a communications and branding plan for...

A Communications and Branding Plan for Fastrack

April 04


Strategy Communications Limited Masters & Sparkes12 St James’s Square 25 Church RoadLondon Tunbridge WellsSW1Y 4RB Kent TN1 1HT

Tel: 020 7849 6663 Tel: 01892 511940Fax: 020 7849 6667 Fax: 01892 511934

[email protected] [email protected]

A PROPOSALTO THEFASTRACKBOARD

PREPARED BY


PART 1 Page

Executive Summary 7

PART 2

Developing the Plan

Section One Communications Audit 12

Section Two Target Audiences 14

Section Three Fastrack Timetable 15

Section Four Communications Objectives 16

Section Five Communications Approach 17

- Phase One: Initial Awareness Raising 20

- Phase Two: Minimise Disruption during Construction 21

- Phase Three: Launch of Initial Routes 23

- Phase Four: Launch of CTRL 25

- Phase Five: On-going Marketing Communications Support 26

Section Six Communications Overview (chart) 27

Section Seven Measuring Communications Achievement 28

PART 3

Branding

Issues 31

Corporate Guidelines 37

PART 4

Website

Recommendations 57

Preliminary Content 60

PART 5

Action Required

Immediate Priorities 65

Outline Budget 66

APPENDIX

Communications Audit 69

CONTENTS


Part 1: Executive Summary

Part One

The Fastrack Project Board recognises the importance of communicating a consistent message, yet also the need forappropriate emphasis at varying times to suit various audiences. It has therefore commissioned this report to map outthe key communications and branding tasks that must be addressed in support of implementing the Fastrack Project.

The purpose of this commission as set out in the Brief was:

• to develop a comprehensive communications plan for the Fastrack Project

• to develop a strong, independent brand identity for Fastrack

• to establish a Fastrack website

Developing this communications plan at this stage of the project will ensure there is a unity of purpose amongst theFastrack Partners driving the communications and delivering a consistent brand.

To achieve an understanding of the current perceptions of Fastrack from key stakeholders, local businesses, membersof the public and journalists in North Kent an initial ‘representative sample’ audit was undertaken. The key findings arefurther explored and explained in part two, section one. A quantitative breakdown of the results including pie charts isattached as Appendix.

During the course of this work we have identified the Target Audiences outlined in part two, section two.

In order to meet the objectives, the phasing of the communications programme is clearly related to the Fastrackimplementation timetable. A clear understanding of the expected timetable is therefore needed – this is explored in parttwo, section three.

Communications objectives have been identified in light of the audit feedback and subsequent briefing meetings withthe Fastrack team and these are reviewed in part two, section four.

Our communications approach is fully explored in part two, section five of this report – with five core communicationphases being proposed:

• Awareness Raising

• Construction Phase: Managing the change

• Launch of key routes

• Link Fastrack with the launch of CTRL

• On-going marketing communications support

Each with a series of related tasks designed to deliver the objectives.

Branding Issues and brand development guidelines are set out in detail in section three. Website recommendations arecontained within part four.

Recommendations for immediate action are outlined in part five and includes costings for key material.

8.


Part 2: Developing the Plan

Part Two

Section One – Communications AuditTo achieve an understanding of current perceptions of the project from key stakeholders, local businesses, members ofthe public and journalists in North Kent an initial ‘representative sample’ audit was undertaken by members of theStrategy Communications team. This exercise provides a snapshot of the current profile and perceptions of Fastrack.

1.1 Methodology

To achieve consistency through the discussions, interviewers used a standard, framework questionnaire developed andagreed with the Fastrack team. Organisations interviewed included:

• Local Media

In-depth interviews were held with the following journalists:

• Alan Watkins (Kent Messenger)

• Trevor Sturgess (Kent Business Editor)

• Rex Cooper (Kent Profile)

• Lauren Abbott (Gravesend Messenger)

• Lucy Brinicombe (Newshopper)

• Clive Branson (Commercial Property Register)

• Nick Mercer (South East Business)

• Caroline Chick (Dartford Messenger)

• Kent Thameside Developers

To understand the strength of commitment to the project, interviews were held with the following developers:

• Land Securities

• Countryside Properties

• Lafarge

• Copthorn Homes

• Local Authority Members

Confidential, in-depth interviews were held with a selection of local authority members from Dartford BoroughCouncil, Gravesham Borough Council and Kent County Council.

• MPs

Strategy interviewed Dr Howard Stoate MP at the House of Commons.

• Local Business Organisations

Telephone conversations were held with the following business organisations.

• Kent Thameside Chamber of Commerce

• Royal Institute of Chartered Surveyors

Telephone interviews were also held with a variety of businesses based across Kent Thameside.

• Local Communities

In-depth face-to-face interviews were held with existing residents at shopping centres in Dartford, Gravesend andat Bluewater.

12.

1.2 Feedback Summary

The full audit report is contained as appendix 1. The findings can be summarised as follows:

Lack of Understanding

• There is a lack of understanding in the mission, aims and objectives of the Fastrack project – even key stakeholdersand partners lacked a full understanding of the project.

• Sixty per cent of businesses interviewed said that they had no understanding at all of the project.

• Over seventy per cent of members of the public have no understanding of Fastrack at this stage.

• There was doubt over what Fastrack will be. Eighteen per cent thought it was a tram, some forty per cent describedit as a bus.

Recognition of Importance of the Project

• Over ninety per cent of all interviewees able to make a judgement believed Fastrack to be ‘essential’ or ‘quiteimportant’.

Local People Not First to Benefit

• There was a concerning lack of ‘ownership’ of the Kent Thameside regeneration amongst local people. The majorityof members of the public interviewed believed that the main beneficiary of the regeneration would be new residentsand businesses relocating to the area rather than existing residents.

Key Selling Points

• The audience believed that the three features most likely to make Fastrack attractive to users were:

• Cost (identified by over half the sample)

• Frequency

• Reliability

Fastrack Will Happen

• Almost eighty per cent of interviewees believe that Fastrack will probably happen.

Project Name

• Nearly forty five per cent of interviewees liked the name Fastrack – less than twenty per cent disliked it.

Public Indifference

• Sixty per cent of interviewees believed that the public was indifferent to Fastrack.

Improving Communications

• Principle recommendations for keeping the local community informed included:

• Use of media

• Production of an explanatory leaflet

• Public open day

DEVELOPING THE PLAN

13.

Part Two

Section Two – Target AudiencesBased on a combination of the communications audit and subsequent briefings from the Fastrack team we haveidentified the following as the key audiences for this project. They can be segmented as follows:

Audience Summary

Fastrack Partners The organisations responsible for funding, delivering and nurturing the programme. Land Securities, London and Continental Railways, Dartford Borough Council, Gravesham Borough Council, Kent County Council, ODPM, Pro Logis, Kent Thameside Implementation Team.

Contractors Contractors responsible for constructing the infrastructure.

Kent Thameside Developers Church Commissioners, Countryside Properties, Craigshaw Ballon,Group members Hillreed Homes, Land Securities, London and Continental Railways, Rouse Kent,

SEEDA, Topland Group of Companies, Trenport Investments, Kent County Council.

Media The media is a crucial audience for the project as they provide the principal conduitfor communicating with the wider community. Media include: Kent Messenger, Kenton Sunday, Kent Profile, Newshopper Series, Kentish Times, BBC Radio Kent, KMFM.

Local authority members Including Cllr Ken Leadbeater, Cllr John Burden and Sir Sandy Bruce-Lockhart,and officers

Transport providers The operator(s) for both Routes A and B

Local MPs Dr Howard Stoate (Dartford), Chris Pond (Gravesend).

Existing communities Residents who live in the area or use it either for work or shopping

Newcomers to the area Individuals relocating to Kent Thameside.

Existing businesses Based throughout Kent Thameside.

Business organisations Including the Kent Thameside Chamber of Commerce.

Businesses moving It is important to note that many businesses across London and the South East to the area recognising Kent Thameside as a major growth opportunity.

Schools and colleges Swan Valley School.

Retailers Throughout Kent Thameside.

Visitors to the area Leisure and retail consumers.

Emergency services Throughout Kent Thameside.

14.

Section Three – Fastrack TimetableCommunications needs are clearly related to the Fastrack implementation timetable. A clear understanding of the expected timetable is therefore needed.

The Fastrack Development Strategy describes four routes: A, B, C and D.

The first two Routes (A and B) will provide important early links between town centres and facilities, existing transportnodes and the earliest development sites.

Routes C and D will primarily serve the Ebbsfleet, Eastern Quarry and major riverside sites and will need to be implemented as development on these sites gains momentum.

Route A - ProLogis

Notes Delivered through the North Dartford development, ProLogis’ S106 agreementincludes full provision of infra structure and a £20m vehicle provision/revenuesupport package.

Journey The first section will run from Dartford Town Centre via North to Crossways.The full route will continue via Greenhithe and Bluewater.

Timing Construction begins November 2004.First section of infrastructure expected to to open in mid-2005.Full route available mid-2007.

Route B

Notes Funded from grant and borrowing approvals through Kent County Council LocalTransport Plan.

Journey Service initially runs Dartford – Bluewater – Greenhithe station to Northfleet –Overcliffe – Gravesend.With the opening of the CTRL station the route is changed to run through EbbsfleetValley.

Timing Construction work begins September 2004.Vehicles ordered May 2005.Vehicles delivered early 2006.Route launched Spring 2006.Ebbsfleet station opens February 2007.

Route C

Journey Circular route linking Bluewater – Eastern Quarry – Ebbsfleet – SwanscombePeninsular – Ingress – Greenhithe Station.

Timing Begins operation 2011.

Route D

Journey Bluewater – Greenhithe – Riverside Sites – Gravesend

DEVELOPING THE PLAN

15.

Part Two

Section Four – Communications ObjectivesStrategy Communications held a meeting with the Fastrack team to set the communications objectives in light of theaudit. The following key tasks were identified:

1 Raise Awareness of Fastrack Programme

Awareness levels are currently too low. It is important that partners, opinion formers, politicians and businesseshave a full understanding of the opportunity presented by Fastrack if they are to support the project fully.

Interest, awareness and expectation amongst members of the general public must also be raised before the firstroutes open.

2 Explain what Fastrack is and what makes it different

At this stage, people have no understanding of what Fastrack will be. It is important that this understanding isachieved. To win car users over to a bus based system, it is essential that people understand that this is not ‘justanother bus.’

3 Change travel behaviour

A key communications challenge for Fastrack is to encourage local people to re-think their car dependency and tobecome more open to public transport opportunities.

4 Demonstrate that Fastrack is essential

The audit reveals an understanding amongst stakeholders that Fastrack is very important to the delivery of the KentThameside regeneration strategy. This must be constantly reinforced.

5 Minimising Disruption during construction

The construction phase will be the first experience that the local community has with the Fastrack ‘brand’. It isessential that excellent communications minimise disruption during construction, ensuring that this is not a badexperience for local people and businesses.

6 Support the launch of key routes

It is essential that the Fastrack launch is effectively resourced and managed.

7 Maintain political support

Ensure that the importance of this project is understood by key political audiences.

16.

Section Five – Communications Approach

Fastrack Marketing Group

Fastrack is a partnership programme and in order to have most impact as a consumer brand, it is essential, therefore,that the closest coordination is achieved between the partners.

Furthermore the communications objectives must be shared by the key organisations involved in delivering the project,for example:

• Contractors will be responsible for handling communications during the construction phase.

• The operators will be involved in developing promotional supporting material and launching the routes.

• ProLogis will be responsible for key branding decisions relating to Route A.

The local community and local businesses will, however, see Fastrack as one product.

We recommend that this coordination is achieved through the establishment of a Fastrack Marketing Group. Weunderstand that the Fastrack Project Board is exploring the concept of a Service Integration Group to provide overallfocus and co-ordination for the project. We would see the co-ordination of communications activity as naturally sittingwithin the Service Integrator.

It is proposed that the Marketing Group includes representatives from:

• Dartford Borough Council

• Gravesham Borough Council

• Kent County Council

• Land Securities

• London and Continental Railways

• ProLogis

• Service operators

• Contractor responsible for constructing the infrastructure (during their period of involvement with the project)

• Representative of the new homes developers at Kent Thameside

This group will not only act in an advisory capacity in the coordination of marketing activity, but also providespokespeople for the project.

The frequency of Fastrack Marketing Group meetings will be determined by the range of issues requiring input atdifferent stages in the programme.

Areas of responsibility for the group will include:

• Overall responsibility for the brand identity, ensuring that this is efficiently implemented and used in accordancewith set guidelines.

• Ensuring that communications are effectively managed to a high standard during the construction and launchphases, and that there is consistency in messages promoted by individual partners.

• Helping to coordinate major launch events.

DEVELOPING THE PLAN

17.

Part Two

Fastrack Information Office

The local media, local businesses and members of the community will want one point of contact that they can turn to forall Fastrack issues.

This single point of contact could be delivered through the creation of a virtual information team – the FastrackInformation Office.

The Fastrack Information Office would collaborate closely with the contractor and key partners in handling enquiriesfrom the media, stakeholders and members of the general public.

Communications Channels with Partners. It is essential that the Fastrack partners are kept fully informed of progresswith this project and that they are able to present consistent messages when speaking to journalists or producingprinted information covering the Kent Thameside regeneration. The Fastrack Marketing Group will ensure that thishappens.

Five Campaign Phases

The task in achieving the communications objectives be broken down into the following complementary areas of work:

Task One

Activity Awareness Raising. Create early awareness amongst local people.

Aim of Task During this phase we must bring to life what Fastrack is, its role within the life of thecommunity and the service promise.

Task Two

Activity Construction Phase: Managing the change.Communications support for the project during the planning and constructionprogramme.

Aim of Task The main objective is to ensure that we keep the community with us through thebuild programme.Keeping all residents, businesses and opinion formers informed of disruption causedby the construction work will be a priority.It is essential that there is a crisis/ issues management mechanism in place tomanage any problems caused by the disruption.

Task Three

Activity Launch of Key RoutesCommunications supporting the opening of the two key Routes – A in mid-2005 andB in Spring 2006

Aim of Task The priority will be to encourage people to use the new service.In implementing this programme, we must ensure that we manage users’expectations and give them information covering the further development of theservice.Encouraging people to leave their cars at home will begin as the first Fastrack busesstart to roll.We must differentiate the new service from existing conventional public transportprovision.

18.

Task Four

Activity Link Fastrack with the launch of CTRLThe opening of Ebbsfleet station and start of Channel Tunnel Rail Link services willprovide a major boost to the Kent Thameside regeneration.

Aim of Task It is essential that Fastrack is positioned at the centre of the Kent Thameside focusgenerated by the opening of CTRL.Fastrack must be positioned as a crucial factor in delivering the Kent Thamesidevision.The campaign to ensure that all newcomers, new residents as well as relocatingbusinesses – ‘think Fastrack’ must begin.

Task Five

Activity On-Going Support Long term support for Fastrack, steadily building passenger numbers andhighlighting service/ route enhancements.

Aim of Task Developing long term customer promotional and reward campaign.Continuing the programme to urge local residents and businesses to leave their carsat home and trust to Fastrack.

Each of these five tasks is discussed in more detail on the following pages 20 to 26.

DEVELOPING THE PLAN

19.

Part Two

Phase One – Awareness Raising

This task would be expected to contribute to meeting the following Communication Objectives:

Objective 1 Raise Awareness of Fastrack programmeObjective 2 Explain what Fastrack is and what makes it differentObjective 3 Change travel behaviour Objective 4 Demonstrate that Fastrack is essential Objective 7 Maintain political support

The audit reveals just how low current levels of understanding for Fastrack are amongst the range of key audiences. Animmediate task is to begin to raise awareness.

Task Tactics

Agree key messages and Fastrack Marketing Group communicate them consistently Establish the Fastrack Marketing Group, creating a forum to focus on product

messages and their presentation.An immediate task is to agree the brand identity.

Generate consumer awareness, Media Relations understanding and anticipation A regular programme of news and feature material should be placed in the local

media building awareness for Fastrack.

It is essential that there is careful management of the pace of this activity. It isimportant that there is clarity in timing for the project, ensuring that consumers andbusinesses are kept informed, but that their expectations are realistic.Editorial opportunities include:• Celebrate key milestones in the construction of infrastructure.• Announce the purchase of the vehicles, with artists’ impressions and computer

visualisations of Fastrack buses in operation.• Pre-view of bus shelters.• Launch of recruitment drive.

Partners’ MediaMake use of partners existing publications including newsletters, websites, officereceptions etc.

Route MapIt is important that a clear and accessible, map is produced illustrating the Fastrackroutes.The map should indicate proposed routes and scheduled opening dates.

Kent Thameside Newsletter The project could be effectively summarised in a newsletter, to be sent to businessesand distributed through the local community. This would contain a route map, withscheduled opening dates clearly marked.

Differentiate Fastrack from a On-Going Media Campaignconventional bus service Throughout the life of the Fastrack programme, a key task will be demonstrate how

it differs from a conventional bus service.

Media Features Focus media relations features on the aspects that differentiate the service.

Develop Brand Message Develop creative treatment for advertising and other promotional material thatdifferentiates the service from a conventional bus.

Maintain political support National Media/ Regeneration PressA key task of this phase will be to promote the Fastrack message nationally,identifying the new service as a vital component of the Kent Thamesideregeneration, and best practice in the delivery of a public transport based system.

20.

Phase Two – Construction Phase: Managing the change

This task would be expected to contribute to meeting the following Communication Objective:

Objective 5 Minimise Disruption during construction

It is essential that contractors provide effective communications support during construction of the infrastructure. Apriority is to develop and implement a system keeps the public fully informed. Total clarity and integrity must be thehallmarks of this service.

Task Tactics

Create a single point of Providing the media and community with a single point of contact for informationcontact for information would be a major advantage. The Fastrack Marketing Group would provide a forum

to discuss this possibility with contractors.

It is proposed that this information service is named the Fastrack Information Officeand that it provides pro-active and reactive information covering the constructionprogramme for the media and other key target groups.

Pro-active/ reactive It is essential that a highly pro-active approach is taken in providing this informationinformation released resource:

Priorities include:• Building a programme of key dates.• Identifying and planning for specific issues that could cause disruption.• Identifying a representative of the contractor for meetings with key opinion

formers and business organisations.

Keeping the public aware Media Relationsof the disruption Close relationships are needed with the local media, ensuring that a measured,

carefully managed Fastrack information campaign can provide project updates.

Key journalists interviewed for the audit expressed support for the project andwillingness to produce managed updates.

WebsiteUse the website as a dynamic information resource providing regular updates.

Newsletter It is recommended that a newsletter is produced providing clear, accessibleinformation covering the project.

Door DropsTargeting information at individuals most affected will help them feel they are beingconsidered.

Open Day It is proposed that half yearly open days are held, providing a project overview andan opportunity for local people to meet members of the Fastrack team.

Radio Traffic Reports Collaboration with local radio stations and the major motoring associations willensure that information about potential delays is communicated efficiently.

DEVELOPING THE PLAN

21.

Part Two

Task Tactics

Keeping businesses informed Business OrganisationsDevelop links with local business organisations eg. Kent Thameside Chamber ofCommerce. Identify opportunities for providing updates in their publications,newsletters etc. Also speaking opportunities at local business meetings.

The priority will be not only to build links with businesses, but to begin to win themover to the idea of encouraging staff to use Fastrack rather than private cars.

EbulletinA monthly ebulletin can be produced with links to the Fastrack website. This willprovide regular updates, ensuring that businesses are aware of potential disruptionand able to minimise its impact.

Business Media Regular input will be provided to business publications serving North Kent.

Keeping partners and opinion Fastrack Resource Pack formers abreast of progress A comprehensive briefing pack will be provided for Fastrack partners and opinion

formers. This will contain:• Route map• Full details of the commissioning plan• Details of the Fastrack Information Office • Summary of vital role of Fastrack within the Kent Thameside regeneration

EbulletinA version of the ebulletin will also be created for opinion formers.

Council Members Briefings Special briefings will be held on a periodic basis for members of Kent County Counciland Gravesham and Dartford Borough Councils. These will provide an update on thedevelopment strategy and implementation plan.

22.

Phase Three – Launch of Initial Routes

This task would be expected to contribute to meeting the following Communication Objective:

Objective 6 Support the launch of key routes

The launch of Routes A and B will be a key communications challenge. It is important that people know about the serviceand that they are prepared to try Fastrack.

Consideration must, however, be given to the fact that the service will only be partially completed, and that passengerjourneys will be limited initially.

The operators will have a key responsibility for launching ‘their’ services. It is important that these plans are developedin collaboration with the Fastrack Marketing Group.

Task Tactics

Pre-launch awareness raising Media Relations Opportunities• In the months leading up to the launch of the service, profiling media features for

Fastrack will have greater prominence.• To create expectation amongst local people, it is important to build news coverage

for Fastrack, featuring ‘smart’ aspects of the service, demonstrating advantages ofthis service over a conventional bus.

• Pre-launch media opportunities will be identified, for example:

Fun Run Newsworthy activities can create awareness. For example, high profile charity funruns could be organised along the route immediately prior to opening.

Prototype BusThe prototype bus could be displayed at Bluewater and local shopping centres.

Promote the service, Pre-launch Awareness Raising attracting customers Creative advertising solutions will be identified to promote the service. Candidate

media include:• Local commercial radio• Poster sites• Press advertising• Direct mail

High profile launch Set almost 12 months apart, the opening of both Routes A and B must become majorevents, positioned as historic milestones for the Kent Thameside regeneration.This event must be positioned for the national media – eg. a national politician couldbe invited to formally open the route, using Fastrack as an innovative exampledemonstrating how public transport can present a practical solution to urban trafficissues.

Promotional Support Collateral The launch will be supported by developing the following collateral:• Route map• Timetables• Low cost ‘give-aways’ highlighting the web address• Leaflet promoting the service• Website with full route information, downloadable route map and opportunity to

register service feedback

DEVELOPING THE PLAN

23.

Part Two

Task Tactics

( Promote the service, Media Relations attracting customers contd.) A creative media relations campaign will ensure strong media exposure in the early

days of the service eg. performance against targets in the early days; passengerresponse to the vehicles etc.

Issues ManagementThe Fastrack Information Office will ensure that any media issues are dealt withquickly and efficiently.

Maximise the use of Fastrack Media Features/ Creative News OpportunitiesDemonstrate that travelling by Fastrack is quicker, ‘less hassle’ and better for thelocal environment.The local media’s interest in human interest stories could be met by featuring KentThameside people, demonstrating how travelling by Fastrack is a more efficient andsatisfactory approach to travelling in Kent Thameside.

Win Support from BusinessesA priority will be to seek support from businesses, urging them to encourage/incentivise their staff to travel by Fastrack.Also, to gain their involvement, businesses could be offered a local map showingtheir office location plus Fastrack routes for use by staff and visitors.

New Homes Developments Newcomers to Kent Thameside should be introduced to the Fastrack culture fromtheir arrival at Kent Thameside.Collaboration with new homes developers should touch on discussion of specialpromotions, as well as the inclusion of Fastrack details in information packs.

Proximity Posters/ Rail Station Posters Collaboration with other transport operators should identify opportunities for crosspromotions. Adshel and station poster sites should be considered to promote theservice. This activity can be targeted at members of the public that have most to gainfrom the new routes.

Competitions Running competitions through the local media is a further way to engage localpeople. Carefully structured copy and questions will focus attention on key factssuch as routes, opening dates and journey time.

Manage expectations Manage Media Agenda Achieve clarity in explaining routes that are open. At this critical early stage in theproject, it is essential that all users have a good experience with the new service,and that they positively endorse the new service. This demands that theirexpectations are exceeded.

Don’t ‘Oversell’It is essential that promotions and media relations activity do not ‘over promise’benefits of Fastrack and there is clear understanding of when routes will open.

24.

Phase Four – Launch of CTRL

This task would be expected to contribute to meeting the following communication objectives:

Objective 1 Raise awareness of Fastrack programme

Objective 4 Demonstrate how Fastrack is essential

Connecting Kent Thameside to Central London in just 15 minutes and Paris in two hours, the opening of CTRL will be thefactor that gives a huge boost to the regeneration of the area. Fastrack must be featured in the high profile mediainterest that will focus on Kent Thameside at this time.

The message that must be communicated clearly to opinion formers, national decision takers and local people is thatwithout Fastrack the whole of Kent Thameside will not be able to benefit from the regeneration opportunity sparked bythe opening of CTRL.

Task Tactics

Collaboration with London and Launch Event Continental Railways Fastrack’s integration with CTRL should be highlighted through the launch activity.

Reach businesses relocating Commercial Site MarketingFastrack should be established in the minds of businesses relocating to KentThameside from the earliest planning stage.Collaboration with the teams responsible for promoting Kent Thameside will ensurethat Fastrack information is included with promotional material and informationpacks.

Reaching New Businesses Businesses relocating to Kent Thameside will be approached and provided withcomprehensive travel information for their staff.

Reach new residents With the launch of CTRL, the pace of new homes development at Kent Thameside willincrease.

DEVELOPING THE PLAN

25.

Part Two

Phase 5 – On-Going Marketing Communications Support

This task would be expected to contribute to meeting the following communication objectives:

Objective 1 Raise Awareness of Fastrack programme

Objective 3 Change travel behaviour

Objective 4 Demonstrate how Fastrack is essential

Objective 7 Maintain political support

Building a successful, long term brand focused on the Fastrack vision and values requires strategic planning andsustained activity. It must make use of all types of media and match appropriate creative messages to each marketsegment.

The brand will build, with the service developing, reaching a pivotal point in 2011 when route C will open, connectingEastern Quarry with Ebbsfleet and the Swanscombe Peninsula.

Task Tactics

Build passenger numbers Customer Promotions The project will move into a A range of creative promotions will be developed for Fastrack.phase of steady brand development, management and continuous improvement.

Customer Reward Programmes Fastrack must become an essential part of passengers’ lives, and rewardprogrammes could be developed to encourage regular use.

Joint Promotions Identify scope for joint promotions with CTRL; railway companies; retail and leisureattractions eg: Bluewater.

Creative Media Relations Support A creative, long term media relations campaign is needed to keep Fastrack in thepublic eye.

Advertising Support Creative advertising support will be needed to maintain focus for the service.

Launch of enhanced service/ Strong Media Relations Opportunitynew lines Local media opportunities will be created by the launch of new routes.

Direct Mail CampaignTactical use of direct marketing will focus on audiences that will benefit from newroutes.

26.

Fastrack Programme 2004 – 2011

2004

Autumn - Work Begins

on both Routes A and B

2005

May - Vehicles ordered

for Route B

Mid - First section of

route A opens

Date

Fastrack Schedule

Phase One: Initial Awareness Raising

Establish Fastrack Marketing Group

Develop initial marketing collateral including route map; produce introductory leaflet; develop

image library etc

Develop detailed media relations programme

On going pro-active media relations

Establish press office resource

Field media enquiries

Phase Two: Communications Support During Construction

Hold discussions with contractors - agree communications roles and responsibilities

Provide Fastrack information office

Communicate with business across region; e-bulletin etc.

Community communications programme (newsletter, door drops, open days etc)

Develop Fastrack resource pack

Council members briefings

Phase Three: Launch of Initial Routes

Pre-launch service promotion

Launch of service

Proactive supporting media campaign

Phase Four: Launch of CRTL / Opening of Ebbsfleet Station

Fastrack focussed launch event

Proactive supporting media relations

Phase Five: Ongoing Marketing Communications Support Website

Launch initial site

Update site CONSTRUCTION PHASE

Section 6 – Communications Overview

2006

Spring - Opening for

Route B

2007

Mid Year - Full Route A

opens

Ebbsfleet Station/CTRL

opens

2008 2009 2010 2011

Pivotal Point for

Fastrack - Service

crosses Eastern Quarry

CROSSING EASTERNQUARRY

OPENING OFEBBSFLETTSTATION/CTRL FULLROUTE A OPENOPENING OF ROUTE B

Section Seven

Measuring Communications Achievement

As part of this planning process, the audit undertaken (see appendix) has given us pointers on a number of issuesincluding current awareness and understanding of Fastrack.

These will be very helpful in planning the first phase of activity but more research is needed to properly track what willbe a substantial and lengthy communication process.

What should we measure?

• unprompted awareness

• prompted awareness

• understanding of key issues (say top 10 aspects from ‘What is Fastrack?’ to ‘Why do you believe Fastrack to beimportant?’ and fare/price issues)

What method is required?

This should be discussed with a research company (Strategy can do this on your behalf) to determine the mix oftechniques required, e.g. telephone survey for businesses, postal survey for key groups of residents, e.g. particularlyaffected by construction, on-street questionnaire for shoppers.

What frequency will be necessary?

After an initial benchmarking check, it’s envisaged that research be undertaken every 12 months or at intervals relatedto key project developments, e.g. prior to full Route A opening.

Conclusions and Action

Reporting to the Fastrack Marketing Group should be made by the research company and the appointedcommunications agency – this should include an appraisal of the communications programme progress and anyrecommendations for changes in weight of activity and focus for the next stage of the programme.

NB Strategy Communications and Masters and Sparkes would recommend that this research activity be planned andimplemented by November 2004 prior to any major communications activity.

28.


Part 3: Fastrack Branding

Part Three

Fastrack Branding

What are we communicating?

Fastrack is not just a new urban transport system, nor will it be ordinary in any sense. What is being created will helpKent Thameside realise the potential planned for it over the next 20 to 30 years and, in so doing, make Kent Thameside abetter place to work, learn, shop, play and for businesses to invest.

The values we want to instill in Fastrack are based on:

Attributes

• A reliable service that gets passengers to their designations when it says

• Frequency of service that fits in with people’s lifestyles

• Fares that are affordable

• Keeps passengers informed throughout real-time information screens

• Connects with most major developments in Kent Thameside

• Is integrated with other public transport systems for London, UK and mainland Europe

Destined to become the transport of choice for those who live and work in Kent Thameside.

Qualities (Top 10)

• Predictable

• Fresh and different

• Smart

• High quality

• Innovative

• Safe

• User-friendly

• Clean

• Comfortable

• Part of the community

Who do we want to influence?

This may seem obvious but we have a wide range of target groups to communicate with – all of whom need to beinformed and involved but, in the final analysis, it’s the local communities and businesses that will make Fastrack asuccess.

The brand will need to have a broad appeal but the more focused it can be on the end-user, the stronger it can be – sothe brand needs to be developed with this end objective in view

32.

How will our Branding succeed?

In our everyday world, thousands of messages compete for our attention – some very successfully, some less so.

For Fastrack to cost-effectively achieve its communication objectives, we need branding to be successful in four mainrespects:

Personality

To achieve recognition, to represent the strong, positive values we want Fastrack to engender/capture and toachieve memorability – we need to build a clear, positive personality. This needs creativity, clarity pluscomplementary images and messages and has to be clearly applied.

Value for Money

There is rarely sufficient budget to achieve the coverage and frequency/repetition of messages needed to realiseboth ‘top of mind’ and the auto-response that makes for creation of a buying habit. Clear branding will minimisewasted effort and maximise the effect of the Fastrack communications spend.

Practical Issues

Different media, different types of message (editorial integrity versus creativity in paid-for media), planned activitiesand last minute opportunities – programmes need to provide for numerous demands whilst maintaining consistency;branding will act both as the central reference point and the source of origination material that helps meet thepressures of communication professionals.

Weight of Activity*

We need to ensure that weight of activity, continuity of effort and clarity of message come together to build thebrand awareness, values and product habit that is the end purpose of the communications and branding. Whateverthe mix of activities, they must achieve a minimum threshold of effort (expenditure) to realise the objectives –spending just too little will not deliver the objectives at the right time; we should be interested only in success.

How should we apply this?

Corporate Design as a constant

As Fastrack moves towards its launch date, the corporate design must be a constant, underpinning the productvalues and building an exceptional communications asset (which can be loaned to the operator)

It is intended to create and develop branding based on Fastrack meeting the needs and aspirations of the peoplewho live, work, learn and play in Kent Thameside.

This design project will control the ongoing design process – its development, practical issues as well as theimplementation of the messages themselves.

* see appendix ‘Building Brand Values’

FASTRACKBRANDING

33.

Part Three

Establishing the tools for success

It is essential that the new branding is adopted throughout the programme and that the guidelines are adhered to whenplanning, managing and implementing the Fastrack branding. The principles to be followed are:

Clarity

To establish a clear, logical, legible presentation of Fastrack

Quality

To guarantee that all communication has a clear identity that complements the high quality of Fastrack

Consistency

To ensure that design and production of all communication material use the same elements

Control

To ensure that the presentation of Fastrack is correctly applied to a high standard

Practical Help

The corporate elements will be readily available in electronic formats together with picture documents and key phrasesand descriptions (texts) – these can be downloaded from the controlled access section of the Fastrack website –www.go-fastrack.info

Allocation of a user access code can be gained by contacting:

David George, Fastrack Development [email protected]

Hi-res images/picture documents are available on request via email, broadband or on CD: instructions and hotlink onthe website for access code holders

34.

BUILDING BRAND VALUES - The Foundations for Achievement

FASTRACKBRANDING

35.

BrandValues

Logo recognitionand strapline

Paid for/brand promotion, e.g. journaland broadcast advertising, transportposters/cards, venue posters, doordrops, direct mail to businesses.

Own media, e.g. website, stationery, Powerpoints, VisitorCentres/reception displays/bill envelope stuffers, site boards,

vehicle livery, partner material.

Public interest/local media editorial PLUS special interest,nationally targeted editorial.

Fastrack Corporate GuidelinesThis document contains details for the correct application of the Fastrack design elements.

Edition One 4. 04

Fastrack CorporateGuidelines

This section contains details for the correct application of the Fastrack design elements.

Edition One 4. 04

The cornerstone of the Kent Thameside identity is the logo

The actual logos must never alter under any circumstance. Approved versions can only be scaled up or down in size

without altering its proportions as stated.

To ensure consistency these guidelines must be adhered to at all times.

Colours

The principal colours of the Fastrack identity are Pantone 276 and Pantone 485.

To form the logo for all print items use Pantone 276 and Pantone 485. To ensure colour consistency please refer to one

of the appropriate colour models shown below.

CMYK

Cyan 100%

Magenta 72%

Yellow 00%

Black 06%

CMYK

Cyan 00%

Magenta 100%

Yellow 100%

Black 00%

KTS Colours not Laminated

Pantone 276 Pantone 485 Pantone 276 Pantone 485

NB. This document is digitally printed in 4 colours - for accurate colour matching

please refer to a Pantone Colour Swatch book.

Colours Continued

The preferred reproduction is in the 2 special Pantone colours, however, the logo can be reproduced out of a four

colour process. Should the job necessitate a single colour version may also be used. Please see examples below for

variations

The logo version used will depend on colours available and the background it will be appearing on.

It is acceptable to use logo on top of a background other than the Pantone 276, including photographs, at the

designer’s discretion, providing legibility is maintained.

Pantone Four Colour Process

Single Colour

Sizing and exclusion zones

To maintain the identity of the Fastrack Logo an exclusion zone of 2x must be left around the logo at all times.

There is no set maximum size usage for the logo but it must not appear any smaller than 15mm in width.

x

2x

2x

15mm

x

2xx

x

2x

x

GET AROUNDTO WORK, LEARN, SHOP & PLAY

GET AROUNDTO WORK, LEARN, SHOP & PLAY

STAGE ONE

Extending logo for additional uses

It is possible to extend the Fastrack logo to include the mission statement, if the following guidelines are met.

The text is set in Kabel DM, all upper case with a cap height of x, letter spaced an extra 10% of an em space over all

letters. The same rules apply for sizing and exclusion zones.

x

2xx

x

2xx

GET AROUNDTO WORK, LEARN, SHOP, PLAY, LONDON & THE CONTINENT

GET AROUNDTO WORK, LEARN, SHOP, PLAY, LONDON & THE CONTINENT

STAGE TWO

Typography

Typography plays an important role in creating a consistent look.

The Kabel family has been selected for Fastrack and has many weights and variations in its family, allowing designers

scope for creativity without compromising the Identity.

These are all available for PC or MAC format

Kabel

Kabel BOOK

Kabel Medium

Kabel Demi

Kabel Bold

Kabel Ultra

Fastrack Stationery

Letterheads may be created using the following guidelines as a template. Please also ensure all other guidelines are

met when using the colours and logo. Continuation pages are to be plain paper.

Fastrack Kent Thameside Del iver y Board, Gravesham, Kent , AB1 AB2 T:01 000 000000 F: 01 000 000000 www.go- fastrack .org


Business Card and Compliments Slip

With Compliments

David George, Fastrack Development Manager

Fastrack Kent Thameside Del iver y Board,Gravesham, Kent , AB1 AB2 T:01 000 000000 F: 01 000 000000 www.go- fastrack .org

10mm

15mm22mm

40mm

Fastrack Logo40mm wide

10mm from left hand edge of page10mm from top of page


2 colour print Pantone276 and Pantone 485

Fastrack Strapline

The Fastrack strapline highlights the benefits of getting around Kent Thameside and enjoying all it has to offer.

Stage two to be added in 06/07 programmes and onwards

STAGE ONE

GET AROUNDT O W O R K , L E A R N , S H O P & P L AY

STAGE TWO

GET AROUNDT O W O R K , L E A R N , S H O P, P L AY, LO N D O N & T H E C O N T I N E N T

Print and Display for Fastrack

Print items may be created using the following guide lines as a template. Please also ensure all other guidelines are met

when using the Fastrack colours and logo. These documents are for reference only

The Kent Thameside region is

the future place to live, work

and play. I t is UK’s most

exciting and well-advanced

regeneration scheme. It is

among Europe’s largest. It

embraces some 22 square

The Kent Thameside region is

the future place to live, work and

play. It is UK’s most exciting and

well-advanced regeneration

scheme. It is among Europe’s

largest. It embraces some 22

square miles in the boroughs of

ABOUT US

IN THIS ISSUE

Discover Fastrack the easyway to get around

Fastrack Gravesham Borough Council, Gravesham, Kent AB1 AB2 T: 01 000 000000 F: 01 000 000000 www.go-fastrack.org

It's easy way to get around to

work, learn, shopand play

The Kent Thameside region is the futureplace to live, work and play. It is UK’smost exciting and well-advancedregeneration scheme. It is amongEurope’s largest. It embraces some 22square miles in the boroughs of Dartfordand The Kent Thameside region is thefuture place to live, work and play. It isUK’s most exciting and well-advanced

natural environment. And at the heart ofKent Thameside lies another uniquecomponent: “Green Grid”.The KentThameside region is the future place to live,of Kent Thameside lies The Kent Thameside region is the futureplace to live, work and play. It is UK’smost exciting and well-advancedregeneration scheme. It is amongEurope’s largest. It embraces theboroughs of Dartford and Graveshambeside the River Thames built and naturalenvironment. And at the heart of KentThameside l ies another uniquecomponent: “Green Grid”.The KentThameside region is the future place to live,work and play. It is UK’s most excitingand well-advanced regeneration scheme.It is among Europe’s largest. It embracessome 22 square miles in the boroughs ofDartford and Gravesham beside the RiverThames Dartford and Gravesham besidethe River Thames built and naturalenvironment. And at the heart of KentThameside l ies another uniquecomponent: “Green Grid”.The KentThameside region is the future place to live,work and play. It is UK’s most excitingand wel l-advanced Dar tford andGravesham beside the River Thames

The Kent Thameside region is the futureplace to live, work and play. It is UK’s mostexciting and well-advanced regenerationscheme. It is among Europe’s largest. Itembraces some 22 square miles in theboroughs of Dartford and Graveshambeside the River Thames. About onequar ter is a l ready identi f ied forenvironmental or economic regenerationbeside existing communities. Over thenext 20 years or so, it will set newbenchmarks for quality of the

Dartford and Gravesham beside the RiverThames built and natural environment.And at the heart of Kent Thameside liesanother unique component: “GreenGrid”.The Kent Thameside region is thefuture place to live, work and play. It is UK’smost excit ing and well-advancedregeneration scheme. It is among Europe’slargest. It embraces some 22 square milesin the boroughs of Dar tford andGravesham beside the River Thames

About one quarter is already identified forenvironmental or economic regenerationbeside existing communities. Over thenext 20 years or so, it will set newbenchmarks for quality of the built and

n e w s

Qua

rter

ly N

ews

Issu

e N

o 1.

Spr

ing

2004

A4 Newsletter, 210x297mm

A4 Leaflet, 210x297mm

GET AROUND T O W O R K , L E A R N , S H O P & P L AY

A4 Leaflet, 210x297mm

Possible application of Fastrack Livery


Part 4: Website

Part Four

Website Recommendations

A Developing Site

The key factor is the journey this project will go through from initial sponsorship, political support and funding to theultimate delivery of a successful community transport system.

We recommend that the website reflect/anticipate the stages of the ‘journey’ with structure and content aimed at thetactical needs at each point.

We envisage planning ahead to the start-up of Stage I of Fastrack and the possible ‘loan’ of the site (or part of it) as amarketing asset to the operator and working back through each of the delivery stages which need to beanalysed/identified. It is accepted that there may not be any clear cut-off points as communication objectives areachieved so an evolutionary approach is envisaged.

URL Proposal

Needs: • short and memorable

• should suggest ‘public service’ credentials (not commercial)

• search engine friendly

• available

Recommendation*: www.go-fastrack.info

www.go-fastrack.org

www.go-fastrack.co.uk

www.go-fastrack.com

Registration: All of the above options set up so all or any bring up site

*www.fastrack.co.uk is unavailable

Technical Issues

HOSTING The site can be hosted on the M&S server in parallel with the KTS main site andimage library site at a nominal monthly cost

HOTLINKS These would be set up as click-on icons for complementary sites, e.g. KTS, CTRL,CrossRail, BlueWater, KCC Projects

DOWNLOADS/ Devised for partners (if required) and media access/information

PASSWORD download/interview requests/hi-res image request service etc.

PROTECTED AREAS where we can control both access and timing.

CMS Bespoke Content Management System is recommended to enable the Fastrackdelivery team to self-update/manage the site content (from their own offices).

VISITOR TRACKING Weekly, fortnightly or monthly reporting process tailored to provide informationrequired by the Fastrack team, e.g. site visits, page hits, visit duration, downloads,number of email contacts.

58.

In Summary

This can be the ‘core’ information and reference point for the communications programme and should be developed tobecome a ‘must visit’ facility for a large number of interested individuals, groups, partners, sponsors and the media.

A PRELIMINARY WEBSITE HAS BEEN CREATED TO SHOW STRUCTURE, TREATMENT AND EXAMPLEINFORMATION/CONTENT AND THIS CAN BE VIEWED BY VISITING: www.mastersandsparkes.co.uk/ft

What Factors will make the Website a Success?

• Simple, memorable domain name

• easily adaptable/extendable structure

• Fast download time

• Easy navigation

• Rewarding to visit/up to date

• Downloadable material: maps/timetable/press releases

• Community input

• Contact facility

• Valuable resource for the media

• Delivering a sense of reality

WEBSITE

59.

Part Four

60.

Community

Business

Downloads

Contact us

News

What's New

FASTRACK HOME PAGE

What's FastrackOverview

Fastrack Aims

History of KTS

Who Benefits

PTOD

Stakeholders

Route

2005 Service

2006 Service

2007 Service

2011 Service

2018 Service

Track

Vehicles

CountdownCountdown

First Services

Fares

Timetable

North Dartford

LTP Scheme

WEBSITEEXAMPLEPAGES

61.

Part Four

62.

WEBSITEEXAMPLEPAGES

63.


Part 5: Action Required: May – October 2004

Part Five

Action RequiredImmediate Priorities (May – July 2004)

COMMUNICATIONS PROGRAMME

We recognise that the first Fastrack services start in just over twelve months. We believe that a lot of preparatory workis required before then. Our recommendations for immediate priorities for the Fastrack Project Board are as follows:

• Establish the Fastrack Marketing Group as set out in part two, section five

• Create the Fastrack Information Office – also set out in part two, section five

• Implement preliminary work for supporting promotional material

• Website development hosting

• Appoint communications agency to develop tactical twelve month media relations plan for awareness building asset out in part two, section six, phase one.

SUPPORT MATERIAL

To enable an effective ‘start-up’ of the programme, key items of material must be produced and implemented and thefollowing are strongly recommended:

• Website: development, domain registration, hosting and launch

• Image library: create, assemble, master CD

• Partners Pack: supply logos, Powerpoint, graphics panels for reception areas

• Media briefing pack: Key facts, descriptions plus images on CD

• Print material: simple information leafletgeneral folder/wallet

• Advertising creative development: devising design and treatment for leaflets, ads, posters

66.

ACTIONREQUIRED:MAY –OCTOBER2004

67.

BUDGET ALLOWANCES (May to October `04)

To fulfil the recommendations set out for the initial start-up of the Communications Programme over the next 6 monthswill require an investment in tactical communications activities and the creation//implementation of key material.

THESE REQUIREMENTS ARE ESSENTIAL TO GIVE INITIAL IMPETUS TO THE PROGRAMME

Tactical Communications Support £

For Strategy Communications to provide 3 days support per month over this period (6) at a cost of £1,500 pm* to:drive the communications programme, provide liaison, advice and material to the Fastrack Management Group and Fastrack Information Office plus national and local media and establishthe initial media relations activities. 9,000

9,000

Key Material

For Masters and Sparkes to provide liaison, design and production services to implement/supply the following:

Website - Stage One completion of site ,domain name registration(4 options), site hosting for 12 month period and launch with search engines 3,000

Image Library – undertake one day location photography, gather other Royalty Free Images, create 6 `Route` maps to reproduction standard and supply on CD. 2,500

Partner`s Pack – create Powerpoint Presentation, supply logos and maps on CD, originate and produce small floor-standing graphics pane l(x10). 4,250

Media Briefing Pack – assembling maps, pictures, basic texts and descriptions and supplying on CD (x 25) 625

Print Material – originating and printing simple information leaflet ( DL,6pp,1000 copies) for general use plus general folder/wallet (4pp with pocket,500 copies) 3,000

Advertising Creative – concept and design treatments for initial display graphics, leaflet, wallet, press ad. 2,500

15,875

*NB i) We would recommend that this fee be reviewed on a three monthly basis to ensure clarity of outputs and timerequired to meet stated objectives. This would be complemented by a monthly ‘status’ meeting. These meetings wouldbe used to review tasks achieved and tasks planned for the forthcoming month.

ii) All these costs are subject to confirmation after agreement on specification detail and before your commitment ismade.


Appendix

Appendix

COMMUNICATIONS AUDIT IN DETAIL

Communications Audit

To achieve an understanding of current perceptions of the project from key stakeholders, local businesses, members ofthe public and journalists in North Kent, an initial ‘representative sample’ audit was undertaken by members of theStrategy Communications team. This exercise provides a snapshot of the current profile and perceptions of Fastrack.

Methodology

To achieve consistency through the discussions, interviewers used a standard, framework questionnaire developed andagreed with the Fastrack team. Organisations interviewed included:

• Local Media

In-depth interviews were held with the following journalists:

• Alan Watkins (Kent Messenger)

• Trevor Sturgess (Kent Business Editor)

• Rex Cooper (Kent Profile)

• Lauren Abbott (Gravesend Messenger)

• Lucy Brinicombe (Newshopper)

• Clive Branson (Commercial Property Register)

• Nick Mercer (South East Business)

• Caroline Chick (Dartford Messenger)

• Kent Thameside Developers

To understand the strength of commitment to the project, interviews were held with the following developers.

• Land Securities

• Countryside Properties

• Lafarge

• Copthorn Homes

• Local Authority Members

Confidential, in-depth interviews were held with a selection of local authority members from Dartford BoroughCouncil, Gravesham Borough Council, Kent County Council.

• MPs

Strategy interviewed Dr Howard Stoate MP at the House of Commons.

70.

• Local Business organisations

Telephone conversations were held with the following business organisations.

Kent Thameside Chamber of Commerce

Royal Institute of Chartered Surveyors

Telephone interviews were also held with a variety of businesses based across Kent Thameside.

• Local Communities

In-depth face-to-face interviews were held with existing residents at shopping centres in Dartford, Gravesendand at Bluewater.

Awareness of and attitudes towards the project concept and rationale

What is your understanding of Fastrack?

How did you hear about the project?

What do you understand to be the main reason

for developing Fastrack?

How important is the development of Fastrack

to Kent Thameside?

Why do you believe Fastrack to be important?

Who will be the principle beneficiaries of the Kent

Thameside regeneration?

Awareness of attitudes towards specific project aspects

What precisely is Fastrack?

What will make it attractive to users?

Are you aware of the project phases?

Who do you believe is responsible for making Fastrack happen?

What is the probability of Fastrack being developed?

Do you like the name Fastrack?

Views of Public Understanding of the Project

What do you believe the public perception of Fastrack is?

How great is the level of public understanding?

How best can we communicate with the public?

APPENDIX

71.

Appendix

PROJECT CONCEPT AND RATIONALE

Question 1 – Understanding of Fastrack

Stakeholders

All stakeholders had some understanding of Fastrack, but none had the confidence to say that they fully understood theproject.

Businesses

Nearly 40 per cent of businesses claim to have some understanding of Fastrack and none claim to fully understand theproject. 60 per cent have no knowledge of the project.

Public

Just 25 per cent of members of the public believe that they have any understanding of Fastrack.

Media

Local journalists are the most confident group, with all interviewees claiming some knowledge of the project and onejournalist who believed that he had a full understanding of Fastrack.

Q1 - Understanding of Fastrack Stakeholders Businesses Media Public Total

Fully understand 1 1

Some understanding 10 5 7 5 27

No understanding 8 15 23

Total 10 13 8 20 51

72.

2%

Fully understand

Some understanding

No understanding45% 53%

Question 2 – How did you hear about the project?

Stakeholders

Fastrack/ local authority officer briefings are the basis for stakeholders’ understanding of the project.

Business and Public

Although one business interviewed had received a briefing from the Fastrack team or local authority officers, as a rulethe business representatives and members of the public had obtained their project understanding from the media.

Q2 - How have you heard about the project Stakeholders Businesses Media Public Total

Media 6 5 6 17

Briefings 6 1 1 8

Newsletter/leaflets 3 1 1 5

Kent Thameside Association 1 1 2

Have not heard of the project 4 12 16

Other 2 1 3

Total 10 13 8 20 51

Question 3 – What do you understand to be the main reason for developing Fastrack?

Responses to this question varied considerably. Noticeably, perspectives were impacted by the level of projectunderstanding. Local businesses most commonly cited improving public transport in the developed areas – therebydemonstrating an understanding of the role of Fastrack. Views of stakeholders (those most closely associated with theproject) concentrated on the benefits of non-car borne transportation and delivery of the regeneration programme.

A common theme was the recognition that there was an intrinsic need to ‘move people off roads’. By and large therewas an appreciation that the purpose of Fastrack was to take the pressure off the existing road network – withoutdemonstrating an appreciation that the volume of local people would be significantly increasing.

APPENDIX

73.

4%6%

10% Media

Briefings

Newsletter/leaflets

KTA

Have not heard of the project

Other

16% 33%

31%

Appendix

Question 4 – How important is the development of Fastrack to Kent Thameside?

Most of the respondents were keenly aware of how important Fastrack would be to Kent Thameside. Four of thestakeholders regarded Fastrack only as ‘quite important’. Q4 - How important to the development StakeholdersBusinesses Media Public Total

of KTS is Fastrack?

Essential 5 4 3 12

Quite important 5 9 5 7 26

Waste of time and money 1 1

Don't know 12 12

Total 10 13 8 20 51

Question 5 – Why do you believe Fastrack to be that important?

There was a direct correlation between the perceived importance of the project and the nature of the response.Respondents who regarded the project as ‘essential’ in turn highlighted ‘woeful inadequacy of the existing roadnetwork’ and the ‘sustainability for the new development proposals’.

One stakeholder specifically raised concern to this question with regard to the quantum of development – and the beliefthat Fastrack was in essence supporting unreasonably high densities; ergo, without Fastrack the densities simply couldnot be so high – which is their preferred solution.

Where the level of project knowledge was weakest – amongst members of the general public – responses includedreduction in the use of natural resources and the importance of public transport in the 21st century.

74.

2%

24%Essential

Quite important

Waste of time and money

Don't know

24%

50%

Question 6 – Who will be the principal beneficiaries of the Kent Thameside regeneration?

Opinion was clearly divided (by nature of the ‘open’ question). It was interesting to note that businesses were identifiedas a clear winner. Stakeholders consistently identified that local communities were likely to gain, however there wasalso a view that they would also lose out as a result of disruption due to the ongoing works.

Q6 - Who will benefit from the Stakeholders Businesses Media Public TotalKTS regeneration?New residents 4 2 4 1 11

Existing residents 3 3 1 7

Kent 1 1

Local community 1 2 2 5

Passengers 1 1

Everyone 2 3 5

Businesses 1 2 4 1 8

Don’t know 3 1 4

Property developers 1 1

Council/ local authorities 1 1 2

Investors 1 1

Younger generation 1 1

Total 13 13 14 7 47

SECTION 2 – YOUR UNDERSTANDING OF THE FASTRACK PROJECT

Question 7 – What is Fastrack?

While a majority believed Fastrack to be a bus based system, there remains considerable confusion of the precise natureof the system.

Q7 – What is Fastrack? Stakeholders Businesses Media Public TotalBus 8 4 5 5 22

Tram 1 3 1 4 9

Light rail system 1 1 1 3

Fully integrated public transport system 1 1 1 3

Don't know 4 10 14

Total 10 13 8 20 51

APPENDIX

75.

6%6%

Bus

Tram

Light rail system

Fully integrated public transport system

Don't know

18% 43%

27%

Appendix

Question 8 – What will make it attractive to users?

While it is easy to recognise that cost, frequency and reliability are regarded as essential by users of the Fastracksystem, significant mention was made with regard to the proposed routing.

From an anecdotal perspective, reference was made to the importance of Fastrack being accessible to both the new andexisting communities.

Given the perceived parallels between Fastrack and a normal bus service, members of the general public believed that itwould be as poor as existing bus services – even when a ‘dedicated lane’ was discussed. Other respondents did arguethat they believed that ‘a complete culture shift was required – and this would include clear articulation of the servicebenefits as weighed against existing public transport services’.

Q8 – What will make it attractive to use? Stakeholders Businesses Media Public TotalCost 4 8 6 13 31

Frequency 2 5 3 2 12

Reliability 2 3 3 4 12

Comfort 2 1 3

Speed/fast 1 2 3

Convenience 1 1

No parking 1 1

Flexibility 1 1

GPRS 1 1

Easy ticket purchasing 1 1

Well designed 1 1 1 3

Accessibility (route) 2 3 1 5 11

Safe 2 1 3 2 8

Cleanliness 1 2 1 4

Efficiency 1 1

Promoted 1 1

Free of charge for OAPs 1 1

Total 23 25 18 29 95

Questions 9,10, 11 and 12 – Phasing

There was little understanding of the concept of phasing – especially from members of the general public or localbusinesses. Even the journalists who were familiar with the concept demonstrated little detailed knowledge of what thephasing would entail.

The reasoning behind the phasing programme was perceived to be cost related by a majority of respondents – althougha further element of cynicism was injected by some journalists who believed that development of the later phases wouldbe dependent on the success of the early phases.

Of interest however was the disparity in understanding from stakeholders. Some believed that the first phase would linkDartford Park to Dartford Town Centre and open in 2008 and that this would be followed by a link to Eastern Quarry in2009 and on to Gravesend in 2010. Contrastingly an officer from one local authority believed Phase 1 would linkDartford to Greenhithe, but had no understanding of either the timetable or subsequent phases.

A private sector stakeholder understood that Fastrack would be developed in line with the development timetable forprojects across Kent Thameside as this would provide the critical mass of users – however he did not know where eachphase would take place – or when communities might be served.

76.

Question 13 – Who do you believe is responsible for making Fastrack happen?

Q13 – Who is responsible for Fastrack? Stakeholders Businesses Media Public TotalCentral Government 1 1

Kent County Council 3 3 1 3 10

Local authorities 1 1 1 5 8

Developers 0

Partnership 3 7 6 16

Kent Thameside Delivery Board 2 2

Don't know 1 2 11 14

Other 0

Total 10 13 8 20 33

Question 14 – Probability of Developing Fastrack

It was both important and reassuring that not one respondent thought Fastrack unlikely not to be developed. However,certain stakeholders regarded it only as probable rather than certain. This may be as a result of ‘inside knowledge’ orcynicism – nevertheless, there was an element of expectation that Fastrack would indeed be developed.

Q14 – Probability of developing Fastrack? Stakeholders Businesses Media Public TotalCertainly 6 1 3 1 11

Probably 4 11 5 9 29

Unlikely 0

Don't know 1 10 11

Total 10 13 8 20 51

APPENDIX

77.

4% 2%

16%Central Government

KCC

Local authorities

Developers

Partnership

KTDB

Don't know

20%

31%

27%

0%

22%

Certainly

Probably

Unlikely

Don't know22%

56%

0%

Appendix

Question 15 – Do you like the name Fastrack?

The name Fastrack does not give rise to strong feelings. There were two examples of strong antipathy – but significantlyit achieved cross party approval.

Q15 - Do you like the name Fastrack? Stakeholders Businesses Media Public TotalLike 5 6 3 7 21

Indifferent 3 5 2 4 14

Dislike 2 2 3 1 8

Total 10 13 8 12 43

SECTION 3 – KEEPING THE LOCAL COMMUNITY INFORMED

Question 16 – What do you believe the public perception of Fastrack is?

Q - What do you believe the public Stakeholders Businesses Media Public Totalperception of Fastrack to be?Very positive 1 1

Positive 3 1 3 1 8

Indifferent 6 8 5 1 20

Negative 1 1 2

Very negative 0

Don't know 2 2

Total 10 13 8 2 33

78.

6%6%

0% Very positive

Positive

Indifferent

Negative

Very negative

Don't know

6%

24%

58%

19%

Like

Indifferent

Dislike

33%

48%

Question 17 – How great is the level of public understanding?

While this question was not directed at members of the public – there was a distinct and clear view that understandingwas limited. Not one member of the business community or any of the journalists questioned believed that the publichad a clear understanding of the project.

It was interesting to note that stakeholders believed that public understanding was more developed – thoughanecdotally, there was an element of hope that the level of knowledge was higher than nil.

One stakeholder articulated that ‘while I don’t believe local people know what is going on, it’s too early now to try toarticulate that – there will be time to do so as we move closer to it.’

Q17 – How great is the level of public Stakeholders Businesses Media Public Totalunderstanding on Fastrack?Strong awareness 0

Some understanding 3 1 3 7

No understanding 7 12 5 2 26

Total 10 13 8 2 33

APPENDIX

79.

0%

Strong awareness

Some understanding

No understanding

21%

79%

Appendix

Question 18 – How could we communicate better?

As an open question, this drew out a considerable range of responses. The importance of developing clear andaccessible reading material was cited by many respondents from across the spectrum.

While the media was cited by over one third of respondents, anecdotally there was an appreciation that this was not anexhaustive process and as such should be supported by a range of public engagement activities such as exhibitions andpublic meetings.

With specific regard to the business community, stakeholders felt that they could best be reached through the Chambersof Commerce, the provision of detailed written information and use of the Town Centre Partnerships. Contrastingly, localbusinesses highlighted the standard methods of the local media and simple leaflets as the best means ofcommunication.

Q18 – How could we communicate better? Stakeholders Businesses Media Public TotalPublic meetings 1 1 2

Business presentations 3 1 1 5

Seminars/conference 1 1 1 3

Local media 7 8 8 1 24

Leaflets/factsheets 6 7 2 15

Exhibitions 4 1 2 2 9

Through Chambers of Commerce 1 1 2

Face to face briefings 4 1 5

Website 1 1

Newsletter 2 2 4

Bus Back Adverts 1 1

Advertising 1 1 2

Community events 1 1 1 3

Total 30 24 17 5 76

80.

a communications and branding plan for...

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