Wheels Spinning on Regional Housing Authority Rebrand
PITTSFIELD, Mass. — The Berkshire County Regional Housing Authority is in the process of rebranding to better clarify its mission.
Clients know the organization as being an accessible, compassionate, and helpful place to access resources for housing and other human service needs but the word "authority" is sometimes confusing.
Burns Maxey of the firm Burnsmax was hired to direct the rebrand in September and Executive Director Brad Gordon hopes to present next month different recommendations that are not yet "ready for prime time."
The goals are to rebrand to reflect the vision, enhance the narrative, and promote services. With a new identity, they hope to tell a better story, connect with a broader audience and client base, deepen partnerships, expand on successful outreach programs and referrals, and increase the funding network.
Gordon reported that the consultant heard a lot of positivity about the BCRHA internally and externally, which is affirming to the work that they are doing.
"She said she worked with a lot of organizations on this process and she's never seen that positivity where people feel so good about the effectiveness of the organization," he said.
"Or from externally looking at people that utilize the services and internally from staff saying environment that was more than just a job."
Established in 2001, BCRHA's mission is to develop opportunities that will assist Berkshire County households in securing the skills, knowledge, and resources necessary to achieve self-sufficiency and household stability by:
- Developing and implementing a continuum of services and programs that address the underlying causes of household instability and homelessness.
- Assisting households to develop strategies to overcome barriers to self-sufficiency.
- Collaborating with other human service providers, including grassroots organizations and faith-based organizations, to alleviate the causes and effects of household, housing, and community instability.
It is described as a nontraditional housing authority.
In the last year, the organization’s site had more than 5,100 visits largely to its home page. There is no Instagram, LinkedIn, or Twitter account but the Facebook account has 254 likes and 284 followers. Social media presence is an area of needed improvement.
There are 24 business reviews on Google reporting that the "Mediator had clear, caring listening and speaking skills," that it is the best place for landlord-tenant issues, and it is "helpful" and a "great community."
"We want it to be more intuitive," Gordon said about the new name.
"And we think very quickly, if we stick to what we do, and we continue to be responsive to people, whatever brand we choose, it will be very intuitive for people to make that connection."
A survey was conducted that generated 51 partial and 30 full responses from employees, partners, board members, and other members of the public.
Most appeared to be quite familiar with the BCRHA and largely reported that the services and community are most appealing and a majority found out about the organization's services through a referral.
One respondent said BCRHA is less of a housing authority and more of a community-based nonprofit working to address housing instability.
"When you chose to work with the BCRHA team, you’re not just getting a case manager, you’re getting a family who works together to serve you in your time of need," another respondent wrote.
"Brilliant minds from all different walks of life combining their knowledge for the greater good."
Most described the organization as being purposeful and approachable and commended staff members for their knowledge. It was even described as "life-changing."
"Collaborative culture," one respondent said. "They do not work in silos. They work together."
Partners, board members, and staff commended Gordon’s leadership and voiced support for a name that does not include "authority" and sound governmental.
Several strengths and challenges were identified. The quality of the organization's leadership and staff as well as its longevity are assets and the branding, capacity for marketing, and digital footprint are improvement areas.
The next steps are to establish a name, a tagline and key messaging, and a logo and brand kit.
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