Cobb County brand survey: 61% view county services positively; consultants recommend a decade‑long brand refresh

Cobb County officials on April 22 received results of a brand equity survey showing 61% of respondents had a generally positive perception of county government services, but the research also found gaps in resident awareness of several service areas and recommended a multi‑year effort to modernize and unify the county brand.

The findings matter because they point to a perception gap between services the county provides and resident awareness, which consultants said can affect civic engagement, economic development and internal recruitment over time.

Ross Caput, communications director for Cobb County, introduced results produced in partnership with local firm ID8. Caput said the county and its peers face a fragmented information environment and that the research was intended to gauge how residents and stakeholders view Cobb County government services. "Cobb County significantly lags behind other local governments in building a cohesive brand," he said during the presentation.

ID8 consultant Kristen Sellier summarized the research approach: the survey launched in January 2025, collected approximately 635 unique responses across age and ethnicity groups, and was supplemented by seven stakeholder interviews. Key findings the consultant highlighted included that residents are least familiar with economic development, community development and senior services; that libraries, public safety and parks are highly regarded; and that political rhetoric has diluted the perceived value of county services. Sellier said 88% of survey respondents reported using the county website for information, 45% cited social media and 34% cited local news sources.

The consultant team offered data‑driven recommendations: update the county logo and tagline, adopt consistent brand guidelines (colors, fonts, tone) across platforms and materials, create branded templates and community materials, and pursue strategic storytelling such as resident‑centric stories and project before‑and‑after visuals. ID8 advised a phased, community‑engaged approach to implementation and estimated the process for a county of Cobb’s size could span much of a decade if fully executed.

Commissioners asked about outreach and sample composition. Commissioner Burrell asked how the survey was distributed and whether it went beyond county newsletters; Caput said the county began outreach through newsletters and social media and later added channels such as Instagram to broaden respondent demographics. Commissioners noted a strong response rate among residents 65 and older and questioned whether awareness of senior services aligned with observed center usage; Caput and staff said that demographic finding will shape follow‑up engagement.

Regarding costs and next steps, Caput said staff would need to follow up on timing and expense and suggested a phased approach (for example, applying new branding as signs or materials are replaced rather than replacing everything at once). Chairwoman asked Caput to meet individually with commissioners to refine priorities and to return with a feasible strategy and cost estimate; commissioners agreed to further one‑on‑one conversations before any formal branding procurement.

No formal action or vote was taken; the presentation concluded with staff available for further questions and a plan to pursue follow‑up meetings and a phased approach if the board directs staff to proceed.