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Public Relations at Central Illinois Public Service Company: a Case Study

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Public Relations at Central Illinois Public Service Company: a Case Study Calhoun: The NPS Institutional Archive Theses and Dissertations Thesis Collection 1970 Public relations at Central Illinois Public Service Company: a case study. Finkelstein, Jimmie B. University of Wisconsin http://hdl.handle.net/10945/15140 U.S. i»aval Postg] tuate School Itoa-Ur^y. California 9394Q PUBLIC REL&TIQBS AT CEIWRAL ILLINOIS PUBLIC SERVICE COM?WW I A CASE STUDY BY JXMMXE B. FHOOBLBTBIII * thesis submitted in partial fulfillment of the requirements for the degree of MASTER OF ARTS (Journalism) at the UNIVERSITY OF WISC0WUH January 1970 The story of modern public relations at Central Illinois Public Service Company is a success story. But for any organization to open its records and memories to a researcher with no strings attached requires a certain amount of courage—regardless of the content of those files. Management and employees at CIPS did exactly this* and for their cooperation I shall be forever grateful. The responsibility for any shortcomings in this study rests entirely with the author. In the preparation of this thesis* a number of debts were incurred. Particular thanks must go to Jay Paul Wade* who contributed a great deal of his time patiently explaining the complexities of his company* industry* and profession. At the risk of omitting many of those who also helped* special acknowledgement is made toe Sam Poe* Fred Fernando a. Ken Andres* and the remainder of CIPS* advertising and public relations department staff. Several embers of company management* past and present* were extremely gracious in permitting me time to discuss matters pertinent to this thesis. These interviews are cited in the bibliography. At the University of Wisconsin* Professor Douglas Jones' guidance and constructive criticisms throughout this <T%B9 3* ftsU .\ioJ* aaaootra a «i vasqtvoO ac a os aeMaawa bne n»90 a* mv cn» tot nla*?aa a atari* 1© *aa4flO0 aa*i to «*£*>** oa* .a: .alrirt xX^s»xe bib WXD #« aaa^olqaa bos taaaroeaoaM •riT ..tw'^W^ *avr *<* *«* *• lb <te?r. b©3 orfw • aba* bat gpmm alri *© •* ©ale oifw ?* rta taavbaA aaX »eabfleaiel *a*e -n*U*i^i^ aftoiialo.^ l^savfai Jo aieuaMMt •uv • Juaeox? baa *eaq % $m»mmmmtnm '^laajann i ->-j j<ii» eet»*©ib o? a«i^ aat ©jiltilarseq «i au< ka aw evaiv?***:! eaealY .alaarf* el*-: a <,j saaallaeq .vrfqe.^xldtu erf* %r ' • i/ou .xoeaa^ox^l jilaa©oalw J© TilnaTiAU alio 3m*Hw4*rU* aamlolJli© ovl^ra^aaoa baa »oaabhry *i iv project— and ray entire course of study—have been invaluable* for her very competent technical advice and preparation of the final copy* my thanks to Mrs. Lloyd Eenneberg. Finally* to Kay, Whose draft typing and unwavering confidence that one day the study would be finished were a source of strength, my deepest gratitude. bos •oivfae **»q*sq UR*f TABLE OF CQWT2NT8 Page INTRODUCTION I Purpose ........ 4 Method 6 Chapter I. POWER AMD PUBLIC RELATIONS— AN OVERVIEW ... 10 The Beginnings 10 It Started With a Streetcar 13 Load Building • 16 Early Public Relations 17 CIPSCO Mews 20 Women's Public Information Committee ... 22 Utility Week 23 The Illinois Committee on Public Utility Information (ICPUI) 24 The Depression Years The Growth of Public Ownership 30 A Mew Bra 33 II. STORMY TIMES 41 Post-War Growth and the Rate Increase ... 41 Southern Illinois 43 Management's Concern 46 Jay Paul Wade 49 Public Relations—A Beginning 52 III. TURNING THE TIDE 58 Company Identity--* First Step 59 Mew Contact With the Media 61 The Community and the Employees ...... Ownership and Rates—Misunderstood Issues • 65 Stopgap Public Relations and an Untimely Rate Cut 67 The Investigation—A Public Relations Opportunity .......... The Combined Department if"* vl Chapter Page IV, PUBLIC RELATIONS--TOWARD THE MATURE STAFF FUNCTION » 80 Grand Tower Power Press Tour 82 CIPSCO News—A New Format 85 Public Information • . • • ••• 87 Taking Stock 96 Annual Meetings and Wade Speeches 98 Public Affairs—A New Department 99 A Research-Oriented Company ........ 102 Two Major Industry Issues . 105 National Organizations and CIP8 110 Jay Paul Wade. Vice President 114 Sam Poe—A New Department Manager 115 Looking Ahead 117 V* SUMMARY AND CONCLUSIONS 126 Summary • .••...••• 126 Conclusions • 133 BIBLIOGRAPHY 142 APPENDIX A . 153 APPENDIX B 155 APPENDIX C « 157 APPENDIX D 164 APPENDIX E . 166 APPENDIX F 171 1 Public relations is a product of this century. What began as publicity seeking and press agentry has evolved into the serious and highly organized practice of public relations. Our society has undergone numerous changes since the turn of the century, roost directed toward bigness * big government* big business, big labor, big agriculture, big media, and big pressure groups. Lost somewhere in this tidal waves of change was the individual. The warm, personal relationships that provided a sense of security to the individual in the past disappeared rapidly as society became a large, impersonal and interdependent conglomeration of special interest groups. This "Big Change, ** as Frederick Lewis Mien described it, accelerated 2 following World War II. It was in this context that the modern practice of public relations developed. To compete for the attention of a public besieged with messages reouired the specialised talents of a person especially adept in the art of communicating—the public relations practitioner. Be appeared with increasing frequency in the organisation charts of business, industry, government, and other insti- tutions dependent upon public acceptance and support. I ^nr>L:-!< t Investor -owned utility companies are public businesses. They provide a service essential to modern life. They operate on a single supplier—or "natural monopoly"—basis, and therefore are subject to government regulation and closest public scrutiny. Unlike their cousin, the telephone company, they find it necessary to constantly beat back the threat of government ownership or competition in their industry. Today, approximately 25 per cent of the electric customers in the United States are served by government power. Good performance from utility companies is something the public takes for granted. Often the most difficult, and sometimes neglected, task a company faces is getting the consumer to understand and appreciate the monumental effort that goes into providing him with this vital service— including factors governing the rate he is charged. The survival and future prosperity of the investor-owned utility industry rests on how well individ- ual companies perform this complex task of communicating with their many publics. For this reason, privately-owned companies have been among the forerunners in developing modern public relations practices. In 1911, electric utility pioneer Samuel Insull sounded an ominous warning for utility companies I care not how good may be the franchises under which you operate • • • how able may be the management of your property ... or how good may be your engineer .•AC© < tX *fl 9J' j ft*xnaqnot •rf* ed yarn b»>c»v worf *on p*i boo- wart *2»q«?q iuoy 1© and how perfect your plants* unless you can so conduct your business as to get the good will of the community in which you are working, you might just as well shut up shop and move away. 4 In their public relations textbook. Cutlip and Center note that public service companies often are "the most completely organised of all industry to do an effective PR job." This is true in a growing number of companies, but some of those that today are held up as industry models did not always appreciate the necessity for an organised public relations program* This study concerns public relations practices at one such company. Central Illinois Public Service Company (CIPS) , a gtedium-sised utility serving more than a quarter-mil lion customers in Central and Southern Illinois. The modern public relations department at CIPS was born in crisis in 1956—surprisingly late in its history for a company so vulnerable to the whims of public opinion. Until then, management had operated on the assumption that good service would obviate the need for a formal public relations function in the company. Since 1956, with unwavering management support. CIPS has become an example of what utility executive Howard Praeger called t A utility with good public relations . one with customer-oriented objectives, sound management, and the ability not only to give customers good service, but to communicate favorably with them in every way. 7 What brought about the new management attitude toward public relations? What is the underlying management i ..- •. mam M 4 philosophy of public relations at CIPS. and how has it changed? Who were the people behind the transformation in CIPS* public policies? What programs were employed in communicating with tha company* a several publics? Row successful were these programs? In the preface to his volume of public relations readings* Raymond Simon notes the rapid growth of public relations practice since World War II. and the failure of public relations literature to keep pace. Much has been written about public relations practices in large* well- known corporations such as DuPont, ?,. T. & T., Standard Oil, General Motors* etc. Contributions to the development of the practice by many public figures and successful practitioners have been documented, h considerable number of case studies have been devoted to particular public relations problems or successes. However, little effort has been made to examine the use of public relations by medium-sised companies with more modest resources than the major corporations. This thesis will help fill that gap while contributing to the growing body of literature covering the increasingly important practice of public relations at all levels of business and government. This writer's interest in the utility industry as a subject for study originated at the grandiose level of the public vs. private ownership controversy that has existed 5 almost as long aa the industry itself.
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