What’s in a Name? Your Organization’s Identity

Sometimes a name change is exactly what an organization needs to refresh its identity, energize staff, and reintroduce itself to the community. But what happens when a name change doesn't work?

The Brattleboro Retreat was founded in 1834 as one of the earliest psychiatric hospitals in America, modeled on The York Retreat in England and based on the Quaker concept of "moral treatment." In the late '90s, the organization, which had grown into a 149-bed mental health and addiction treatment center, changed its name to "Retreat Healthcare." The leadership team at the time planned on turning the organization into a healthcare system and decided a name change would aid in the transition. Several satellite outpatient offices were opened during that time.

Over time, however, The Brattleboro Retreat's admissions and reputation among local medical professionals declined and it became evident that the new name didn't resonate with the community or staff.

"People didn't know what [Retreat Healthcare] was. Was it an insurance company?" says Julia Sorensen, the organization's director of marketing and communication. "But of course people did know what the Brattleboro Retreat was. That name had 100-plus years of brand equity and reflected the proud history of the hospital, which has always been at the forefront of mental health and addiction care."

In 2007, the leadership commissioned a market research study that looked at their center and other hospital-based and stand-alone psychiatry programs. The results showed that the marketplace had lost its sense of the organization's mission and goals.

So in 2008, leadership decided to launch a rebranding campaign, reverting to the previous name—"The Retreat," for short—and logo. This was a risky decision given that many stand-alone mental health facilities are closing their doors in today's healthcare environment. And recognizing that you've made a branding mistake is never easy.

"Our goal was to develop the brand around our strengths, to raise awareness of the quality care and programming at The Retreat and ultimately to increase admissions and market share," Sorensen says. "Returning to the historic name and to an updated version of the historic clock tower logo was an important signal to our staff and to the world that we know who we are—and where we're going."

The name change and subsequent rebranding marketing campaign was a hit with the community and with The Brattleboro Retreat staff, who felt the organization was getting back to its roots.

The rebranding effort also focused on improving the patient experience. Leadership streamlined the admissions process and implemented a centralized call center. They also renovated several units and installed new landscaping to meet the new brand standards. The satellite outpatient offices were closed.

"The Retreat needed to grow in order to become financially viable and position itself for the future," Sorensen says. "The rebranding effort extended well beyond marketing and communications."

Updating the patient experience along with the brand was a vital step for the center—or any organization trying to turn around. Merely changing the name doesn't fool anyone if patient service and options don't improve, too. A rebranding is also an opportune time to reinvigorate staff and boost morale, which ultimately trickles down to the patient.

Market surveys conducted since the rebranding have illustrated a positive shift. A survey of mental health and addiction professionals in early 2011 shows that The Brattleboro Retreat is perceived as a leader primarily due to its quality of care and patient outcomes and variety of programs. It has the highest program awareness among its competitors, at 94% of respondents, and has the highest overall unaided awareness at 38%, with its nearest competitor at 26%.

"The Retreat has grown substantially in the past few years," Sorensen says. "We now find ourselves in what staff and administration have been calling unprecedented times. Not only has our census increased by nearly 60 percent since 2007, but we have achieved the kind of financial stability we need to invest in updating our historic facility and launching new and innovative programs that reinforce the leadership position we strive for."

The Brattleboro Retreat opened two new programs in 2009 and is currently collaborating with the state of Vermont on a 14-bed program for Hurricane Irene victims who need long-term treatment. As a result, the center is expanding, adding 95 positions in 2011 and looking to fill about 30 positions going into 2012.

"The Retreat is very proud of what we have accomplished in the past few years, especially in light of the economy," Sorensen says. "The key for us has been adopting a more entrepreneurial approach in both our marketing efforts and our clinical operations. It's something more and more hospitals are going to have to do to survive and thrive."

It's this entrepreneurial spirit that all healthcare organizations can learn from. Whether your organization has been around for 178 years like The Brattleboro Retreat, or is just getting going, an aggressive strategic plan with an emphasis on the patient experience is necessary to stand out in today's competitive market. And if you realize you've made a branding mistake, it's never too late to turn it around.