Case 10.2 Power to the People To Communicate with Californians, a Public Relations Agency Learns to Speak in Five Languages Alison Hanlon

California- An Ethnic Overview Foreign-born residents constitute more than a quarter of the population 40% of households are non-English speaking versus the United State’s average of 18% Percent of Ethnicity

A Confrontation with Diversity Pacific Gas and Electric is a natural gas and electric utility provider for northern and central California. PG&E was ordered by the California Public Utilities Commission to significantly increase enrollment in a payment-assistance program for low-income customers.

Hill & Knowlton To communicate to California’s growing multicultural environment, PG&E requested Hill & Knowlton help in promoting a statewide program called CARE -California Alternate Rates for Energy Based in New York, Hill & Knowlton provide public relations and public affairs consultancy to national and international clients. They have offices in 36 countries and affiliations with other agencies in additional nations. They have offices in 36 countries and affiliations with other agencies in additional nations.

CARE ( California Alternate Rates for Energy) This program would provide a 15 % reduction in utility payments to low-income customers. Only 40% of all eligible customers were enrolled in the CARE Program In 2001,CPUC ordered PG&E to boost that percentage by the end of year.

English Channels Hill & Knowlton began their research by examining existing information about the different demographic and psychographic communities within California. Using the research, they conducted face-to-face and phone interviews with leaders in different ethnic groups to learn why enrollment numbers in CARE remained low among eligible customers.

Research Findings More than 90% of all eligible customers spoke one of five languages at home: English, Spanish, Cantonese, Mandarin, or Vietnamese. Diversity among eligible customers within each ethnic community existed, governed by such things as age and rural-urban status. Although the utilities bill was generally sent to the male head-of- household, the top decision maker on family matters often was the female head-of-household. Many eligible customers were unaware of CARE because of lack of distribution of promotional materials.

Research Findings…. A final research conclusion underscored the need for Hill & Knowlton to craft a respectful, multicultural campaign. Even when eligible customers did find CARE promotional materials, the English-only approach often discouraged them.

180 Days PG&E’s goal was to increase enrollment in CARE from 40 percent of eligible customers to 50 percent- a 10 percent increase - in 180 days.

Hill & Knowlton’s Objectives Hill & Knowlton’s primary objective in pursuit of that goal was to inform eligible customers in an appropriate language and with appropriate respect for unique cultural norms. Next, they would identify appropriate community organizations and train their members to recruit CARE candidates Lastly, they wanted to deliver messages about CARE through trusted third parties, particularly community leaders.

Getting the Ball Rolling… Emphasized cultural awareness and respect Revamped PG&E’s CARE related toll-free call center - It was available 24 hours a day, seven days a week- with recorded messages in five different languages. Helped ensure culturally sensitive, face-to-face recruiting -Attracted community organizations which they labeled CARE Community Outreach Coordinators

Getting the Word Out News Releases were continually sent out highlighting tactics and also sent out a call for the assistance of community leaders. Hill & Knowlton helped PG&E place its message in family-service areas, since most of the females in virtually all of the targeted ethic groups were the primary caregivers for their families. PG&E also promoted CARE through inserts in customer bills, inserts in Hispanic newspapers, and information on the PG&E website.

CARE Website

Rolling with the Changes PG&E had to be responsive to policy changes that affected CARE. They announced changes such as expanding the pool of residents who qualified for CARE, and the increase of the CARE discount from 15 percent to 20 percent in news releases. Also in the news releases, PG&E provided a forum for a community-organization partner to call for more enrollments and for more involvement from community leaders

Outcome The new toll-free call center received 51,000 calls in all five languages in its first few months. More than 75 community organizations enlisted as CARE Community Outreach Coordinators. Four California communities sponsored a CARE Day. Hill & Knowlton exceeded PG&E’s goal of 50 percent enrollment by increasing the total to 52 percent of eligible Californians.

Awards and Expansion Hill & Knowlton won PRSA’s prestigious Silver Anvil Award for Multicultural Public Relations. PG&E asked the agency to extend its campaign, and in 2002, Hill & Knowlton increased enrollment in CARE to 61 percent.

Pros Hill & Knowlton achieved each one of PG&E’s goals for CARE. Hill & Knowlton’s success with CARE helped the agency solidify its presence in multicultural public relations. By the end of the 180 days, Hill & Knowlton had exceeded PG&E’s goal of 50 percent enrollment. More than 20,000 residents enrolled in CARE during the campaign, increasing the total to 52 percent of eligible Californians.

Cons PG&E could have communicated the policy changes that affected CARE, and the increase in the discount, in other ways besides news releases. -Television ads -Advertisments

Sources Guth,W.D. Marsh, C. (2005). Adventures in Public Relations, Case Studies and Critical Thinking. Boston: Pearson Education Inc. CARE (California Alternate Rates for Energy. (n.d.) Retrieved November 9, 2006, Hill& Knowlton. (n.d). Retrieved November 9, 2006, from