HomeMy WebLinkAboutJ. Wallin Opinion Research - City of Diamond Bar Proposal - FINAL
February 24, 2025
Proposal to Provide
Public Opinion Polling Services
for the City of Diamond Bar
Irvine CA | Washington DC | St Petersburg FL
(714) 906-2061
www.jwallin.com
jwallin@jwallin.com
2
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Table of Contents
A. Cover Letter ............................................................................................................................................. 3
B. Project Team ........................................................................................................................................... 5
C. Firm’s Experience/References .................................................................................................................. 6
D. Methodology/Project Understanding ..................................................................................................... 13
E. Cost for Services .................................................................................................................................... 17
F. Insurance .............................................................................................................................................. 17
G. Consulting Agreement ........................................................................................................................... 19
3
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
A. Cover Letter
February 24, 2025
Alex Batres, Management Analyst
City Manager’s Office
City of Diamond Bar
21810 Copley Drive
Diamond Bar, CA 91765
abatres@diamondbarca.gov
SUBJECT: Proposal Response to RFP “Request for Proposals Public Opinion Polling Services”
Dear Mr. Batres,
Thank you for the opportunity to present this proposal to provide Public Opinion Polling Services for the
City of Diamond Bar. We believe that J. Wallin Opinion Research’s unique strengths offer the City
unmatched value for this project. These include:
• Our team’s track record of providing highly accurate opinion research for the City of Diamond Bar
(including the City’s 2016 revenue measure survey) has provided us with a comprehensive
understanding of your local issue and public opinion landscape , and how it has changed and evolved
over time. This familiarity extends to local issues like the Stevens Field Property redevelopment as well
as regional and national challenges such as mitigating the construction impacts of the SR-57/SR-60
freeway confluence improvement project and offsetting newfound volatility in federal funding for local
governments.
• Our experience providing public opinion polling services for dozens of successful local revenue ballot
measures on behalf of California local public agencies has yielded billions of dollars in new, voter-
approved funding.
• Our client-centered service model, in which all research design, analysis, presentations are performed
personally by company principal Justin Wallin and Vice President David Sokolove, aids us in being
acutely responsive to our client’s needs, such as by responding to contact attempts within minutes in
nearly all situations.
• Our entirely Southern California-based team has deep connection with and affection for the
communities that make up our region. We closely follow the cycles and rhythms of public opinion which
shape perception on the major issues facing the region, from fire protection and property insurance to
water supply and transportation infrastructure to housing, development and homelessness. Moreover, we
are always happy to make the drive to meet with our Southern California clients in person whether it’s
to brainstorm survey ideas, interpret findings or present results.
• Our firm is an acknowledged leader in multilingual opinion research, with the quality of our Mandarin
and Korean translation and the fluency of our bilingual interviewers considered second to none.
4
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
• The innovative, cost-effective and extremely accurate methodology we are recommending for this
project combines telephone interviews via mobile phone and landlines with interviews conducted online
using email and text message prompts to achieve a greater number of interviews and a more
representative sample than would otherwise be possible.
• Finally, to help ensure the success of the City’s revenue measure project we also offer an optional,
additional scope of ballot measure planning and public communications services provided by
CliffordMoss (https://www.cliffordmoss.com/), the top consultants for revenue-generating ballot
measures in California. While selecting J. Wallin Opinion Research for this project in no way obligates
the City to retain the services of CliffordMoss, our experience working with them on numerous successful
ballot measure projects leads us to believe that their work would like ly provide significant value for the
City. More information about CliffordMoss and the services they could provide for this project are
provided as an Appendix to this proposal.
Thank you for your time reviewing our proposal. If you have any questions, please do not hesitate to
contact me directly. This proposal will be valid for not less than 90 calendar days starting February 24,
2025.
We would be thrilled to work with you on this project. Thank you for your consideration.
Sincerely,
Justin Wallin
Chief Executive Officer (contact person and authorized to negotiate a contract with the City)
J. Wallin Opinion Research
2151 Michelson Drive, Suite 295
Irvine, CA 92612
714-906-2061
jwallin@jwallin.com
5
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
B. Project Team
J. Wallin Opinion Research never hands off projects to “staff.”
Our clients know that they are our entire priority, and receive all of our attention. Wallin and the team he has
selected from his firm to work on this specific project are recognized industry experts who successfully apply proven
statistical and behavioral theory to the challenges faced by those working in today’s public policy arena to deliver
accurate, actionable results. Both members of the City’s proposed research team also have personal experience
conducting survey research in the past for the City of Diamond Bar.
We urge prospective clients to carefully assess the education and experience of the research teams they evaluate.
Degrees matter. Training in survey methodology, statistics, psychology and human behavior matters. Real experience
matters. Recognition by leading experts and industry pundits matters. J. Wallin Opinion Research brings a unique
blend of these four critical elements to bear for our clients in a way that is unmatched by any other firm specializing
in public policy.
What you see is what you get. We only take on a select group of clients, ensuring that those we work with benefit
from our full attention to their projects from inception through completion. Company principal Justin Wallin is not only
our clients’ initial point of contact but is your key contact throughout our relationship in his role as Project Manager. It
is this highly personalized model that has won the trust and repeat business of our clients, including government
agencies of all kinds throughout California. In addition to Company principal Justin Wallin, the City of Diamond Bar’s
project team will include J. Wallin Vice President David Sokolove.
Justin I. Wallin, CEO/Lead Researcher
Justin Wallin is a “marketing concept” strategist, with over fifteen years of
experience helping to develop communications strategy through opinion research.
Wallin delivers strategic direction to Fortune 500 firms, state and federal
agencies, cities and other local governments, political candidates and campaigns,
organizations and non-profit organizations, entrepreneurial ventures and other
businesses. His past work has included survey research for the City of Diamond
Bar.
Wallin is a recognized expert in accurately measuring public opinion, forecasting
outcomes and identifying the most effective ways to influence thoughts and
behaviors.
Wallin is a regular guest on CNN, BBC, Fox News and The National Desk. His
research, commentary and analysis can be found in The Wall Street Journal, The
New York Times, Politico, Roll Call, Campaigns & Elections, Public CEO and Inside
Elections with Nathan Gonzales. He has lectured at the University of Southern California, Pepperdine University,
Loyola Marymount University, California State Universities and George Washington University and has taught both
graduate and undergraduate courses in marketing. He is a featured speaker throughout the nation on matters of
strategy, marketing and messaging.
6
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
After driving global strategy and marketing programs in the technology industry early in his career, Wallin was a
founder of the re-launched, historic Columbia Yacht Corporation. The racing boats he built span the globe. He sold
his stake in the company in 2008.
Wallin is a Fellow of the Jesse M. Unruh Institute of Politics at USC.
Wallin received his MBA with an emphasis in marketing and strategy from the University of Southern California, and
his BA (Philosophy) from Whittier College. He is a member of AAPOR and CSDA
David Sokolove, Vice President
David Sokolove is a recognized leader in implementing innovative and effective opinion
research programs for public agencies, businesses, advocacy organizations and political
clients. David began his career in public affairs managing campaigns for the Boston City
Council and Massachusetts state legislature while an undergraduate at Boston University.
David spent more than a decade at one of the west coast’s best known public opinion
research firms, where his research contributed to the success of state and local ballot
measures that have provided billions of dollars in funding for public services for agencies
that include numerous cities, school districts, and community colleges. He also helped
develop the City of Diamond Bar’s 2016 revenue measure survey.
At J. Wallin Opinion Research David leads the firm’s work on behalf of public agency clients. David is passionate
about aiding public sector leaders and their allies in securing the information and resources necessary to provide
world-class public services for their communities, and he is known for the rigorous, detail-focused approach he brings
to the science of designing, collecting, and interpreting public opinion research.
C. Firm’s Experience/References
About J. Wallin Opinion Research
We approach opinion research with purpose. We believe that data is useful only insofar as it is clearly
actionable. Our work supports data-driven decisions and messaging strategies.
“Advertising people who ignore research are as dangerous as generals who ignore decodes of enemy
signals.”
– David Ogilvy
J. Wallin Opinion Research was incorporated in 2014 and launched to the public in January, 2017. Our
firm is headquartered in Irvine, California and Washington, DC. Company CEO Justin Wallin has a long
history of opinion research and strategy not only wit h this firm, but also having managed local opinion
research firm Probolsky Research for nearly ten years prior to 2017, and bringing to bear a deep previous
experience in the private sector managing global tech strategies.
7
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Our research applies the right tool for the right situation (polling, focus groups, online/mobile research
etc.), leveraging proven methodologies woven with years of expertise determining core drivers of human
opinions and behavior.
We will take the complex and distill it on your behalf, delivering an accurate assessment of how things
are, and a clear roadmap of how to get to where you need to be, yielding accurate information, identifying
groups with shared opinions and revealing how to best move opinions and behaviors.
We are recognized experts in research supporting public outreach and education, communications, and
messaging. Effective public education and communications efforts begin by thoroughly exploring all sides
of issues and obtaining independent research to ensure that all communications are addressed
appropriately. Our clients turn to our firm for the thorough expertis e that can only be delivered by seasoned
professionals.
We are recognized local government experts. CEO Justin Wallin is a regularly featured speaker at
regional government policy events throughout the state and his articles, research, analysis and commentary
have been relied upon for nearly a decade by experts throughout California and the nation. He has
worked with nearly every city, county, public utility and special district throughout California.
We are known and trusted. Public research results often demand credibility with elected officials, key
groups, the media and influential pundits. These groups and influential organizations/personalities know
and respect our research.
Company CEO Justin Wallin and VP David Sokolove each have a personal history of successfully polling
specifically on behalf of the City of Diamond Bar.
J. Wallin Opinion Research is not only widely respected for deploying proven research methods, but is also
recognized at being at the forefront of testing and – when proven – implementing new technologies and
methodologies to enhance research participation and improve research results in a rapidly changing
environment. Our methodological recommendations reduce response bias, generate maximum
participation rates and deliver the most accurate results while respecting government agency budget
requirements. Our clients know that what we recommend will be tested and proven in the real world and
represents the most appropriate recommendation to fit their agency’s needs.
For this project, we are recommending deploying a mixed -methodology approach utilizing live telephone
interviewers, e-mail-to-online and text-to-online (please see the “Project Overview” section of this proposal
for details).
Our team gives you the best of all possible worlds. Our firm has not only done extensive work in California,
but also works on national issues, alongside state and local organizations. We bring national and global
level perspective to the project, providing innovative new approaches and creative concepts. Our CEO has
almost 20 years of experience working with local, state and federal government as well as Fortune 100
companies, private firms, media organizations and other entities. Wallin has personally fi elded hundreds
of research projects throughout California, but also throughout Los Angeles County and specifically within
the City of Diamond Bar itself.
No other firm yields this combination of national, best-of-breed expertise and deep local knowledge.
8
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Company Experience
Public agencies are wise to exercise caution not only regarding the methodological recommendations
provided by opinion research firms courting their business, but also the reputations of those firms themselves.
Signing a firm with a staff that is highly trained, deeply experienced and respected by not only the industry
but by the media and by public policy pundits is critical. It is important that a firm have a broad range of
industry experience – not solely within the government sector. A pedigree that includes corporate, media
and political experience may not seem relevant to the services sought, but proven experience in all sectors
that are touched by public policy yields best practices that are simply not gained within a wholly industry -
specific “experience-vacuum.”
Yet at the same time it is critical that an opinion research firm bring significant experience with government
agencies and the particular challenges they face – from revenue increases to service prioritization, resident
satisfaction, general plan updates, redistricting, waste and recycling, water, wastewater, and so on. An
opinion research firm should have proven experience working with government staff, elected officials and
other consultants.
We are recognized experts in research on behalf of local governments. Our portfolio includes extensive
work on issues relating to local tax and bond ballot measures, revenue enhancement, economic development,
strategic planning, resident satisfaction, budget prioritization, waste services, development and land use,
utility rates, issue/project awareness, sharing economy, open space preservation, public safety, consumer
products, emerging technologies, parks and recreation, energy, water and wastewater infra structure,
recycling, annexation and other issues facing local and regional governments and their constituents.
J. Wallin Opinion Research CEO Justin Wallin is a regularly featured speaker at policy events throughout
California and his articles, research, analysis and commentary are being relied upon by governance experts
throughout the nation. Justin has worked wit h nearly every city, county, public utility and special district
throughout California.
Our firm is among a small group of research organizations that have extensive public-sector, corporate and
non-profit practices, conducting research on behalf of government agencies, Fortune 500 companies, ballot
measure committees and non-profit organizations. CEO Justin Wallin has personally designed, conducted,
analyzed and presented over 500 public opinion surveys, 200 of which were for local or regional
government agencies.
It is important to note that what an opinion research firm does NOT do is equally important as what they
do. Experience in different industries – even political – does not bias a reputable opinion research firm
either in practice or in public perception. However, it is critical that an opinion research firm – and its
principals – are not directly contracted to direct public engagement or education efforts focused on
municipal government agencies. This is the “red line” of independence that demands alignm ent. J. Wallin
Opinion Research has always – only – performed opinion research.
That said, J. Wallin Opinion Research understands strategic communications and public education. Such
efforts begin long before a public meeting is held, a newsletter is mailed or a social media message is
posted. Effective communication begins by thoroughly exploring all sides of a given issue and obtaining
9
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
independent research to ensure that subsequent communications address resident wants, needs and opinions
appropriately.
We never assume that a person or group knows something about an issue or feels one way or another
about it. We approach every project with a thirst for knowing all there is to know about the public’s
perceptions, attitudes, and understanding of the issues. Useful information is actionable information. Our
goal is to understand the community’s needs, wants and opinions, and translate that into an effective strategy
for our clients. Assumptions will be tested, and new information uncovered. Our research w ill ensure your
team has the information you need to develop solutions that address the issues that are important to specific
demographic groups, as well as your community as a whole.
J. Wallin Opinion Research is unique. Our firm not only has the training, experience and reputation to
overcome those challenges, but is recognized for its independence and impeccable reputation. We are
known for delivering accurate data. Our principal Justin Wallin has twenty years of expe rience delivering
objective data, wholly absent ideological lenses or alignment with special interests. We have only one job
that we perform on our clients’ behalf - delivering accurate data. We perform that task without equal.
Many firms celebrate their “experience” by way of providing long lists of clients, but that experience is
most often spread over many employees within the company. Our firm’s experience is directly attributable
to our company principal – and who you will be working with day -to-day – Justin Wallin. The only experience
that should ever matter to a client is the experience of the person who manages their projects.
With that in mind, we’d like to illustrate just a small section of those we have worked with, from municipal
clients to corporate and others (illustrating our diversity of clients). These are research projects that Justin
Wallin has personally managed, from inception to completion. The below list represents just a fraction of
those we have worked with.
ASSOCIATIONS
American Association of Health Plans
American Coalition for Clean Coal Electricity
American Hotel and Lodging Association
Apartment Association of Orange County
Association of California Water Agencies
Building Industry Association
California Association of Realtors
California Building Industry Association
California Hotel and Lodging Association
California State Association of Counties
Clean Water and Jobs for California
County Engineers Association of California
Garden Grove Firefighters Association
Howard Jarvis Taxpayers Association
League of California Cities
Orange County Public Relations Society
Restore Hetch Hetchy
San Diego Police Officers Association
Service Employees International Union
Newhall County Water District
Orange County Cemetery District
Mesa Consolidated Water District
Mission Springs Water District
Municipal Water District of Orange County
Orange County Fair
Orange County Sanitation District
Orange County Transportation Authority
Orange County Water District
Orange County Vector Control District
Rowland Water District
San Bernardino County Flood Control District
San Bernardino County Superintendent of Schools
San Bernardino Valley Municipal Water District
San Gorgonio Pass Water Agency
Santa Ana Watershed Project Authority
Santa Clara Valley Water District
Santa Margarita Water District
Upper San Gabriel Valley Municipal Water Dist.
U.S. Dept. of Health & Human Services
United Water Conservation District
Victor Valley Water District
10
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
GOVERNMENT CLIENTS
Amtrak
Bear Valley Community Services District
Castro Valley Sanitary District
City of American Canyon
City of Brisbane
City of Colton
City of Del Mar
City of Diamond Bar
City of Fontana
City of Garden Grove
City of Grand Terrace
City of Hawaiian Gardens
City of Irvine
City of Laguna Niguel
City of Loma Linda
City of Mission Viejo
City of Napa
City of Perris
City of Pismo Beach
City of Placerville City of Pomona
City of Redlands
City of Rialto
City of Riverside
City of San Bernardino Municipal Water Department
City of Santa Ana
City of Santa Clarita
City of Sierra Madre
City of Stanton
City of Twentynine Palms
City of Upland
City of Yorba Linda
Coachella Valley Water District
Coachella Water Authority
Costa Mesa Sanitary District
County of Orange
County of Kern
Desert Water Agency
Eastern Municipal Water District
East Valley Water District
Indio Water Authority
Irvine Ranch Water District
Joshua Basin Water District
Jurupa Community Services District
LA Metro
Los Angeles County Sanitation District
Los Angeles Unified School District
Water Replenishment District of Southern California
West Valley Water Conservation District
Western Municipal Water District
Vallejo Water Department
Yorba Linda Water District
CORPORATE AND NONPROFIT CLIENTS
Accretive Investments
Alliance California
Axciom
Braille Institute
BrightSource Energy
CalChamber
Car2Go
Cedars-Sinai
CenterCal
CharterSmart
Chevron
Consumer Federation of California
CR&R
E&B Natural Resources
Evolution Law
GHD
HomeAway/Expedia
I-215 South Corridor
Institute for Local Government
Lewis Operating Group
MemorialCare Health Systems
Pepperdine University
Parsons Corporation
PIFPAC
Poseidon Resources
Shell Oil
SoCalGas
SDG&E
Shopoff Realty Investments
Substance Abuse and Mental Health Services Administration
Thomas Properties
Toll Brothers
The Irvine Company
US Water Workforce
US Confectioners Association
Waste Management
Further, J. Wallin Opinion Research offers vast experience providing research that informs the drafting of
– and public communications regarding – local tax and bond ballot measures. Our work has contributed to
the success of dozens of local ballot measures generating billions of dollars in new, voter -approved revenue
11
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
for local public agencies of every size and type, and in every region of California. An illustrative handful
of the agencies that have successfully leveraged our research into successful voter-approved local revenue
measures are shown below:
• City of Vallejo
• City of Hawaiian Gardens
• City of Desert Hot Springs
• City of Indio
• City of Cathedral City
• City of Carpinteria
• City of Stanton
• City of Westminster
• Clovis Unified School District
• Coast Community College District
• Kings Canyon Joint Unified School District
• Sweetwater Union High School District
• Cuesta College (San Luis Obispo County Community College District
What you see is what you get. We only take on a select group of clients, ensuring that those we work with
benefit from our full attention to their projects from inception through completion. Company principal Justin
Wallin is not only our clients’ initial point of contact but is your key contact throughout our relationship. Your
work – from project design to management of the research, analysis of the data, report writing and
presentations – will be handled personally by Justin Wallin , supported by David Sokolove. It is this highly
personalized model that has won the trust and repeat business of our clients, including government agencies
of all kinds throughout California.
Moreover, our work does not end after we deliver our final report. We place no limitations on our
availability for meetings (whether in -person, online or via telephone), updated or customized reporting and
never charge extra for those services – even if they are requested months or years after the completion
date of our last project on your behalf.
Company References
City of Irvine - J. Wallin Opinion Research fielded community opinion research (in the
form of a survey) to assist staff in developing and implementing a Five-Year Marketing
Strategy for the City of Irvine’s Environmental Programs. The goal of the City’s
environmental outreach efforts is to educate the public and encourage residents and
businesses to change behaviors to promote energy and water conservation, pollution
prevention practices, recycling, and solid waste reduction. Our research of
community residents:
• Assessed public awareness of the City of Irvine’s environmental programs
• Revealed perceptions/opinions/misperceptions about the purposes of the City’s environmental
programs, how they are aligned with State requirements and their potential positive impacts on
the community
• Identified the best ways to emphasize the importance of these programs
12
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
• Quantified receptivity to behavioral change in the areas of solid waste reduction, recycling,
energy and water conservation, and pollution prevention practices
• Identified issues that influence support or opposition to these programs
• Tested assumptions and identify messages that are most effective both in broad -based
communications as well as targeting efforts
• Profiled perceptions, opinions, receptivity to programs/messaging/etc. by various demographic
measures critical to targeted communications efforts
• Benchmarked our results for use with future research (to measure movement over
time/program efficacy)
• Established a roadmap for how best to design the subsequent public outreach
In 2023, we performed a survey of HOA representatives within the City to evaluate adoption and
consideration of the City’s Food Waste Pail Program.
Contact: Angie Burgh
Senior Management Analyst, City of Irvine
949-724-7522
aburgh@cityofirvine.org
County of Kern - J. Wallin Opinion Research regularly fields extensive resident opinion
surveys on behalf of the County of Kern, identifying public perceptions and prioritization of
the County's many public programs and services (such as those supporting local businesses,
street, road and sidewalk maintenance and improvement, County budget and finances,
workforce development etc.).
Contact: Jason Wiebe
County Administrative Office Manager, County of Kern
(661) 868-3180
WiebeJ@kerncounty.com
United Water Conservation District – J. Wallin
Opinion Research worked has worked on behalf of
the District since 2023, when Wallin fielded an
opinion survey of district service-area residents to
evaluate appetite for a potential General Obligation Bond. While our work revealed strong potential for success at
the ballot box, the District chose to postpone putting the Bond on the ballot until 2025 (this year). We are currently
working together on behalf of the District to field new research and support their efforts to pass the Bond in
November, 2025.
Brian H. Zahn,
Chief Financial Officer, United Water Conservation District
(805) 695-3870
Brianz@unitedwater.org
13
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
D. Methodology/Project Understanding
Approach to this Research
Understanding public opinion is essential to effective communication. Effective communications efforts require
an accurate understanding of what the public thinks, what priorities they hold and how they respond to different
messages and information.
J. Wallin Opinion Research employs state-of-the-art techniques in gathering the best possible data. Good research
is costly and cutting corners will lead to questionable data.
We only field proven methodologies and recommend the most appropriate research tools for each situation,
ensuring that your public engagement resources are maximized by revealing the most effective messages that
speak to the unique needs and desires of distinct audiences and groups that have shared opinions.
We will help you to reveal the landscape of public opinion among your target population and accomplish the
following, with a particular focus on culturally competent messaging that most effectively maximize the reach and
impact of your public outreach regarding a potential revenue ballot measure:
▪ Assess awareness of key facts, issues and terms, including specific services provided by the City, the City’s
budgetary situation, Diamond Bar’s relative level of city taxation compared with neighboring
communities, and views regarding the City’s performance.
▪ Test assumptions and identify messaging approaches that are most effective both in broad -based public
education as well as more targeted public engagement among specific communities within the City.
▪ Evaluate the impact of a variety of potential ballot language and ballot label options, identifying which
one(s) maximize viability for a revenue measure.
▪ Compare relative levels of support for a sales tax measure, a general obligation bond measure, and other
types of revenue measures (potentially including utility users tax, transient occupancy tax, business
license tax, property transfer tax, etc.)
▪ Determine community priorities regarding which specific city services and/or infrastructure voters would
most like to see funded by a revenue measure.
▪ Profile attitudes (including support for a revenue measure and the impacts of messaging on that support)
by various demographic, geographic, socio-economic and attitudinal measures critical to targeted public
education and engagement efforts.
▪ Identify most effective media and messengers for reaching various populations.
14
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
▪ Establish a thematic and communications roadmap that will guide subsequent public education and
engagement regarding the ballot measure.
▪ Track our results where appropriate against past research for longitudinal testing (tracking over time)
▪ Benchmark our results for use with future research to measure differences over time (tracking over time)
Research Methodology
Survey Length
We envision that this survey will feature a length of approximately 35 questions.
Survey Methodology
For most research efforts within the public policy arena – especially elections - we recommend the use of multi-
modal telephone surveys. These surveys are a blended approach using live interviewer calls to landlines and
mobile phones, supplemented by text-to-mobile online surveys.
Only surveys administered via telephone offer genuine statistical significance , delivering unparalleled detail and
accuracy provided that several key rules are followed while also providing flexibility in preferred response methods
and yielding fully representative results:
• Use the voter file. When researching in the field of public policy, federal law allows researchers to use
voter records. Voter records deliver a degree of accuracy and specific information that are simply without
comparison. Before we even dial a number, we know the recipient’s name, gender, age, geographic
location, voter registration and voting history, as well as other demographics features.
• We contact respondents on their landlines and mobile phones. The importance of calling mobile phones is
fundamental. Annual studies performed by the CDC indicate that nearly one half of American households
have cut their landline service entirely – a proportion that skyrockets in certain demographic groups (among
younger people and Latinos, for example). Moreover, we do not place an artificial limit on the number of
interviews we complete on mobile phones (many of our projects end up with well over 60% of interviews
being made on mobile phones). This is more expensive, but we absorb that cost on behalf of our clients.
There simply is no other way to conduct accurate research. We never place a limit – or a “cap” on the
number of completed interviews we conduct on mobile phones.
• Research must be conducted in the preferred language of respondents. We have extensive experience
polling in foreign languages.1 Spanish is already included in our proposal at no additional charge. If you
are interested in other languages, just let us know.
• Employ text-to-mobile online surveys. The proportion of respondents who are willing to respond to text-
invitations has skyrocketed, yielding response rates – especially among hard-to-reach demographics such as
1 We initiate all interviewing calls in English and switch to another language only upon request or when a clear language commu nication
issue presents itself.
15
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
younger voters and groups with certain ethnic backgrounds – that are unparalleled by other research
approaches. This is a "must-have" component of any valid research that is fully representative of the target
population. NOTE: texting - like calling mobile phones - is legal under federal guidelines (Telephone
Consumer Protection Act) provided that the activity performed is for research purposes only.
• Our innovative, proven approach to opinion research ensures the most statistically reliable results.
Survey Sample Size and Design
While it would be ideal to contact every person within a target population, that of course isn’t realistically possible
at a reasonable cost and timeframe. There is very good reason that the national census only occurs once every ten
years!
A sample is a representative group of the target population; therefore, the sample should reflect the demographic
attributes of that population.
Statistical significance is the technical term that describes just how statistically valid research results are.
Statistical significance is typically described in terms of margins of error and confidence intervals.
Detailed definitions of either can be found with a simple Google search, but the important thing to keep in mind is
that the lower the margin of error is, the greater the reliability of the data. And, the higher the confidence
interval, the greater the reliability of the data. Typically, surveys fall between 3% and 10% margins of error within
90 to 95% confidence intervals.
Careful research of a well-designed sample that is representative of the target population allows us to capture the
sentiments of the larger population by contacting a subset that is representative of that population. When
considering sample design, the number of respondents is important for several reasons, key among them is that
the more respondents we survey, the more reliable the results become among the segments or region of interest.
The primary contributors to survey costs
are (1) the length of the survey and (2)
sample size. Most research projects
performed within California cities utilize
sample sizes of between 300 and 400.
The chart to the right shows how
increasing a typical survey beyond a
sample size of 400 can lead to
dramatically increased cost.
Sample Size Recommendation
A sample size of 400 would yield
highly accurate, statistically significant results within the City of
Diamond Bar while also providing findings that are within the 5% margin of error specified by the City.
Survey Sample Size
*Assuming a survey length of approximately 15 questions
16
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Sample Stratification
Our stratified random sampling approach delivers far greater accuracy than simple random sampling by ensuring
that our respondents mirror the demographic composition of the target region itself. This allows us to assess how
opinions differ among sub-groups, providing the public education and engagement effort with guidance for a
targeted messaging strategy that ensures the right messages are delivered to specific groups with shared opinions.
Timeline
J. Wallin Opinion Research generally completes most public agency research projects on an approximately seven -
week timeline, as illustrated by the graphic below.
However, we will be more than happy to adjust this timeline by either shortening it or lengthening it to better
accommodate the City’s needs. We have a long history of meeting some of the most aggressive deadlines in our
industry and have yet to disappoint a client.
Reporting
Our reporting sets us further apart from other research organizations as it is designed to be both concise and easily
comprehended by the “layperson.” It will provide a clear roadmap to inform policy decisions and to craft effective
communications and outreach efforts.
We provide a presentation (inclusive of graphics illustrating results) as well as a strategic memorandum (covering key
takeaways and recommendations) and of course a topline report and full cross tabulations. If you require any
customized reporting, we are happy to provide it at any time and with no additional charge. Our pricing also
includes all meetings, in-person presentations, telephone calls, etc.
Moreover, our work does not end after we deliver our final report. We place no limitations on our availability for
meetings (whether in-person, online or via telephone), updated or customized reporting and never charge extra
for those services – even if they are requested months or years after the completion date of our last project on
your behalf. We hope you take advantage of our availability.
17
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
E. Cost for Services
We have outlined the following example pricing recommendation for your consideration. Naturally, we are
happy to provide updated pricing based on different universes, lengths, etc.
Our proposal is entirely inclusive. Our services include:
• Recognized local government experts
• Accurate, proven research methodologies
• Calling on both landlines and mobile phones, with no limit on mobile phone completes
• Stratified random sampling that is accurately representative of the target population
• Spanish, Mandarin & Korean interviewing and Mandarin & Korean translation (other languages
are available)
• No limit on meetings, customized reporting, etc.
• Concise and easy-to-understand reporting that focuses on actionable results
• Recognized opinion research experts, with results that are respected by, and strong working
relationship with, regional and national political pundit organizations
J. Wallin Opinion Research
MULTI-MODAL TELEPHONE SURVEY PRICING
Questions Sample
Size
Margin of Sampling
Error Cost
Local
Government
Discount
Final Cost
Up to 35* 400 +/-4.9% $42,000 -15% $35,700
*Total number of questions depends upon length of questions
Terms: 50% upon agreement to proceed, 50% upon delivery or results
Languages: English, Mandarin, Korean
F. Insurance
Statement Certifying Insurance Coverage
18
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
J. Wallin Opinion Research hereby certifies that our firm will obtain all insurance coverages required for this
project by the City’s consulting services agreement. Further, our company confirms its understanding that said
insurance coverage is a prerequisite for entering into an agreement with the City of Diamond Bar.
Signed,
Justin Wallin
Chief Executive Officer
J. Wallin Opinion Research
19
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
G. Consulting Agreement
J. Wallin Opinion Research hereby certifies our agreement with the terms and conditions of the City of
Diamond Bar’s consulting services agreement.
Signed,
Justin Wallin
Chief Executive Officer
J. Wallin Opinion Research
20
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Appendix:
Optional Services
21
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Firm Overview & Qualifications
Firm Information: Our primary company information is as follows:
CliffordMoss, LLC Primary Contact:
5111 Telegraph Avenue, No. 307 Amanda Clifford
Oakland, CA 94609 amanda@cliffordmoss.com
Firm Structure: LLC – Limited Liability Company Phone: 415-244-5990
510-907-3195 / info@cliffordmoss.com www.CliffordMoss.com
About CliffordMoss :
CliffordMoss is a leading California strategic communications firm, specializing in election consulting, political strategy,
and public communications services. Based in Oakland, our firm is led by principals Bonnie Moss, Tom Clifford, and
Amanda Clifford. To stay nimble and responsive, we currently employ seven team members and engage a network of
highly qualified associates across the state that join us on projects when needed. We are not the typical political strategy
corporation. CliffordMoss is a boutique strategic communications firm whose principals and project leaders stand ready
to bring a fresh approach to the City of Diamond Bar enriched by over 50 years of directly relevant experience. We’ve built
our firm on three core principles:
Your community is unique Listening is a lost art People support what they help create
We use these principles to help you tell your story in an honest and compelling way. We use them to help you engage,
listen, and build relationships. Most importantly, we use them to help you see opportunities through a win-win lens, so
you inspire others to rise and champion your cause from the outside in. We understand that your primary focus is the
day-to-day operations of your city. With that said, our job is to help facilitate, train, and coach you in navigating wisely so
you can successfully navigate the political terrain.
Competitive Strengths of Our Team:
1. Smart, Reliable Foundational Work . We will help focus you on two proven tracks: 1. Public Opinion
Polling to get an accurate read on your electorate’s readiness to support your desired measure. 2.
Strategic Communications Work (on a parallel track) to inform future work, educate, and engage
your Diamond Bar community on its terms, and finally, build the evidence that we are LISTENING
and truly interested in what your community thinks. As we move down these two tracks, we will
maintain our allegiance to the revealing data, letting the evidence tell us where we need to go next.
2. Creative Communications and Messaging “Edge.” We respect your community’s UNIQUENESS! We
work hard to combine old-school direct mail, flyers, and door-to-door communications with new-
22
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
school video and online and social media messaging, content, and placement to achieve maximum
impact.
3. Our Style - Invested in YOU and YOUR Success. CliffordMoss is client-centered and client-driven.
We invest deeply in you, guiding you through a potentially complex, organic, uncertain process to
achieve your goals. We don’t tell our clients what to do. We practice the higher art of “facilitating,
training, and coaching.” We make the effort to LISTEN. We work hard to get things right the first
time. We are not rigid or stuck in a routine or past templates. We are not afraid to take calculated
risks when conditions require it. Our commitment calls on us to stay on the cutting edge of
innovation, and you will see us bring that value to you in thought partnership, communications
work, service orientation, and results.
4. Outstanding Work Products. We work with peak-performing industry vendors to deliver winning
results and work products. Our network includes creative graphic designers, leading print
production and data services providers, cutting-edge online advertising and communications firms,
and media practitioners.
5. Strategic Approach. At our core, we are strategists and community organizers. We focus on
building the right strategy for the right ballot package for the right election. We are successful
because we invest in building strategies that deliver results, whether in “blue sky”, cloudy, or
turbulent political environments.
Scope of Work and Project Understanding
FIRST – We will make the time to listen to you. At CliffordMoss, we believe LISTENING is a lost art. Many firms will
come in and tell you exactly what you should do without getting to know who you are and what makes your city
unique. We won’t do that. We will sit with you – and others you think we can learn from, including your city manager
and city staff leadership team, mayor and councilmembers, and other key communicators until we understand you,
your needs, and the conditions that you believe will drive success in today’s election environment.
We will proceed along two deliberate tracks using proven tools to navigate the way forward:
PHASE 1: Feasibility (1A & 1B are on Parallel Tracks), Launching ASAP.
23
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
• Strategic Electoral Planning, Financial Analysis and Early Listening (see Phase 1A)
• Public Opinion Survey (see Phase 1B)
PHASE 2: Public Education and Ballot Measure Preparation
Here, in greater detail, is what you can expect from our team as we help you prepare for success:
Phase 1A: Strategic Planning and Early Listening
Timeline: ASAP!
Most city projects start with an election Feasibility Analysis (Phase 1) emphasizing polling and research. At
CliffordMoss, we propose to go a step further, to enrich your Phase 1 work with strategic listening and
communications work as well as financial analysis (as needed ) on a parallel track that will help INFORM the poll,
better understand your current political playing field, and provide more clarity on your best revenue measure
options. (This is our proven approach working with cities and other public agencies in this space.)
Political Analysis. One of CliffordMoss’ most important responsibilities in
the Phase 1 process is to analyze and anticipate with you the political
terrain ahead to help you navigate the future successfully. No two
communities are the same. We will work with you to conduct a series of
political diagnostic exercises to improve our collective understanding of
your political playfield and dynamics. We may employ tools such as
“power-mapping” or “network mapping” to help us obtain community
input on Diamond Bar’s needs, challenges and your proposed solution
(i.e. your ballot measure). Our battery of political diagnostic tests will
help determine essential strategies that will later drive electoral
success. In Phase 1, CliffordMoss will help you understand your
different measure options, including a newly available “election by
initiative” option, which we can explore with you if you are interested.
People Support What They Help Create . We must build a “community
conversation infrastructure”, including face-to-face (or Zoom) meetings, where your ballot measure
emerges out of intentional community engagement and LISTENING work along with your expertise as city leaders,
managers, and staff. In this way, we expect your potential ballot measure will be supported by the Diamond Bar
community because opinion leaders, community members, and voters see that their input actually helped build the
plan.
Listening Strategy. We deliberately make time to listen and learn from those most likely to influence the outcome
of your measure. By employing our proven diagnostic tools, including opinion leader interviews and stakeholder
SWOT ANALYSIS: Strengths, Weaknesses, Opportunities & Threats
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
24
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
meetings (whether in-person, via zoom technology, or conference call), we are better able to understand your
stakeholders, and, most importantly, get an early understanding of your voters (the ultimate decision makers in the
exercise ahead). We will be especially interested to see how deep the “voter memory” and opinions on the City in
general. We will also look at more recent political or electoral events, including high visibility LA County and/or
statewide revenue measures.
As we move down this path – feasibility analysis, strategic assessment, and early listening work – we maintain our
allegiance to the revealing data, letting the evidence tell us where we need to go next. This is why we resist making
judgments on what will work or will not work until we have concluded all aspects of our Feasibility work.
Preliminary CliffordMoss Thinking: Here is some of our early thinking for your potential Diamond Bar measure:
• What is the Story YOU Need to Tell? First and foremost, we want to know what YOU believe is (in your own
words) your City of Diamond Bar story – and in particular, your “story of NEED”. You obviously have a need for
funding, we want to hear more – and share our tips for fast tracking use of a compelling impactful “elevator
speech.” CliffordMoss is achieving great success helping our clients tell their stories in creative, memorable ways.
We look forward to sharing examples of what’s working across the state – and tools that are bringing out the
best in clients like you.
• Deliberate, Ongoing Attention to Skeptical Voters and Those Who Represent Them (e.g. local business
interests, taxpayers associations and/or anti-government naysayers that will or have already emerged – we’ve
seen this before in our other LA County public communications and election work). This piece requires precise
focus, care, and attention. Customizing the stakeholder engagement and listening work here (think Anti-Tax vocal
opposition – in Diamond Bar) where listening EARLY helps deliver a return on investment down line. We will
discuss this strategy further if we get the opportunity to work with you.
• Lessons Learned. Our CliffordMoss team has significant experience creating customized political success in LA
County and elsewhere matching the profile of the City of Diamond Bar. We believe that our expertise comes in
part from our willingness to be students. You learn a lot when you win but you learn even more when you lose.
We have learned what it takes to effectively engage, LISTEN, educate, and gain public support. We stand ready
to put our experience and knowledge to work for you to give you the competitive edge you need and deserve.
• Fast-Tracking a Working Community Engagement Strategy . In most of our projects, success comes not from one
campaign or one constituency; rather, it comes from effectively engaging and understanding a number of micro-
constituencies, that later grows into an integrated effort that achieves political success. We will want to
understand what community organizing assets and infrastructure are in place to work with from the City’s
perspective. For example, how are your different neighborhoods alike? How are they each unique and different?
The more we know, the more and better we can customize messaging for greater impact. Success here comes
down to a meticulous ground game.
25
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
• Allegiance to Data & Data-Driven Outcomes. All public and political campaigns at their very core are part art,
part science. To be truly effective over time, we must maintain our allegiance to the revealing data. That means
resisting random anecdotes in favor of letting verifiable evidence tell us where we need to go next. Being data-
driven helps us fully understand what it will take to achieve a first political win, and the next, and the next, and
so on and so on. Expect us to engage you early to build agreement and consensus on this important foundational
commitment.
Our early Phase 1 Feasibility work together provides the CLARITY needed to navigate the way forward. As we
move through early listening, including polling and other strategic communications work, we will always refer back
to the revealing data, letting the evidence tell us where to go next. This is why we resist making judgments on what
will or won’t work until we have concluded all aspects of early feasibility work.
There are 3 possible outcomes of the Feasibility Phase:
◆ BEST: PROCEED TO BALLOT. Feasibility is present. Continue to get “election ready.”
◆ PROCEED WITH CAUTION. Some but not all signs of Feasibility are present. In this case, we may move forward;
however, we may face some tough decisions in order to stay in alignment with what we know your Diamond
Bar voters will support.
◆ STOP – REGROUP. If significant risks emerge out of the Feasibility process, we will tell you so – even if it means
telling you that your vision to go to the ballot is overly ambitious and more time is needed to prepare your
community for electoral success.
If feasibility is determined and the evidence shows a ballot measure is winnable, our process continues…
PHASE 2: Public Education and Ballot Measure Preparation
Timeline: Begins when Polling Confirms Feasibility
It will be CRITICAL to plan ahead and tailor your informational communications so that they address the uniqueness
of Diamond Bar EARLY in the process and do not confuse your voters. In our experience, confused voters tend to
VOTE NO. Our narrative must fully explain the purpose of your measure, the reason it’s been placed on the ballot,
and the importance of this measure to your community. We look forward to further discussing the unique factors of
this situation with you if given the opportunity to work with you.
In Phase 2, our goal will be to get you “election -ready.” Expect the following:
1. STRATEGIC CONSENSUS AS WE BEGIN PHASE 2 – i.e. internal team agreement about where we stand, what
package and schedule we’re aligning with, and which election we’re targeting. There is a particular science to the
26
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
work we do. Armed with results and data from Phase 1, the CliffordMoss team helps you plan for a Phase 2 effort
that helps you build the public awareness and interest you’ll need for the future.
2. EFFECTIVE STAKEHOLDER ENGAGEMENT, MESSAGING & INFORMATIONAL OUTREACH. We employ messaging
strategies to engage voters and stakeholders in compelling, memorable ways. We help you take the time to listen
and learn from those most likely to influence the outcome of your election. PROVEN STRATEGIES we use (especially
with voters!) to engage, listen, educate, and build awareness include:
Effective use of TIME. Effective use of time to meaningfully communicate with the various Diamond Bar
constituencies – from the business community to senior citizens to ALL voters – will be valuable in enabling you to
create streamlined methods (and messages) to sharing information that are the highest and best use of your
resources. The sooner this process begins, the better.
“Outbound” Public Information & Communications Support. We will review your existing communications
operation at the City with a strategic lens to identify opportunities for improving educational impact; rapid -response
capabilities/results; reaching additional audiences; engaging grassroots organizations and l eaders to participate in
the discussion through micro-networks; and customizing communications tools to facilitate more participation in the
conversation, especially at the ground-community level. All communication materials can be translated into multiple
languages (Spanish) as needed.
Message. After we conduct our diagnostics (including lessons learned from past City efforts , including your 2020
Measure DB loss), we will develop a message/narrative. Messaging is key. Your measure needs an identity, a brand. It
needs to be more than just a “measure to protect Diamond Bar services.” Your measure needs to tell a story that
resonates with voters. Our job will be to localize that story for your community (micro-climates) and voters.
Public Education. This effort will help create awareness in the larger Diamond Bar community around the need for
and benefits of your proposed measure. Our goal: bring a greater understanding to the voter community of the
vital role you play in helping maintain the essential city services that Diamond Bar provides to residents - and most
importantly, the NEED for your ballot measure. This is what we mean when we talk about developing your specific
“story of need”.
NOTE: Creative, Compelling Branding is a CliffordMoss Specialty . Unlike “volume
shops” in our industry, CliffordMoss takes great care in building a brand that FITS the
uniqueness of your story and YOUR community of voters. The look does not need to be
flashy, but it needs to resonate with your Diamond Bar voters. Here is an example of a
brand/logo visual we created for the City of Colton local revenue measure.
27
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
There is a particular science to the work we do here. First, we will want to do further review of historic polling data
along with any current research you’ve completed to get a good sense of your
baseline. Armed with proper data, we will employ a refined version of the
messaging strategy to engage stakeholders and the public. CliffordMoss has many
proven tools in our communications “tool kit”, including strategies to hold down
costs while communicating effectively in a robust public outreach plan.
Your plan could benefit from the following proven CliffordMoss tools/strategies:
• OPINION LEADER and STAKEHOLDER WORK. We use and recommend this
methodology to engage community leaders as early as possible. As part of this effort, we may guide you in the
process of “network-mapping” the community and engaging those who lie on the network map in opinion leader
interviews and other strategic meetings to get their sense of the community, your needs , and your goals. Costs
are minimal. Our team invests heavily in tools and client training to maximize impact.
• PUBLIC MEETINGS (VIRTUAL IF NECESSARY). We recommend this methodology with selected city,
neighborhood, and community groups to engage, educate, and seek input that can be reflected in the eventual
measure. Our team invests heavily in tools and client training here to maximize impact.
28
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
• CITY-SPONSORED INFORMATIONAL OUTREACH. Even during the election
window, public agencies are permitted to provide information about a
measure to the public, provided that the material is factual and does not
advocate up or down on the measure. This can be as simple as a one-page
flyer printed on both sides and produced in large quantity at very modest
cost. (In fact, it is a disadvantage for it to look at all expensive.) The flyer
can be provided at events or be set out at various locations. Informational
presentations can also take place where activities that are already
planned take place – at very little extra cost.
• DIRECT MAIL. Whether you like direct mail or not, it is still the most
effective way to communicate with voters at all levels. We have created a
number of winning public agency mail programs with a creative,
customized focus on each individual micro-community. These programs
build interest and awareness of your City NEEDS.
• TRADITIONAL MEDIA. We will provide messaging, an outreach plan, and
media training for potential spokespeople, including project leaders,
participating elected officials, and volunteers. You are the people that the
media wants to engage most, so we train you to tell your story effectively. This
training can include creating message discipline, defining media targets,
creating news releases and media advisories, and preparing for meetings with local editorial boards.
• WEB / ONLINE / SOCIAL MEDIA . Early in the communication phase, it is easy and important to plug into the existing
infrastructure of the City to INFORM AND ENGAGE stakeholders. On a parallel track, however, we recommend
developing stand-alone electronic infrastructure that can eventually (at the right time) create a dynamic online
presence independent of your traditional website. Your online platform should include: a website, Facebook page,
e-marketing platform, other online tools, and a key contact database of all key supporters that provides you with the
ability to tag contacts by geography, connection, and other filters. The key contact database will allow you to quickly
email blast specific demographic groups (e.g. volunteers, micro-communities, elected officials, etc.). Using this
platform, you will also have the ability to engage with key community contacts through social media channels so that
you can combine front line public engagement with online efforts for impact and broad community
consensus/support.
• MESSAGING AROUND KEY SPECIFIC STAKEHOLDERS. If the City’s ballot measure has been vetted by key groups
early, such as a local business organization, and the group takes a position on the measure, it’s important to
anticipate the implications of such a position and develop appropriate communications. If CliffordMoss is chosen
to be your partner in this project, we look forward to strategizing on this topic. Early engagement and listening
is almost ALWAYS better for you in the end.
3. TRACK AS WE GO. Our proven systems and tools will help you track strategic highlights of the input obtained and
which areas of the City are getting attention. Beyond research to be conducted by the pollster of your choice, the
29
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
live stakeholder and opinion leader feedback gathered in our proposed process will be critical to building and
validating the final “packaging” for your measure.
4. A WRITTEN SUMMARY presenting the results of early public engagement with a broad recommendation to lead
to a ballot measure, including a formal presentation to City Council.
5. WORK WITH YOU TO EFFECTIVELY PACKAGE YOUR MEASURE. We will work with you to complete the
following ballot measure preparation essentials:
• Collaborate with you, your city attorney, and other consultants on final ballot package components.
• Finalize core messaging (we know the words and format that work with best with voters!)
• Prepare your ballot language, including the all-important 75-word Ballot Question
• Provide input to/support your city attorney and/or city manager, and the County Registrars of Voters
(ROV) to ensure that your ballot measure package filed is the right package for electoral success.
• Provide guidance on media efforts to help position the City effectively.
• Provide ongoing strategic counsel to help you navigate the political terrain.
In short, our role is to bring the unique, neutral, and experienced tax measure election expert perspective to your
team, working with you to customize and drive your process in ways that form the foundation to mobilize support
and ensure that an informed public is voting on your ballot measure.
PHASE 3: Campaign Window
Timeline: 88-Day Campaign Window
During the 88-day election window, state law requires a complete separation between the agency (in this case the
City) and an advocacy campaign established for the purpose of passing a local revenue measure. Please note, with
increasing frequency, CliffordMoss is working more and more with cities on “information-only”. However, there are
cases where we offer full-service campaign capabilities later to an independent campaign committee. When that
happens, we sever our relationship with the City and pivot to providing for an independent campaign client:
• Campaign strategy – including campaign plan, targeting, and messaging creating the
blueprint for guiding
• your campaign to victory – informed by your research results and public engagement
process.
• Campaign organizational development capabilities (Every community is unique!)
• Tools and systems for fundraising and budget planning and management.
30
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
• A full spectrum of mail/print and digital services – e.g. concept development, copywriting,
design, and full production/delivery coordination.
• Community coalition building and endorsement strategies/systems.
• Scripts and messaging for phone-banking and other voter contact efforts.
• Grassroots field strategies for intensive voter mobilization services.
• Volunteer recruitment, training, management, and recognition services.
• Voter data tracking systems and capabilities, including Get Out the Vote services.
• Media relations, including crisis management, if needed.
We will be eager to discuss the critically important 88-day Election Window with you if CliffordMoss is chosen to
be your advisor.
Management Plan and Timeline
Our goal is to make this process manageable and successful for you and your team. We understand your primary
focus is providing critical city services in a sustainable manner. That said, you are considering placing a revenue
measure on your local ballot – and that is a significant undertaking. We are here to facilitate, train, and coach you
so you can effectively inform/educate your community and work towards protecting critical city services.
Estimated number of meetings, conference calls and other work: We align to the needs of our clients first and
foremost. We view TIME as your most valuable resource – you will see us use it wisely. As a general rule, during the
pre-electoral planning window, we advocate for regular Core Team meetings (some clients want to meet weekly,
others bi-weekly or monthly, and still others want to step up the schedule at certain times of the project. CliffordMoss
allows for all of that). We are big believers in using the full spectrum of communications channels to accelerate
progress outside of Core Team meetings – including conference calls and Zoom meetings, regular emails, phone
appointments, etc. We strive to be 100% accessible to you.
31
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Our proven approach to preparing for a successful measure is captured in the visual above. We would be happy to
walk you through this planning model if we are your chosen partner. YOU will always be in the driver’s seat about
all budget-related decisions. Our client contact and management plan focuses on YOU, and YOUR desired results.
32
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
EXAMPLE TIMELINE: November 2025 Election Scenario
Assumption: A November 2025 Election. County filing deadline for this election: August 8, 2025.
Spring 2025 PHASE 1 Feasibility Priorities: Strategic Launch, Polling, and Early Communications.
March-May 2025 1A. Strategic, Intentional Launch.
- SWOT Alignment - Core Team confirms Strengths, Weaknesses, Opportunities, Threats
- Agree on benefits and risk factors to approach to feasibility work.
- Discuss communications strategies RE past election loss environment
- Integrate into communications your plan to maintain public trust
1B. Research/Public Opinion Polling. Prepare/conduct/analyze poll.
Diagnostic/analytical work – evaluate community input.
1C. Deliberate, Early Communications Work. On parallel track with polling. Define your
story, conduct political analysis, LISTENING recommendations & community engagement
strategy.
May 2025 Feasibility Results show if NOVEMBER 2025 election is FEASIBLE.
By May 31, 2025 Report EARLY Poll & listening results to the Council . Team alignment on path forward.
* If feasibility is present, with CC support, you move to Phase 2 to prepare for the ballot.
Summer 2025 PHASE 2 Tasks: Public Information & Ballot Measure Prep
Early June Assessment & Communications Planning/Calibration and Prep for Round 2 Work
June-July Community LISTENING Work – (VIRTUAL if needed with stakeholders)
More…..Stakeholder work. More online engagement. City Speakers Bureau – service clubs,
civic and community groups, etc. EARLY e-communications (web, email, social media) + local
EARNED media
By Mid-June Core ballot measure package defined – informed by opinion research + needs
community input and consensus (as identified in community engagement work).
June/July Present Ballot Measure Plan to Community (informed by poll and listening results).
33
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Mid July City Council workshop (info-only item) to review/discuss measure “package” + Q&A
We recommend an information only / no-action meeting for this step.
By August 8 City Council Action calling for the election.
By August 8 Final document preparation and filing.
August 8, 2025 Filing Deadline: 5pm. If you haven’t filed by 5pm, you won’t be on the Nov 2025 ballot!
August 8 – Nov 4 PHASE 3 Election Window – For a November 2025 Election (NON-City Funded)
Early October Ballots MAIL.
November 4, 2025 Election Day!
Project Team
Here is the team you will be working with if you choose CliffordMoss:
Amanda Clifford, Principal, CliffordMoss.
Amanda specializes in grassroots communications and public engagement projects, combining her two career
passions - the law and grassroots organizing to improve education, healthcare, and other quality of life services for
CliffordMoss clients and their communities. She is a graduate of Cal Poly San Luis Obispo with degrees in Political
Science and Psychology. Amanda finds fulfillment wherever she goes, whether traveling the world or tending to
livestock on her family’s farm. Her interest in politics blossomed when she went to work for a Member of Parliament
from the Labour Party in Britain. From the halls of Parliament to the small neighborhoods outside of London, Amanda
developed a natural talent for collaborating with local citizens. Her career was furth er enriched by work with The
Fund for Public Interest Research, a leading non-profit enterprise dedicated to campaigning for environmental and
political issues. Amanda later attended John F. Kennedy University School of Law, earning her law degree in 2009. As
a partner at CliffordMoss, Amanda is thriving as she continues leading teams navigating the ever -changing election
cycle, with its many challenging environments and drastically different communities of conservative, liberal, rural,
urban, bilingual voters, and highly passionate citizens up and down the State. Her successes include numerous successful
City measures throughout California as well as experience guiding a local tax measure project in LA County this past November
2024. Amanda lives with her family in Davis, CA. Amanda will serve as LEAD Strategist and project manager for this
project.
34
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Bonnie Moss, Principal, CliffordMoss.
Bonnie is a 35+-year veteran of successful local public initiatives, political campaigns and public sector marketing
programs that have created impact and winning results across hundreds of communities in California and the nation.
Over the past 20+ years, she has earned a reputation as one of California’s leading local revenue measure and public
sector strategic communications experts, guiding must -win projects to success. A native of California, she attended
MIT and Wellesley College, graduating from Wellesley with a BA in Urban Studies. Bonnie’s consulting career was
built on a foundation of 17 years in private sector community relations leadership positions in California and Texas,
and eight years as a local elected official in Alameda County, CA. In 1999, Bonnie moved into political and
communications consulting where she found enormous success combining her personal and professional passions.
After over a decade of successes in the industry, she formed CliffordMoss in 2012 with partner Tom Clifford. Bonnie
has guided hundreds of tough-to-win local elections to political success over the past 20+ years, securing billions of
dollars for worthy community causes. Her successes include numerous winning city measures, as well as extensive
first-hand experience guiding local tax measure projects in LA County. Clients describe Bonnie as smart, pragmatic,
and relentlessly focused on the story needed to WIN with integrity – even in the most challenging environments; she
describes herself as a “free spirit” whose lifelong success story is enriched finding win-win solutions for both clients
and communities. Aside from guiding and celebrating her clients’ hard work building lasting support for their causes,
Bonnie lives (and thrives) in Hayward, California. Bonnie will serve as a strategic advisor to this project.
CliffordMoss Support Team and Peak Performing Sub Vendors . Our firm employs a team of professionals, who
possess important community organizing, campaign, messaging, media, online and social media expertise, and
extensive print/production/direct mail capabilities. Our extended team of sub-vendors includes a world-class graphic
designer, best in the business print -production teams, experienced data services provider, innovative online
communications firms, and media consultants. We foster positive working re lationships with vendors that share our
commitment to excellence and innovation for CliffordMoss clients. Together , we can successfully navigate your
communications challenges and opportunities.
References
City of San Ramon – Contra Costa Co.
Steven Spedowfski, City Manager, 925-973-2632 / cell: 925-733-9772
2024 1-cent Sales Tax WIN (56% YES)
*Provided public engagement/information -only services only
35
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
City of Walnut Creek – Contra Costa Co.
Dan Buckshi, City Manager, 805-305-5372
Betsy Burkhart, Communications and Outreach Manager, 925-404-4994
2022 0.5% Sales Tax | WIN (65.05% YES)
*Provided public engagement/information -only services only
City of Hayward – Alameda Co.
Julie Roche, City Council Member and Campaign Chair, 2024 Measure K1 (650-248-5184)
Elisa Márquez, Former Council Member, now County Supervisor, District 2, Cell: 510-910-3833
2014 ½-cent Sales Tax WIN (67% YES)
2016 20 yr. UUT Renewal | Tax Rate: 5.5% on gas, electricity, TV & phone | WIN (73.3% YES)
2018 Real Property Transfer Tax | WIN (59% YES)
2024 ½-cent Sales Tax WIN (83% YES)
City of San Leandro – Alameda Co.
Eric Engelbart, Deputy City Manager, 510-577-3391
2020 Property Transfer Tax increase to $11 per $1,000 Property Tax WIN (53.28% YES)
2024 Feasibility Work on a Potential Revenue Measure – City chose NOT to go to the ballot in the end.
*Provided public engagement services only
City of Irwindale – Los Angeles Co.
Eva Carreon, Director of Finance/City Treasurer, 626-430-2221, ecarreon@irwindaleca.gov
2019 .75% Transaction Use Tax WIN (60.62% YES)
2024 ¼-cent Sales Tax WIN (68% YES)
*Provided public engagement and information only services only
City of Colton – San Bernardino Co.
Stacey Dabbs, Finance Director, 909-370-5171, sdabbs@coltonca.gov
2018 20% Transaction Use Tax WIN (65% YES)
2022 1 cent Sales Tax WIN (67% YES)
*Provided public engagement and information only services only
City of Covina – Los Angeles Co.
Anita Agramonte, Finance Director, 626-384-5516, aagramonte@covinaca.gov
36
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
2018 .75% Sales Tax WIN (58% YES)
*Provided public engagement and information only services only
Long Beach Community College District – Los Angeles Co.
Mr. Uduak-Joe Ntuk, LBCCD Trustee & YES on AC Campaign Chair, 562-818-1500, Uduak.Ntuk@gmail.com
2024 $990M GO Bond | WIN (69.30% YES)
Rio Hondo Community College District – Los Angeles Co.
Marilyn Flores, Ph.D., Superintendent/President, 562-908-3403, mmflores@riohondo.edu
2024 $442.2M GO Bond | WIN (65.09% YES)
Proposed Fees & Budget
Our fee structure is specifically designed to bring the very best strategic guidance to you to achieve YOUR strategic
and electoral objectives, while also meeting predictable and prudent cost control requirements. Our clients tell us
the investment in CliffordMoss is well worth it, given our record of doing the job once, doing it right, and getting it
done. As we’ve stated earlier, there are two key phases of work: Phase 1 Feasibility; and if feasibility is present,
Phase 2 Public Communications & Ballot Preparation. You don’t start Phase 2 without getting favorable results from
Phase 1. For Council approval, we recommend framing Phase 1 work as an Election Feasibility Study, where the
work will be conducted by CliffordMoss. Accordingly, here is our cost proposal to the City:
CliffordMoss Fee: $8,000/month – Monthly Retainer (plus approved business expenses).
RE Program costs: It is too early to tell at this time what exactly additional Phase 2 program costs will be needed
here, but direct mail, online design work, and video production for a robust information and engagement effort
would be good examples of the kind of costs we expect. This is where a robust public information effort telling your
story of need is essential to beginning the process of preparing for the ballot. Our commitment is to collaborate
with you to build a smart stakeholder and public engagement program budget if/when we get to that point .
The CliffordMoss Promise
As you deliberate, please keep in mind our core promises to you:
1. ACTIVE LISTENING. In this day and age, it often feels like listening is a lost art. Many consultants tell you exactly
what you should do without ever getting to know who you are and what makes you and your cause unique. Our team
is different. We will MAKE TIME to listen - in all directions. From our very first meeting, you will see that many of our
diagnostic tools involve effective listening – listening to you, listening to public leaders and listening to stakeholders,
37
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
influencers and voters who can impact your end-game goals. Providing effective assistance STARTS with quality
listening.
2. EARNING PUBLIC TRUST. The most successful strategic plans earn the confidence of people because they had a
role in helping to create them. We believe “people support what they help create” and practice that in our strategic
work together. This involves setting up channels for candid, two-way exchange with stakeholders every step of the
way, and being open to going, within a framework, in the direction they want to go.
3. CANDOR. In our business, candor is a virtue. That’s why we strive to build a working environment where all parties
have room to be authentic and real. Avoiding or sugarcoating tough issues doesn’t help. When we all commit to
candor in a spirit of goodwill, we keep your path to success open.
4. WORK ETHIC. Our experience reminds us that a highly complex, resource -tight project like yours requires
dedicated effort from all invested parties. Our work ethic will be an asset to you. We believe in personal investment,
hard work, discipline, easy and frequent flow of information and continuous improvement in the work we do
together. We practice these values in all aspects of our work, from logistical and analytical elements, to resolving
community concerns, to developing policy, program and project options. We commit ourselves 24/7.
5. CONSULTANT ACCESSIBILITY. Our team is comfortable leading (and following) in a high pressure, fast-paced
environment. You can count on us to be with you from start to finish. You will have seasoned professionals at your
side; we will not hand your project off to junior level staff. When you need us, you will have the capability to reach
us — quickly.
6. PASSION FOR YOUR CAUSE. We love the public engagement work we do for California public districts. Leading
members of our team have been practicing professionals for years. When you succeed, we succeed – that’s what
motivates us to help you hit a grand slam. Our passion for the work helps us to go deeper with clients. Call our
references – ask how they feel about our CliffordMoss commitment to their cause.
It all starts with a story – YOUR story. Our job is to help you bring your story to life. Let us put the CliffordMoss
Promise to work for you. Let us tell your story. Thank you!
38
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Case Studies
Following Lodi’s Lead: Passing a 2018 Sales Tax in Conservative Central California
The City of Lodi was a time-bomb just waiting to go off by the time 2017 rolled around. Like
many other cities around California, Lodi was faced with a crisis related to spiraling pension
costs. The city had a responsibility to ensure that the pension bills were paid, but this
responsibility was threatening Lodi’s ability to provide vital city services to its residents and
visitors. As things stood, vital services like neighborhood police patrols, road repair, help in
an emergency, and more were at risk of being eliminated altogether; Lodi was on the verge
of disaster.
The City had attempted to solve the problem with Measures R and S on the
November 2016 ballot, but both were narrowly defeated, the latter by just 13
votes. Still, the problems weren’t going away, and they needed attention. City
leaders and CliffordMoss teamed up to engage in a robust community outreach
program, sending mailers to residents, conducting opinion leader
conversations, stakeholder meetings, and a voter opinion poll, and putting
together a survey which received more than 1,500 responses from residents.
The feedback received during this process determined that passing a measure
on the November ballot calling for a half -cent sales tax increase was indeed
feasible despite the possibility of an opposition campaign.
As expected, the “No on L” messaging began almost as soon as Measure L was placed on the ballot. A small group of
taxpayers began spreading false information about Measure L, calling it a “Pension Rescue Tax.” It was important in
this situation to navigate the waters carefully, and CliffordMoss and the campaign team developed a very deliberate
strategy of how to talk about Measure L. Through all messaging channels, the goal was to keep the emphasis on the
fact that pensions would get paid regardless and that this effort was about whether or not there would be any money
left over to ensure that the city could provide the services its residents were requesting. Utilizing persuasive mail
focusing on the service needs that would disappear without passage of Meas ure L, and through an effective voter
contact program, the campaign team was able to engage with residents and accurately spell out what the impact of
the measure would be, focusing on the need to maintain these key city services and pivoting from the pens ion-
related aspects of the discussion. The result was that Measure L passed with 56.9% support, preserving Lodi’s city
services for future generations.
39
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
The Measure L campaign was far from easy, but the campaign team and CliffordMoss worked together to get the job
done. What did CliffordMoss learn from the successful Measure L effort?
Lesson #1: Recruit quality leadership
Every army needs a great leadership team, and a huge portion of the
success of Measure L came down to the work put in by the campaign team.
In a conservative city such as Lodi, it’s essential to form a campaign
committee that represents as many different s ectors of the public as
possible, in order to have different messengers who can engage with
different segments of voters. CliffordMoss and city leaders worked to
identify individuals from various areas of the community, then to reach out
and get them on board.
The result of this process was a campaign team that represented the interests of a variety of Lodi stakeholders, which
in turn made garnering support from the entire community easier than it would have otherwise been. The two
campaign chairs were a realtor, who was able to secure an endorsement and an important financial contribution
from the Realtors’ Association, and an agricultural leader, who was able to speak with other farmers and growers
and gather supporters. The team also included an individual who owned a print shop and donated signage to the
campaign, a senior advocate with deep connections to the senior centers and retiree communities around town, city
leaders with a deep knowledge of the history and fabric of Lodi, a Chamber of Commerce member w ith business
connections throughout town, and leaders from local labor and firefighting unions, who helped build the volunteer
army that ultimately did the leg work to get the job done. Because these individuals were deeply invested in passing
Measure L for their city, and because each had unique strengths and connections throughout Lodi, this team put in
the time, effort, and attention needed to reach out to all segments of the community, thus helping Measure L gain
a large wave of support from all over Lodi.
40
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Lesson #2: Build, train, mobilize, and activate an army
The conservative ideals that run deep in Lodi made it vital during the campaign to SHOW the broad spectrum of
support that existed for Measure L. To do this, the campaign team relied heavily on both the work and the words of
those volunteers and supporters who were viewed as positive messengers by the community. This proved vital come
election day.
The Lodi Professional Firefighters Association were the strongest public supporters of Measure L from the beginning
of the campaign, and the help the firefighters provided to the campaign team was instrumental; without the
firefighters, Measure L would have lost. The firefighters participated in phone banks, donated and printed their own
literature, and dropped nearly 10,000 door hangers at the homes of voters throughout Lodi. As members of a trusted
organization dedicated to keeping Lodi residents safe, the firefighters were able to quickly establish a rapport with
the public as they worked to contact voters both over the phones and at the doors, and their positive conversations
with hundreds of voters helped push Measure L over the edge.
The other key endorsement the campaign team identified and utilized was from the mayor. Mayor Alan Nakanishi
had long been a trusted conservative voice in Lodi, and he had never before supported any tax measure anywhere.
But Mayor Nakanishi understood the importance of passing Measure L and the absolutely essential city services that
were on the chopping block. For the first time, he publicly endorsed
a sales-tax measure. CliffordMoss encouraged the campaign to
underline his endorsement as much as possible, sending out a
mailer centered around his support and highlighting his
endorsement in opinion pieces and other printed materials. This
was an avenue that allowed the campaign to get to the
conservatives throughout the community, which helped build
support from the entire population. The trust that many
conservatives had in Mayor Nakanishi allowed them to vote yes on
Measure L with the confidence that the mayor wouldn’t support a
tax measure that wouldn’t make a positive and lasting impact for Lodi.
41
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Lesson #3: Talk to voters…DIRECTLY
Previous campaigns in Lodi had been limited in scope,
with little attention paid to engaging in conversations
with REAL VOTERS. At CliffordMoss, we prioritize these
conversations over less targeted forms of
communication, such as public advertisements or
editorials. No recent campaigns in Lodi had focused their
attentions on these discussions, so CliffordMoss and the
campaign team worked to organize a strong program of
direct voter contact, reaching out to REAL VOTERS via
phone banks, precinct walks, and direct face-to-face
conversations throughout the city. The Measure L team
was able to directly contact thousands of voters and
have real conversations encouraging them to vote yes
on Measure L, where other forms of communication do
not allow for the back-and-forth discussions that
ultimately are so important in elections. It was an eye-opener for many members of the campaign team, but by
election day, the campaign team agreed that the direct conversations with real voters made the difference in the
Measure L campaign.
42
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
Lesson #4: Resist distractions and the temptation to meet the opponents on their turf
Pensions were a major discussion point during the
campaign, particularly for the opposition campaign.
Opponents of Measure L called the proposal a “Pension
Rescue Tax” that would go directly toward paying
pensions instead of supplying the city services it said it
would. The pensions had been a hot-button issue over the
months before the election, so this argument was able to
gain some traction in the community, particularly
amongst the more conservative parts of the population.
Rather than engaging in these discussions, which would
keep the focus on the pension issue, CliffordMoss and the
campaign team remained diligent throughout the
campaign in always turning the conversation back to
NEED. By saying that the pension bill would be paid no
matter what, and that Measure L was about whether
there would anything left over to provide the city services
Lodi residents need and value, the conversation turned
back to what would happen if the measure didn’t pass
rather than where the money would go. This focus on the
message that the team knew would WIN was an
instrumental part of the campaign strategy, and it gave
the team an easy way to bring the conversation back to
our terms. Making sure we stayed on this playing field
rather than straying into the opponent’s arena ended up being critical.
43
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
City of San Leandro (November 2020)
When times are tough and the stakes are high, how do you keep your community with
you? One CliffordMoss 2020 client, the City of San Leandro, stands out. In the middle of
COVID-19, with fractured politics, social unrest and a historic, contentious Presidential
election, the City of San Leandro knew it had to peak perform in the public engagement
space with a challenging measure heading to the 2020 ballot. Teaming up with
CliffordMoss and employing a smart strategy, the City launched an effort to engag e its
community about a ballot measure critically important to the city’s future. Operating
strictly in the “information ONLY” lane with facts, candor and transparency, the City’s
strategy worked. How did San Leandro leaders navigate to keep their community with them – especially during
pandemic conditions? Here are 5 takeaways:
1. Get clear on your goal and your “why” - BEFORE engaging your community.
The City of San Leandro had worked hard in recent years (and even harder during the pandemic) to maintain essential
city services in an era of diminishing resources and rising demands. Like most California cities, San Leandro had been
forced to tighten its belt and control costs. But even with those efforts, it wasn’t enough to protect city leaders from
hard financial choices exacerbated by COVID-19. The pandemic was trending to deal a significant blow to city
services. To close the funding gap, City Staff had to think outside the box and evaluate a new set of options. A
deeper dive into the data revealed that the best option was the idea of securing a modest increase to San Leandro’s
existing Real Property Transfer Tax (RPTT). To validate assumptions and because they knew they would be asked by
skeptics, city leaders prepared supporting analytics for the preferred option to bring to the community. Anticipating
tough questions, concerns and challenges BEFORE going public helped the City get that much m ore prepared.
2. Build a story that people can understand.
With COVID in full effect, it wasn’t an easy time to bring
an unwanted financial dilemma to the community. Even
so, this city team never shied away from the challenge.
With CliffordMoss by its side, the City built its story to be
both accurate and compelling. The city manager worked
hard to focus on facts, candor and transparency. “Like
most local communities, COVID-19 has significantly
impacted our local economy. Our evaluation has
projected a considerable loss in revenue, estimated at
$11 million for 2020 alone…” he declared. This was funding the City counts on to provide city services - services that
local residents expect and deserve. “Our goal,” he said, “is to keep San Leandro moving forward in these challenging
times and to remain fiscally strong.” Bottom line, the story was relevant and clear: there’s a problem….here’s what
44
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
happens if we don’t address it ….and we’re working to find an affordable solution. Most important, every
conversation, mailer, and communique telling THIS story would also include 4 simple words: “What do you think?”
3. Ask your community for input - and make time to LISTEN.
Making time to engage and LISTEN to the public takes time and it isn’t always easy. In the midst of navigating a host
of turbulent community issues, City Staff understood that seeking and listening to community input could help
facilitate an affordable solution and keep the community with them. The successful strategy employed opinion
leader conversations, direct mail, online ads, and videos featured on the City’s website, YouTube channel, and social
media featuring the city manager and mayor telling the City’s story. At every turn, there was a direct invitation to
provide public input. And as every response was received, it was reviewed by a member of the City’s leadership
team.
4. Show your Community that You’re in Alignment with Them.
Ironically, in the middle of the pandemic, more people than ever before were home and more available to weigh in
on issues of community importance. This was true for both
professional polling as well as for community listening work that
CliffordMoss and the City coordinated together. Among our many
community listening strategies was a two-way mailer asking for
residents’ feedback, which garnered a massive response from the
San Leandro public. Comments received made clear that the City’s
potential measure would face opposition if it was too difficult to
understand or unclear where the money would go. Professional
polling reinforced those concerns. The City LISTENED and made adjustments to align to the “sweet spot” between
what their preferred (higher cost, more ambitious) package was and what public feedback revealed that the
community would support. The final ballot measure was less than what the City originally wanted, but still had
potential to earn the level of community support needed to pass at the ballot box (during a pandemic!).
45
Irvine CA
Washington DC
St Petersburg FL
714 906 2061
jwallin.com
5. Keep Communicating.
Once a ballot measure was finalized, the City took the deliberate step to keep
communicating, providing information ONLY in all directions. (Reminder: public
agencies are only permitted to provide neutral, factual information once a measure has
qualified for the ballot. Advocacy on the part of public agencies is not allowed). “To
close the funding gap, the City has evaluated various options,” the city manager wrote,
providing facts only. “One option that won't impact residents’ daily cost of living is to
secure a modest increase to our existing Real Property Transfer Tax (RPTT),” he added.
Making the change would require a vote of the people he noted, alerting them to expect
to see the measure on the upcoming ballot. Additional factual communications were
distributed via US mail, City website, social media and online advertising during this
window to remind voters that the local measure needed their attention. The City wisely
understood that abundant factual communication would be important, especially given
that its measure landed at the very bottom of an exhaustively long Presidential ball ot at
a time when people were already suffering from “pandemic fatigue.”
In the end, this 5-point public engagement strategy worked. The final election result for San Leandro’s Measure VV
was 53.28% YES, three points above
the 50% threshold needed for
passage. The hard work invested by
City leaders had paid off and they
were pleased to announce to
residents that passage of VV would
help protect vital services and keep
the city moving forward. Job well
done City of San Leandro!