Issues
The local Park District had poor brand visibility in the community and lacked departmental alignment. Their relationship with their stakeholders was not robust.

Findings
HRMC conducted an audit, which had an internal component and an external component. In general, the audit identified the following: the Park District’s mission statement was dated and not relevant to a community that had changed substantially since its inception. The brand struggled as it competed against newer providers of recreational and social services. The District also had not developed any marketing or promotional strategies to support the daily utilization of the facilities and service offerings.

Solutions
HRMC, directed the employee and departmental mission and marketing sessions that were designed to:
• Develop a new mission and vision statement
• Design and execute a new brand strategy
• Standardized the internal and external communication methodologies
• Introduced new branded collaterals under the new vision
• Improve marketing and promotions workflow per department

Introduce the new Mission and Vision Statement Internally and Externally.

Launch new branded collateral material. Revised Logo. Updated Identity Package.
Corporate/Business Units Collateral: Program Guide, Website
Aquatics: Brochure, Way Finding Signage, Billboard, Ads
Fitness Center: Newsletter, Direct Mail Campaigns
Programs: Direct Mail Campaigns
Community Relations: Newsletter
Corporate Signage: Interior Way finding, Exterior Way finding

Results
The Park District Board continues to see usage of the facilities and services improve annually. Resident survey responses to, “How are you learning about programs at the Park District?” shows the following: Residents utilize the Districts brochures 89% of the time to stay abreast of District activities; more than 2x the national average. They use the signage as a source of information 28% of the time, which is higher than the national average. Collaterals and promotions found at the facilities were identified as 15% and 14% respectively as sources of information. The staff contributed 8%. Overall residents gave the District high marks on quality of programs, 98% of the time.