, or starting point from which all future progress is gauged. United Way has collected baseline information this year and will evaluate our progress in the coming year using these strategies.

Brand Adoption Survey Baseline Results

United Way of Asheville and Buncombe County created the survey to the right to test about 1,300 Leadership Givers, 30 Hands On Volunteer Project Coordinators and 100 Focus Area Volunteers on their understanding of the LIVE UNITED brand identity. These same people will receive the questions in a survey at the end of the year to measure growth in brand awareness.

Brand Icon United Way Strategies

Other Evaluation Techniques:

Leadership Givers Project Coordinators Focus Area Volunteers Percentage Correct

Question: Brand Slogan

86%

88%

87%

79%

83%

74%

71%

93%

United Way Focuses 49% 57% 100% * Not all respondents answered the brand attitude questions, so they are omitted here.

*ZMAT Graphical Consensus Map

* Free Association

91%

* Projective Techniques * Mad Libs * Dialogue * Comparisons

* Cut magazine photos to assign brand personality

Brand Adoption Survey Questions

United Way of Asheville and Buncombe County adopted a new brand campaign in 2008 that has reshaped the way we do business and the way we communicate that work to the community. Take a moment to answer the following questions about our brand and let us know how we are doing getting our new message out. 1. What is the Brand Slogan for United Way of Asheville and Buncombe County? A. What Matters B. Live, Laugh, Love C. Live United D. Where the Community Comes Together E. Don’t Know 2. What is the Brand Icon for United Way of Asheville and Buncombe County? A. A gold ball cap with “What Matters” on the front B. A red school bus C. A blue jacket with “Live, Laugh, Love” in white letters across the back D. A white t-shirt with “Live United” in black letters across the front E. Don’t know

Brand Knowledge – The connection of the brand message to the company 1. What are United Way’s three strategies for community change? A. Invest, Share, Thank B. Give, Advocate, Volunteer C. Time, Talents and Treasures D. Live, Laugh, Love E. Don’t Know 2. What are the three focuses of United Way of Asheville and Buncombe County’s work? A. Education, Income, Health B. Environment, Education, Engagement C. Animal Welfare, Child Welfare, Senior Welfare D. Physical Health, Mental Health and Substance Abuse E. Don’t Know

Brand Attitudes – The connection of the consumer to the brand 1. Has United Way made it an easy, positive experience to give and/or volunteer? A. Yes B. No C. Somewhat D. Comments 2. Does United Way helps you create long-lasting change in your community? A. Yes B. No C. Somewhat D. Comments 3. Do you get what you need when you call/e-mail United Way, stop by, attend events, visit the web site? A. Yes B. No C. Somewhat D. N/A E. Don’t Know

All surveys must include age, sex, ethnicity, education, location of residence, employment/income, shopping habits and media usage habit questions.

Brand Awareness – The connection of brand elements to the company

Resources & Contacts Insight leads to compelling new customer experiences. Resources D'Alessandro, David. Brand Warfare: 10 Rules for Building the Killer Brand. New York: McGraw-Hill, 2002. Honeywell. “Brand Management.” http://www.honeywell.com/ sites/brandM/brandMng.htm Keller, Kevin Lane. Strategic Brand Management. 3rd ed. Alexandria, VA: Prentice Hall, 2007. Ries, Al, and Jack Trout. Positioning: The Battle for Your Mind. New York: McGraw-Hill, 2000. United Way Worldwide. “Brand Resources.” United Way Brand Web site. http://online.unitedway.org/site/uwaservices/brand/ downloads/templates.cfm Wheeler, Alina. Designing Brand Identity: An Essential Guide for the Whole Branding Team. 3rd ed. New York: Wiley, 2009.

United Way Contacts Vicki Greene

Director of Marketing and Communications 50 South French Broad Avenue Asheville, NC 28801 828/255-0696 vicki.greene@unitedwayabc.org www.unitedwayabc.org

Elisabeth Bocklet

Marketing and Communications Manager 50 South French Broad Avenue Asheville, NC 28801 828/255-0696 elisabeth.bocklet@unitedwayabc.org www.unitedwayabc.org

Michael Dunn, CEO Prophet