HomeMy WebLinkAboutStaff Report 2880
City of Palo Alto (ID # 2880)
City Council Staff Report
Report Type: Action ItemsMeeting Date: 5/21/2012
May 21, 2012 Page 1 of 2
(ID # 2880)
Summary Title: Infrastructure Funding Recommendations
Title: Approval of Policy & Services Committee Recommendations on
Infrastructure Funding
From: City Manager
Lead Department: City Manager
Recommendation
The Policy & Services Committee recommends that the City Council:
1. Not place a bond measure or other revenue measure on the November 2012 general
election.
2. Direct staff to start planning for a 2014 election.
3. Direct staff to develop a detailed plan and timeline for a 2014 election to include
financial considerations, identification of potential assets to be constructed or
remodeled, appropriate polling and identification of potential revenue sources, and
to bring the plan and timeline to Council for approval by September 1, 2012.
4. Direct staff to include the identification of potential projects and the estimated costs
as the first task accomplished under the timeline.
Background
At the City Council’s Retreat on March 26, 2012, the Council referred to the Policy &
Services Committee continued discussions on infrastructure funding options for the
November ballot. Given the near term timeliness of the issue, the Council resumed
discussions on funding options at its retreat on April 30, 2012.
Discussion
At the Policy & Services Committee meeting on May 8, 2012, the Committee continued
discussions on tax funding options for the November general election and
recommended that the City Council approve the recommendations as outlined above.
Attachment A provides the staff reports for the May 8th Policy & Services Committee
May 21, 2012 Page 2 of 2
(ID # 2880)
meeting, including background information, supplemental material and actions taken
from the Council’s discussion on infrastructure funding at its March 26th and April 30th
retreats. Attachment B provides the draft action minutes for the May 8, 2012 Policy &
Services Committee meeting.
Attachments:
Attachment A: 5-8-12 Policy & Services Committee Reports (PDF)
Attachment B: 5-8-12 Policy & Services Draft Action Minutes (PDF)
Prepared By: Lorie Camino, Executive Assistant to the City Manager
Department Head: James Keene, City Manager
City Manager Approval: ____________________________________
James Keene, City Manager
City of Palo Alto (ID # 2826)
Policy and Services Committee Staff Report
Report Type: Meeting Date: 5/8/2012
May 08, 2012 Page 1 of 2
(ID # 2826)
Summary Title: Infrastructure Funding Options
Title: Continued Discussion on Infrastructure Funding Options for the November
2012 Ballot
From: City Manager
Lead Department: City Manager
Background
Staff has prepared this report as background in support of the Policy & Services
Committee’s discussion on tax funding options.
Discussion
At the City Council’s retreat on March 26, 2012, the Council referred to the Policy &
Services Committee continued discussions on infrastructure funding options for the
November ballot. Given the near term timeliness, the Council resumed discussions on
funding options at its retreat on April 30, 2012.
To support the Committee’s continued discussion on funding options, staff has attached
to this report the supplemental information provided to the City Council at the April 30
retreat. Attachment A provides the staff presentation. Attachment B provides
information on financial options related to infrastructure. Attachment C includes best
practices prepared by the League of California Cities for successful City finance
measure. Staff is working on a summary of the Council discussion at the April 30 retreat
and will provide at places for the Committee at its meeting on May 8, 2012 or earlier as
available.
Attachments:
Attachment A. 4-30-2012 Council Retreat Presentation (PDF)
Attachment B. Infrastructure Revenue Options (PDF)
Attachment C. Count Down to Success (PDF)
May 08, 2012 Page 2 of 2
(ID # 2826)
Prepared By: Sheila Tucker, Assistant to the City Manager
Department Head: James Keene, City Manager
City Manager Approval: ____________________________________
James Keene, City Manager
1
Palo Alto
City Council Retreat
Further Discussion of
Infrastructure Investment & Renewal
April 30, 2012
2
Council Retreats
Four 2012 Retreats on
Infrastructure and Renewal
Jan 21 April 30 Jun 7March 26
3
Retreat Agenda
Proposed FY 2013 Budget
Define: Catch‐up, Keep‐Up, New Projects
Deal with Keep Up/ Catch Up
New Projects: Prioritization and Funding
Schedule
4
IBRC
Catch-up
$41.53
Keep-up
$2.2
IBRC New
Projects
$210.7
f
Cubberley
IBRC New Projects1
‐Public Safety
‐Fire Station 3 & 4
‐MSC
‐Animal Services
‐Other2
1 IBRC listed with no assumed timeframe for implementation; IBRC
recommendations intentionally excluded enterprise funds
2 Civic Center, LA Treatment Plant, Byxbee Phase II, 101
Bike/Pedestrian Bridge
IBRC Recommendations
IBRC
Catch-up
$41.53
Keep-up
$2.2
IBRC New
Projects
$210.7
f
Compost
Facility
Cubberley
Post
Office
Airport
RWQCP
Cubberley
Ped/
Bike Plan
City + New Projects
IBRC New Projects1
‐Public Safety
‐Fire Station 3 & 4
‐MSC
‐Animal Services
‐Other 2
1 IBRC listed with no assumed timeframe for implementation; IBRC recommendations intentionally
excluded enterprise funds
2 Civic Center, LA Treatment Plant, Byxbee Phase II, 101 Bike/Pedestrian Bridge
3 $4.2M annual catch-up over 10 years
8
Funding Options
9
Timing of 2012 Election Schedule
10
Timing of 2014 Election Schedule
2012 20142013
(GO Bond Only)
11
Desired Outcomes Meeting 3
Define: Catch‐up, Keep‐Up, New Projects
Deal with Keep Up/ Catch Up
New Projects: Prioritization and Funding
Schedule
Infrastructure Funding Options Handouts
Table of Contents Election Requirement
1. Transient Occupancy Tax…..…..……………………….………………………….General
2. Utility Users Tax…..……………………………………………………………………..General
3. Documentary Transfer Tax…………………………………..……………………..General
4. Sales Tax…..……………………………………………...……....……………………….General
5. Parcel Tax ………………………………………………..…..…..………………………………Any
6. Business License Tax………………………………..…...……………………………General
7. Certificates of Participation…..……………………….……………………………….None
8. General Obligation Bonds.…………………………..…………………………………….Any
9. Utility Revenue Bonds…………………………………….………………………………None
*The next two General Elections are November 2012 and November 2014
Page | 1
Transient Occupancy Tax (TOT)
Description:
A tax on hotel room nights, the TOT is based on the room rate and is added to the bill of short‐term hotel
guests.
Overview
Pros ‐Basically, a non‐resident tax
‐City is a desirable destination point
‐Can increase dramatically in a strong economic climate
Cons ‐Recently increased by 2% with strong hotelier opposition
‐Places City at high end of tax compared to surrounding jurisdictions
Last Increase 2007
Election Requirement General election required
Vote Requirement Majority
I. Revenue Potential
Current Revenue
Current Rate 12%
FY 2012 Projected Revenue $8,674,000
Increment Value 1% 2%3%
Est. Revenue $723K $1.4M $2.2M
Est. Res. Share 15% 15%15%
Est. Bus. Share 85% 85%85%
II. Comparison with Other Cities
0
2
4
6
8
10
12
14
Pal
o
A
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o
Cup
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Menlo P
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Mo
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Vie
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San
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a
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San
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San
t
a
Clara
Sunnyvale
Red
wood
City
TOT Tax Rate
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
1% Increase 2% Increase 3% Increase
TOT
Revenue
Potential
Source of Income
Page | 2
Utility Users Tax
Description:
A tax on electric, water, gas, and telephone charges based on usage and paid by all users.
Overview
Pros ‐Relatively stable source of income
‐Not increased since 1987
Cons ‐Passed by a small majority of voters
‐Higher cost burden for rate payers
Last Increase 1987
Election Requirement General election required
Vote Requirement Majority
I. Revenue Potential
Current Revenue
Current Rate 5%
FY 2012 Projected Revenue $10,677,000
Range of Possible Revenue Increase
Increment Value 1% 2%3%4%
Est. Revenue $2.1M $4.2M $6.3M $8.4M
Est. Res. Share 34% Utility
50% Phone
34% Utility
50% Phone
34% Utility
50% Phone
34% Utility
50% Phone
Est. Bus. Share 66% Utility
50% Phone
66% Utility
50% Phone
66% Utility
50% Phone
66% Utility
50% Phone
II. Comparison with Other Cities
0%
1%
2%
3%
4%
5%
6%
7%
8%
Palo
A
l
t
o
Cup
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rtino
Menlo Par
k
Mou
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t
a
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Vie
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San
F
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San
Jos
e
Sunny
v
a
l
e
Redwoo
d City
Utility User Tax Rates
Utility User Tax Rates
(Commercial Only)
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
1% Increase 2% Increase 3% Increase 4% Increase
Utility Users
Tax Revenue
Potential
Source of Income
Page | 3
Documentary Transfer Tax (DTT)
Description:
A tax on the sale of real property based on the sale price.
Overview
Pros ‐One‐time tax at time of property sale
‐In Palo Alto it’s typically shared 50/50 between buyer & seller
Cons ‐Increases property purchase cost; highly sensitive to volume and size of sales
Last Increase 1992
Election Requirement General Election Required
Vote Requirement Majority
I. Revenue Potential
Current Revenue
Current Rate $4.40 per $1,000 of assessed value (County gets $1.10)
(e.g. $1.2M home sale gets the City $3,960)
FY 2012 Projected Revenue $4,769,000
Range of Possible Revenue Increase
Increment Value $1 $2 $3 $4
Est. Revenue $1.4M 2.9M 4.3M $5.8M
Est. Res. Share 70% 70%70%70%
Est. Bus. Share 30% 30%30%30%
II. Comparison with Other Cities
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$1 Increase $2 Increase $3 Increase $4 Increase
DTT
Revenue
Potential
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
Palo Alto
Ber
keley
Cup
e
rtino
Men
l
o P
a
r
k
Mou
n
t
a
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V
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Oak
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San
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ncisco
San Jose
Sun
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v
a
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e
Red
w
o
o
d
C
i
t
y
Documentary Transfer
Tax Rates (Assumes
$1,200,000 home
valuation)
Source of Income
Page | 4
Sales Tax
Description:
A tax on the sale of goods, the City is one of several entities authorized to raise revenues through a local
share of sales tax. It may be increased in increments of 1/8%, but cannot exceed 2%. Currently, there is
1% remaining in available raises for all entities (County, VTA, etc.).
Overview
Pros ‐City has strong retail sales tax base
‐Revenue rises with inflation
Cons ‐Revenue source is sensitive to economic cycles
‐Retailers state that a tax rate increase makes them less competitive
Last Increase City has not increased beyond basic 1% rate
Election Requirement General election required
Vote Requirement Majority
Increase Attempts ‐Half Moon Bay: 1% increase failed at 47% (Nov. 2010)
‐San Mateo: 1/4% increase passed at 61% (Nov. 2009)
‐San Carlos: 1/2% increase failed at 44% (Nov. 2009)
‐Pacifica: 1% increase failed at 38% (June 2009)
‐Campbell: 1/4% increase passed at 70% (Nov. 2008)
I. Revenue Potential
Current Revenue
Current Rate 8.25% (Palo Alto receives 1%)
FY 2012 Projected Revenue $21,594,000
Range of Possible Revenue Increase
Increment Value 1/8% 1/4%3/8%1/2%
Est. Revenue $2.7M $5.4M $8.1M $10.8M
Est. Res. Share 36% 36%36%36%
Est. Bus. Share 64% 64%64%64%
II. Comparison with Other Cities
8
8.25
8.5
Palo
A
l
t
o
Cup
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rtino
Menlo Park
Mountain V
i
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w
San Francisco
San
J
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se
Santa Clara
Sun
nyva
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Redwood City
Sales Tax
Rate
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
1/8% Increase 1/4% Increase 3/8% Increase 1/2% Increase
Sales Tax
Revenue
Potential
Source of Income
Page | 5
Parcel Tax
Description:
A tax on property based on a flat fee per parcel. There are roughly 20,000 parcels in Palo Alto.
Overview
Pros ‐Source of new revenue
‐Typically has a sunset provision
‐Can be targeted for a specific purpose
Cons ‐Tax is the same on small and large properties and for residential and
commercial property owners
Last Increase The City does not have a parcel tax
Election Requirement Any election
Vote Requirement 2/3
I. Revenue Potential
Current Revenue
Current Rate N/A
FY 2012 Projected Revenue $0
Range of Possible Revenue Increase
Increment Value $25 $50 $100 $150
Est. Revenue $500K $1M $2M $3M
Est. Res. Share 92% 92%92%92%
Est. Bus. Share 8% 8%8%8%
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$25 $50 $100 $150
Parcel Tax
Revenue
Potential
Source of Income
Page | 6
Business License Tax (BLT)
Description:
A tax on businesses right to operate. A BLT can be collected based on gross receipts, number of
employees, or other mechanisms.
Overview
Pros ‐Most CA cities have this tax
‐Taxes service businesses not generating sales tax
Cons ‐Business opposition
‐Increases cost of operations
Last Increase The City does not have a BLT
Election Requirement General election required
Vote Requirement Majority
I. Revenue Potential
Current Revenue
Current Rate N/A
FY 2012 Projected Revenue $0
Range of Possible Revenue Increase
Increment Value Rate and amount determined by tax structure
Est. Revenue $3M to $5M per Year
Est. Res. Share 0% 0%0%0%
Est. Bus. Share 100% 100%100%100%
II. Comparison with Other Cities
Source of Income
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Palo Alto
Cup
e
r
tino
Men
l
o
P
a
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k
Mou
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t
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View
San
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Sun
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Redw
ood
C
i
t
y
BLT Revenue Generated
Page | 7
Certificates of Participation (COPs)
Description:
Financing lease that allows the issuance of tax exempt debt, but must have an identified revenue stream
for repayment.
Overview
Pros ‐Debt can be issued without voter approval
Cons ‐Must identify new or increased revenue stream or resources to pay debt
Last Increase 2002 (City also issued COPs in 1992 & 1998)
Election Requirement None
Vote Requirement None
I. Revenue Potential
Current Revenue
Current Rate Roughly, and dependent on interest rates, $1M in debt service can
generate $10 – 12M in project funds over a 30 year term
Range of Possible Revenue Increase
Increment Value $1M $2M $3M $4M
Est. Revenue $10‐12M $20‐24M $30‐36M $40‐48M
Instrument of Debt
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$1M $2M $3M $4M
COPs
Project
Potential
Page | 8
General Obligation (GO) Bonds
Description:
Property tax based on a percentage of assessed value.
Overview
Pros ‐New tax or revenue source to issue debt
Cons ‐Increases taxes on residential and commercial property owners
Last Increase City issued $55.3M in General Obligation bonds in 2010 for library and
community center improvements. Approval of Measure N by voters gave City
authority to issue $76M in GO bonds.
Election Requirement Any election
Vote Requirement 2/3
I. Revenue Potential
Current Revenue
Current Rate For tax year 2011‐12, the rate is $15.51 per $100,000 in assessed
value (e.g. $500,000 Home Assessed Value= $77.55). Roughly, and
dependent on interest rates, $1M in debt service can generate
$10 – 12M in project funds over a 30 year term
Range of Possible Revenue Increase
Increment Value
(per $100K in A.V.)
$15.51 $31.02 $46.53 $62.04
Est. Revenue $55.3M $110.6M $165.9M $221.2M
Est. Res. Share 70% 70%70%70%
Est. Bus. Share 30% 30%30%30%
*Figures based on library bond issuance.
Instrument of Debt
$0
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$15.51 $31.02 $46.53 $62.04
GO Bonds
Project
Potential
Page | 9
Utility Revenue Bonds
Description:
Bonds secured by utility rates. A revenue stream must be identified to pay debt service. Proceeds can
only be used for benefit of Fund issuing debt (e.g., a Utility Revenue Bond cannot be used to fund General
Fund infrastructure improvements).
Overview
Pros ‐Source of funds for long‐term capital improvements
‐Promotes generational equity in sharing burden of tax
Cons ‐Increases rates
Last Increase The City has a number of outstanding Utility Revenue Bonds: 1995 (Storm
Drain), 1999 (WW Treatment), 2009 (Water), and 2011 (Refinancing of 2002
Water and Gas)
Election Requirement N/A
Vote Requirement N/A
I. Revenue Potential
Current Revenue
Current Rate Roughly, and dependent on interest rates, $1M in debt service can
generate $10 – 12M in project funds over a 30 year term
Range of Possible Revenue Increase
Increment Value $1M $2M $3M $4M
Est. Revenue $10‐12M $20‐24M $30‐36M $40‐48M
Instrument of Debt
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$1M $2M $3M $4M
Utility
Revenue
Bonds
Project
Potential
The Do’s, Don’ts and Brass Tacks of Winning
on the Local Ballot in California.
1400 K Street, Suite 400 • Sacramento, CA 95814
Telephone: 916/658-8200 • Fax: 916/658-8240
www.cacities.org
ii Countdown to SuCCeSS: How to WIN Your City Finance Measure
In 2004, California voters considered over 200 local measures (includes March
and November ballots) related to local agency fees, taxes and financing – many of which
require a 2/3 “super-majority” vote to be enacted. Among the city measures, 93 passed
while 135 failed. The majority of these campaigns were run in medium to small-sized cities,
which lack the resources to make adequate use of outside professional consultants or
comprehensive polling data. As a result, while many local measures enjoyed broad popular
support along with the endorsement of the cities’ elected officials, many failed because of
insufficient planning or weak messaging.
In order to aid cities in need of revenue augmentations, the League of California Cities
initiated a program – the California Ballot Measure Academy (CBMA) – aimed at drastically
improving the success ratio of local measures and bringing fiscal stability to cities across the
state. This textbook is being offered to cities as a part of the CBMA program.
CBMA trainings, like this manual, cover the essential elements of a winning local campaign,
including bond measures and revenue enhancements such as Sales Tax or Utility User Taxes.
The standard curriculum for a session includes; Legal Framework – Do’s and Don’ts for City
Officials, Building a Campaign Operation, Organizing Grassroots Support, Public Information
Campaigns, Fundraising, Developing Ballot Materials and Crafting a Winning Message.
This manual has been composed by some of the best minds working local elections today,
several of whom have served as faculty for the CBMA. Both the Lew Edwards Group and
Fairbank, Maslin, Maullin & Associates have built sound reputations on helping cities
succeed at the ballot box, and the League is very pleased to offer their expertise as a part of
Countdown to Success. As practitioners in the field of local elections, they will share first hand
knowledge of best practices and step-by-step plans toward succeeding at the local level.
Our contributors will also highlight the pro’s and con’s of various funding mechanisms,
including Parcel, Sales and Utility Users Taxes, as well as help you determine how and when
to go to the ballot with your measure.
If your city is considering moving forward with a local revenue measure, we hope you will use
this book to help prepare for success. Most cities begin planning for a ballot measure 6 – 18
months in advance, so please use this book and the League itself as resources to the fullest
extent possible. For more information on CBMA trainings, please visit www.cacities.org/cbma.
table of Contents
Chapter One: Can My City Actually WIN in this Environment? ........................................................1
Chapter twO: Getting Started – Action Steps to Success ................................................................2
Chapter three: Legal Do’s and Don’ts ............................................................................................4
Chapter FOur: Building Your Team – The Role of Consultants ........................................................6
Chapter Five: Polling and a Winning Message .................................................................................9
Chapter Six: Why Invest in a City-Sponsored Outreach Effort? .....................................................11
Chapter Seven: Pros and Cons of Different Funding Mechanisms ..............................................20
Chapter eight: So You’re on the Ballot… WINNING Your Measure ..............................................22
appendix i: Polling Sample ................................................................................................................33
table of Contents iii
iv Countdown to SuCCeSS: How to WIN Your City Finance Measure
Chapter one:
Can My City actually wIn
in this environment?
the Challenge
There’s no question that attempting a municipal finance
measure in California is tough. The passage of these types
of measures – whether they require a simple majority of
all voters, simple majority “weighted ballot” of property
owners, or two-thirds requirement — are among the most
difficult in the country to win.
In 2004 as many as 60% of UUT, sales tax, parcel tax or
bond measures attempted by cities failed.
To make matters more difficult, the political climate in
California continues to be dynamic and fluid. Generally
speaking, we are in a political climate of “anti-tax” and
“anti-government.” Voters perceive that taxes are too high
already, and if “government” would only spend its money
wisely, no additional taxes would be needed.
Recent public opinion research has shown that as a
group, California voters are pessimistic that the state
is going in the right direction. And trends point to a
higher level of skepticism towards government and the
election process in general, making thorough, methodical
preparation an absolute must prior to proceeding with
any type of local finance measure.
the OppOrtunitieS
Despite these challenges, many cities have taken the
risk – investing funds from their budgets to assess and
educate their public, integrating fiscal accountability
protections into their measures, engaging their
communities, making their best case to the public – and
winning at the ballot box.
In 2005 the success rate increased to 52%, and in 2006
close to 66% of local revenue measures passed, showing
that success is achievable with proper preparation and a
strategy that engages your electorate.
Counter-intuitively, while many California voters range
from being pessimistic about the State’s direction to
being angry about partisanship in Sacramento, the voters’
sense of cynicism does not necessarily extend to how
they feel about their local community and their city’s
services. In fact:
n Voters understand that NO help is coming from
Sacramento, and want local control over how funds are
disbursed.
n California’s own fiscal issues have only raised
awareness about the need to protect local city services
ranging from parks and recreation programs, street and
pothole repair, to fire and police safety.
n In high-growth regions, voters understand that services
intended for a community of 25,000 must be expanded
for a community that’s doubled in size.
n If your public receives assurance that funds will be
spent as promised on community priorities, this will
go a long way towards laying the groundwork for a
successful finance measure.
This manual is designed to provide you with user-friendly,
real-world advice on how to plan your municipal finance
measure and win at the ballot box.
CHAPTER ONE: Can My City Actually WIN in this Environment?
Countdown to SuCCeSS: How to WIN Your City Finance Measure
There are many factors that influence whether your City
will ultimately be successful, including: how your measure
is crafted and the type of funding mechanism selected; the
community benefits of the measure; whether your public
is engaged in the process; the extent of media, opinion
leader, stakeholder, and “convert” support; whether your
measure has opposition; the degree of your City’s overall
planning and financial investment during the early stages
of preparation; and finally, the viability of the community
campaign.
The following checklist describes the process utilized
by many successful cities when planning their finance
measures. Specific topic areas will be discussed in
subsequent chapters.
Step One: initiate planning eFFOrtS (City)
n Begin planning as soon as possible — 6 to 18 months
in advance
n Identify all potential projects, costs and needs
n Identify unique recent, local problems and opportunities
n Identify factors that make your needs urgent for the
community
n Build consensus among stakeholders within your City
that this approach is needed
n Allocate City funding to plan your Finance Measure
n Retain professional expertise/advisors:
• Communications Strategist
• Financial Advisors (if needed, depending on type of
funding mechanism)
• Public Opinion Research-Polling Firm
• Architectural or Facilities experts
Step twO: implement publiC OpiniOn
reSearCh (City)
n Conduct Public Opinion research to identify:
• Level of Tax Threshold your public is willing to
support
• Type of Funding Mechanism your public is willing
to support
• Optimal Election Timing (Special Election? Primary
Election? General Election?)
• Most effective Balloting Method (traditional poll/
Election Day vote? mail-only ballot?)
• Project(s) that are Community Priorities or
problematic
• Effective Themes/Messages
• Problematic Issues
• Areas where your public needs more Education/
Information
Step three: aSSeSS initial baSeline
FeaSibility (City)
n Evaluate Baseline Results for feasibility of your
Finance Measure
n Develop Strategic Communications Plan, including:
• Key Messages
• Public Engagement/Education
• Election Timing and Funding Mechanism
• Measure Refinement
• Project Budget for continued Measure Planning
Chapter two:
Getting Started —
action Steps to Success
The adage is true – “every community is unique.”
Chapter two: Getting Started—Action Steps to Success
Step FOur: implement nOnpartiSan
OutreaCh prOgram (City)
n Implement Non-partisan Community Outreach and
Engagement Program to engage and educate public on
city needs
n Seek demonstrable citizen input on plan through two-
way dialogue
n If planning a dedicated finance measure, refine and
discuss specifics of Expenditure Plan
n Design and implement a nonpartisan, informational
Direct Mail program to your community
n Conduct nonpartisan Speakers Bureau to external
audiences and stakeholders
n Develop outreach strategies for specific community
organizations, opinion leaders, and the local media
n Engage your public through an Ad Hoc, Citizens’
Advisory Committee
Step Five: re-aSSeSS SuppOrt,
prepare COunCil (City)
n Finalize all Measure language consistent with
community priorities
n Conduct “tracking poll” to re-assess community support
n Mobilize and organize for City Council adoption vote
n If passage of the measure is feasible, City Council acts
to place measure on the ballot
n Measure materials are submitted to Registrar of Voters
n City cannot engage in partisan activity. Partisan
activities transfer to a non-city campaign committee
led by volunteers.
Step Six: win yOur partiSan Campaign
(COmmunity)
n Write/Submit Ballot Argument
n Develop Partisan Campaign Strategy, Timeline & Budget
n Designate Fundraising Goals/Raise resources to be
successful
n Identify/Secure Key Endorsements
n Produce Direct Mail
n Develop campaign materials such as Fact Sheets
n Conduct early outreach to Permanent Absentee Voters
n Identify number of supporters
n Compel supporters to Vote by Mail
n Implement rapid response to applied absentees
n Conduct Persuasion Campaign to undecided voters
n Implement aggressive “Field Operations”
n Run nightly phone banks for 8 – 10 weeks
n Conduct door to door walking on weekends
n Use Earned (nonpaid) Media
n “Get-Out-the-Vote” for Election Day
*Checklist provided courtesy of The Lew Edwards Group.
This process is frequently described by our experts as
running a “two lap marathon.” By law, no public funding
can be spent on campaign or partisan activities. However,
the law allows public assessment and education of your
community on your City’s fiscal and service challenges
and needs. Therefore, your efforts must be segregated
into two distinct parts:
City Pre-Election Planning Effort: City resources are
utilized appropriately to conduct Polling and nonpartisan
Community Outreach and Education activities designed
to assess/evaluate voter support and disseminate
nonpartisan information related to city needs, proposed
projects/programs, and costs.
Partisan Campaign: Once your City Council acts to
place a measure on the ballot, the work of passing the
Finance Measure must be transferred to a volunteer
committee. This committee raises the funds and organizes
volunteers to urge a “YES” vote on your Finance Measure.
Most cities have found that passing a Finance Measure
during the second phase can be very difficult, making a
professional consultant advisable in helping to direct the
efforts of a campaign committee.
Countdown to SuCCeSS: How to WIN Your City Finance Measure
A local agency is prohibited from using public funds or
public resources to support or oppose, or “take sides” in
a campaign.1 The use of public funds to directly influence
the electorate is seen as a potential threat to the integrity
of the electoral process. Permitting a public agency to
“take sides” in an election campaign may give one side
an unfair advantage. The importance of governmental
impartiality in electoral matters cannot be overstated.2 But
this does not mean that cities cannot spend public funds
to develop a measure for the ballot or spend public funds
to prepare and disseminate a fair and impartial analysis
of the measure.3 Use of public funds and resources
means the payment of local agency funds or the use of
any property owned by the agency, including buildings,
facilities, funds, equipment, telephones, supplies,
computers, vehicles and travel.4 “Public resources”
include City staff whose time and services may not be
used to support or oppose a ballot measure.
A local agency is allowed to use public funds to adopt a
resolution endorsing or opposing a ballot measure and to
prepare and disseminate a fair and impartial analysis of
the measure. A city council may go on record in support
of or in opposition to a ballot measure. The council’s
decision should be made during a regular meeting that is
open to the public and to the expression of the public’s
views.5 If the city council adopts a resolution endorsing
or opposing a ballot measure, the resolution should
include a statement that no public funds shall be used
in the campaign for or against the measure. A fair and
impartial analysis of the measure provides accurate, fair,
and impartial information to the public about the possible
effects of a ballot measure on the activities, operations, or
policies of the city6 in order to allow the public to make an
informed judgment on the measure. The analysis should
be able to pass the “neighbor” test: If your neighbor on
one side supports the measure and your neighbor on
the other side opposes the measure, each should read
the analysis and think it’s a fair presentation of the facts.
Even if the city council adopts a resolution supporting
the measure, expenditures for the communications will
not be unlawful unless they expressly advocate, or taken
as a whole unambiguously urge, the passage or defeat
of a measure.7 A communication ‘expressly advocates’
the passage or defeat of a measure if it contains express
words of advocacy such as ‘vote for,’ ‘support,’ ‘ cast your
ballot,’ ‘vote against,’ ‘defeat,’ ‘reject,’ ‘sign petitions for’
or otherwise refers to a clearly identified measure.8 A
fair and impartial information campaign may include city
staff responding to calls, letters, and emails or speaking
at community meetings about a ballot measure on city
time as long as the response presents “fair and impartial”
information about the measure.9
Chapter three:
Legal do’s and don’ts
1 Stanson v. Mott (1976) 17 Cal.3d 206; and Schroeder v. Irvine City Council
(2002) 97 Cal.App.4th 174
2 Stanson at 210.
3 League of Women Voters v. Countywide Criminal Justice Coordination Com-
mittee (1988) 203 Cal.App.3d 529.
4 Government Code § 8314(b).
5 See League of Women Voters v. Countywide Criminal Justice Coordination
Committee (1988) 203 Cal.App.3d 529 at 560.
6 Government Code §54964 (c).
7 Schroeder v. Irvine City Council (2002) 97 Cal.App 4th 174 . The Court upheld
the City of Irvine’s right to spend public funds to encourage people to vote
and to register people to vote; Gov’t Code 82031.
8 FPPC Regulation §18225
9 Government Code §8314(d). A strategic lawsuit against public participation
(commonly referred to by the acronym “SLAPP”) is a “meritless suit filed
primarily to chill the defendant’s exercise of First Amendment rights.” The
statute furnishes a mechanism for quickly identifying and eliminating suits
that chill public participation: a special motion to strike, commonly called an
anti-SLAPP motion. Government agencies and public employees are among
those entitled to protection from strategic lawsuits against public participa-
tion. Thus, a public official or government body, just like any private litigant,
may make an anti-SLAPP motion where appropriate. The courts have held
that it is appropriate for a local government to make such a motion when a
challenge has been brought to its informational analysis of a ballot measure.
Vargas v. City of Salinas (2005) 135 Cal.App.4th 361. (At the time of publica-
tion, this case was under review by the California Supreme Court)
CHAPTER THREE: Legal Do’s and Don’ts
The prohibition on expenditure of public funds to support
or oppose a ballot measure does not mean that an
elected official or public employee may not campaign
in favor or against the measure. An elected official and
public employee both have a first amendment right to
speak out on governmental matters.10 However, elected
officials and public employees should be careful to
separate their official work from their political and
campaign work and should not take part in ballot measure
campaigns while on “city time.” For the elected official,
this means that campaign activity should not take place
inside City offices or in the public when representing the
City in his/her official capacity; and should not use City
resources (including copying machines, fax, city-issued
cell phone; and the city website). For the employee, this
means that campaign activity should not take place at
City offices during work hours; and city employees should
not use City resources (including copying machines, fax,
city-issued cell phone; and the city website).
The importance of remaining neutral extends to
fundraising activities:
n Elected officials may solicit ballot measure campaign
contributions from city vendors but any solicitation
should admonish and advise vendors that they may
not charge back the amount contributed to the city
either directly or indirectly.
n City officials may not directly or indirectly solicit
campaign contributions from other local officials or
employees of the City. The only exception is if the
solicitation is part of a general effort that incidentally
includes local officials and employees.11
n An elected official may contribute his or her own
campaign funds to qualify, support, or oppose a
measure for the ballot. However, there are federal
income tax implications for doing so. Candidate
campaign funds are tax-exempt under Internal Revenue
Code section 527 only when used primarily for “exempt
functions.” Such purposes are generally limited to
expenditures for a candidate to get elected or for
officeholder purposes once a candidate is elected.12
The consequences can be severe. There are criminal
and civil penalties for misuse of public resources.
Improper use of public resources can be a criminal
offense.13 One potential consequence of a criminal
conviction for misappropriation of public resources is
disqualification from holding any office in the state.14
Potential civil consequences include an order to
reimburse the agency for the value of the resources
used. The person may also be responsible for the
attorney fees of the party challenging the use of
resources. In addition, engaging in such activities gives
rise to reporting obligations under the Political Reform
Act. Failure to comply with the requirements may
subject an agency to additional penalties.15
10 See, City of Fairfield v. Superior Court of Solano County (1975) 14 Cal.3d 768,
780-782.
11 Goernment Code §3205.
12 Government Code §89152.5; 26 U.S.C. §527
13 Penal Code §72.5
14 Penal Code §424(a)(7).
15 For additional information and resources on Legal Do’s and Don’ts, please
contact the League of California Cities.
Countdown to SuCCeSS: How to WIN Your City Finance Measure
Preparing for, and passing successful municipal finance
measures is a specialized craft that often requires
the assistance of outside experts. The following are
descriptions of the various consultants and experts
typically retained by cities who are preparing for
successful finance measures.
COmmuniCatiOnS/FinanCe meaSure FeaSibility StrategiSt
When issuing a Request for Proposal (RFP), many
cities make the mistake of issuing an RFP for a
“Campaign Consultant.” Do remember that California
law prohibits the use of any public funds for partisan
campaign activities. However, there is no prohibition
against spending public funds to retain a strategist or
communications consultant with specialized expertise in
preparing your City for an election, and to assist with your
nonpartisan community outreach effort. To fully comply
with the law, observe correct terminology when preparing
to hire your consultants.
The Communications/Feasibility Strategist is your City’s
team quarterback. This consultant will:
n Direct and project-manage all strategies focused
towards a successful City-sponsored Finance Measure
feasibility effort from start to finish.*
n Develop and update the City’s Project Timeline and
Benchmark Dates.
n Support, influence and over-see the development of
your Baseline Survey and Tracking Poll.
n Develop, refine, and target key messages and
themes for your Finance Measure to the appropriate
audiences.
n Conceive and implement Community Outreach
and Education activities prior to your City Council’s
placement of the Measure on the ballot, including
developing a Direct Mail Program, Speakers’ Bureau
Outreach Program, and Earned (nonpaid) Media
Coverage Plan.
n Recommend how to structure your Finance Measure,
including the funding mechanism, General or Special
Purpose designation, and election timing.
publiC OpiniOn reSearCh Firm
Your Public Opinion Research firm will conduct the City’s
Baseline Survey and, if needed, subsequent “tracking
polls” to assess your public’s support of your Finance
Measure. This firm will design your City’s research
instrument, specify the sampling of respondents, manage
the interview process, and analyze the data, including
identifying the demographics and attitudes of respondents
towards a potential Finance Measure.
typiCal iSSueS that yOur City’S pOllSter will aSSeSS, inClude:
n Assessment of the overall direction and quality of
life in your City
n What voters see as the major problems facing
City residents
n Job ratings towards your City for service delivery and
fiscal management
n The extent of awareness of the City’s financial situation
n The degree to which voters see a need for more
money to maintain and protect services
Chapter Four:
Building Your team —
the role of Consultants
* It is not unusual for this type of consultant to be retained by the City, then be hired and retained under a separate agreement with the Community Campaign
Committee once the measure has been placed on the ballot.
CHAPTER FOuR: Building Your Team — The Role of Consultants
n Ranking of community priorities to be addressed by a
potential Measure
n Evaluation of support/opposition, before and after pro/
con information
n Identification of the funding mechanism(s) most
favorable to voters, and at what tax amount
n Assessment of optimal election timing and the effect of
other measures on your Finance Measure
bOnd underwriter/FinanCial adviSOr (FOr general ObligatiOn bOnd meaSureS)
If your City needs funding for capital projects, such as
modernization or new construction for a City Library,
Civic Center, Police Station, or Fire Station, you may be
considering a General Obligation Bond. If so, it will be
necessary for the City to retain financial advisory and
bond underwriting services.
A Bond Underwriter typically:
n Assesses your financial, facilities and construction
scheduling needs
n Determines all revenue sources available to support
the City’s needs
n Analyzes your funding plan and outstanding debt/lease
obligations
n Develops pro-forma cash flows for capital projects
n Creates a multi-year financing plan for your facility/
construction needs
n Prepares a Tax Rate Statement for the Voter Handbook
n Manages the sale and closing of the financing package
n Recommends timing/sequencing of bond issuances
ballOting COnSultantS (FOr weighted
ballOt parCel Owner eleCtiOnS)
If your City is considering a Proposition 218 weighted-
ballot property/parcel owner election, specialized
engineering and balloting services may be needed to
perform any or all of the following tasks:
n Formation of an Assessment District
n Assessment engineering for a District
n Proper weighting and verification of
voter/customer ballots
n Preparation of notices and ballot material
n Tabulation of ballots
arChiteCtural/FaCilitieS expertS (FOr
Capital imprOvement prOjeCtS)
If your City is considering a Finance Measure to fund
capital construction, the merits and costs of your facilities
plan constitute the “core proposal” that your voters will
ultimately be considering. Many cities retain architects or
facilities planners to:
n Review your facilities needs, including parking and
traffic issues
n Evaluate appropriate sites
n Develop building concept designs
n Estimate costs of your new construction,
expansion, or upgrade
n Develop a phasing/construction plan
n Advise you on interim siting needs, if required
Although every City’s budget is constrained during these
tough fiscal times, investing in professional assistance
is necessary to be successful. In addition to consulting
services, be prepared to invest in printing, graphics and
postage costs for community mailers during the City’s
portion of the community outreach campaign.
The following is a sample Request for Proposal. When
issuing an RFP, remember to include some information
about: the city’s fiscal and service needs; the type
of funding mechanism and timetable you are most
interested in; whether your City has previously sought
voter approval; any project or consulting budget
parameters designated by your Council; and some general
background about City demographics—population,
growth, special facts.
Countdown to SuCCeSS: How to WIN Your City Finance Measure
SAMPLE
CITY OF _________________
REQUEST FOR PROPOSAL
The City of __________is requesting proposals from qualified firms
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CONSULTANT SELECTION CRITERIA
Selection will be based on the following criteria:
• Project understanding and work plan.
• Project Manager’s and Firm’s experience in similar projects.
• Ability to develop innovative solutions or advanced techniques.
• Past performance on quality of work and meeting project schedule.
• Project staffing and firm’s commitment to meet project schedule.
After reviewing all proposals, the City will interview the most quali
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copies of the proposal are to be submitted to:
(designate contact person and delivery address).
*Sample template provided courtesy of The Lew Edwards Group.
Chapter FIve:
polling and a winning Message
To maintain adequate public services, prepare for current
and future concerns, meet the needs and priorities of
their constituencies, many communities have sought to
raise funds through bond measures and local taxes. While
voters are more predisposed to have a favorable opinion
of their own city compared to their County or the state,
passing a local finance measure remains a difficult task
that requires careful planning.
In light of these challenges, communities across the
state recognize that public opinion survey research
is a vital tool to ascertain the viability of funding
measures, understand residents’ views about their
communities, measure their satisfaction with the quality
and efficiency of existing local government service
delivery, and gauge support for new projects, programs
and policies. Public opinion survey research provides
decision-makers with a greater awareness of voters’
attitudes and willingness to pay for local services that
are critical to effectively managing a city in the current
political and economic climate.
what tO expeCt aFter the pOll iS COnduCted
At the conclusion of a public opinion survey the City
will receive “topline” results, which is a completed
questionnaire with the total response percentages. As
an instrument, the topline is a useful tool to understand
the overall opinions, perceptions and mindset of voters.
Through analysis and interpretation of results the topline
often serves as a roadmap or guide, especially when
a City is seeking support for a public finance measure.
The survey results often simulate a public education and
outreach effort to assess how voter thinking is affected
by different facts, arguments and information. Therefore,
when completed, a poll will show where the City is today,
what is necessary to get where it wants to be and what is
the most effective way to get there. The usefulness of the
topline results should not be underestimated, however,
in terms of data and understanding voter opinions it is
merely the tip of the iceberg.
In addition to a topline, the City should expect to
receive cross-tabulations (also referred to as xtabs) of
all questions with useful demographic and attitudinal
categories showing the responses of particular types
of voters to each question asked in the survey. This is
extremely important because it allows for comparisons
and in-depth analysis that is more insightful and acute
than possible from the topline results. For example,
the results will allow for the comparison of voters by
gender, ethnicity, age, income, residence or any number
of identifiers that the City may think are important to
understanding their constituency. Additionally, the cross-
tabs allow for an analysis to determine how responses
of a certain demographic group, such as men, change
as voters are given more information over the course
of the poll. Using cross-tabs properly provides City
leaders with a greater understanding of how support for
a finance measure differs among various segments of
Chapter FIve: Polling and a Winning Message
0 Countdown to SuCCeSS: How to WIN Your City Finance Measure
their community. Further, the results will identify those
residents or voters who are most and least pleased with
the City and its services.
Therefore, a regular part of public opinion research is
to identify and understand the rationale of voters and
what factors lead them to support or oppose a possible
finance measure. Either through a graphic (PowerPoint)
presentation or a written report of results, the City
can expect to receive a comprehensive analysis of the
survey data. Targeting memos identifying how specific
groups of voters react to distinct pieces of information
or messages are also standard following a public opinion
survey. Such comprehensive examinations of voter
thinking allows Cities to develop education and outreach
programs to inform their stakeholders and provide various
constituencies with specific information to demonstrate
how a finance measure particularly addresses their
concerns and priorities.
Polling firms can also provide valuable services beyond
survey research by bringing the experience of numerous
campaigns. Such assistance includes working with the
City to craft an effective ballot title and summary, present
the results to stakeholder groups to broaden support
and create a coalition, and respond to media requests to
increase public awareness of the poll’s results.
A City-funded, nonpartisan Community Outreach and
Education Program is designed to build additional
awareness of your needs prior to placement of your
measure on the ballot. Because it is implemented prior
to placement of a measure on the ballot, it is both legal
and advisable for the City to implement an informational
program to inform your public about your fiscal and
service needs.
Investing in a City-funded outreach program leverages
your resources over time, creating a “two lap” marathon
race where the City is engaged in early preparation.
Subsequently, during the partisan campaign when the City
cannot be engaged in an advocacy campaign to urge a
“Yes” vote, community stakeholders are building upon a
foundation that has already been laid, not starting from
scratch.
To be effective, your stakeholders and public should
be engaged on the “front-end,” not the “back-end” of
your process. Some of the most successful jurisdictions
are those that have established an ad hoc “Community
Advisory Group,” carefully selected and deliberately
implemented, during their planning efforts, as well as
following successful passage of a revenue measure. A
broad-based consensus will be critical to the success of
your Measure.
In most jurisdictions, particularly fiscally and/or socially
conservative ones, your public will need even more
assurances that funds will be spent as promised, and
on projects that they view as being necessary to their
quality of life.
building COnSenSuS and engaging yOur
publiC – CheCkliSt OF aCtivitieS
n Engage your public by soliciting their feedback on
your plan— “Community Input Surveys/Forms” allow
citizens to identify community priorities and inform the
development of an Expenditure Plan for a Municipal
Finance Measure, if you are seeking a “special” or
“dedicated purpose” tax.
n Implement broad-based Speakers’ Bureau and
Community Outreach presentations, for civic and key
influential organizations in your City, where City leaders
(staff, stakeholders, and Council members) provide
information about the City’s needs and planning
process.
n Deploy “Convert Strategies” to earn the support of
potential critics and naysayers. Reach out early, and
build a broad coalition – don’t wait and allow concerns
to fester and arise during the partisan campaign, when
it’s too late.
n Conduct Team-Building strategies to build consensus
in cases where City Staff, Council members or
other stakeholders are of diverse perspectives and
persuasions internally.
n Incorporate Community Guarantees and Strong
Fiscal Protections to assure your public of the fiscal
accountability of your Measure. Sunset clauses,
Independent Citizen Oversight, and segregated Trust
Fund accounts have been used by some cities.
Chapter SIx:
why Invest in a City-Sponsored
outreach effort?
CHAPTER SIX: Why Invest in a City-Sponsored Outreach Effort?
Countdown to SuCCeSS: How to WIN Your City Finance Measure
An effective, City-funded Community Outreach and
Education Program will:
n Effectively integrate community priorities into your
Finance Measure proposal and/or Expenditure Plan.
Your City Attorney should develop your ballot question
and related materials so that they are not only legally
sufficient, but effective in describing your plan in clear
terms for the average person.
n Provide the public with information on the specific
needs that your Finance Measure will address,
including the specific benefits for your constituents,
information about the reasonableness of the proposed
tax in comparison to other local taxes or assessments,
and the input the public had in refining the City’s final
proposal.
n Implement a Direct Mail plan. Typically these are
user-friendly brochures or letters, which include
a mechanism to allow citizens to ask questions,
provide input, or otherwise comment on the City’s
plans, priorities, or needs. Two-way communication
with constituents through the Internet is also
advised. This type of Mail Plan is in addition to other
communications outreach that your City routinely
conducts.
n Place updates in your local papers, and maximize
your City’s communications vehicles such as your City
newsletters and community access station.
n Engage and Deploy a Working Community Advisory
Group. Supplementing city leaders with external
community partners is an essential part of your
strategy to educate your public on the needs during
all phases of your effort, not simply during a partisan
campaign. Many cities convene an informal community
advisory group during the planning stage, to provide
additional input to Finance Measure planning and to be
visible partners in supporting the City’s effort.
n Build community momentum towards your Council
adoption vote, to demonstrate community urgency for
your measure and properly frame the Council’s action
with your local media.
COmmOn QS & aS abOut City planning
COmmOn QS and aS: SpeCial COnSideratiOnS
Q: How important is fiscal accountability?
A: In today’s environment, it is essential. Sunset clauses,
senior exemptions, independent Citizens Oversight,
annual published audits, segregated Trust Funds, and
super-majority Council votes for measure extension,
have all been utilized.
Q: What about competing measures – will my
voters suffer from “tax fatigue”?
A: Cities have been successful even with other finance
measures on the ballot at the same time, or following
other measures on a later ballot. With proper
preparation, we find that voters are willing to support
their local services. “Local Control” is an increasingly
important concern to voters.
Q: Can my City pass a finance measure with a
fiscally conservative electorate?
A: Studies and polling have shown that the task can be
harder in plurality-Republican communities. But in fact,
cities in fiscally conservative regions such as Orange
County, the Central Valley, and similar areas have been
successful.
Q: Can we win if we’ve suffered from negative
media coverage?
A: A constructive relationship with your local media
is very important. If you initiate this effort, plan on
proactively keeping your local media informed. Also,
creating positive opportunities for press coverage and
maximizing use of community messengers is key.
Q: How much money will my City need to invest
in this process?
A: The amount of investment varies depending on
the size of your City, the type of election you are
considering, and the difficulty of your task as defined
by polling. However, even smaller cities, spend at
least $100,000 prior to placement of the measure on
a ballot.
COmmOn Q’S & a’S abOut City planning
CHAPTER SIX: Why Invest in a City-Sponsored Outreach Effort?
COMMUNITY UPDATE FROM
YOUR VISALIA POLICE AND FIRE CHIEFS
Dear Neighbor:
v:.¢ Me worldng ro i.mprove VisaliJ's 9-1-1 solkr}' 5.,;n:j~cs and lleed yom ialPur.
Vi:':lli~t· .. ~-I-'I I'.rn~n;erl(:~· Dj:-mat.-..:h CentC!r, :...t:T\'ing bmh rhe pllli..:t: and fiT!':
<f(.'P<1rtnWllts, wa~ hujlr in 1970 lr hasn't b.;~cn ~il'I'irjr8nrly 11nrrodfid in nfiorl" 20
~. This building is now compkrcJy irwdC'qll"'r..::~ and is in need ot imponanr
upgrJ.d~s._
OUT cOlTlmunity h<1s "h,..(.l grO\l.m dr~mMi(.:..,lIy in the h,st rhrc(' d<.x;\l,k-s. 11, (mkr r!.l.
ID\Lt the needs. of a erowiop PQPU!.UiOll. ,Uld cot)rjmlc rhe 6gbt Q1}linsr puog actjyio'
~,,"d Jrug trallidillg. we tUlI.-"l c~palld ()UT_iiafel,,' p~r~onrleL Addiliuual
nt:ilihhurhnod-h:t:.t=d fin: :-.t:ltiom. :l1Id heat Ilffi-..:t:r~ ar~ net-Jed to ensure! rapid
r('spnn,)(' CO .. II ;11"(',15 of our (:icy.
lln(orllulJ.lel}'l hudgell'rohlem:o. ":r'e.lled h~ Sa..:nltllemU h.l\.t! ol1l~' Il1Jde OUr' joh
h:ITJer. Vi!.;"li;"l, alllTq; with many othc::r (:,lli(urlli:1 citit:=:.., i~ tac..:il1g huoget cut!. ill the
mil linn'),
"'.lith the .;;uppOr'L of the CIl~' Coullcil. we ha~·e de1,'eioped J. Le::'l.Jn Lb.lL is \",Or'l..Lllg
dO'id}· with c..:l1ll1Tl11J/1it~· fTIeTrll:o-t=T'i ;·mJ !oLiff til ";IIJJ~' a port:=11li:ll J'uhlil." Safet>· RC::\"~llue
\'ka,)l1l'(.~ rhat \\;o\lld addr('')~ th{~"{~ 1l11~('nt n('('d~. rn OT(kr to ('n~un: 4l l.tat.:.~y Plan "("hM
.addresses cOlUlllunity priorities. and nceds, plc ... ,sc mkc ., moment to ~'ro".idc your
input 011 the mu..:-hed card.
It ynn ha\'{~ \In}' ql1(' ... ri()n'), rh:Jx~ ("(" fTl:" to <.::111 (~irh(:r nt \1:-. <If: Poliu! <:hiL:(: 'iS9·
713-421.5, Fire Chid; 5S9·713A218 , Thanks tor your help,
Sim.:erdy,
~~
Chief George S<llldov.al J:::rl~
Vi!.ali:l t-"tTe D~pa.rtlllellt Vi~ali:i Pulil."l:~ J)ep:ln.:rnent
please take a look at some of the public safety improvements
we are considering ond check those that you agree are priorities.
I ,\~dlr~~ ·,ei13bN.1rJ-ood fJr~ nt.(,OLl~ tO t'(1~ll"t' rnpld ITt-d' ,-,I ,f.ld
':O::I.Wf.;) tC~poniC h) C"\'CI~ 11.:~.\bol"bo~"":..i
, '"!rr{ .... ".~ r.11,,:1' :"d ... .,:).(:111 rt';'1X'""~ tm,..,; tl' rt';:,,:h ~":;r·tI"
f,mer
, tj"i;,aJ.II~ Vi"alia' .. 3(' .,·1.;.!. ... ,)IJ 9-1·1 E,,, .. ·,l-.1. , .. ':-Di!lpal"J.
(~'I'T
J .'l....:.dir:!1. .1C'iG:b~d:ood .'C.l: ollie':I'S (0 ,-educe:-G:ans \'iokllce:-3.lld
:In.!;l.Ialiid. ... Ilj..
J {lthrr: __________________ _
., Kdt:r 111t: .nfontl!',i.
Cily/SIuh:-/Zip
COMMUNITY UPDATE FROM
YOUR VISALIA POLICE AND FIRE CHIEFS
Dcar Neighbor:
'X··c .lCC wocki.n~ ro i.mprove VlsaliJ 's 9-J -1 5clkry s\:t\-i..;cs and need yom inpuc,
Vi .. :tli;1'" 1)·1·1 I ',rnt"n;t'n<:~' I)i·matx..:h (:t'"nter, :-,t:T\·ing h4)fh rh~ pl,li..:t: and fin:
dc:pnrtnwnt5., wo~ hujlt in ! 97() If hasn't b';'CD o.:it'nifinlnrly l1nrrndtcf in Drnrlv 20
~. Thjs building is now compl~rcl}' hudcqlulrc, and is in need of im!="onanr
up~r..tdt'!>.
Our (oIlH",miTY hrl'5 \11~(l grown drnmtlrk .. ,lIy in rh(' 1"5t rhnT <K'\.:\1d,'s. In order ill
meet the needs ot a e;rowjog POPlJi.lCjOD dnd (oari!)}!" [he fight n~ljllst gang activity
,;.·wd Jrug lr'liiidi'lg. We." rlllLU ~"l'a.nd our ';J.rt'lJ::...p~rsollnd_ AdJiliullJ.l
nc:ighhurhuod·hll!ot!d fin~ :-.rlltion:-. ~ITIJ heat t1ff;<.:t!r~ :uc n~dt"J to ensure: raplcJ
r('''j:J)nDS(,' to nil ilr(,·,1S of our dry.
Ln{urllUlJ.ld}" hudgf"t l'rohl~IU:o. ..:.rt:'.llt!d h)' Sa..:.ramr1llu hol ... t! 011"" made Out job
harJer. Vi,ali;l, ahm\;; "vith many otluor Califurllia citiE:",,;' ta011g huugt:t CUI~ 1TI Ih~
millinno;.
\x!jl.h the ,.;;uppOI'l of the CIl]" COllncil. we ha~'t' d~".t!I(JJ'ed a Lt!,un Lh.u i~ \"(JrJ..Ll1.~
.. :Io'idy wilh u"'lInUl1il~' n1t:mht:r'i :Ulc.1 ~I":iii III ";luJy ;-1 rCltt=1Ill;ll l'uhliL: Sait1:~, Rc:\·t'.rlue
.vk:mln;· that \\;ould .1(ldn,·'i~ ,h(: ..... ~ 111"l~(·nf nc'c·d",. Tn order to ('n"lln: ,1 ~at ... 'TY I'hm (hetf
..1d...1rc5ses. COllliUU.u.ity priorirics and ncc.ds, pk .. ,sc mkc t'I momCl1t ro provide rour
inpul (Ill the alld.d~ed ":-<\rd.
(t ylln h:1\'(~ nny 'lm .... rion'i, plt:a\(' fl'(" fn:l: tn <'::111 ('irh(~r nt u", <If: P()li~l: Chil:f: ).~9.
713-4215. Fir< Chicl, 559-713-4218 . Thanks lor !'our belp.
~~
Chief George S.\tldoval J::rl~
Vi~:ill:1 fm: Dt'.partlllt:1Il Vi\:tlill 1'111iL:c Dep:trttrlt"nl
Please take a look at some of the public safety improvements
we are considering and check those that you agree are priorities.
I ,"\!"ir~~ ,eie.hN.>r~ood ""I~ ftH'on~ to :nSln' ...... plclrr:cI· ... 'I 8ncl
~1l!:I~C'r.;) ttsP,)4!..O(' tv C'\'(I~ 1\:~;lbodlOo>.l
, Imrrro .. nl" ",'111cl: '111:1 ..... :11<.:'11 r.-'"p<'no;:: filII.." til ~:,...:h \"::1'"'.
f,1-=(t"r
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r~,I''''
J .\..:.di.r..g .l('"i~ht-od:ooJ .'Cl: o1ti(~rs 10 Ixodu(C" ~ang "l';'okllcc aod
un .1: u aJL...I .... 1I1-
I llT~rr: _________________ _
Countdown to SuCCeSS: How to WIN Your City Finance Measure
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SAMPLE
CITY Ad HOC COmmUNITY AdVISORY GROUP
Responsibilities and Activities
The Community Advisory Group is composed of City of _________
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Activities of the Advisory Group will be as follows:
• The Group will provide the City with feedback on its fiscal needs, priorities and
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Expenditure Plan.
• Members will help to identify other community opinion leaders who can be con
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a potential Finance Measure.
• Members will contact community opinion leaders to share information and ask
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the need for a local funding measure. Please note that this is not an endo
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it is recognition of support that critical fiscal needs do indeed exist and that
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solution to funding these needs.
• Members will be asked to lend their names publicly as participants and supporte
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effort; this may include speaking to editorial boards, civic and communi
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and/or signing letters or guest columns to provide nonpartisan informa
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three times for approximately one hour.
Between meetings, Members will also be asked to help contact opin
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resource to the team as we proceed with our effort.
*Provided courtesy of The Lew Edwards Group.
CHAPTER SIX: Why Invest in a City-Sponsored Outreach Effort?
T It L
~:§W
EDWARDS
Gao U ,
T It L
LEW
EDWARDS
G .. 0 U •
Countdown to SuCCeSS: How to WIN Your City Finance Measure
SAMPLE BALLOT QUESTIONS
*These examples were tailored to specific communities based on their uni
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General Obligation Bond
To improve fire and police response times, better coordinate emer
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of (name) construct, upgrade, and acquire land for police and fire
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training centers and combined Police/Fire Headquarters, by issuin
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Transient Occupancy Tax (TOT)
(City name) TRANSPORTATION SAFETY; RESIDENTIAL ROAD
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MAINTENANCE; DRAINAGE SYSTEM IMPROVEMENT AND
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City be authorized to increase the transient occupancy tax – the lodging t
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?
Special Purpose/Public Safety Sales Tax (two-thirds requirement)
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clothing and equipment for firefighters, serve our growing population by
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and park maintenance, as well as other city services, shall the City of (na
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police, fire and street and park maintenance (as well as other general city
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adopted to establish a utility users tax that cannot ever exceed 6%, and e
s
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committee to oversee the expenditure of these funds and advise the City
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s
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possible?
*Provided courtesy of The Lew Edwards Group.
T II I!
LEW
EDWARDS
G R 0 U P
T II I..
LEW
EDWARDS
GP,O U P
1/4-CENT PUBLIC SAFETY SALES TAX EXPENdITURE PLAN
Year 1 Expenditures Revenues (4.5% Growth)
City’s Fire
4,000,000
Fire Prevention Division
2 Inspectors @ 142,000 284,000
1 Senior Hydrant Worker @ 72,000 72,000
3 vehicle rentals (monthly rentals) 12,000
Division of Training
1 Captain 205,000
1 Engineer 166,000
1 Firefighter 134,000
3 vehicles (monthly rentals) 12,000
Truck 3
3 new firefighters @ 75,000 225,000
New Station (northeast)
15 New firefighters @ 75,000 1,125,000
4 Captain Adjustments 60,000
4 Engineer Adjustments 40,000
Safety Equipment (18 new) 21,600
Total Fire Year 1 Expenditures 2,357,600
Interest Revenue (2.5% on 1,642,400 average balance) 41,100
Fire Balance End of Year 1 1,683,500
Year 2 Expenditures Revenues (4.5% Growth)
City’s Fire
4,180,000
Previous Year’s Additions (staffing) 2,170,000
(Minus 1 Fire Prevention Inspector)
2.5 COLA
53,000
10.28 Step Raises for 18 Firefighters 138,000
Vehicle Costs (monthly rentals) 25,000
New Station (northwest)
15 New Firefighter @ 77,000 1,155,000
4 Captain Adjustments 62,000
4 Engineer Adjustments 42,000
Safety Equipment (15 new) 18,000
Total Fire Year 2 Expenditures 3,681,000
Interest Revenue (2.75% on average balance) 60,000
Fire Balance End of Year 2 2,242,500
Year 3 Expenditures Revenues (4.5% Growth)
City’s Fire
4,368,100
Previous Year’s Additions (staffing) 3,475,000
(Minus 1 Fire Prevention Inspector)
2.5 COLA
87,000
10.28 Step Raises for 33 Firefighters 261,200
Vehicle Costs (monthly rentals) 21,000
New Station (southeast)
15 New Firefighter @ 79,000 1,185,000
4 Captain Adjustments 64,000
4 Engineer Adjustments 44,000
Safety Equipment (15 new) 18,000
Total Fire Year 3 Expenditures 5,155,200
Interest Revenue (3% on 1,455.400 on average balance) 43,700
Fire Balance End of Year 3 1,499,100
CHAPTER SIX: Why Invest in a City-Sponsored Outreach Effort?
Countdown to SuCCeSS: How to WIN Your City Finance Measure
SAMPLE
COUNCIL AdOPTION mEETING COUNTdOwN CHECkLIST
Activity: The City Council will conduct 1st reading of the ordinance adopting th
e
F
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a
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M
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a
s
u
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t
h
a
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be approved by the voters at its (date) meeting.
Objective: Properly frame the needs at the Council meeting. Seek effective Earned
M
e
d
i
a
m
e
s
s
a
g
i
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g
a
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d
coverage. Demonstrate the extensive community input and review
p
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C
i
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developing the Finance Measure plan.
description: Identify internal and external stakeholder and community member
t
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categories described below. Ideally __# speakers will be recruited a
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.
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community members should be invited to be friendly “faces in the
c
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”
.
Groups/Community members to invite (City to identify and recruit):
• All members of Community Advisory Groups
• Business, education, healthcare and civic leaders
• Constituencies or stakeholders affected by the issue.
Note: if representatives of these constituencies cannot attend the Counci
l
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submit a letter of support than can be delivered to the Council during th
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.
messaging: Talking points will be suggested for speakers. Community members
s
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,
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to draw on their own experiences. Sample news media kits, including Pre
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/
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a
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,
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Finance Measure materials, and follow up with media outlets are all plan
n
e
d
.
*Provided courtesy of The Lew Edwards Group.
T II I!
LEW
EDWARDS
G R 0 U P
T II I..
LEW
EDWARDS
GP,O U P
SAMPLE
For Immediate Release
Contact: (name)
Community Leaders to Urge City Council To Place Safe Neighborhoo
d
s
G
a
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And drug Prevention Police/Fire Response measure On November 2004 Ballot
(name of city), August 3 –Scores of community members, police o
f
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(name) City Council Chambers to urge the Council to consider p
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Drug Prevention Police/Fire Response Measure on the November
2
,
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Public Safety officials and community leaders developed the Meas
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.
Key components of the Measure include:
• Increasing the number of public safety officers;
• Hiring more school police officers to focus on gang violence;
• Ensuring fiscal accountability for all funds generated by the measure, i
n
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;
• Improving the ability of the police and fire departments to respond to
a
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.
Community leaders have praised the work of the public safety departmen
t
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needs and developing a comprehensive plan to ensure the safety of (city’s
)
g
r
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p
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.
Said (name) of the (name) Neighborhood Watch, “Local parks are not sa
f
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.
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and watch gang-related crimes increase. We have got to give police the to
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about the problem.”
“Our City has a significant drug problem, including methamphetamine l
a
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.
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m
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programs and officers to keep our children and youth off drugs and our
s
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,
s
a
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o
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P
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(name). “Allowing citizens to decide whether they support local funding
t
o
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s
a
f
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t
y
i
s
a
g
o
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d
w
a
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to proceed.”
*Provided courtesy of The Lew Edwards Group.
CHAPTER SIX: Why Invest in a City-Sponsored Outreach Effort?
T II b
LEW"
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G 11. 0 IJ P
Tilt::.
LEW
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Cli.O l' P
0 Countdown to SuCCeSS: How to WIN Your City Finance Measure
Chapter Seven:
pros and Cons of different
Funding Mechanisms
General Purpose Measures: Require a simple majority
(50% +1) to pass. Under state law, municipalities may only
place a general purpose tax measure on the ballot for
regularly scheduled municipal elections when City Council
members are on the same ballot.
By law, general-purpose measures cannot be earmarked
for specific purposes or projects. Therefore, by their
very nature, unlike a Library or Public Safety Measure,
there is often no defined constituency to advocate for
the measure during the partisan campaign, making the
second phase of your effort harder.
Special Purpose Measures: Require a two-thirds
threshold to pass. There is no requirement for a certain
election timetable, however, so a Special Purpose
Measure can be scheduled at any time, whether during
a municipal election, consolidated state election, or a
special election.
Unlike General Purpose Measures, specific guarantees
must be made to your community on how funds will be
spent. A defined constituency normally benefits from
these types of measures (e.g., library, public safety,
or parks/recreation stakeholders), making a partisan
campaign more focused.
A/B Measures: These attempt to reap the benefit of
the lower vote passage threshold of a simple majority-
requirement General Purpose Measure, with the
specificity of the Special Purpose Measure, by combining
a companion Advisory Measure where your public can
designate non-binding funding priorities for a City Council
to consider, should the General Purpose Measure pass.
These measures have met with mixed success, and
many city attorneys believe that these measures are of
not legally valid post Proposition 218. The most effective
finance measures are very clear and straightforward. In
this model, voters can be confused by the existence of
two measures on the ballot. Further, the advisory nature
of the companion measure can raise questions about why
the City chose not to guarantee specific benefits through
a Special Purpose measure.
General Obligation Bond: Requires two-thirds threshold
to pass. If you have capital improvement or construction
needs, this funding mechanism generally provides the
most significant infusion of capital needed for your plan.
Voters generally respond well to paying for “bricks and
sticks” basics. Note that it will be normal to experience
differentials in support when testing the overall bond
amount (which does appear in the ballot question) and the
individual increase in property tax (which does not appear
in the ballot question). Most cities find higher support
when testing the overall bond amount, and lower support
when evaluating how voters respond when asked about
the amount that they will specifically pay.
Parcel Tax: Requires two-thirds threshold to pass.
Generally recognized as one of the hardest funding
mechanisms to pass, simply because the term “parcel
tax” is referred to in the ballot and voter handbook
materials, and is an unpopular term with voters. Also,
although some City Attorneys advise otherwise, most say
that the actual flat levy per parcel must appear in the
actual ballot question, thus making passage potentially
more difficult. This mechanism is commonly utilized for
operational needs, such as personnel and staffing.
Sales Tax: A growing number of cities are successfully
using both general purpose and special purpose sales
tax measures to fund both capital and operational
needs. Many voters find these popular because in
general, they are quarter-cent, half-cent, or three-
quarter cent increases, and both visitors and residents
pay, and sales tax is not levied on food purchased as
groceries or prescription medicine. However, while there
is no evidence to suggest that sales tax increases hurt
local businesses, in some isolated incidents, business
stakeholders have opposed these measures.
utility users Taxes (uuT) and Transient Occupancy
Taxes (TOT): These types of funding mechanisms have
met with mixed success. They tend to be more successful
when they are simply extensions of existing measures.
While several cities have been successful in affirming
their UUTs in an election, in other cities voters have
terminated their UUTs. In general, a “tax on utilities” is less
popular with voters, and frequently, the proceeds simply
go into the General Fund, so there is no specific benefit or
constituency to organize these types of measures around.
When pursuing a TOT, clear and effective description
of your measure is key. Unfortunately, in some liberal
regions, voters have defeated these measures because
they incorrectly believed that it is a tax on the homeless.
In other regions reliant on tourism, the hospitality industry
has been a key stakeholder in supporting or opposing
these measures.
Special Districts: Community Facilities District,
Benefit Assessment Districts, and other Proposition
218 Special Districts. CFDs can be used to fund both
capital and operational needs, and a special district can
be created where less supportive neighborhoods or voter
regions can be removed. This can maximize potential for
support, but can also create controversy.
Special benefit assessment districts, such as Lighting,
Landscape and Assessment Districts, are frequently
used to fund park or street maintenance. An assessment
requires a majority vote of the property owners assessed
weighted by the amount of the assessment. Weighted
ballot campaigns are rarely supported by a strong
partisan campaign committee, and out-of-town property
owners or large property owners strongly influence the
outcome, making these types of campaigns challenging.
* Note that TOTs, sales taxes, and UUTs can all be general OR special
purpose in nature depending on your needs and how you structure the
funding mechanism.
COmmOn QS and aS: SpeCial COnSideratiOnS
Q: Is there a better time to go on the
ballot or not?
A: In a word, no. The best election timing for your City
depends on your community, the vote threshold you are
seeking, your level of preparation and the benefits that
your Measure will fund.
In more fiscally conservative regions, sometimes it is
better to proceed during a higher turnout election, when
there are more ethnically diverse voters, Democrats,
women and younger voters—all demographics more
likely to support finance measures.
However, other cities have been successful not only in
Primary Elections, but in Municipal or Special Elections.
A well-crafted survey will illuminate the best strategy for
you.
Q: Should our City use a mail-only ballot?
A: All assessment district ballot proceedings require
weighted voting by mailed ballot. Other cities or public
agencies consider using an “all mail ballot” for other types
of elections, particularly when holding a special election,
to lower the election related costs. Be aware that mailed
ballots may only be used at certain general elections.This
strategy decision should be evaluated during the survey
phase. Remember that certain profiles of voters, such as
seniors, are more likely to return mail ballots.
Q: Do you have any special advice for smaller cities or rural communities?
A: An approach as outlined in this manual boosts your
chances of success, no matter what your size. However,
in certain communities, Agricultural and Farming Leaders and Stakeholders more significantly influence a
Measure’s outcome, as do Faith and Ethnic leaders. Also,
the themes of economic revitalization, air quality, and
growth, are more important in certain regions.
Q: What trends, if any, should I watch out for?
A: Recent analysis of the 2005 Special Election shows
that a record 40% voted absentee in California, a full
10 percentage points above the 2003 Special Election. Absentee voters are a critical audience throughout your
planning process.
More cities are successfully using sales tax measures
to fund capital needs and operations. These types of measures seem more popular with voters.
And in high-growth cities, voters appear very interested
in whether developers are paying their fair share. In
these municipalities, cities often have existing CFDs, new annexations, or other special districts. Nevertheless,
many have been successful in passing additional citywide
finance measures. Remember that cities in high-growth
areas have newer and younger voters who need special information on city needs.
COmmOn Q’S and a’S: SpeCial COnSideratiOnS
CHAPTER SEVEN: Pros and Cons of Different Funding Mechanisms
Countdown to SuCCeSS: How to WIN Your City Finance Measure
intrOduCtiOn
Once your City Council acts to place a Finance Measure
on the ballot, the City can continue to provide factual
information at any time, but cannot advocate a “YES” vote.
Work should transfer to a community-led and sponsored
Campaign Committee to direct a winning campaign.
Many City staff participate in this phase, but on their
own time, strictly as volunteers, on the evenings and
weekends. To avoid any impropriety, observe the following
common sense guidelines:
DO: Provide factual information at any time on the needs.
DO: Exercise your right to volunteer, during
non-working hours.
DON’T: Use City Xerox machines, office or cell phones,
or email at any time to support a partisan campaign.
DON’T: Engage in partisan campaign advocacy during
work hours or while on City property.
taCtiCS – COmpOnentS OF a winning
Campaign
n FuNDRAISING. The adage “Money is the Mother’s Milk
of Campaigns,” is true. Money is needed to get your
message out to voters. Particularly when planning a
two-thirds requirement measure, it is not unusual to
spend a higher campaign budget than you are used to
spending locally, on the Finance Measure campaign.
A designated Committee Chair or Fundraising Chair or
Co-Chairs should lead this effort.
n MESSAGE. Effectively communicate a focused, simple
and repetitive message, using one unifying “broadcast”
message and supplementing that over-riding theme
with just a couple of targeted messages as needed to
specific subsets of voters. Use messages that create
an appropriate sense of urgency, and maximize issues
that are important to voters.
n ENDORSEMENTS. Garner as much support as
possible from a broad cross-section of stakeholders,
community leaders, elected officials, and media
Editorial Boards. Seek out and earn the support of
“converts” (previous skeptics) to blunt opposition and
show diversity of support.
n TARGETING. A variety of factors influence voter
targeting. As many high propensity voters should be
contacted as possible with a broadcast message, while
also targeting different messages to subgroups. Ideally,
your campaign will communicate with both “base
supporters” and “swing voters” (undecideds who move
with information).
n MEDIA. Depending on your City’s size, typically three
to six pieces of campaign mail are written, produced
and mailed so they are received by voters in the last
two weeks of a campaign, with the exception of mail
that is sent early to absentees.
If your City is proceeding during an even-numbered (peak)
election year, it is also advisable to purchase space on
“slate mailers” produced by independent companies.
For a well-rounded program, selected newspaper print
advertising, billboards, and sign visibility are other
effective tactics.
Many voters seek information on the web. Keep campaign
supporters and other stakeholders engaged and informed
through email updates.
Chapter eIGht:
So You’re on the Ballot…
wInnInG Your Measure
n FIELD OPERATIONS. A Speakers’ Bureau program and
community visibility, including asking other supportive
local campaigns to mention your Measure on their
literature, is important.
Particularly in two-thirds requirement Finance Measure
elections, an aggressive voter contact operation (both
phoning and door to door) using volunteers for 8-10
weeks is absolutely critical to success.
n ELECTION DAY “GET-OuT-THE-VOTE.” An effective
Election Day program is solely targeted to identified
supporters, to “get out the vote” – not to undecided or
uncontacted voters. Reminding your supporters to vote
is important for two reasons: 1) Opponents frequently
are more motivated to vote than supporters, and 2) if
the proceeding is in an even-year election where there
are statewide candidates and measures on the ballot,
local measures appear at the bottom of a long ballot,
thus making reminders to your supporters essential.
n Build your Team
• Select/retain Campaign Consultant
• Identify designated Fundraising Chair(s) and
Campaign Treasurer
• Identify separate “day to day” coordinator
• Identify computer/database manager
• Identify Endorsements Chair
n Write/Submit Ballot Argument
• Identify signers who are effective, based on polling
n Develop Campaign Strategy
• Message/Voter Targeting
• Timeline for Key Activities, Mailers and Signs
• Endorsements
• Field Operation Goals: Voter Contact and Speakers
Bureau Work
• Absentee Strategies
• Rapid Response/Inoculation Strategy for
Opponents
n Develop Fundraising Plan/Goals
• Open FPPC Political Account
• Develop Campaign Budget
• Develop Cash Flow Calendar
• Create Donation “Hit List”/Database
• Identify Major Donors
• Print Stationary, Remittance Cards, Envelopes
• Send Letters, make Direct Calls (events are too
time consuming)
n Deploy on Media Strategies
• Maintain excellent relationship with local media
• Plan proactive media coverage
• Visit Editorial Boards
wOrk hard, and win On eleCtiOn day!
*Checklist provided courtesy of
The Lew Edwards Group.
COuntdOwn tO SuCCeSS: Campaign CheCkliSt
CHAPTER EIGHT: So You’re on the Ballot…WINNING Your Measure
Countdown to SuCCeSS: How to WIN Your City Finance Measure
By law, all political mail must include a disclaimer indicating the name of the Committee who sponsored the mailer, and its Fair Political Practices Commission (FPPC)
number. In this example, that information was included on the reverse side of the mailer.
CHAPTER EIGHT: So You’re on the Ballot…WINNING Your Measure
Salte Our Zoo Headquarters
3500 Pelco Way
Clovis, CA 93612.5699
~ . Save Chaffee Zoo, preserving our L~d treasured large animal exhibits •
PRSRTSTD
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PERMIT ~o. ~627
. Ensure that NO funds go to gO\lernment -It;( ALL funds will restore our Zoo.
~ . Repair hundreds of urgent zoo items ~ like leaking roofs.
hid for br Save Our Zoo. Yes on -z. •• CINItIan Gil camrnunity .. 'ac ..... ;m 'auo pl. PI' ~ ..... .-ad llusi,.. .......
Major funding provided ~-. ...... ~ Sodety._ '-EIocIdc.Inc. I'PPC' Ufi!IQZ.
Sa~e Our Zoo Headquarters
3500 Pelco Way
Clovis, CA 93612-5699
· Save Chaffee Zoo, preserving our
treasured large animal exhibits.
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PER M(T ~o.1627
· Ensure that NO funds go to government -
ALL funds will restore our Zoo.
· Repair hundreds of urgent zoo items
like leaking roofs.
P.w for~ Save Our Zoo. Yes on -z.--c:aeIftbI oIcammunityMfwOLiIMi. m 'as" ' .. ppoc ........ business Iuders..
Major 'undlng provtdod by PeIco, -ZooIogkaI Society. _ ..... 1!IocIIIr" In<. A'I'C' Ue690Z.
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243 South ES(ondido Blvd .. #333 f":loR1S:D
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Isn't saving lives worth
a few pennies
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243 South Escondido Blvd .. ~333 r~f.:1 SID
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Isn't saving lives worth
a few pennies
per day?
.,. ~'-r' ~ ""'!' • .:'
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Improve Escondido's 9-1-1 Emergency Response Times •
SAMPLE
BALLOT ARGUmENT IN FAVOR OF mEASURE X
Measure X provides funding to build a new Library.
Our library was built in 1961. 800 people per day use it. There isn’
t
e
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s
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r
i
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s
,
quiet study, or programs for children.
When a new book is purchased, another must come off the shelve
s
.
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i
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m
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t
s
t
o
d
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y
’
s
safety, ADA and seismic standards.
Measure X earmarks new funding specifically to build a new Libra
r
y
y
o
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f
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y
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r
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o
n
s
c
a
n
enjoy. Measure X:
• Allows expansion of our book, reference, periodical and audio-visual collectio
n
.
• Creates more children’s story-time, study and reading areas.
• Updates wiring for computers, the Internet, and new technology.
• Ensures modern seismic, health/safety standards.
• Creates space for homework and tutoring.
• Provides adequate seating and lighting.
• Creates space for more computer terminals.
• Allows continued expansion of senior library services, such as the larg
e
p
r
i
n
t
t
e
c
h
n
o
l
o
g
y
s
y
s
t
e
m
.
By law, Measure X funding can only be spent on a new Library—not for other uses.
To ensure funds are spent properly, a Citizens Task Force will monitor all
M
e
a
s
u
r
e
X
f
u
n
d
i
n
g
a
n
d
r
e
p
o
r
t
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t
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e
community. All money raised by Measure X is tax deductible, and every dime stays in (city’s name).
State matching funds are available to help fund our library at up to 65%
o
f
t
h
e
c
o
s
t
,
but only if we adopt
Measure X. We can only compete for these funds if you vote “YES” on Meas
u
r
e
X
.
A Library Committee composed of parents, library users, seniors, and ci
v
i
c
l
e
a
d
e
r
s
h
e
l
p
e
d
d
e
v
e
l
o
p
a
f
i
s
c
a
l
l
y
responsible plan for a new Library.
Hundreds of citizens have provided ideas and say our Library needs help
.
T
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e
C
i
t
y
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o
u
n
c
i
l
u
n
a
n
i
m
o
u
s
l
y
agreed. Help us improve this wonderful community resource. Vote YES o
n
M
e
a
s
u
r
e
X
.
Signers: homeowners assn president, fiscal watchdog, PTA leader, senior
a
d
v
o
c
a
t
e
,
o
n
e
e
l
e
c
t
e
d
o
f
f
i
c
i
a
l
.
*Provided courtesy of The Lew Edwards Group.
CHAPTER EIGHT: So You’re on the Ballot…WINNING Your Measure
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Countdown to SuCCeSS: How to WIN Your City Finance Measure
SAMPLE
FIRE, POLICE, PARAmEdIC 9-1-1 EmERGENCY RESPONSE mEASURE
Campaign Budget
Direct Mail
$60,000-$90,000
Data/Voter Lists
$3,000
(Includes walk/phone lists)
Day to Day Field Manager
$10,000
(One full-time campaign manager, September 1 thru Election Day)
Field Materials
$2,500
(Letterhead, envelopes, remits)
Visibility
$3,500
(lawn signs and 4’ by 8’s)
Slate Mailers
$4,500
GOTV
$2,000 - $3,500
HQ Rent/Phone & Operating Expenses In-Kind
Website
In-Kind
Consulting Fee
$30,000
TOTAL PROJECTEd EXPENSES $115,500—$147,000*
* Does not include consultant’s win bonus, if the measure is successful.
Sample budget provided courtesy of The Lew Edwards Group for a jurisdict
i
o
n
w
i
t
h
5
2
,
5
6
1
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e
g
i
s
t
e
r
e
d
v
o
t
e
r
s
d
u
r
i
n
g
a high turnout November election.
*Provided courtesy of The Lew Edwards Group.
T II I!
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LEW
EDWARDS
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SAMPLE
For Immediate Release
Contact: (name)
Community Leaders to Urge City Council To Place Safe Neighborhoo
d
s
G
a
n
g
And drug Prevention Police/Fire Response measure On November 2004 Ballot
(name of city), August 3 –Scores of community members, police o
f
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s
,
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h
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e
(name) City Council Chambers to urge the Council to consider p
l
a
c
i
n
g
t
h
e
S
a
f
e
N
e
i
g
h
b
o
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a
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g
a
n
d
Drug Prevention Police/Fire Response Measure on the November
2
,
2
0
0
4
b
a
l
l
o
t
.
Public Safety officials and community leaders developed the Meas
u
r
e
t
o
a
d
d
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e
s
s
c
r
i
t
i
c
a
l
p
u
b
l
i
c
s
a
f
e
t
y
n
e
e
d
s
.
Key components of the Measure include:
• Increasing the number of public safety officers;
• Hiring more school police officers to focus on gang violence;
• Ensuring fiscal accountability for all funds generated by the measure, i
n
c
l
u
d
i
n
g
C
i
t
i
z
e
n
s
O
v
e
r
s
i
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t
a
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s
;
• Improving the ability of the police and fire departments to respond to
a
t
e
r
r
o
r
i
s
t
a
t
t
a
c
k
.
Community leaders have praised the work of the public safety departmen
t
s
i
n
p
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i
o
r
i
t
i
z
i
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g
c
r
i
t
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c
a
l
p
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i
c
s
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t
y
needs and developing a comprehensive plan to ensure the safety of (city’s
)
g
r
o
w
i
n
g
p
o
p
u
l
a
t
i
o
n
.
Said (name) of the (name) Neighborhood Watch, “Local parks are not sa
f
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t
o
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k
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n
a
t
n
i
g
h
t
.
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e
c
a
n
’
t
s
i
t
b
y
and watch gang-related crimes increase. We have got to give police the to
o
l
s
A
N
D
p
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o
p
l
e
t
h
e
y
n
e
e
d
t
o
d
o
m
o
r
e
about the problem.”
“Our City has a significant drug problem, including methamphetamine l
a
b
s
.
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e
d
m
o
r
e
d
r
u
g
p
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e
v
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n
t
i
o
n
programs and officers to keep our children and youth off drugs and our
s
t
r
e
e
t
s
s
a
f
e
,
s
a
i
d
C
h
i
e
f
o
f
P
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e
(name). “Allowing citizens to decide whether they support local funding
t
o
p
a
y
f
o
r
o
u
r
s
a
f
e
t
y
i
s
a
g
o
o
d
w
a
y
to proceed.”
*Provided courtesy of The Lew Edwards Group.
CHAPTER EIGHT: So You’re on the Ballot…WINNING Your Measure
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0 Countdown to SuCCeSS: How to WIN Your City Finance Measure
SAMPLE
Dear Friend:
We are writing to ask for your support for Public Safety Measure X
,
o
n
t
h
e
N
o
v
e
m
b
e
r
2
n
d
b
a
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l
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.
Responding quickly in an emergency makes a critical difference in
t
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a
b
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l
i
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y
o
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p
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i
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a
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t
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s
a
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e
lives and property. With the support of concerned citizens like you
,
M
e
a
s
u
r
e
X
w
i
l
l
:
• Increase the number of firefighters, police and EMTs.
• Replace aging fire equipment with the latest firefighting technology.
• Maintain levels of protection to keep fire insurance rates low.
• Retain excellent, well-trained police officers and firefighters-EMTs.
• Improve 9-1-1 police/fire response times.
• Hire more school police officers to focus on truancy, gang violence and
d
r
u
g
p
r
e
v
e
n
t
i
o
n
p
r
o
g
r
a
m
s
.
• Upgrade, repair and construct outdated Fire and Police facilities.
Measure X also includes strict financial accountability requirements to en
s
u
r
e
a
l
l
f
u
n
d
s
s
t
a
y
l
o
c
a
l
,
a
n
d
a
r
e
only spent on Police and Fire/EMT needs. These provisions include the c
r
e
a
t
i
o
n
o
f
a
n
I
n
d
e
p
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n
d
e
n
t
C
i
t
i
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e
n
s
’
Oversight Committee to monitor spending and annual audits, with publi
c
l
y
r
e
l
e
a
s
e
d
r
e
s
u
l
t
s
.
With so many items on this year’s ballot, it is urgent that we have the money necessary to get our message to
voters. Your donation will enable us to pay for postage, printing, phone banks, and
o
t
h
e
r
i
t
e
m
s
t
h
a
t
a
l
l
o
w
u
s
t
o
effectively outreach to our community.
Please donate $________ or as much as you can possibly afford, today. F
o
r
y
o
u
r
c
o
n
v
e
n
i
e
n
c
e
w
e
h
a
v
e
e
n
c
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o
s
e
d
a contribution envelope. And feel free to contact (name) at xxx-xxxx if y
o
u
h
a
v
e
a
n
y
q
u
e
s
t
i
o
n
s
o
r
w
i
s
h
t
o
become a volunteer for the Yes on Measure X campaign. Thank you for y
o
u
r
s
u
p
p
o
r
t
!
Sincerely,
*Provided courtesy of The Lew Edwards Group.
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EDWARDS
GP,O U P
SAMPLE
SAmPLE PERSUASION PHONE SCRIPT
Hi, is ____________ home? My name is ____________ and I’m c
a
l
l
i
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g
o
n
b
e
h
a
l
f
o
f
(
c
i
t
y
n
a
m
e
)
P
o
l
i
c
e
Officers, Firefighters and Paramedics to urge your support of Prop
.
X
o
n
o
u
r
l
o
c
a
l
b
a
l
l
o
t
.
As you know, there are a lot of issues this November, ranging from
P
r
e
s
i
d
e
n
t
i
a
l
e
l
e
c
t
i
o
n
s
t
o
s
t
a
t
e
a
n
d
r
e
g
i
o
n
a
l
measures. Prop. X though, is the only local measure on our ballot.
Prop X will expand our 9-1-1 emergency response system, allowin
g
l
o
c
a
l
F
i
r
e
f
i
g
h
t
e
r
s
,
p
o
l
i
c
e
o
f
f
i
c
e
r
s
a
n
d
paramedics to respond more quickly in an emergency. It is now ta
k
i
n
g
l
o
n
g
e
r
f
o
r
o
u
r
e
m
e
r
g
e
n
c
y
p
e
r
s
o
n
n
e
l
t
o
respond to 9-1-1 calls because of growth and traffic congestion in
o
u
r
c
i
t
y
.
P
r
o
p
X ensures that emergency personnel can reach your family when y
o
u
n
e
e
d
i
t
.
The Taxpayers Association and League of Women Voters support Prop. X
b
e
c
a
u
s
e
i
t
’
s
f
i
s
c
a
l
l
y
r
e
s
p
o
n
s
i
b
l
e
.
Prop. X includes strict fiscal accountability provisions including Citizens’
O
v
e
r
s
i
g
h
t
a
n
d
a
n
n
u
a
l
a
u
d
i
t
s
t
o
ensure money is spent as promised. And no money can be spent on admi
n
i
s
t
r
a
t
o
r
s
’
s
a
l
a
r
i
e
s
.
By law all funds can only be spent in our community, on 9-1-1 and publi
c
s
a
f
e
t
y
i
m
p
r
o
v
e
m
e
n
t
s
.
Can we count on your support for Yes on X?
*Provided courtesy of The Lew Edwards Group.
CHAPTER EIGHT: So You’re on the Ballot…WINNING Your Measure
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Countdown to SuCCeSS: How to WIN Your City Finance Measure
Q: Should we consider a “stealth” campaign?
A: Some consultants recommend a “low key” campaign
with as little activity as possible. This doesn’t work in a
Finance Campaign. There is always a committed core of
likely voters in every election who will go to the polls no
matter what – and when they do, their effective receipt
of information from your campaign is necessary for
success.
Q: How much money should we plan on spending in
a campaign?
A: This depends on the size of the community and whether
you are proceeding in a high or low-turnout campaign.
The higher turnout the campaign (e.g., during statewide
or presidential elections), the more people you need
to reach, driving up campaign costs. Communities with
as little as 3,000 voters can spend $50,000 in a Special
Election. A dense urban electorate’s campaign can cost
as much as $350,000. Most average-size communities
spend $125,000 - $150,000.
Q: Where do you raise the funds?
A: Starting early and designating a Chair or Co-Chairs
to assume this task is critical. Usually, it’s a combination
of 1) Council members raising funds from their own
contributor networks 2) major contributions from
business leaders and city vendors 3) where
appropriate, labor or association donations and
4) grassroots community donations. Sometimes even
Council members are surprised that a Finance Measure
campaign can cost more than what they’re used to
raising – but remember, you need a higher percentage of
votes to win, in a finance campaign.
Q: Isn’t it overkill to call voters at home?
A: Absolutely not. These types of campaigns are difficult.
Effective outreach to voters requires old-fashioned,
neighbor-to-neighbor conversations. Remember, an
opposing ballot argument or newspaper endorsement
can kill your measure, unless you’ve laid excellent
community groundwork.
Q: Isn’t door-to-door work more effective than
phoning?
A: Door to door work is usually favored among volunteers,
but unfortunately it takes much longer than phoning.
A good volunteer can reach 10-12 neighbors per hour
on the phone, where it could take three hours walking
door to door to find those voters actually at home. A
combination of the two is the most effective.
Q: How do I get more information?
A: If you have additional questions not covered in this
manual, please feel free to contact the League of
California Cities team at 916.658.8200.
COmmOn QS & aS abOut winning yOur eleCtiOn
appendIx I:
polling Sample
The following is a sample of a script a pollster would use in making telephone interviews. The firm of FAIRBANK,
MASLIN, MAULLIN & ASSOCIATES, who have done extensive work with the League of California Cities (including
Proposition 1A) and its member cities provided this sample, which can serve as a guide in terms of what to expect as
you conduct your polling.
Hello, I’m __________ from ______, a public opinion research company. We’re conducting a public opinion survey about
some important issues that concern the citizens of ______. I am not trying to sell you anything and I will not ask you for
a donation or contribution of any kind. May I please speak to __________? (MuST SPEAK TO VOTER LISTED. VERIFY
THAT THE VOTER LIVES AT THE ADDRESS LISTED; OTHERWISE, TERMINATE.)
1. First, I’m going to describe several different types of elections. After I describe each one, please tell me if you vote in
every election of that type, most of them, some, a few or do you not vote in that type of election?(DO NOT ROTATE)
EVERY MOST SOME FEW NONE (DK/NA)
a. Statewide November
general elections ............................... 1 ..................... 2 .....................3 .....................4 .....................5 .................... 5
b. Statewide June primary
elections .............................................1 ..................... 2 .....................3 .....................4 .....................5 .................... 6
c. Local elections, like those
for school board ................................1 ..................... 2 .....................3 .....................4 .....................5 .................... 6
2. Would you say that things in ______________ are generally headed in the right direction or do you feel that things are
pretty seriously off on the wrong track? (DO NOT ROTATE)
(DON’T (DON’T
RIGHT WRONG READ) READ)
DIRECTION TRACK MIXED DK/NA
a. The State of California ....................... 1 ..................... 2 .....................3 .....................4
b. The City of ______________ .............. 1 ..................... 2 .....................3 .....................4
c. Your local neighborhood ................... 1 ..................... 2 .....................3 .....................4
3. Next, I’m going to read you a list of public officials in ________. Please tell me whether you generally approve
or disapprove of the job each one is doing. (IF APPROVE/DISAPPROVE, ASK: Is that strongly APPROVE/
DISAPPROVE or just somewhat?) (DO NOT ROTATE)
(DON’T
STR. SW SW STR. READ)
APP. APP. DISAPP. DISAPP. DK/NA
a. Mayor __________ ............................. 1 ..................... 2 .....................3 .....................4 .....................5
b. The ___________ City Council ........... 1 ..................... 2 .....................3 .....................4 .....................5
c. Your local City Council member ....... 1 ..................... 2 .....................3 .....................4 .....................5
appendIx one: Polling Sample
Countdown to SuCCeSS: How to WIN Your City Finance Measure
4. Next, what do you think is the most serious problem facing the residents of your community that you would like
to see city government do something about? (DO NOT READ OPTIONS – OPEN-END; ACCEPT ONLY ONE
RESPONSE)
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
5. Some people say that the City needs additional funds mainly because the city’s population has grown and operating
costs have increased but the city’s income has not gone up. There have been several proposals for increasing the
City’s funds. I’m going to read you a couple of these proposals and after each one, please tell me if you support or
oppose it. (IF SuPPORT/OPPOSE, ASK: Is that strongly SuPPORT/OPPOSE or just somewhat?) First/Next, would
you support or oppose ______? (ROTATE)
STR SW SW STR (DON’T READ)
SuPP. SuPP. OPP. OPP. DK/NA
[ ] a. Increasing the city sales tax................................ 1 .....................2 .....................3 .....................4 .................... 5
[ ] b. Increasing the utility user’s tax ........................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] c. Increasing the city parcel tax .............................. 1 .....................2 .....................3 .....................4 .................... 5
[ ] d. Creating a special assessment district ............... 1 .....................2 .....................3 .....................4 .................... 5
NOW I WOuLD LIKE TO ASK YOu ABOuT A NuMBER OF MEASuRES THAT MIGHT APPEAR ON AN
uPCOMING CITY BALLOT. ONLY ONE OF THE MEASuRES I WILL DESCRIBE WILL ACTuALLY APPEAR
ON THE BALLOT.
6. Here is the language of one potential measure as it may appear on an upcoming ballot:
“The Neighborhood Public Safety Enhancement Measure. To help preserve the safety of and quality of public
services, with a priority on funding essential services such as police, fire, recreation programs and street and park
maintenance, as well as other general city services, shall an ordinance be adopted to increase the City sales tax by
one-half cent, with citizens oversight and guaranteed independent annual financial audits, and provided that this tax
collection will end in ten years?”
If the election were held today, would you vote yes in favor of it or no to oppose this ballot measure? (IF YES/NO
ASK): “Is that definitely (yes/no) or just probably (yes/no)?” (IF uNDECIDED, ASK:) Well, do you lean towards
voting yes or no?
Definitely yes ............................................................. 1
Probably yes .............................................................. 2
Undecided, lean yes .................................................. 3
Undecided, lean no .................................................... 4
Probably no ................................................................ 5
Definitely no ............................................................... 6
(DON’T READ) Need more info ............................... 7
(DON’T READ) DK/NA .............................................. 8
(ASK IS ANSWERED YES OR NO IN Q6)
7. Why would you vote (YES/NO) on this measure? (OPEN-END; RECORD VERBATIM RESPONSE BELOW)
a. Yes ________________________________________________________________________________________________
_____________________________________________________________________________________________________
b. No _________________________________________________________________________________________________
_____________________________________________________________________________________________________
(RESuME ASKING ALL VOTERS)
NOW I WOuLD LIKE TO ASK YOu ABOuT SOME OTHER ISSuES FACING YOuR CITY.
8. I’m going to read you a list of issues facing that people in your city say are problems. For each one I read, please tell
me whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or
not too serious of a problem in your city. (ROTATE)
NOT (DON’T
EXT VERY SWT TOO READ)
SERIOuS SERIOuS SERIOuS SERIOuS DK/NA
[ ] a. Crime.................................................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] b. The quality of public education .......................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] c. Deteriorating neighborhood parks...................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] d. Waste and inefficiency in city government ........ 1 .....................2 .....................3 .....................4 .................... 5
[ ] e. Traffic congestion ................................................ 1 .....................2 .....................3 .....................4 .................... 5
[ ] f. The state budget deficit ...................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] g. The cost of housing ............................................. 1 .....................2 .....................3 .....................4 .................... 5
[ ] h. Gangs and youth violence .................................. 1 .....................2 .....................3 .....................4 .................... 5
[ ] i. Too much growth and development .................. 1 .....................2 .....................3 .....................4 .................... 5
9. Next, I am going to read you a list of different aspects of the services City government provides to residents of your
City. After I read each one, please tell me whether you think the City is doing an excellent, pretty good, only fair, or
poor job of providing that service.
(DON’T
PRETTY ONLY READ)
(ALWAYS ASK a. FIRST) EXC. GOOD FAIR POOR DK/NA
a. Overall in providing services to City residents ......... 1 .....................2 .....................3 .....................4 .................... 5
(ROTATE)
[ ] b. Reducing crime .................................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] c. Managing the city budget ................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] d. Maintaining parks ................................................ 1 .....................2 .....................3 .....................4 .................... 5
[ ] e. Maintaining streets and roads ............................ 1 .....................2 .....................3 .....................4 .................... 5
[ ] f. Providing recreation programs ........................... 1 .....................2 .....................3 .....................4 .................... 5
appendIx one: Polling Sample
Countdown to SuCCeSS: How to WIN Your City Finance Measure
10. Now I would like to read you some statements people have made about conditions in your City. Please tell me
whether you generally agree or disagree with each statement. (IF AGREE/DISAGREE, ASK: Is that strongly
(AGREE/DISAGREE) or only somewhat?” (ROTATE)
(DON’T
STR. SW SW STR. READ)
AGREE AGREE DISAG. DISAG. DK/NA
[ ] a. There is too much fraud and corruption
in city government .................................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] b. Problems with crime, gangs and
drugs are increasing ................................................. 1 .....................2 .....................3 .....................4 .................... 5
[ ] c. The City cannot provide the level of
service that residents want and need
without additional funding ....................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] d. City leaders have mismanaged
the City finances ....................................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] e. State budget cuts have been a major
cause of cutbacks in city services ........................... 1 .....................2 .....................3 .....................4 .................... 5
NOW I WOuLD LIKE TO ASK YOu A FEW MORE QuESTIONS ABOuT THE POTENTIAL CITY BALLOT
MEASuRE I MENTIONED BEFORE. THIS MEASuRE WOuLD fund essential CITY services through a
City sales tax increase of one-half cent.
11. I am going to read you a list of specific projects and services that could be funded by this ballot measure. As I read
each one, please tell me how important it is to you: extremely important, very important, somewhat important, or
not important. (ROTATE)
(DON’T
EXT VERY SW NOT READ)
IMPT. IMPT. IMPT. IMPT. DK/NA
[ ] a. Restoring the City’s graffiti abatement
program, which was recently eliminated ................ 1 .....................2 .....................3 .....................4 .................... 5
[ ] b. Expanding community policing to reduce
and prevent crime in neighborhoods ...................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] c. Increasing police patrols of schools
and surrounding neighborhoods ............................. 1 .....................2 .....................3 .....................4 .................... 5
[ ] d. Fixing streets and repairing potholes ................. 1 .....................2 .....................3 .....................4 .................... 5
[ ] e. Restoring recreation programs for children ....... 1 .....................2 .....................3 .....................4 .................... 5
[ ] f. Expanding anti-gang and youth violence
prevention programs ................................................ 1 .....................2 .....................3 .....................4 .................... 5
[ ] g. Restoring cuts in funding for emergency
medical response services ....................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] h. Hiring and training additional firefighters
and paramedics ........................................................ 1 .....................2 .....................3 .....................4 .................... 5
[ ] i. Restoring police officers laid off or not
retained by the City .................................................. 1 .....................2 .....................3 .....................4 .................... 5
[ ] j. Upgrading 9-1-1 emergency
response systems ..................................................... 1 .....................2 .....................3 .....................4 .................... 5
[ ] k. Reducing the time that it takes for police,
firefighters and paramedics to reach people
who need help .......................................................... 1 .....................2 .....................3 .....................4 .................... 5
(RESuME ASKING ALL RESPONDENTS)
12. Now I am going to read you a list of arguments in favor of the proposed ballot measure to increase sales taxes by
one-half cent to protect and restore critical City services. After I read each one, please tell me whether it makes
you more inclined to vote in favor of this measure. If you don’t believe the statement or if it makes no difference in
your opinion, please tell me that too. (IF MORE INCLINED, ASK:) Is that much more inclined or just somewhat?
(ROTATE)
MuCH SW (DON’T
MORE MORE (LESS DON’T NO READ)
INCL. INCL. INCL.) BELIEVE EFFECT DK/NA
[ ] a. The State has seized over millions of
dollars from local taxpayers over the past
decade that would have been spent on
essential City services. We need more funds
to make up for these enormous losses and
protect vital city services like public safety. ............ 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] b. Every penny of additional revenue from
this ballot measure would stay in our City
and be used to improve local services. None
of it could be taken by the State or County. ........... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] c. People living outside of our city, such
as tourists and shoppers from nearby
communities, would also pay this sales tax
increase to fund critical public services. ................. 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] d. This measure is supported by community
organizations across the City including
business leaders, local labor unions,
teachers and nurses who all recognize the
urgent need to prevent further cuts in public
safety, street maintenance, libraries and
other vital City services. ........................................... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
13. Now that you have heard more about it, let me ask you again about the potential ballot measure to fund essential
City services by increasing the City’s sales tax one-half cent. If the election were held today, would you vote yes in
favor of it or no to oppose it? (IF YES/NO, ASK: Is that definitely (YES/NO) or just probably?) (IF uNDECIDED,
ASK: Well, do you lean towards voting yes or no?)
Definitely yes .......................................................... 1
Probably yes ............................................................ 2
Undecided, lean yes ................................................ 3
Undecided, lean no ................................................. 4
Probably no.............................................................. 5
Definitely no ............................................................. 6
(DON’T READ) Need more info ............................. 7
(DON’T READ) DK/NA ............................................ 8
appendIx one: Polling Sample
Countdown to SuCCeSS: How to WIN Your City Finance Measure
14. Now I am going to read you a list of arguments against the proposed ballot measure to increase sales taxes by
one-half cent to protect and restore critical City services. After I read each one, please tell me whether it makes
you more inclined to vote against this measure. If you don’t believe the statement or if it makes no difference in
your opinion, please tell me that too. (IF MORE INCLINED, ASK:) Is that much more inclined or just somewhat?
(ROTATE)
MuCH SW (DON’T
MORE MORE (LESS DON’T NO READ)
INCL. INCL. INCL.) BELIEVE EFFECT DK/NA
[ ] a. Our taxes are too high already. We simply
cannot afford another tax increase. ........................ 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] b. Elected officials have a history of making
poor decisions with our tax dollars. We just
cannot trust the City to do the right thing
with additional funding from a tax measure. .......... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] c. There is still waste and inefficiency in City
government, with unnecessary bureaucrats
and administrators making six-figure salaries.
City government should cut wasteful spending
before trying to raise our taxes. ............................... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
16. Sometimes over the course of a survey like this, people change their minds. Let me ask you one last time about the
potential ballot measure to fund essential City services by increasing the City’s sales one-half cent. If the election
were held today, would you vote yes in favor of it or no to oppose it? (IF YES/NO, ASK: Is that definitely (YES/NO)
or just probably?) (IF uNDECIDED, ASK: Well, do you lean towards voting yes or no?)
Definitely yes .......................................................... 1
Probably yes ............................................................ 2
Undecided, lean yes ................................................ 3
Undecided, lean no ................................................. 4
Probably no.............................................................. 5
Definitely no ............................................................. 6
(DON’T READ) Need more info ............................. 7
(DON’T READ) DK/NA ............................................ 8
17. I am now going to read you a list of people and organizations that may take a position on the upcoming ballot
measures. After I read each one, please tell me whether you would find that person’s or organization’s opinion very
believable, somewhat believable, not too believable, or not believable at all. If you have never heard of the person
or organization, or do not have an opinion, you can tell me that too. (ROTATE)
VERY SW NOT TOO NOT AT ALL NO
BELIEV. BELIEV. BELIEV. BELIEV. NHO OPIN
[ ] a. Your County Supervisor ...................................... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] b. The local newspaper ........................................... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] c. Your Mayor .......................................................... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] d. Your state Assembly Member............................. 1 ................ 2 ................ 3 ................ 4 ................................... 6
[ ] e. Local religious leaders ......................................... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] f. Your local fire chief and firefighters ................... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] g. Your Congressman .............................................. 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
[ ] h. Your local police chief and police officers ......... 1 ................ 2 ................ 3 ................ 4 ................ 5 ................ 6
THESE ARE MY FINAL QuESTIONS, AND THEY ARE FOR CLASSIFICATION PuRPOSES ONLY.
18. What was the last level of school that you completed?
Grades 1-8 ............................................................... 1
Grades 9-12 ............................................................. 2
High School graduate .............................................. 3
Less than 4 years of college ................................... 4
College graduate (4) ................................................ 5
Post graduate work/
Professional school ................................................. 6
(DON’T READ) Refused ......................................... 7
19. Do you have any children under the age of 19 living at home?
Yes ............................................................................1
No ............................................................................. 2
(DON’T READ) DK/NA ............................................ 3
20. With which racial or ethnic group do you identify yourself: Latino or Hispanic, Black or African-American, White or
Caucasian, Asian, or some other ethnic or racial background?
Hispanic/Latino ........................................................ 1
Black/African American .......................................... 2
White/Caucasian ..................................................... 3
Asian ........................................................................ 4
Other (SPECIFY________________) ....................... 5
(DON’T READ) DK/NA/REFuSED..................... 6
21. In what year were you born?
1987-1981 (18-24) .................................................... 1
1980-1976 (25-29) .................................................... 2
1975-1971 (30-34) .................................................... 3
1970-1966 (35-39) .................................................... 4
1965-1961 (40-44) .................................................... 5
1960-1956 (45-49) .................................................... 6
1955-1951 (50-54) .................................................... 7
1950-1946 (55-59) .................................................... 8
1945-1941 (60-64) .................................................... 9
1940-1931 (65-74) ................................................... 10
1930 or earlier (75+) ............................................... 11
(REFuSED/NA) ...................................................... 12
22. I don’t need to know the exact amount, but please stop me when I read the category that includes the total income
for your household before taxes in 2004. Was it:
$30,000 and under .................................................. 1
$30,001 - $60,000 .................................................... 2
$60,001 - $90,000 .................................................... 3
$90,001 - $120,000 .................................................. 4
More than $120,000 ................................................ 5
(DON’T READ) DK/Refused ................................... 6
THANK AND TERMINATE
appendIx one: Polling Sample
0 Countdown to SuCCeSS: How to WIN Your City Finance Measure
Chapter two: Getting Started—Action Steps to Success
Catherine lew, eSQ.
President and CEO, The Lew Edwards Group
Catherine Lew, the President & CEO of the Lew Edwards
Group, is a premier consultant in California providing
campaign management services, communications and
political strategy, and strategic advice to: cities; counties;
special districts; transportation; school and college districts;
and other public agencies, as well as private sector and
nonprofit clients.
Lew has more than 25 years of experience in the
communications and political arena. She is a veteran of
over 400 political campaigns, many of them difficult two-
thirds requirement public tax measures. Her organization,
The Lew Edwards Group, is an eight-member firm with top
professionals from disciplines such as media, community
organizing, political campaigns, government affairs, and
public relations.
The Lew Edwards Group has passed nearly $16 Billion in
California finance measures with an overall 90% success
rate. The Lew Edwards Group guides and directs the process
of municipal finance measure work from start to finish – from
the City’s early communications and planning efforts, through
a successful political campaign.
Lew and her team of experts are frequently sought-after
trainers and lecturers for organizations such as the California
Municipal Treasurers Association, Local Government
Commission, Institute for Local Government, Coalition for
Adequate School Housing, Community College League of
California, National Women’s Political Caucus, and California
School Board Association.
In addition to serving as a Contributor to this manual, Lew
is a lead trainer in the League of California Cities’ California
Ballot Measure Academy workshops on how to win tough
finance measure campaigns, and has frequently appeared at
our annual conferences.
A graduate of the University of California, Berkeley and the
University of San Francisco School of Law, Lew is a member
of the California State Bar. Contact Ms. Lew by calling
510.594.0224 or email catherine@lewedwardsgroup.com.p
Contributor profiles
jOhn Fairbank
Fairbank, Maslin, Maulin & Associates
John Fairbank has over twenty-five years experience in public
opinion research and policy analysis, including advising
candidates on national, state and local levels. Mr. Fairbank
works extensively on ballot propositions – particularly local
and state bond and special tax measures that focus on
conservation, transportation, education, public safety, water
protection, and financing government services - which
have raised hundreds of millions of dollars for cities across
California. Since 2000, Mr. Fairbank’s research and strategic
advice has helped local governments and special districts
successfully pass more than two dozen finance measures
requiring a two-thirds supermajority. In addition, Mr. Fairbank
directed polling services and strategic advice to assist the
League of California Cities successful campaign to pass
Proposition 1A in November 2004, the statewide Local
Taxpayer Protection Act, which safeguards local tax dollars
for cities and counties.
In recent years Mr. Fairbank has been instrumental in
statewide campaigns in California, Washington State and
Florida that have resulted in public approval of billions of
dollars worth of bonds for clean water, parks and open
space. He has also been the principal voter opinion research
consultant to campaigns winning public support for gas tax
transportation funding and reform of the public education
finance process.
In the education finance arena, Mr. Fairbank helps school
districts win voter approval for bond and special tax
measures, including 45 successful K-12 and community
college school bond measures since 2002.
Mr. Fairbank has been involved as the principal voter opinion
researcher and a strategic advisor to successful candidates
for the United States Senate and House of Representatives,
as well as for successful candidates for governor, mayor and
other state and local offices in California, Washington State,
Arizona, Colorado and Hawaii.
John Fairbank was born in Sacramento, California and
graduated from UCLA and serves as a Senior Fellow at the
UCLA School of Public Policy and Social Research. He lives in
Los Angeles. Mr. Fairbank may be reached in the firm’s Santa
Monica office at (310) 828-1183, or at john@fmma.com.
Countdown to SuCCeSS: How to WIN Your City Finance Measure
notes
Chapter two: Getting Started—Action Steps to Success
notes
Countdown to SuCCeSS: How to WIN Your City Finance Measure
notes
FILENAME 1
POLICY AND SERVICES COMMITTEE
DRAFT Action Minutes
Special Meeting
May 8, 2012
1. Continued Discussion on Infrastructure Funding Options for the November 2012
Ballot
MOTION: Council Member Klein moved, seconded by Council Member Espinosa that
the Policy and Services Committee recommend the City Council; 1) not hold a revenue
election in 2012, 2) direct Staff to start planning for a 2014 program and election, 3) to
direct Staff to develop a detailed timeline for a 2014 election for Council approval
which will include financial matters, identification of assets to be constructed or
remodeled, appropriate polling, and identification of revenue sources for such a
program to be brought back to Council by September 1, 2012.
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE MAKER AND
SECONDOR for the identification of projects and their anticipated costs to be the first
task accomplished under the time line.
MOTION PASSED: 4-0
MOTION: Council Member Klein moved, seconded by Chair Holman to have the
recommendations regarding the Infrastructure Funding Option brought to Council on
the Action Agenda.
MOTION PASSED: 4-0
2. Auditor’s Office Quarterly Report as of March 31, 2012
MOTION: Council Member Klein moved, seconded by Council Member Espinosa to
recommend the City Council approve the Auditor’s Office Quarterly Report as of March
31, 2012.
MOTION PASSED: 4-0
ADJOURNMENT: Meeting adjourned at 7:45 p.m.
Attachment B