Branding Essentials

1. ESSENTIALS OF BRAND STRATEGY PATTI FREY BENJAMIN DIRECTOR OF BRAND STRATEGY, PHINNEY BISCHOFF

2. HI. I’M PATTI.

3. I WORK HERE.

4. I PLAY HERE.

5. THIS PROVES I KNOW BRANDING.

6. FINDING CONNECTIONS

7. ‣ 10-10:30 ‣ 10:30-11:15 ‣ 11:15-12:30 ‣ 12:30-1:15 ‣ 1:15-1:45 ‣ 1:45-2:30 ‣ 2:30-3:30 ‣ 3:30-4 7 TODAY’S SCHEDULE Introductions Branding & Brand Architecture Brand Development Homework Lunch Break More Brand Development Homework Creating Compelling Brands Managing and Promoting Your Brand Q&A & Evaluations

8. WHAT IS A BRAND?

9. A BRAND IS A SET OF EXPECTATIONS AND EMOTIONS..

10. ORGANIZATIONS CREATE THEM, BUT THEY LIVE IN THE HEARTS AND MINDS OF THEIR AUDIENCES.

11. ‣ Build aﬃnity and loyalty ‣ Change behavior ‣ Enhance credibility and pave the way for new products, services or programs ‣ Give you a competitive edge ‣ Create a sense of belonging, unity and shared purpose 17 IN SUMMARY, A STRONG BRAND CAN

12. YOU ASKED: IF I “BRAND” MY INTERNALLY FOCUSED PROJECT WILL THAT HELP IT SUCCEED?

13. YOU ASKED: I’M WORKING ON A CHANGE MANAGEMENT PLAN FOR INTERNAL CLIENTS. WILL A BRAND HELP?

14. A FEW WORDS ABOUT BRAND ARCHITECTURE

15. ‣ The structure of brands within an organization — how your brands are related/diﬀerentiated ‣ A way to help audiences understand/relate to your brands ‣ A decision-making tool ‣ A plan where business and branding intersect 21 WHAT IS BRAND ARCHITECTURE?

16. Master Brand Master Brand Model Umbrella Brand Sub-brandSub-brand Sub-brand Umbrella or Sub-Brand Brand Model Product Brand (PARENT BRAND) Product Brand Product Brand Model Product Brand Product Brand by PARENT BRAND Product Brand Endorser Brand Model Product Brand

17. Key$Characteristic: Individual)product)brands)are)offered) to)the)core)audience,)with)the)parent) brand)invisible,)in)the)background,)or) known)only)to)secondary)audiences.) Example:)P&G Major$Advantage: Ultimate)flexibility)and)ability)to) enter)new)markets. Major$Challenge: Expensive)to)operate;)lack)of)clarity) for)some)audiences.

18. Key$Characteristic: A"single"monolithic"brand"or"branded" house"that"utilizes"one"name"across" all"activities"and"audiences. Example:"GE Major$Advantage: Simple"and"potentially"easier"to" manage"and"less"expensive"to" operate. Major$Challenge: Potentially"inflexible"and"vulnerable" to"overextension"and/or"distress"in" one"activity"damaging"perceptions"of" the"whole.

19. Key$Characteristic: A"single"monolithic"brand"with"key" strategic"sub6brands. Example:"FedEx Major$Advantage: Adds"flexibility"to"the"mater"brand" model. Major$Challenge: Requires"top6down"strategic"focus"to" avoid"brand"proliferation;"more" expensive"to"operate"than"pure" master"brand.

20. Key$Characteristic: Individual)product)brands)are)offered) to)the)core)audience,)with)the)parent) brand)serving)as)a)visible)endorser. Example:)Kellogg’s Major$Advantage: Builds)more)equity)in)the)parent)brand) than)the)pure)product)brand)model. Major$Challenge: Expensive)to)operate)and)vulnerable) to)distress)in)one)product)damaging) perceptions)of)other)endorsed) products.

21. BRANDS NEED TO BE NURTURED AND FED TO SUCCEED

22. DON’T TRY TO SAVE THE MARRIAGE BY HAVING ANOTHER BABY

23. SOMETIMES IT’S BETTER NOT TO BRAND

24. APPLICATION: WHAT IS LHWMP’S CURRENT BRAND ARCHITECTURE?

25. APPLICATION: WHICH BRAND MODELS COULD LEAD TO SUCCESS?

26. Master Brand Master Brand Model Umbrella Brand Sub-brandSub-brand Sub-brand Umbrella or Sub-Brand Brand Model Product Brand (PARENT BRAND) Product Brand Product Brand Model Product Brand Product Brand by PARENT BRAND Product Brand Endorser Brand Model Product Brand

27. BRAND DEVELOPMENT HOMEWORK

28. BRAND RESEARCH & BRAND AUDITS

29. ‣ Historical data ‣ Business plans, strategic documents, research ‣ Collateral, website, marketing communications, signage ‣ Stakeholder interviews ‣ Employee surveys ‣ Audience/partners surveys TRY TO ANSWER “WHY,” NOT “WHAT”

30. Tagline - Building communities. Protecting the land. Position - Promotes healthy communities and cities in Washington, while protecting the environment. Personality/Tone - Direct - Confident Design - Online visual presence feels dated - Content and navigation need prioritization - Conflicting logos (website vs. social media) Messaging - Dense, copy heavy - Solution-based success stories and CTAs Key Takeaway - Futurewise’s specific role in building communities and protecting lands is unclear. active on both

31. ‣ Inconsistencies in visual identity weaken brand ‣ No clear unifying message; difficult to understand what you stand for and how you are different from others in your space ‣ Lacking a clear why, what, how ‣ Why do you do it? ‣ What do you do? ‣ How do you do it? ‣ Unclear who the intended audiences are ‣ Confusion over primary mission, actions, and results FUTUREWISE LOOKS LIKE A FRACTURED BRAND

32. AUDIENCES & PERSONAS

33. ‣ Focus groups ‣ Peer groups, neighborhood input sessions ‣ 1-on-1 interviews ‣ Ethnographies, behavior diaries ‣ Surveys ‣ Social media ‣ On-site/marketplace observation WHAT DO THEY CARE ABOUT/WANT/NEED?

34. BECU TAGALONG PROSPECT NON-MEMBER ESL/NOVICE MEMBER & KIDS OLD SCHOOL BANKER REGULAR VISITOR ENGAGED MEMBER CORPORATE PARTNER BECU EMPLOYEE Tom Puyallup, high school teacher, 34 years old, married, banks with SECU FINANCIAL PRODUCTS SECU Checing & Savings, SECU Auto Loan, REI Visa Card, DRS Defined Contribution Retirement Account NEEDS / PAIN POINTS Feeling welcomed Entertainment DEFINING QUOTE “I thought I’d be bored out of mind when Mike said he had to make a stop, but this place is amazing. I’m glad I tagged along.” Robert Renton, 27 years old, single, no kids, works in Tukwila, moved to Seattle from Los Angeles six months ago, still banks with Chase FINANCIAL PRODUCTS Chase Checking & Savings Federal Student Loans NEEDS / PAIN POINTS Convenience Wayfinding DEFINING QUOTE “I come here to use the coin machine on my lunch hour. It’s convenient to where I work.” Kim Delridge, 37 years old, married, 2 children, works PT, BECU member since she and her husband moved to the area 1 year ago FINANCIAL PRODUCTS BECU Joint Checking & Savings BECU Auto Loan Bank of America Credit Card NEEDS / PAIN POINTS Assurance Belonging Clear visual cues Financial guidance DEFINING QUOTE “I come here because I know how to get here from my house. They’re so nice and helpful. I often bring my son, who helps me understand.” Larry Somerset, 71 years old, married, 3 grown children, retired from Machinist job at Boeing, BECU member since 1985 FINANCIAL PRODUCTS BECU Checking & Savings, BECU Mortgage, BECU Credit Line, Chase Credit Card NEEDS / PAIN POINTS Respect Human interaction Tactile experiences (vs digital) Convenience DEFINING QUOTE “I guess I’m old-fashioned. I like dealing with real people and real money.” Zoey Wallingford, 35 years old, married, 2 children, BECU member since 2009 FINANCIAL PRODUCTS BECU Checking & Savings Countrywide Home Loan Wells Fargo Credit Card NEEDS / PAIN POINTS Belonging Community Social interaction Business services DEFINING QUOTE “I like getting out of the office to run errands. BECU is one of my most enjoyable stops.” Darren West Seattle, used to work in Tukwila (feels comfortable there) 62 years old, divorced, retired, BECU member for 20 years FINANCIAL PRODUCTS BECU Checking & Savings, BECU Mortgage, BECU Auto Loan, BECU Credit Card, BECU Retirement Accounts NEEDS / PAIN POINTS Recognition Personal relationship Trust Privacy Financial guidance DEFINING QUOTE “I love BECU and I really trust Mike. I’ve been a loyal member I appreciate being treated that way.” Jim Green Lake, Corporate Partnership Director at Alaska Airlines, 45 years old, married, 2 children, ongoing professional partnership with BECU NEEDS / PAIN POINTS Professionalism Feeling welcomed Partnership Security Wayfinding DEFINING QUOTE “BECU is great to do business with. Their corporate values are a great fit for us.” Alicia Bellevue, Business Banking Marketing Manager, 42 years old, married, employee since 2009 NEEDS / PAIN POINTS Belonging Pride Motivation Feeling equipped DEFINING QUOTE “I love working at BECU. I hope this new headquarters reflects the energy and sense of community I experience with my teammates.” Tom is in town for the day and night, visiting his friend Mike, who lives in Renton. They’re headed into Seattle to meet up with some college buddies. Mike lost his debit card a couple of days ago so Tom has agreed to tag-along on this stop at the TFC so Mike can get a replacement debit card. Tom and Mike enter the building together, but Tom elects to hang out in the waiting area for 15 minutes while Mike leaves to meet with a BECU consultant. Robert works in the area and comes to TFC every couple of months to cash in the loose change he dumps in a jar each night. Robert isn’t a BECU member, but he found the Coinstar machine here online and has been coming ever since. He occasionally uses the ATM to get cash before the weekend. His checking & savings accounts are with Chase because they had the most branches in LA. Robert is looking to buy a new car this year and he noticed that BECU does auto loans. Kim is relatively new to the area and, while she speaks enough to get by, English is not her native tongue. She moved to Delridge with her husband and 2 children last year and, because of her shy nature, she often brings her 8-year-old son and 6-year-old daughter with her on errands after school to help with transla- tion. Kim and her husband are hoping to buy a home in a few years. They are hard-workers and scrupulous savers who appreciate sound financial guidance. Larry grew up in the area and has been a member since he started his job at Boeing. Larry doesn’t like change and he is uncomfortable with digital financial activities. He does most of his banking at the TFC; it’s where he came to cash his paycheck when he was a Machinist in Renton and he doesn’t see a reason to do anything different. He hates paying banking or financial fees and that’s why he loves BECU. That, and he enjoys talking with Melissa, his favorite teller who always makes him feel special. A BECU member since the financial downturn, Zoey is the manager of a small café near Southcenter. Zoey enjoys the weekly trip to BECU she makes for her office. It gives her the opportunity to get out of the office and she enjoys talking with some of the people she’s gotten to know at BECU. She moved her checking and savings to BECU during the financial downturn because of the experience she’d had through the cafe. Zoey and her husband are looking to remodel their home in Wallingford and she would like to learn more about Home Equity lines of credit. A long-time, loyal BECU member, Darren recently retired from his Marketing Analyst job at Boeing. One of BECU’s higher net worth members, Darren has a 401k account and a HSA account that he recently rolled over to BECU’s investment services. His priority is ensuring he is able to travel and enjoy this next phase of life without running out of money. Darren has developed a strong relationship with Mike, his BECU Financial Advisor. Mike helped reallocate Darren’s investments to better match his financial goals. Darren enjoys the recognition he receives when he visits the Tukwila Financial Center. Jim meets with his BECU clients at their office about once a month. He remembers when he first started working with BECU, how awkward it was to stand around and wait for his BECU contact to come meet him in the lobby and escort him upstairs. Alicia joined BECU 6 years ago. They had been one of her clients and she was impressed by the values and sense of culture she saw every time she met with them. Now a member of the Business Banking team, Alicia is excited about the TFC remodel and hopes the new building will reflect the energy, creative thinking and sense of community she sees. Alicia does most of her personal banking online, but she appreci- ates having the retail branch on the first floor and hopes they will make this a true flagship location. REASONS TO VISIT TFC ATM TELLER MEETING A CONSULTANT DOING BUSINESS DRIVE UP ATM COIN MACHINE ATM TELLER MEETING A CONSULTANT DRIVE UP TELLER MEETING A CONSULTANT DRIVE UP ATM TELLER DRIVE UP ATM TELLER VISITING A CONSULTANT DOING BUSINESS DRIVE UP DOING BUSINESS DOING BUSINESS TRANSACTIONAL ENGAGED

35. “The healthcare relationship should be a collaborative one. I take a holistic approach and my best relationships are the long- term ones. When I know a patient really well, I’m better able to help them with their healthcare issues.” Annelies Internal Medicine, Group Practice Demographics + Average Age: 38 + Age Range: 30 to 70 + Median HHI: $185-300,000 + Education: College, Medical Degree, Internship, possible MBA + Employment Status/Position: In a group practice or clinic + HH Living Arrangement: Married with chil dren at home + Role in Others’ Health: Trusted advisor Action Desired + Changes in Perceptions + Changes in Behavior Key Touchpoints + OneHealthPort (likes ease/convenience of accessing multiple insurance carriers with a single sign-on) and insurance carriers’ provider portals to check benefits, billing codes, medical necessity requirements. + Desktop computer or laptop to access electronic medical records (EMR) for patient data, schedules, information. + Uses tablet when seeing patients. + Uses smartphone throughout day (84% of docs use phone at work to schedule, record notes, search, make calls). + Increasing use of apps (diagnotic tools, clinical reference, productivity and organization). + Relies on pager to stay in contact with col- leagues and staff (85-90% of hospitals still use pagers; new apps may change use). What Simple & Easy Means To Me + Insurance products and services that reduce “digital paperwork,” save time or steps for staff, or automate work flows feel simple and easy. + Motivated by digital (i.e. mobile) tools that improve the quality and coordination of care and/or personal productivity. + Barriers to use are documentation requirements, extra steps, dense copy, anything that feels too new, risky, or unproven. + It’s not always easy to find out if a patient has the right medical coverage or if I’m contracted with a specific health plan. Insurance web sites are difficult to search. If we have to call, wait times can be ridicu- lous. Sometimes we just take a chance and then have to write-off the cost of a service or bill our patient. Why can’t it be easier? Attitudes About Health & Insurance + Takes a more holistic and progressive view of healthcare. Encourage patients to take a proactive role in their health. + Frustrated by complexity of health insurance. Different carriers, benefits plans are difficult to understand and access. + Long hold times, paperwork associated with prior-authorizations, complexity of billing codes are common pain points. + I know health care is changing in ways that will impact how I run my practice and manage my patients’ care. For my business to stay viable, I will do everything I can to optimize the way I manage my practice. I am interested in technologies that improve communication, the coordination of care and the well-being of my patients. Lifestyle & Values + Compassionate, patient, intelligent, progressive, hard-working. + Integrity, excellence, collaboration, perse- verence are core values. + Inquisitive, loves a diagnostice challenge. + Down-to-earth + I want to make a real difference in my patients’ lives. I stress preventive mea- sures, like healthy lifestyle choices, to minimize the number of serious health issues we have to treat. I believe everyone deserves my respect and compassion. I sometimes struggle to balance the demands of work with those of my personal life. The new burdens of “digital paperwork” created by regulations, our EMS, and patient emails have really increased my work load.

36. YOU ASKED: HOW DO I CREATE A BRAND THAT’S RELEVANT TO MULTIPLE AUDIENCES?

37. LOOK FOR UNIVERSAL TRUTHS.

38. PRIORITIZE. PRIORITIZE.

39. DON’T CONFUSE BRANDING WITH MARKETING & COMMUNICATIONS.

40. APPLICATION: WHO ARE LHWMP’S KEY AUDIENCES?

41. LUNCH

42. MORE BRAND DEVELOPMENT HOMEWORK

43. COMPETITIVE & COMPARATIVE AUDITS

44. ORGANIZATIONS REVIEWED

45. Tagline - Creating Great Communities & Preserving Great Lands Position - Conservation & community building - Central Cascades/Olympics Personality/Tone - Approachable environmentalist - Savvy, sophisticated - Engaging - Conﬁdent - Direct Design/Messaging - Compelling photography - Unifying design element (&/E) - Compelling “ying/yang” approach - Innovative conservation/community building - Opportunities for engagement Key Takeaway - A successful, well-supported non-proﬁt with a clear purpose active on Twitter

46. Tagline - None Position - Statewide advocacy organization focused on environmental issues and policy. Personality/Tone - Active, involved - Earnest, deliberate - Straightforward Design/Messaging - Environmental colors (brown/green/orange) - Identity emphasizes environmental protection - Dense (minimal photography/design) - Driving positive change to solve Washington’s most critical environmental problems - Issues/Legislation/Engagement Key Takeaway - A serious non-proﬁt that leverages partnerships to support their environmental goals current and engaging

47. Tagline - Practical Solutions to Global Warming Position - Northwest clean energy nonprofit Personality/Tone - Optimistic, upbeat - Innovative - Kitschy Design/Messaging - Bright, fresh, solution-oriented - Responsive web design, overly complex navigation - Stock photography and overly cute headlines undermine credibility - Accelerating practical/profitable solutions to global warming Key Takeaway - A non-profit that is trying too hard to be lighthearted about serious issues current and engaging

48. active on Twitter Tagline - Making Neighborhoods Great Together Position - National smart growth resource and advocacy organization Personality/Tone - Contemporary - Professional, credible - Aspirational, outcome-oriented - Engaging, connected Design - Contemporary look & feel - Descriptive name & tagline - Strong identity Messaging - Copy dense, small type - Making communities work for everyone - Smart investments/common sense solutions - Smart growth is good for everyone Key Takeaway - A national resource that’s focused and well-deﬁned

49. very current, active and engaging Tagline - Ideas and Action for a Better City Position - Promoting good planning and good government in SF Personality/Tone - Urban, sophisticated - Contemporary - Active Design - Clean, minimalist design - Good use of photography to spark interest - Non-responsive web design - Use blogs, events to engage users Messaging - Bringing people together - Concentrated growth/building great neighborhoods Key Takeaway - Similar to Futurewise with an urban focus; incorporates research, planning, policy and advocacy

50. FINDING THE “WHITE SPACE”

51. AN OPPORTUNITY TO OWN BUILDING COMMUNITIES TO PRESERVE LAND URBAN FULL SERVICE/ MULTI SECTOR RURAL SINGLE SERVICE/ SINGLE SECTOR

52. APPLICATION: WHO ARE YOUR COMPETITORS?

53. CREATING COMPELLING BRANDS

54. IT’S ABOUT FOCUS, WHICH IS COUNTER- INTUITIVE

55. RELEVANT AUTHENTICUNIQUE BRAND ESSENCE

56. LIBERATION INSPIRATION SAFETY FAMILY MAGIC

57. AN ESSENCE IS ABOUT AN EMOTIONAL BENEFIT

58. Strategic brand placement on the human motive wheel Performance & Power Security & Aﬃliation Sensation & Exploration Adventure Indulgence Discipline Strategic placement of car brands on the human motive wheel Performance & Power Security & Aﬃliation Sensation & Exploration Adventure Indulgence Discipline

59. AN ESSENCE CAN BE A SPRINGBOARD

60. CONTENT LOGO PRESS PACKAGINGADVERTISING EMAIL APPS PRODUCTS SOCIAL MEDIASIGNAGE COLLATERAL OFFICE SPACE RETAIL SPACE CUSTOMER SERVICE WEBSITE MOBILE BRAND ESSENCE

61. BRANDS DON’T JUST HAPPEN, THEY’RE BUILT. ONE EXPERIENCE AT A TIME.

62. APPLICATION: WHAT IS THE ESSENCE OF LHWMP?

63. BRAND MANAGEMENT & PROMOTION TOOLS

64. YOU ASKED: HOW DO I TELL MY BRAND’S STORY?

65. YOU ASKED: HOW DO OTHER GOVERNMENT AGENCIES DEVELOP BRANDS?

66. YOU ASKED: ONCE I’VE DEVELOPED A BRAND, HOW DO I SUPPORT IT?

67. BRAND PLATFORMS & STRATEGIES

68. ‣ The deﬁning elements of our brand’s existence, guiding how we deliver value at all points of human contact ‣ Everyone on the same page ‣ A springboard for the development of marketing and communications plans and materials 76 WHAT IS A BRAND PLATFORM?

69. PUGET SOUND PARTNERSHIP: STRATEGIC PLATFORM Brand Essence: Mobilizing Sound Action Positioning Statement: The Puget Sound Partnership brings together partners with broad-reaching interests to set focused goals and mobilize sound action for the restoration and protection of Puget Sound. Brand Manifesto: Our mission is critical. Puget Sound feeds our families, our economy, our souls. But our national treasure is in trouble. We are losing habitat to development. Pollutants threaten our enjoyment of wildlife and our food supply. Our fishing and shellfish industries are in danger. Saving Puget Sound requires a collective effort. The task is huge—much larger than one agency or organization can handle on its own—and success requires clear direction and effective action. How will we do that? By setting achievable goals and a realistic action plan. By catalyzing and coordinating efforts across agencies and regions. By asking our partners to do their part and showing meaningful results. By holding everyone accountable—including ourselves. There’s a reason we’re called a backbone organization. We have one. We’re Puget Sound Partnership and we’re mobilizing sound action. Attributes: + Collaborative, representative infrastructure (Leadership Council, ECB, SP, Caucuses) + Single, prioritized action plan + Scientifically-based measurements (Vital Signs) + Evidence-based decision making + Bipartisan, legislatively mandated, Governor supported Personality: + Focused + Confident + Relevant + Enduring + Credible + Engaging That means we are: + Strategic and deliberate + Smart, competent, responsible + Realistic + Visionary and sustainable + Believable and assertive + Energetic, impassioned But not necessarily: + Inflexible or dictatorial + Overly intellectual + Short-sighted, trendy + Generic + Bureaucratic + Overly involved, inefficient

70. BRAND NARRATIVES

71. Our mission is critical. Puget Sound feeds our families, our economy, our souls. But our national treasure is in trouble. We are losing habitat to development. Pollutants threaten our enjoyment of wildlife and our food supply. Our fishing and shellfish industries are in danger. Saving Puget Sound requires a collective effort. The task is huge — much larger than an one agency or organization can handle on its own — and success requires clear direction and effective action. How will we do that? Be creating achievable goals and a realistic action plan. By catalyzing and coordinating efforts across agencies and regions. By asking our partners to do their part and showing meaningful results. By holding everyone accountable—including ourselves. There’s a reason we’re called a backbone organization. We have one. We’re Puget Sound Partnership and we’re mobilizing sound action. 80

72. MESSAGING FRAMEWORKS

73. Messaging Pillars Puget Sound plays a vital role in our region’s quality of life. Puget Sound is in trouble. PSP catalyzes and coordinates partner action around a common agenda. PSP sets priorities for Sound recovery investments. PSP tracks progress to optimize recovery. Applied Messages Puget Sound is a unique and special part of our region. It plays a vital role in our health, economy, environment and quality of life. The Sound we love is in trouble. We need to work together or much of what makes this place special— the beauty, wildlife, recreation and business opportunities—will disappear. The good news is we can preserve the enjoyment Puget Sound brings if we work together. Puget Sound Partnership is here to catalyze and coordinate partner actions. Because so many partners are involved, we created a common agenda to help focus and guide efforts. The Partnership’s common agenda prioritizes projects around strategic goals. This helps align funding with the most meaningful preservation, restoration and recovery projects. We all want recovery. Puget Sound Partnership tracks progress so partners can innovate, adapt and invest in actions that ultimately optimize recovery. Proof Points The Puget Sound is one of the most productive habitats on earth. It provides us with food, jobs and enjoyment. The robust economy, natural beauty and recreational opportunities make this a highly desirable place to live and work. Fishing accounts for 36K full-time jobs, not including jobs related to maintenance and repairs. Once a plentiful source of fish and shellfish for humans and wildlife, Puget Sound is threatened. One-fifth of shellfish beds have been lost to pollution. Two-thirds of Chinook Salmon have died. Half of our Orcas are now gone due to salmon losses. The region’s wetlands have declined 73%. 36% of our major rivers fail to meet water quality standards. 26% of monitored beaches are unsafe for swimming. It’s a huge task and it requires a collaborative effort. (In 2007, cleanup costs were estimated at $9 billion.) PSP is a state agency created in 2007 by the Washington legislature to orchestrate this complex recovery initiative. Over XX of partners are involved in this collective Puget Sound recovery, restoration and preservation effort. PSP updates the Action Agenda, a common action plan used to help guide and align partner efforts, every 2 years. PSP guides vision and strategy for the collective effort. High priority projects that address strategic goals are identified in PSP’s action plan (Action Agenda). Funding is aligned with those high priority projects. We work to reduce conflicts, redundancies and inefficiencies that waste time and money. PSP’s collaborative infrastructure ensures partners have a voice in funding priorities. The Partnership identified 21 Vital Signs, or science- based indicators, to help in the tracking of Puget Sound recovery efforts. We work with PSEMP to monitor partner restoration activities, evaluate progress and improve scientifically based decision-making. The Partnership recently shared results of successful programs that are data- proven to work and replicable by others.

74. Audience Application Puget Sound plays a vital role in our region’s quality of life. Puget Sound is in trouble. PSP catalyzes and coordinates partner action around a common agenda. PSP sets priorities for Sound recovery investments. PSP tracks progress to optimize recovery. Government leaders (e.g. city, council, state policy developers and influencers) Puget Sound is a unique and special part of our region. It plays a vital role in the environmental and economic health of our area and in the quality of life that your constituents value. The Sound we love is in trouble. We need to work together or much of what makes this place special will disappear. We need your support to ensure policy and funding decisions support this collective effort. And we need your constituents to be aware of and understand the far-reaching effects of the problem. You tasked us with catalyzing and coordinating partner actions around a common agenda. Partnering with us on policy and funding decisions will ensure this vital recovery work has the resources needed and the regulatory support required for partner compliance and collective progress. The Partnership’s common agenda prioritizes projects around strategic goals you helped us formulate. We need your continued support in closing funding gaps to ensure the most meaningful preservation, restoration and recovery projects receive the investment required to ensure the ecological and economic viability of our region. We all want recovery. By tracking and reporting recovery progress, The Partnership helps you better understand which actions are most effective here in our region and where funding gaps exist. Federal agencies (e.g. EPA) Puget Sound is a unique and special part of the Northwest and the United States. We need your help in continuing to raise public awareness of the vital role Puget Sound plays in our nation’s economy and quality of life. The Puget Sound is in trouble. We need to work together or much of what makes this national treasure special will disappear. Your federal funding plays a critical role in this vital recovery effort. The Partnership is here to help guide and coordinate clean-up actions around a common recovery agenda. We want to work with you to ensure federal programs and funding align with those of our local and regional agencies. The Partnership’s common agenda prioritizes projects around strategic goals and we need your continued funding support to make a difference. By working together, we ensure the most meaningful projects receive federal investment to support the ecological and economic viability of our region. We all want to know that we’re making a difference. By tracking and reporting recovery progress, The Partnership helps you better understand which federal programs are most effective here in our region and where additional funding is needed. State Agencies and Non- Profits Puget Sound is a unique and special part of our state. We need your help in continuing to raise public awareness of the vital role Puget Sound plays in our state’s economy and quality of life. Public awareness of Puget Sound’s condition is still low. By coordinating efforts we can raise awareness, understanding, and involvement with our state’s local organizations and citizens. The Partnership is here to help guide and coordinate clean-up actions around a common recovery agenda. We work with you to ensure your efforts don’t duplicate those of other partner organizations. The Partnership’s common agenda prioritizes projects around strategic goals. We work with you to align funding around the most meaningful preservation, restoration and recovery projects and to leverage grants from national agencies. We all want to know that we’re making a difference. By tracking and reporting recovery progress, we help you better understand which actions are most effective and where localized innovation or improvement is needed.

75. Business leaders Puget Sound is a unique and special part of our region. We need your help in educating decision- makers about the vital role it plays in Washington’s economy and quality of life. The Puget Sound is in trouble. We need to work together or we’ll lose much of what makes this an attractive place for business. The Partnership is here to help guide and coordinate clean-up actions around a common agenda. We want to work with you to develop business policies and practices that support the restoration of Puget Sound. Businesses have had to learn how to do more with less. We’re doing the same by setting priorities for the most strategic recovery investments. We need you to invest in the equipment, processes and practices today that will help protect all we have for tomorrow. And, like you, we care about results. The Partnership continuously tracks recovery progress to better understand which actions are most effective and that ultimately optimize recovery. Tribal leaders Puget Sound is a unique and special part of our region. We know it’s an important part of your heritage and culture. The Sound we love is in trouble, but we need to work together if we want to preserve what is so vital to all of us. The Partnership is here to guide and coordinate clean-up actions around a common agenda. We want to work with you to restore the Puget Sound ecosystem and recover the salmon and shellfish populations we all value. We will be successful only if we listen to and collaborate with each other. By aligning recovery investments with strategic goals, we ensure that your tribal priorities are addressed in the common action agenda. This helps us work toward more meaningful preservation, restoration and recovery projects. We all want to restore our salmon and shellfish populations to healthier numbers. Puget Sound Partnership tracks progress so we can work together to evolve and adapt our recovery work for optimal results. Science leaders Puget Sound is a unique and special part of our region. It provides rich opportunities for scientific research in the areas of environmental and ecosystem recovery. The Sound we love is in trouble but not everyone understands or believes that. We need your help in quantifying the vital role Puget Sound plays in our quality of life. The Partnership guides and coordinates clean-up actions around a common agenda. Help us continue to coordinate specific science activities and shared measurement practices to ensure a credible, nonbiased approach to recovery. The Partnership’s common agenda prioritizes projects around strategic goals. Your scientific recovery measurements help us align funding with the most meaningful preservation, restoration and recovery projects. We all want recovery. Your scientific data allows The Partnership to track progress and support partners in innovating and adopting the most effective actions, ultimately optimizing recovery.

76. TONE & VOICE GUIDES

77. PSP’S VOICE So that all of Puget Sound Partnership's communications have a recognizable tone and intention, we have identified some guardrails for the work we create. Whenever we speak, we are: Focused That means we are strategic and deliberate…But not inflexible or dictatorial. Confident That means we are smart, competent and responsible... But not overly intellectual. Relevant That means we are realistic…But not short-sighted or trendy. Enduring That means we are visionary and sustainable…But not generic. Credible That means we are believable and assertive…But not bureaucratic. Engaging That means we are energetic and impassioned…But not overly involved, inefficient or without purpose. 86

78. VISUAL LANGUAGE

79. PUGET SOUND PARTNERSHIP VISUAL DEVELOPMENT 12.08.14 LOGO

80. LOREM IPSUM DOLOR SIT Lorem ipsum dolor sit amet, consectetur adipiscing elit. Quisque dignissim magna quis nisi laoreet, at pulvinar leo interdum. Integer et mattis purus, a blandit sem. Pellentesque accumsan justo erat. Cras dapibus tincidunt. OPTIMIZING RECOVERY OF PUGET SOUND OPTIMIZING RECOVERY OF PUGET SOUND 26%OF MONITORED BEACHES ARE UNSAFE FOR SWIMMING Charts and callouts Poster/Brochure cover elements Fact sheet Primary color palette Typography 326 EAST D STREET TACOMA, WA 98421 P 360.464.1232 INFO@PSP.WA.GOV Lorem ipsum dolor sit amet, consectetur adipiscing elit. Fusce commodo in mauris tincidunt posuere. Vestibulum vitae libero quam. Sed vestibulum phare- tra nunc, at molestie quam. Sed rutrum quam nec ipsum rhoncus consectetur. LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ELIT. Nunc sit amet auctor lorem, et ef- ficitur eros. Donec justo est, viverra nec auctor nec, tempus non mi. Nulla facilisi. Donec viverra dui sit amet posuere condimentum. Sed ultricies nisl id nibh facilisis imperdiet. Vivamus iaculis ornare diam in pretium. Nunc a turpis est. Suspendisse lorem enim, molestie vel scelerisque eu, congue et turpis. Nullam purus elit, laoreet vitae augue sed, mollis ultrices dui ipsum dolor sit. LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ELIT. Fusce iaculis varius tempus. Prae- sent laoreet ligula quis imperdiet mollis. Aenean eu arcu justo. Etiam lacinia, lectus quis finibus vestibulum, massa orci commodo est, maximus ultrices magna tellus quis lectus. Vivamus vel eros nulla. Donec hendrerit leo nisi, et vestibulum eros malesuada vitae. LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ELIT. Cum sociis natoque penatibus et magnis dis parturient montes, na- scetur ridiculus mus. Vivamus eu faucibus quam. Sed vitae tincidunt neque. Suspendisse lacinia volutpat felis eu rhoncus. Curabitur porttitor fermentum semper lorem ipsum dolor. Donec auctor quam at volutpat facilisis. Duis tincidunt, ipsum a imperdiet rhoncus, lacus massa semper nulla, id finibus lacus metus nec enim. Donec eleifend, enim quis hendrerit suscipit, nisl dolor euismod metus, vel feugiat tellus dolor in odio. Class aptent taciti sociosqu ad lito- ra torquent per conubia nostra, per inceptos himenaeos. Cras fringilla orci vitae volutpat sagittis. Morbi vestibulum dictum accumsan. Etiam lacinia, lectus quis finibus vestibulum, massa orci commodo est, maximus ultrices magna tellus quis lectus. REDUCING RISK, RESTORING RIVERS Floodplains by Design Lorem ipsum dolor sit amet, consectetur adipiscing elit. Suspendisse cursus porta arcu at mollis. Mauris aliquet est non elit interdum vulputate. Donec diam urna, sollicit non congue non, volutpat in tortor. Donec et ligula a elit condimentum hendrerit. Sed ac egestas nunc. In euim- od ligula nec eros placerat tempor. Mauris eget libero et lacus aliquam ornare a id felis. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Fusce commodo in mauris tincidunt posuere. Vestibulum vitae libero quam. Sed vestibulum phare- tra nunc, at molestie quam. Sed rutrum quam nec ipsum rhoncus consectetur. LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ELIT. Nunc sit amet auctor lorem, et ef- ficitur eros. Donec justo est, viverra nec auctor nec, tempus non mi. Nulla facilisi. Donec viverra dui sit amet posuere condimentum. Sed ultricies nisl id nibh facilisis imperdiet. Vivamus iaculis ornare diam in pretium. Nunc a turpis est. Suspendisse lorem enim, molestie vel scelerisque eu, congue et turpis. Nullam purus elit, laoreet vitae augue sed, mollis ultrices dui ipsum dolor sit. LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ELIT. Fusce iaculis varius tempus. Prae- sent laoreet ligula quis imperdiet mollis. Aenean eu arcu justo. Etiam lacinia, lectus quis finibus vestibulum, massa orci commodo est, maximus ultrices magna tellus quis lectus. Vivamus vel eros nulla. Donec hendrerit leo nisi, et vestibulum eros malesuada vitae. LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ELIT. Cum sociis natoque penatibus et magnis dis parturient montes, na- scetur ridiculus mus. Vivamus eu faucibus quam. Sed vitae tincidunt neque. Suspendisse lacinia volutpat felis eu rhoncus. Curabitur porttitor fermentum semper lorem ipsum dolor. Donec auctor quam at volutpat facilisis. Duis tincidunt, ipsum a imperdiet rhoncus, lacus massa semper nulla, id finibus lacus metus nec enim. Donec eleifend, enim quis hendrerit suscipit, nisl dolor euismod metus, vel feugiat tellus dolor in odio. Class aptent taciti sociosqu ad lito- ra torquent per conubia nostra, per inceptos himenaeos. Cras fringilla orci vitae volutpat sagittis. Morbi vestibulum dictum accumsan. Etiam lacinia, lectus quis finibus vestibulum, massa orci commodo est, maximus ultrices magna tellus quis lectus. PROVIDING OVERSIGHT AND ACCOUNTABILITY FOR THE PUGET SOUND REGION Lorem ipsum dolor sit amet, consectetur adipiscing elit. Suspendisse cursus porta arcu at mollis. Mauris aliquet est non elit interdum vulputate. Donec diam urna, sollicit non congue non, volutpat in tortor. Donec et ligula a elit condimentum hendrerit. Sed ac egestas nunc. In euim- od ligula nec eros placerat tempor. Mauris eget libero et lacus aliquam ornare a id felis. 326 EAST D STREET TACOMA, WA 98421 P 360.464.1232 INFO@PSP.WA.GOV Secondary color palette 144C 143C 302C 173C 7759C 7713C 7500C

81. Show Puget Sound through the people and community who use and benefit from the Puget Sound.

82. BRAND GUIDELINES

83. STRATEGIC PLATFORM & VISUAL IDENTITY GUIDE 1.21.15 VERSION 1.0

84. TABLE OF CONTENTS 2 OUR BRAND STRATEGIC PLATFORM 3 MESSAGING FRAMEWORK 5 OUR IDENTITY LOGO 9 COLOR CONFIGURATIONS 10 COLOR BACKGROUNDS 11 SIZE AND PLACEMENT 12 INAPPROPRIATE USAGE 13 LOGO FILES 14 BRAND ELEMENTS COLOR PALETTE 15 TYPOGRAPHY 16 SAMPLE APPLICATIONS 17 BROCHURE 18 PHOTOGRAPHY 19 TABLE OF CONTENTS The Puget Sound Partnership’s strategic platform and visual identity are a symbol of who we are and what we do. If used properly, it can powerfully communicate our message, reinforce our position in the marketplace and distinguish us from the competition. Improper use can diminish its value and dilute our brand. Like any organization asset, our strategic platform and visual identity need to be protected. You can help by adhering to these guidelines to ensure its consistent representation. The following brand specifications are designed to ensure consistent representation of PSP. Strict adherence is required. There may be exceptions that justify slight departures from these guidelines. For these and other questions regarding the guidelines, please contact the PSP communications department at info@psp.wa.org or 360.464.1232. Please familiarize yourself with these standards and faithfully apply them. Your cooperation will ensure that PSP maintains consistency and integrity in all communications.

85. QUESTIONS?

86. YOU ASKED: HOW DOES ONE GENERATE USEFUL AND RELEVANT IDEAS?

87. GENERATING IDEAS

88. IDEAS COME FROM MEANINGFUL CONNECTIONS

89. IDEAS ARE INSPIRED BY THE WORLD WE LIVE IN

90. 100 EXAMPLE: BLOEDEL RESERVE

91. CREATING CONNECTIONS   IN NATURE BRAND ESSENCE

92. INSPIRATION 1: NATURE’S REFLECTIONS

93. 1A 104

94. INSPIRATION 2: NATURE’S MOVEMENT

95. 2A 107

96. INSPIRATION 3: NATURE’S PATHWAYS

97. 3A 112

98. INSPIRATION 4: NATURE’S STRENGTH

99. 114

100. 4A 116

101. INSPIRATION 5: NATURE’S WATERCOLOR

102. 118

103. 119

104. 121

105. 122

106. OTHER QUESTIONS?

107. HOW DID I DO?

108. THANK YOU

109. YOU ASKED: HOW DO PROMOTIONS WORK WITH AN OVERARCHING BRAND?

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