A large state utility client sought to determine whether and how to integrate its advocacy efforts with that of a recently acquired local utility.
Via a quantitative survey, state and local policymakers benchmarked the client’s overall reputation against the acquired utility, as well as other prominent organizations within the state. Over a series of qualitative interviews, policymakers then provided direct feedback on the advocacy engagement of each utility.
While both utilities received higher favorability ratings compared to peers and other prominent statewide organizations, policymakers found the client to be a more credible and effective partner than the acquired utility.
Ballast worked with the client to isolate its most effective advocacy and community relations strategies and develop a plan to expand those efforts across the acquired utility’s footprint. Ballast also leveraged its years of best practice research to further hone the client’s existing advocacy and make better use of policymakers’ time and attention.