Greene County Public Health
360 Wilson Drive • Xenia, Ohio 45385
(937) 374-5600 • fax (937) 374-5675 • www.gcph.info
email: [email protected]
MARKETING &
BRANDING PLAN
ABSTRACT
This marketing and branding
plan describes the health
district’s method of organizing
public health messaging to
increase awareness, healthy
years of life and quality of life,
while evaluating the success of
the marketing initiatives. It also
includes the details on the
agency’s branding methods.
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Signature and Revision Page
This Plan has been approved and adopted by the Health District:
_______________________________________ _______________________________
Health Commissioner Date
Revision #:
Brief Summary of Changes
Revision Date:
06/13/2022
06/17/2022
9/20/2022
Added SOGs and additional edits
to align with PHAB standards
9/28/2023
Added resource for effective
campaign planning
2/27/2024
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Table of Contents ________________________________
Greene County Public Health strives to disseminate information accurately, timely and appropriately to the public.
This Marketing and Branding Plan serves as the foundation of this commitment.
For questions about this plan, please contact:
Public Information Officer (PIO)
Phone: (937) 374-5669 office / (937) 283-5178 cell
This plan is integral to the implementation of our strategic plan and our community health
improvement plan. For additional information on these plans, please contact:
The PIO, the Director of Planning, Preparedness & Promotion, Accreditation Coordinator, or
Deputy Health Commissioner.
Topic
Page
Document Approval and Revision Page
2
Introduction
4
Purpose and Goals
6
Public Information Program
7
Approach for Communication and Marketing
10
Media Evaluation Tools
10
Branding of the Public Health Logo
11
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I. Introduction
Executive
Summary
Greene County Public Health’s Marketing and Branding Plan is derived from the
overall agency mission, vision, and guiding principles. The Marketing and
Branding Plan was generated from public information positioned under the
office of Planning, Preparedness and Promotion. The plan is approved by the
Coordination Team and will be reviewed and revised as needed at least every
two years by the PIO and the Director of Planning, Preparedness and Promotion.
The Marketing and Branding Plan outlines a planned approach for health
promotion, including the goals, objectives, and a strategic planning format for
marketing and branding. The plan aligns with the CLAS Standards and Strategic
Plan. The Marketing and Branding Plan will also include guidelines to follow
when using public health’s name and logo on written and electronic materials.
The plan will be shared with all employees and key stakeholders.
Strategic Plan
Key Elements
GCPH
Strategic Plan
2022-2024
Vision
Our vision is to be the trusted and recognized leader in public health emergencies, an
advocate for the advancement of health equity, and a provider of programs and
services that uphold standards of public health practice.
Mission Statement
Our mission is to prevent and control communicable diseases, promote the health and
wellness of all Greene County residents, and protect the quality of our environment.
Scope of Service
Our employees accomplish our mission through integrated community efforts,
assessment, health education, collaboration and assurance of quality services, disease
prevention and control, and emergency preparedness.
Values
We put these values into practice with our individual and organizational behavior:
• Service – We strive to provide exceptional service with professionalism and
respect for all.
• Collaboration – We develop, nurture, and leverage key community
partnerships.
• Quality – We utilize evidence-based best practices and performance
management to maintain and improve program efficiency and effectiveness.
Strategic Priorities:
1. Workforce Development
a. Advance the knowledge, skills, and abilities of the public health
workforce to ensure all decisions are based on data-driven best
practices by 2026.
b. Expand current support of employee recognition, communication
among team members, and team building by 2026.
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2. Information Technology
a. Foster an organizational IT environment that is flexible and adaptable
to emerging threats to ensure public health readiness by 2026.
b. Continue to implement innovative strategies and workforce education.
3. Communication
a. Continue to develop and implement risk and proactive health
communication in a timely and accurate manner.
b. Reduce misconceptions and misinformation and ensure communication
is accessible to all audiences by 2026.
4. Health Equity
a. Strengthen education and community engagement practices that
promote health equity specifically related to age, gender and income
disparities.
b. Work collaboratively across the department and the community to
build support for and foster a shared understanding of the critical
importance of equity to achieve community health and well-being by
2026.
5. Maternal Child Health
a. Identify, educate, and promote health and development for Greene
County children during prenatal to age three by 2026.
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II. Purpose and Goals
Purpose
The purpose of the Marketing and Branding Plan is to outline a strategic method
used by public health in which principles of planning, implementing, and
evaluating marketing campaigns are considered to meet the needs of the
community.
Public health’s strategy for sharing information with the public includes using
local media broadcasts, public meetings, direct mail, social media, and
advertisements of all types. All of these are critical to building our brand
recognition with the public.
Prevention, promotion, and protection are the key outcomes for public health, thus
making the development of effective marketing and branding strategies a critical
objective for the field.
Goals
Goals of the Marketing and Branding Plan include:
• Assure broad community awareness.
• Maintain ongoing relations with local and statewide media including the
ability to write a press release, conduct a press conference, and use
electronic communication tools to interact with the media.
• Effectively use social media to communicate directly with community
members.
• Appropriately tailor communications and communication mechanisms for
various audiences
• Write and implement a routine communications plan/policy and develop
routine public health communications including reaching communities not
traditionally reached through traditional means of advertising.
• Develop and implement a risk communication strategy for communicating
with the public during a public health crisis or emergency. This includes
the ability to provide accurate and timely information and to address
misconceptions and misinformation, and to assure information is
accessible to and appropriate for all audiences.
• Transmit and receive routine communications to and from the public in an
appropriate, timely, and accurate manner, on a 24/7 basis.
• Develop and implement a proactive health education/health
communication strategy (distinct from risk communication) that
disseminates timely and accurate information to the public designed to
encourage actions to promote health in culturally and linguistically
appropriate formats for the various communities served, including using
electronic communication tools.
• Assure accurate and timely information is presented through branding,
marketing, digital technology, radio, television, social media, and
other public relations strategies.
• Develop, strengthen, and maintain strategic public and private
partnerships (including local media) that improve community health.
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• Use data from the Community Health Assessment and other resources to
assist in decision making for campaigns.
• Develop marketing strategies that communicate the GCPH brand to
targeted groups based on data collection.
• Promote the use of evidence-based strategies. GCPH implements evidence-
based prevention practices in programming to increase the health outcomes
of residents. This in turn leads to creating communication that works to
promote these practices and ensure they are tailored to a variety of
audiences. Resources used to identify evidence-based practices are:
• http://www.thecommunityguide.org/
• http://healthypeople.gov/2020/implement/EBR.aspx
• Develop marketing strategies that address the priorities outlined in the
Community Health Improvement Plan (CHIP).
• Assure that all public information meets Culturally and Linguistically
Appropriate Services (CLAS) standards as outlined in agency policy.
• Provide training for Public Health employees who will be designated
spokespersons.
Outcomes
The Marketing and Branding Plan will be carried out by using a strategic
planning process. The following primary outcomes should be considered for
any marketing campaign:
• The promotional campaign should reach the intended targeted audience
through specialty components such as the internet, billboards, radio,
television, or targeted advertising.
• The message is understood by the audience.
• The campaign stimulates the recipients to act for change.
• The campaign meets CLAS standards.
• The evaluative process measures the effectiveness of the campaign.
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Links to Other
Agency Plans and
Policies
The Marketing and Branding Plan is designed to establish a strategic process for
information dissemination and will follow the guiding principles and strategic
directions outlined in the Strategic Plan 2022-2024. All information
dissemination will be guided by Public Health Accreditation Board (PHAB)
standards, and the Culturally and Linguistically Appropriate Services Policy
(CLAS). This will ensure that public information is comprehensively inclusive of
both health literacy and cultural competence. This will include cultural respect
regarding behaviors, language, customs, beliefs, and perspectives. All employees
must follow the Standard Operating Guideline for Approval of Marketing /
Advertising Efforts involving billboards, print, radio, TV, internet, and social
media. All employees must also follow the Written Procedure for Approval of
Printed Materials for the Public; Working with the Area News Media; and the
Social Media Policy.
III. Public Information Program
Introduction
The PIO is responsible for the overall development, monitoring, and maintenance
of all public health information available for public consumption. The PIO
coordinates all marketing and advertising campaigns and develops / reviews all
agency branding strategies.
The PIO coordinates and supervises the overall public information activities for
the agency into a planned unified approach. The PIO is responsible for all news
releases, press conferences, and briefing sessions. The PIO establishes and
maintains effective working relationships with representatives of printed and
electronic media and oversees public relations activities including the agency’s
websites.
The PIO must review and approve any information, before publishing /
distribution, that is made available to the public, utilizing the CLAS
standards checklist.
Commented [SW1]: Is this section highlighted because it needs
editing to align with GCPH SOG's or do we have these SOG's
already written?
Commented [LF2R1]: The SOG is already written, but this is
copied from PHDMC's stuff and may not align with our SOG
numbers….needs reviewed.
Commented [LF3R1]: Maybe that's what we need as opposed to
a "policy", but a SOG for communications…. And it looks like they
are separate for PHDMC….
Commented [LF4R1]: So I see 3 separate SOGs here that we
don't have...and I don't know that any of ours are numbered like
PHDMCs are….
Commented [5R1]: SOG or SOP is more appropriate for these
types of things. Not sure if we have nomenclature, but naming it in
accordance with how it is in the plan as an attachment number or
letter or whatever...as long as it leads the reader to the right place.
Commented [LF6R1]: @Sheryl Wynn do I need to get approval
from anyone other than you to begin doing SOG's to match this
highlighted area?
Commented [SW7R1]: No, this area is under my authority. It
will be presented to Coordination, and I can discuss why we are
recommending adding SOGS and editing the policy. I will address
question and bring back any comments, concerns or other
recommendations. We are striving to align with PHAB standards -
and to continuously improve all plans, policies and practices. It is an
ongoing process.
Commented [SW8]: Here may be a place to add Review" and
mention/ link the checklist for CLAS that you are working on.
Commented [LF9R8]: @Sheryl Wynn it will be linked when
the doc is complete.
Page | 9 Public Health - Marketing and Branding Plan Updated: 8/26/2024
Program Structure
The PIO provides information to citizens regarding the various programs and
services offered by public health and other community partners to assist with
other needs. Any individual may contact GCPH (at 937-374-5600) to be linked
with appropriate community resources and/or to find out additional details about
our services. Our website includes information about public health services and
can be translated into 58 different languages. Public health contracts with the
United Way of Greater Dayton HelpLink 211 information and referral line, to
answer phone lines after working hours and on weekends. All emergency calls are
linked to on call staff after hours as appropriate or messages are relayed for
follow-up when indicated.
Communication outreach is provided by select employees to disseminate
information to the public through health fairs, faith-based events, community
events, and educational presentations. Communication outreach shares
information about the many programs and services of public health and offers
additional educational and referral information. The community can request the
agency’s participation through the website, here.
The Speakers Bureau provides a listing of the various health topics and
services available for community presentation on the agency’s website, here.
When speakers are requested, the PIO will reach out to the subject matter expert
to inquire about availability and respond appropriately to the requestor.
Program
Responsibilities &
Procedures
Website – The PIO is responsible for assisting the Chief Information and
Technology Officer (CITO) with the development and maintenance of the public
health website at www.gcph.info and any other websites that may be developed
for public health purposes. Information posted on the public health website may
include services offered by public health, public awareness information,
resources, news, and contact information. Services and program information can
be downloaded from the website. Maintenance includes a review of material
placed on the website. The PIO and CITO work closely with the directors and
supervisors to ensure posted information is up to date. All information posted
on the website must be approved by directors / supervisors and the PIO.
Written Information – The PIO is involved with the development and
dissemination of all marketing materials, including items such as: the annual
report, power point presentations, program specific brochures, flyers, and posters.
Many of these items are available on the website for download and paper copies
are available for pickup or through the mail. These materials are also distributed
at community outreach events, health fairs, and educational presentations.
Program managers, directors, and other pertinent employees coordinate with
community partners and the target population in the development of culturally
appropriate, targeted, and unified health messages to be shared with the public
and the community at large. The PIO will review all press releases, promotional
materials, and other public information with the appropriate team members for
accuracy and timeliness.
Commented [SW10]: I do not think we need to link this. If you
call our phone number afterhours, they answer and follow script
provided by Bob for who to contact for what in the event of
emergencies. Non-emergent calls, they may provide information per
what we have provided or relay a message for the following business
day. Bob may have something that could potentially be linked for
this service we pay for instead of linking to their site.
Commented [SW11]: I suggest adding community events
Commented [SW12]: Maybe add that it can be found on the
website...possible add the link. Also note the request process
here...SME's are assigned? Or whatever the process is to respond to
request.
Commented [LF13R12]: Done!
Commented [SW14]: Are we really coordinating with the target
population? I think we discussed this before - not sure we have a
clear deliberate way we are getting any review or feedback from the
target audiences. I recall one of Pam's campaigns that pregnant
women were consulted a few years back.
Commented [LF15R14]: @Sheryl Wynn This might be a good
conversation to have with those folks who schedule programs, i.e.
Pam, Nancy, Jorge, Uki, Shernaz, Stephanie/Susie, Alayna, Colton,
Loressa…..I know Alayna involved a group of teens when she was
managing the tobacco grant last year for the teens against tobacco
program.
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Social Media – The PIO creates and maintains social media sites for public
health. No social media site will be created for GCPH without permission
from the PIO, CITO, and the Health Commissioner. All social media policy
guidelines must be followed. The PIO/Backup/Assigned Backup will coordinate
with all team members to share accurate and timely information on the agency’s
social media platforms and website.
Dissemination of Public Health Emergency Information – The PIO is directly
involved in all public health emergencies. The PIO is immediately notified of
any situation that may pose a public health emergency or threat. The Public
Information and Warning Plan will be followed.
Media Engagement
1. The PIO/Backup/Assigned Backup is the only one to be contacting the local
media for coverage of any event, program, or news story unless otherwise
instructed.
2. All calls or emails that come to the agency from a member of the media are to
be forwarded to the PIO/Backup/Assigned Backup.
3. The PIO/Backup/Assigned Backup helps the rest of the team if media
coverage is needed for a program or event.
4. Misinformation in the local media or on social media will be addressed and
corrected by the PIO and the Planning, Promotion and Preparedness Director
as needed. The Error Correction Policy should be followed.
Page | 11 Public Health - Marketing and Branding Plan Updated: 8/26/2024
IV. Approach for Communication & Marketing
Introduction
Public information is a multidisciplinary area of public health practice which
seeks to create, communicate, and deliver health information and interventions
using evidence-based strategies. By incorporating foundational theories and
strategies from health communication, social marketing, and health promotion
into the Marketing and Branding Plan, this agency has developed a planned
approach (see References and Resources on page 20 – Public Health
Foundation’s “Planning Before You Communicate” tool) which provides
strategic guidance for designing health interventions, campaigns, and
communications. By implementing this tool, it ensures that we are creating
messaging through multiple methods and to a variety of audiences.
The scope of the planned approach for health communication and marketing
contributes to all aspects of disease prevention and health promotion.
Steps for a
Marketing
Campaign
Following a framework which incorporates health communication and marketing
strategies can increase the likelihood of a successful public health promotion
campaign. The use of the Public Health Foundation’s “Planning Before You
Communicate Tool” will provide guidance (see References and Resources on
page 20). Preparation and planning are needed to ensure that the goals and
objectives in the Marketing and Branding Plan are fulfilled. When advertising is a
result of a grant that requires a marketing plan, we will use the format of the
grantor’s plan. When a grantor does not have a plan, the following steps shall be
used as a guideline for all health communication, marketing, and branding
strategies:
1. Select the Target Audience
a. Decide who to reach with the message. (Consider such things as
age, income level, marital status, occupation, educational level,
gender, personality traits, language, and ethnic background.)
b. Identify geographical areas that have the greatest need.
c. Identify the target audience (public, clients, adults aged 18-30, etc.)
2. Develop a Goal and Purpose
a. What does the campaign or project want to achieve? (The goal
should be specific and actionable to guide the action plan.)
3. Assess the Need by Using Current Data and Research
a. Gather information to assist in identifying targeted audiences and
geographical areas. This will help develop target messages that
incorporate specific language and cultural influence that will resonate
positively with specific audiences.
b. Consider previous campaign efforts and current campaign
efforts to determine impact.
4. Develop Goals and Objectives Using the SMARTIE Framework
a. Specific - Who, what, when, where, why, and how.
b. Measurable - Include a numeric or descriptive measurement.
c. Achievable - Consider the resources needed and set a realistic goal.
Commented [LF16]: already addressed
Commented [LF17]: @Sheryl Wynn changed the content here
to "has developed" and the last paragraph to "contributes". I believe
this addressed your comment.
Commented [SW18]: Let's make this the SMARTIE framework
(PHAB)
I - Inclusive: It brings traditionally marginalized people—
particularly those most impacted—into processes, activities, and
decision/policy-making in a way that shares power.
E - Equitable:
includes an element of fairness or justice that seeks to address
systemic injustice, inequity, or oppression.
Commented [LF19R18]: Done!
Page | 12 Public Health - Marketing and Branding Plan Updated: 8/26/2024
d. Realistic - Make sure the goal is consistent with the mission.
e. Time-bound - Set a realistic deadline.
f. Inclusive – It brings traditionally marginalized people – particularly
those most impacted – into processes, activities, and decision/policy
making in a way that shares power.
g. Equitable – Includes an element of fairness or justice that seeks to
address systemic injustice, inequality, or oppression.
5. Define Evaluative Tools
a. Consider both qualitative and quantitative methods.
6. Define Strategies
a. Define a plan of action that includes responsible individuals
and the engagement of stakeholders in the process.
7. Implement the Plan
a. Plan how the information will be disseminated and take
advantage of unexpected opportunities through media launches,
if appropriate.
b. Plan for and attempt to defuse potential threats to your efforts.
8. Evaluate Goals and Objectives
a. Evaluate your plan and make any revisions as needed.
9. All marketing campaigns must be reviewed and approved by the PIO. After
the plan is submitted, the PIO will consult with the program supervisor. The
proposed plan may then be approved and implemented.
Definitions
Health communication - Informing, influencing, and motivating individual,
institutional, and public audiences about important health or public health
issues. Health communication includes disease prevention, health promotion,
health care policy, and the business of health care, as well as enhancement of
the quality of life and health of individuals within a community. Health
communication deals with how information is perceived, combined, and used to
make decisions.
Health marketing - Involves creating, communicating, and delivering health
information and interventions using customer-centered and science-based
strategies to protect and promote the health of diverse populations (CDC, 2005).
It is a multidisciplinary practice that promotes the use of marketing research to
educate, motivate, and inform the public on health messages; an integration of
the traditional marketing field with public health research, theory, and practice; a
complex framework that provides guidance for designing health interventions,
campaigns, communications, and research projects; a broad range of strategies
and techniques that can be used to create synergy among public health research,
communication messages, and health behaviors.
Health promotion - A set of intervention strategies that seek to eliminate or
Commented [LF20]: @Sheryl Wynn changed this to "program
supervisor"
Page | 13 Public Health - Marketing and Branding Plan Updated: 8/26/2024
reduce exposures to harmful factors by modifying human behaviors. Any
combination of health education and related organization, political, and
economic interventions designed to facilitate behavioral and environmental
adaptations that will improve or protect health. This process enables individuals
and communities to control and improve their own health. Health promotion
approaches provide opportunities for people to identify problems, develop
solutions, and work in partnerships that build on existing skills and strengths.
Health promotion consists of planned combinations of educational, political,
regulatory, and organizational supports for actions and conditions of living
conducive to the health of individuals, groups, or communities. Health
promotion activities are any combinations of education and organizational,
economic, and environmental support aimed at the stimulation of healthy
behaviors individuals, groups, or communities.
Social marketing - Represents a unique system for understanding who people
are, what they desire, and then organizing the creation, delivery, and
communication of products, services, and messages to meet their desires while
at the same time meeting the needs of society and solve serious social problems.
Page | 14 Public Health - Marketing and Branding Plan Updated: 8/26/2024
V. Media Evaluation Tools
Introduction
Marketing and advertising campaigns should be evaluated for a degree of success.
There are numerous tools that are available for determining the effectiveness of
any campaign. Many of the tools can be used independently or collectively.
Before a campaign begins, clear goals and objectives should be established.
The objectives need to be measurable and use proper metrics to define success.
At the completion of every time-limited campaign, a careful assessment will be
conducted to inform future planning.
Various Tools
There are various tools that are helpful in assessing different components of any
campaign:
• If the campaign involves purchasing - diverse communication
technologies of print, radio, television, and the internet, the PIO will
work with the vendors to obtain information regarding the reach and
frequency of all paid advertising.
• If the campaign involves local news programming - it is easy to
monitor expected broadcasts and record the clips from the media
websites.
• If the campaign involves website monitoring - the CITO can monitor
and document the number of hits to the GCPH site or to specific pages.
Navigation patterns can also be tracked to determine who has accessed
the site and how long they stayed.
• If the campaign involves qualitative analysis - those involved in the
campaign, or monitoring the campaign, can provide an examination of
the components that worked well, those that worked poorly, and their
analysis of why. The process can also use focus groups, surveys, content
analysis, and interviews.
Commented [SW21]: Spell check is flagging this...should it be
"a degree" or degrees?
Commented [LF22R21]: degree....
Page | 15 Public Health - Marketing and Branding Plan Updated: 8/26/2024
VI. Branding of Public Health
Purpose
The purpose of branding agency programs and services using the Public Health
logo is to ensure the public easily associates Public Health with the correct
programs and services we provide. All services are not only identified by the
internal program names but also with the Public Health logo. The Public Health
Accreditation Board (PHAB) logo will also be used with the Public Health logo
when appropriate. All employees using the Public Health logo or PHAB logo
for printed material, email, or other electronic communication (including social
media) must follow the guidelines outlined in this plan. Public Information will
determine when it is appropriate to use other associated logos.
History of the
Public Health
Logo
Blue, white, and khaki are longstanding colors used in branding Public Health
and health in general. In 1749, the first blue and yellow flag was flown to request
help from the maritime health service. Blue uniforms have always been worn by
public health nurses and the U.S. Public Health Service. These colors are
associated with integrity, authority, and stability; they symbolize the legacy and
steadfast qualities of Public Health and were chosen to represent Public Health
as well. The three-pointed shield and stylized plus symbolizes prevention,
promotion, and protection, the three goals of Public Health. These icons have
universal recognition associated with Public Health. The tag line: “Prevent.
Promote. Protect” embraces Public Health as both a sentinel and responder.
Source
Greene County Public Health has adopted the national Public Health logo
developed by National Association of County and City Health Officials
(NACCHO) to assist in branding Public Health agencies across the United
States. GCPH follows the guidelines of use and formats developed by
NACCHO.
Variations
Commented [LF23]: @Sheryl Wynn updated this part per your
suggestion! Good one, too!
Page | 16 Public Health - Marketing and Branding Plan Updated: 8/26/2024
Preferred
Variation
Vertical; Full color
The full color vertical version of the Public
Health logo is the preferred use. Other versions
such as horizontal or one color may be used on
an as-needed basis.
In most situations, GCPH will use the vertical
or the horizontal logo depending upon the
available space and the surrounding graphic
material.
The proportions of the images are to remain
the same as the original artwork. No layout
changes or formatting modifications to these
logos are permitted. No stretching or
distortion of the images is permitted.
Page | 17 Public Health - Marketing and Branding Plan Updated: 8/26/2024
Protection
Area
The protection area is defined as the open white space area around the
logo. The logo is to be displayed prominently to keep it isolated from all
other words, designs, photos, and graphics. The protection area maintained
around the logo must never be less than the height of the “P” in the word
“Public” within the logo. The protection area requirement applies to all
four sides of the logo.
Minimum Size
The logo should be easily read by an individual with normal vision. We strongly
suggest not using any version of the logo at a size smaller than 1” width but the
basic rule for this situation is: “If it’s too small to read, it’s too small to print”.
Colors
No color modifications are permitted.
Pantone Matching System:
289, 465, white
Four color process separation:
289 = 100% cyan / 64% magenta / 60% black
465 = 20% cyan / 32% magenta / 58% yellow
Grayscale:
100% black for outer lining and typeface
38% black for the shield interior
Black/White:
100% black for outer lining and typeface White for shield interior
Fonts
Bookman Old Style is the typeface of the logo. The logo graphics' size and
position are designed to attain balance with the words' size and position.
Proportions and spatial relationships between characters should not be
changed.
Page | 18 Public Health - Marketing and Branding Plan Updated: 8/26/2024
Typeface Standards
When used carefully and consistently, typography can be a powerful tool in
creating brand style. Times New Roman has been selected for most applications
because it is modern, simple, and readable. In most documents, letters should
always be typed in 12-point font, black on standard letterhead. 1” margins are
used. Documents, plans, and letters will be single spaced. Business cards, social
media outlets, and photo identification cards for staff will also utilize typography
consistent with this plan. Heading 1 should be black text (or logo blue), 16 font
and bold. Heading 2 should be black text (or logo tan), 12 pt. font (could be
bolded for emphasis). Heading 3 should be black text and italicized. Paragraphs
should not be indented in most documents. Special consideration for font use on
flyers and other documents will be given on a case-by-case basis, depending on
the document and its intended audience.
Formats
There are a variety of formats and file types available for the logo. Some formats
include high resolution, transparent background (PNG), Scalable Vector Graphic
(SVG), etc. The PIO should be contacted to acquire the most appropriate
format for the specific need.
Obtaining Logo
Copies of the various logo format and file types are available through the PIO.
Requestee should detail project in request note so the PIO can provide the best
logo, format, style, and resolution for the specific project.
Unacceptable
Logo Usage
The logo may not be condensed, skewed, distorted, or modified in any way.
Colors, fonts, or elements of the logo shall not be changed. In rare instances
when size / location will not accommodate the standard logo an alternative
design may be used. This may only be done with the authorization of the
PIO.
Internal
Program
Logos
The use of internal program logos should be kept to an absolute minimum.
Whenever it is necessary to revise or create an internal program logo, the request
must be submitted to the PIO. The PIO will consult with the director of
Planning, Preparedness and Promotion and a decision will be made to approve
or deny the request.
Use of Internal
Program Logos
with GCPH Logo
If the public health logo is used in addition to other agency logos, the GCPH
logo will be portrayed as the most prominent logo. Reading in the United States
is from left to right thus, the public health logo will usually be located on the far
left, to be the first graphic element noticed. When the Public Health logo is used
with other logos, the public health logo shall be of equal or larger size than the
accompanying logos.
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Abbreviations
On first reference in a document, the name shall read Greene County Public
Health. It is acceptable to use the abbreviation GCPH in internal documents. All
legal contracts and related documentation will refer to GCPH as Greene County
Combined Health District, dba Greene County Public Health.
PHAB logo
As a PHAB-accredited health department, GCPH is entitled to
use this in its internal and external communications and
marketing materials. Consult with the PIO for applicable
usages. Do not cut and paste from this document.
Letterhead
Programs must use the agency approved letterhead.
PowerPoint
Presentations
PowerPoints should be created using the “16 x 9 aspect ratio.” When a
PowerPoint presentation is prepared for use with the public, it shall contain the
GCPH logo and / or the “Greene County Public Health” name on all slides.
Dates and page numbers on all slides are recommended but a date is only
required on the title slide. As with all PowerPoint presentations prepared for
public use, the PIO shall review and approve the presentation prior to its use in
public settings. The review's purpose is not focused on changing content but on
ensuring that the presentation maintains a professional appearance and that all
public health information is used appropriately. In the end, the presenter is
responsible for the accuracy and validity of the information presented. The PIO
will review the presentation for branding, readability, and overall design.
Translation
Programs requesting PIO support must identify if and when a project needs to be
translated into another language. Please note that producing a document in
multiple languages can significantly impact project completion time. Any
associated fees with translation will be incurred by the program or grant.
Commented [SW24]: Jillian mentioned in our meeting
yesterday that the PHAB logo has been updated…. Get that from
one of the AC's to include here.
Commented [LF25R24]: @Sheryl Wynn Jillian is sending me
the most recent updated logo
Commented [SW26]: Edit this Montgomery County reference.
How do we handle this….does this come up frequently? Hopefully
Evan is getting updated info regarding that contract and how/when
to use it for real-time, schedule appointments, and possible for
documents????
Commented [LF27R26]: It has only come up once in my 14
years here and that was with assistance with some EH documents for
restaurants. I had actually edited that piece already...
Commented [LF28]: @Sheryl Wynn Please review this changed
item….accurate?? We have an interpretive services policy, but I
don't see one for translation services.
Page | 19 Public Health - Marketing and Branding Plan Updated: 8/26/2024
Cultural Diversity
GCPH’s programs and services are provided to a diverse population on a non-
discriminatory basis. As such, GCPH’s informational, promotional, and
advertising materials should reflect the diverse groups that make up Greene
County and portray the services provided in a culturally appropriate manner.
Visuals should be culturally relevant and sensitive. Images and symbols used
should be familiar to the intended audience. When people are shown in the
visuals, they should be of the same racial or ethnic group as the intended
audience. Select images that are familiar and relatable to the audience. For
materials designed for diverse audiences, show people from a variety of ethnic,
racial, and age groups. Photographs may help certain audiences identify with the
message. Materials, such as brochures, web pages, flyers, and posters, should be
designed so that people can grasp the main idea and know who the material is
speaking to just by looking at it. All materials should be checked against the
Inclusive and Culturally Appropriate Materials Checklist and its companion
document.
It is acceptable and appropriate to use individual people on print pieces if the
same type of person is not routinely used.
Readability
All written communication materials should be reviewed using the Centers for
Disease and Control (CDC) and Prevention Clear Communication Index (Index).
The Index provides a set of research-based criteria to develop and assess public
communication products. The Index supports the efforts of the CDC to comply
with the Plain Writing Act of 2010 and achieve goals set forth in the National
Action Plan to Improve Health Literacy and the CDC Action Plan to Improve
Health Literacy. The creator of the document should score its readability using
the Clear Communications Score Sheet.
Authors of written materials should refer to the CDC’s Everyday Words for
Public Health Communication to ensure documents meet these standards.
The Branding and Style guide is available:
http://www.naccho.org/advocacy/marketing/nationalidentity/upload/PH_Identity_Guide.pdf and
has been incorporated as the guide for all uses of the logo including the parameters for color.
In summary, the agreed upon branding should be flexible to meet the emerging demands of the
marketplace and the intended audience. The brand should remain consistent to allow for a fair
and unbiased assessment of the effectiveness of a marketing campaign.
Commented [LF29]: @Sheryl Wynn added the links here….
Commented [LF30R29]: Took out the links and will re-add
when all is finalized.
Commented [LF31]: @Sheryl Wynn this section needs
reviewed...this is what PHDMC has in their plan….I could include
the links if we want to keep it the same. Seems like these plans with
our LHD counterparts should be similar in nature….do you agree?
Commented [SW32R31]: I agree, it gives us something
concrete to assure that literacy is addressed. The next goal would
assuring that we educate our people again on everything...this aligns
with our health equity committees work and what we discussed...be
considerate of language & literacy levels is are key parts of health
equity.
Commented [SW33R31]: Once all edits are complete, please
send me a link to the most up to date copy…. I am not seeing
changes or edits that I believe have been made or that you indicated
in the comments as having been made.
I think we are getting things lined up not only to meet PHAB
standards, but to update and bring more clarity to the plans and
processes to help improve operations...making things more clear,
efficient and effective. Good work!!
Thanks
Page | 20 Public Health - Marketing and Branding Plan Updated: 8/26/2024
VII. References and Resources
Public Health Foundation – Planning Before You Communicate Tool
https://www.phf.org/resourcestools/Pages/Planning_Before_You_Communicate_Tool.aspx
Centers for Disease Control and Prevention, Online Newsroom.
http://www.cdc.gov/media/index.html
National Association of County and City Health Officials (NACCHO).
http://archived.naccho.org/
Resnick, E. and Siegel, M. Marketing Public Health, (2013). Jones and Bartlett.
CDCynergy. https://samples.jbpub.com/9781449683856/frontmatter.pdf
National Cancer Institute. Making Health Communication Programs Work (Pink Book)
http://www.cancer.gov/publications/health-communication/pink-book.pdf
Centers for Disease Control and Prevention The CDC Clear Communication Index
https://www.cdc.gov/ccindex/
Source: USDHHS, Centers for Disease Control and Prevention, Simply Put: A Guide for
Creating Easy to Understand Materials,
https://www.cdc.gov/healthliteracy/pdf/simply_put.pdf