How a Successful Rebrand Restored Stakeholder Trust in the Government of Canada
“The intangible effects of a rebranding can be profound. This situation proves it.”
The need for a rebrand.
"The problem is that Canada is an incredibly diverse country; this is true for Canadian homelessness too. "
HPS' old brand.
- The combination of green and brown is very outdoorsy. This is kind of inappropriate for a homelessness organization…
- The circle concept accurately depicted the top-down approach that was felt by the communities. Everything seemed to revolve around HPS, when it should, in fact, be a more collaborative effort.
- The look was too corporate – it corresponded with the Government of Canada’s (GoC) standards on common look and feel, but it didn’t reflect the uniqueness of this community-based initiative.
- “This look might have been okay for the 90’s. But it’s 2015.” (I’m convinced that Justin Trudeau stole his famous line “Because it’s 2015” line from someone at HPS… But that’s for another time 😉
In short, this branding didn’t represent the Homelessness Partnering Strategy. Plus, the communities didn’t identify with it at all. The need for a rebrand was well justified.
- It must be professional and corporate; as to still respect the government standards on common look and feel.
- It must not use the colours of any major Canadian political party. Here again, red, blue, orange were out of the question. Green was still okay to use though…
- It should reflect the uniqueness of HPS’ community-based program, a model that is rarely used in the federal government.
- The design had to be more organic and purposeful than the previous one
- Lastly, it had to renew the communities’ trust in HPS and inspire collaborations that would help to achieve the core mandate: to reduce and eliminate homelessness in Canada.
This was the end result:
Launching the rebrand - renewed trust.
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