HomeMy WebLinkAbout1. Submit Diamond Bar Proposal June 10, 2025
City of Diamond Bar
21810 Copley Drive
Diamond Bar, California
91765
Dear City of Diamond Bar Evaluation Committee:
William Berry Campaigns is proud to submit this proposal in response to RFP for Ballot Measure
Public Education and Outreach Services (CM_2025_06) related to a local revenue measure. We
understand the challenge ahead and know how to meet it. We have thoroughly read the RFP,
Q&A, insurance requirements and contract and are prepared to meet all requirements.
We also understand that our work must be educational and informational, not advocacy for the
passage of any measure.
Over the past 25 years, our firm has led public outreach and ballot measure strategies for nearly
100 California cities and local governments. Our proven data-driven, community-oriented
methods are designed to foster informed public dialogue.
We've won over 80 national awards for our work, and we bring that same creativity and discipline
to every client, large or small.
The City of Diamond Bar faces a long-term, structural budget deficit that is not sustainable
without drastic budget cuts or increased revenue. Communicating with voters about the City’s
finances, needs, long-term plans – and how a revenue measure fits into its plans – is essential.
We are the best firm to work with the City of Diamond Bar because of our attention to detail,
creativity and experience in passing much-needed revenue measures for California’s cities.
Our work is not just grounded in communication strategy. It is built on behavioral science, which
helps explain why people act—or don't. We use tested psychological frameworks like loss
aversion, social proof, and narrative framing to ensure messages are heard, felt and
remembered.
In 2020, the City of Diamond Bar placed a sales tax measure on the ballot, and it was
overwhelmingly defeated. It was a very surprising result – given the voter demographics of
Diamond Bar. A discussion of the dynamics of the tax measure is important.
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We are experienced, prepared and ready to start working collaboratively with the City of Diamond
Bar, FM3 and other partners to begin the Ballot Measure Public Education and Outreach effort
right now.
All conditions – including costs - in this proposal is valid for 180 days. I am authorized to bind our
company to this proposal.
I certify and agree to the City’s Consulting Services Agreement terms and conditions.
I further certify that I will obtain the required insurance coverage and understand bit is a
prerequisite for entering into an agreement with the City.
CONTACT INFORMATION
William Berry // William Berry Campaigns
5026 Sudbury Way // Sacramento, CA 95608
916-508-8215 // william@underdogcampaigns.com
underdogcampaigns.com
We are ready to partner with your team to assess public sentiment, refine your strategy, and give
Diamond Bar voters the information to vote on your local revenue measure in 2026.
Sincerely,
William Berry
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Table of contents.
City OF DIAMOND BAR. Page 3
BY THE NUMBERS.
PROJECT TEAM. Page 4
EXPERIENCE AND REFERENCES. Page 5
REFERENCES. Page 7
METHODOLOGY/ Page 8
PROJECT UNDERSTANDING.
KEY CONCEPTS Page 10
PRINCIPLES IN PLANNING Page 13
A PUBLIC OUTREACH AND
EDUCATION CAMPAIGN.
METHODOLOGY. Page 14
Project Understanding & Approach. Page 15
Scope of Work Overview. Page 16
Deliverables Summary. Page 18
Community Knowledge Page 20
& Narrative Insight.
Multilingual Communications Strategy. Page 21
Our Philosophy & Guiding Principles. Page 22
DIAMOND BAR 2020 TAX MEASURE Page 24
Vs. DIAMOND BAR 2026.
Digital Strategy & Online
Engagement Plan
QUOTES. Page 27
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City OF DIAMOND BAR. BY THE NUMBERS.
TOTAL REGISTERED VOTERS 34,664
DEMOCRAT 12,832 37.0%
REPUBLICAN 9,671 27.9%
ALL OTHER PARTIES 12,161 35.1
AGE 65+ 10,467 30.2%
ASIAN (ALL) 15,506 44.7%
LATINO 6,676 19.3%
KOREAN SPKR. 1,638 4.7%
FOREIGN BORN 12,036 34.7%
VOTED 11/20 G. 24,461 70.6%
VOTED 11/22 G. 14,669 42.3%
VOTES NEEDED TO PASS 11/26 TAX MEASURE 6,933
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PROJECT TEAM.
We’ve assembled a team that doesn’t just understand local revenue measures—we
build them, guide them, and see them through to victory. Each member brings specific,
battle-tested expertise in public communication, community outreach, strategic
planning, polling, and design.
Together, we offer a comprehensive toolkit of skills supported by decades of
experience and a shared commitment to helping communities thrive.
WILLIAM BERRY // Lead Consultant & Project Manager
William Berry brings 25+ years of experience in California's public affairs, strategic
communications, and ballot measure campaigns. He is the founder and principal of
William Berry Campaigns, a firm known for its award-winning work on behalf of cities,
school districts, and special districts.
William has personally led over 100 local revenue measure campaigns and public
education programs. He will serve as the project’s day-to-day lead, developing the
strategic plan, managing communications, overseeing creative output, and coordinating
directly with City staff.
William has a 94% winning rate for local California city tax measures.
His leadership style is hands-on, creative, and transparent. William is also an expert in
behavioral messaging, known for applying theories of readability, loss aversion, and
narrative framing in local government outreach and education efforts.
CATHY GRUBB // Media Strategist
Cathy Grubb is a senior advisor and communications strategist specializing in media
planning, community engagement, and narrative development. She has helped lead
multi-channel outreach campaigns for many clients, from municipalities to nonprofits to
public health agencies.
Cathy will develop and guide media strategy—including content development for earned
media, advisories, and internal talking points—and advise on messaging alignment
throughout the campaign.
CASEY MASTERSON // Graphic Designer
Casey is the creative engine behind our visual materials. With over 15 years of
experience in public agency and nonprofit design, he specializes in layout design,
branding consistency, and turning complex concepts into clear, compelling visuals.
Casey will lead the design and production of all collateral materials, including FAQs,
flyers, mailers, social media graphics, and web content. His design approach is clean,
modern and always accessible.
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EXPERIENCE AND REFERENCES.
William Berry Campaigns (WBC) is a California-based strategic communications firm
specializing in local revenue measures and strategic communications. William Berry
(CEO and Lead Consultant) owns WBC as a sole proprietorship. He will serve as the
quarterback of your revenue measure team.
WBC has a proven track record of success guiding cities through the ballot measure
process – from initial public opinion research to voter outreach and final victory on
Election Day.
William Berry of WBC has been working with California's cities, schools, community
colleges and local districts to research, gauge, plan, test, craft and execute memorable
and clear public information and education campaigns in preparation for placing a local
revenue measure on the ballot.
WBC was founded in 1995 by William Berry and has since served as a trusted advisor to
cities, counties, school districts, and community organizations across California. Our
core competency is developing and executing strategies that gauge public opinion an d
build voter support for critical public measures.
Over nearly three decades, WBC has amassed an extensive track record of success: we
have consulted on over 250 political campaigns and public measures nationwide, and in
California, we have helped pass over 100 local funding measures for cities, schools,
counties and special districts.
WBC takes pride in its 94% winning record in City tax measure elections . This
achievement speaks to our skill in strategizing and communicating complex fiscal
issues to voters.
WBC has won over 80 national awards for advertising and designing public education,
outreach campaigns, and direct mail and informational materials.
We plan and execute compelling, memorable and winning public education and
outreach campaigns for City tax measures that unite City stakeholders and give them
the winning tools they need to spread a persuasive message about the tax measure to
voters throughout the City.
Will Berry, owner of William Berry Campaigns, would be the main point of contact with
We plan and execute compelling, memorable and winning public education and
outreach campaigns for City tax measures that unite City stakeholders and give them
the winning tools they need to spread a persuasive message about the tax measure to
voters throughout the City.
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WBC PAST CLIENTS
● Daly City
● City of Norco
● City of San Gabriel
● City of Suisun City
● City of Benicia
● College of the Desert
● San Gabriel Unified School District
● Santa Monica-Malibu Unified School District
● North Orange County Community College District
● City of Napa
● City of Palm Springs
● Fountain Valley Unified School District
● Fullerton College
● City of Victorville
● City of Dixon
● City of Oakley
● Mt. San Jacinto Community College District
● Paramount Unified School District
● San Bernardino Valley Community College District
● City of San Bernardino
(Partial list -complete list of clients can be found at underdogcampaigns.com)
William Berry Campaigns will:
• Analyze and apply FM3 survey data to guide message development and audience
targeting.
• Craft educational materials in English, Mandarin, and Korean that are culturally sensitive,
readable and easy to understand.
• Develop a multilingual outreach strategy using mail, digital, in-person, and social media
channels.
• Coordinate closely with City staff and FM3 to ensure consistent messaging and accurate
legal compliance.
• Frame information through behavioral insights like loss aversion—helping residents
understand the potential consequences of inaction without advocating a "yes" vote.
Diamond Bar has a history of thoughtful planning and community involvement. With this
proposal, William Berry Campaigns seeks to build on that tradition—delivering an outreach
strategy that is inclusive, trusted, and fully aligned with the City’s commitment to transparency.
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REFERENCES.
Below are three references from recent projects comparable in scope and complexity to
Diamond Bar's needs. Each can speak to our team's performance in providing ballot
measure consulting, outreach, and communications services. We have included contact
information.
WBC is proud of our strong working relationships with clients. We invite you to contact
the following references, who can speak to our performance on similar projects:
MARIO GIULIANI // City Manager, City of Benicia.
Phone: (707) 746-4210 // Email: MGiuliani@ci.benicia.ca.us
RICKY SAMAYOA // Former Mayor, City of Marysville.
Phone: (530) 218-0808 (personal) // Email: ricky@samayoaconsulting.com
SUZANNE BRAGDON // Retired City Manager, City of Suisun City.
Phone: (707) 290-7023 // Email: Shbragdon@sbcglobal.net
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METHODOLOGY/PROJECT UNDERSTANDING.
The City of Diamond Bar is preparing to engage its residents in a vital civic conversation: how
best to sustain the high level of services and infrastructure that make this community safe,
livable, and resilient. William Berry Campaigns is honored to propose a comprehensive public
education and outreach strategy rooted in research, transparency, and proven communication
practices.
Diamond Bar faces a familiar but urgent challenge: rising costs, aging infrastructure, and growing
community expectations faster than revenues. Past voter surveys show strong supports for
maintaining local control over essential services—especially public safety, street repair, and
community beautification. However, it also reveals the need for clear communication,
multilingual outreach, and meaningful engagement.
Past surveys show trust in the City of Diamond Bar and satisfaction in the level of services it
provides.
Our approach focuses on equipping Diamond Bar residents with unbiased, easy-to-understand
information about the City's finances, service priorities, and the potential impact of a local sales
tax measure. Our efforts will avoid advocacy and prioritize clarity, accessibility, and
responsiveness—ensuring the community understands what's at stake and why the
conversation matters.
Every public education and outreach campaign aims to learn, inform, educate and answer. To do
that, we must first get people’s attention.
Our methodology for getting voters’ attention and communicating information they will
remember and act on includes
Break Through the Noise. Tell a Story.
The average American is exposed to as many as 10,000 marketing messages daily, including
billboards, emails, social posts, push alerts, jingles, talking heads, and flashing banners.
Amid that noise, public agencies face a unique challenge: communicating complex ideas with
clarity, accuracy, and resonance. It’s not enough to state the facts. We must make people feel
them.
Our methodology is rooted in behavioral science and human psychology. We don't just deliver
information—we provide it in ways the brain is hardwired to absorb.
Lead with Emotion. Support with Facts.
People don’t make decisions based on spreadsheets. They decide based on emotion and justify
their choices later with logic. That’s why we begin with stories, not statistics.
We will first explain how funding affects the lives of a parent, a firefighter, a senior citizen,
neighbors, a small business owner, etc. and then follow up with the data.
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Make It About Them.
Too often, government communications start with "We." We recommend another opening: "You."
You and your neighborhood, streetlight, child's after-school program, and potholes you swerve
around every morning. We translate policy into personal relevance.
Simplify Relentlessly.
The average U.S. reading level is 7th to 8th grade. So, we speak, write short sentences, use bold
headlines and visual cues, and our infographics do the job in seconds because every second
counts.
Harness Loss Aversion.
The most essential part of any local tax measure is that behavioral economist Daniel Kahneman
showed that people fear loss more than they desire gain. We use that insight strategically. For
instance, “If Measure Q is not renewed, $18 million in local funding disappears—and services go
with it.”
Show Social Proof.
People look to others when forming opinions. When voters hear that “9 out of 10 Diamond Bar
parents support the measure," they take notice. We elevate trusted community voices—teachers,
small business owners, first responders—to endorse the message and become the message.
Repeat, Repeat, Repeat.
The research is clear: one message is not enough. We use multiple touches—mail, digital, social,
and in-person events—to reinforce core messages across platforms. Consistency and repetition
build familiarity. Familiarity builds trust.
Visuals Matter.
People process visuals 60,000 times faster than text. That’s why every handout, post, and deck
we design is clean, modern, and memorable. Great design isn’t decoration. It’s delivery.
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KEY CONCEPTS.
Here are some essential concepts to remember when framing and crafting a local revenue
measure.
LOSS AVERSION.
In 2002, the Nobel Prize in Economics was awarded to the brilliant social scientist Daniel
Kahneman for his groundbreaking exploration of "Loss Aversion."
Loss Aversion, a key concept in decision-making, refers to our natural tendency to avoid losses
over the prospect of gaining something of equivalent value. In simpler terms, the discomfort of
losing $100 feels significantly more impactful than the joy of earning $100. This psychological
insight is crucial when framing local tax measures.
Loss Aversion can significantly influence the outcome of tax measures. Cities and special
districts can present a local tax measure on their ballot to 'prevent a loss.
Below are the ballot languages from two recent local tax measures. Ballot Measure B's language
framed the tax using the Loss Aversion principle. At the same time, Ballot Measure A did not
consider Loss Aversion when written.
Ballot Measure A received a 48% Yes vote.
Ballot Measure B passed with 72% approval.
A. Original Ballot Language – 48% Yes Vote
“Shall a measure be adopted to assess a special tax of $83 per year for each improved parcel,
regardless of use, and $48 per year for each unimproved parcel lying within the district? The tax
will be collected in the same manner as taxes on real property, commencing in the fiscal year
after which the voters have authorized the special tax, with the revenue to be used for advanced
life support ambulance services, emergency medical response, training, educational programs
provided by the Life Support Community Service District?
B. Revised Ballot Language – 72% Yes Vote
“To prevent cuts or elimination of local life-support ambulance service, including two 24/7
ambulances staffed for emergencies stationed in Weaverville and Hayfork, shall a measure
establishing a $45 per year special tax for each parcel developed with residential or commercial
uses, until repealed by voters, providing $3,258,000 annually, requiring all funds to be spent
locally with Citizen Oversight, be adopted by the terms of the Life Support Community Services
District Formation.”
Ballot Language B successfully framed the measure as a way for voters to 'prevent a loss' and
was successful—loss Aversion at work.
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READABILITY.
The average adult American reads at a 7th or 8th-grade level.
Yet studies show voters need a graduate-level education to understand revenue measures as
they appear on the local election ballot.
Confusing ballot language can discourage voter engagement. Many voters choose the safer
route of maintaining the status quo; if they aren't entirely sure about a ballot measure, they'll likely
lean towards a NO vote, which is the less risky option.
A recent study by Ballotpedia examined 159 ballot measures across 41 states for the last
November elections, finding that the average readability of these ballot questions is surprisingly
challenging, requiring a higher reading level than similarly structured.
Language elsewhere. Various resources are available to evaluate the readability of ballot
language. The Flesch-Kincaid Readability Calculator is one gauge I use.
The ballot measure language score on the Flesh-Kincaid Grade Level score reported
the ballot language for Measure X was as follows:
“Shall a measure be adopted increasing the City sales tax rate from 1/2% to 1%, with the increase
providing approximately $8,000,000 annually until ended by voters, to fund specific City services,
with 80% to fund road repair, 10% to fund parks and recreation, and 10% to fund fire protection
services?”
Flesch-Kincaid Grade Level: 24.7
Flesch Reading Ease Score: 15.7
Reading Level: College graduate
A voter must be a college graduate working on their master's to understand the intent of the
above ballot measure language. A confused voter will vote NO. Make your ballot language easy
to understand.
UNTIL ENDED BY VOTERS.
Does the duration of a tax measure affect the likelihood that it will pass?
Much polling suggests that it is essential but remember that those questions are often skewed.
For example, if asked, "Would you prefer the duration of Measure O be five years or ten years?"
most voters would answer five years.
However, if you were to ask voters, "…would you prefer the duration of Measure O be fifteen years
or twenty years," most voters would answer fifteen years. Probably the same percentage of
people responded five years to the first question as did respond fifteen years to the second
question.
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It's all about how and when the question is asked.
Finally, here is a recent way we have phrased how long a tax measure will last, which is powerful
and leads to more honest answers. The tax measure states it will be in place until voters end it.
Here is how that part of the ballot question would be phrased:
“… shall the City of Modesto adopt the measure known as CITY ESSENTIAL SERVICES
MEASURE by establishing a maximum one percent (1%) sales tax until ended by voters, and
estimated to generate $2.9 million annually?”
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WBC PRINCIPLES IN PLANNING A PUBLIC
OUTREACH AND EDUCATION CAMPAIGN.
Early Outreach
Be Inclusive
Show Past Success
Voters Love Plans
The Road Show/Stamp DRAFT on the Plan
Build Consensus
Continuous Updates
CONCENTRIC CIRCLES OF COMMUNICATION
City of Diamond Bar Leadership & Staff
Stakeholders
Diamond Bar Community Influentials
Groups & Organizations
Likely Voters
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METHODOLOGY.
Public Outreach And Education.
Positioning to win. Our job is to put the City of Diamond Bar in the best position to get the
information to voters so they can make an informed decision on a local tax measure. That
means memorable communication with individual elected officials, opinion leaders, community
groups, advocates, potential opposition and voters.
People want to know that they can express their opinions, offer suggestions, share ideas and be
listened to.
At this point, the City of Diamond Bar needs to engage in significant ally development through its
efforts to inform elected officials, business, labor, and community leaders. Our team has the
experience to build on this foundation and enhance this effort.
We recommend sharing information with prominent individuals and associations in Diamond
Bar. We will then use the existing communication channels within these groups, such as their
social media identities, e-newsletters, mailings, and meetings, to spread our information and
messages to their members and the broader City of Diamond Bar community.
The types of groups we want to meet and communicate with may include:
Brahma Foundation
Diamond Bar CEO Circle
California Federation of Women's Clubs
Chaparral / DBHS Leo Club
Council of African American Parents
Diamond Bar / Walnut YMCA
Diamond Bar Breakfast Lions
Diamond Bar Chinese Association
Diamond Bar Community Foundation
Diamond Bar Friends of the Library
Diamond Bar Historical Society
Diamond Bar Mom's Club - North
Diamond Bar Republican Women's Federation
Junior Women's Club
Kiwanis Club of Walnut Valley
Relay for Life - Diamond Bar
Sheriff's Booster Club
Walnut Valley Rotary – Breakfast
Diamond Bar Friends of the Library
Regional Chamber of Commerce-San Gabriel Valley
Walnut Valley Unified School District
Pomona Unified School District
City of Diamond Bar Employees Association
Diamond Bar Patch
Inland Valley Daily Bulletin
San Gabriel Valley Tribune Newspaper
Windmill Magazine
Firefighters Association
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Project Understanding & Approach.
Diamond Bar is a distinctive community: a master-planned City with roots in ranchland and a
vision rooted in smart growth, safe neighborhoods, and public pride. At just under 60,000
residents, it is neither a sprawling metropolis nor a small town. Instead, it is a crossroads—
geographically and demographically. With its diverse population—including significant Chinese,
Korean, and Latino communities—it demands a multilingual, multicultural approach to public
engagement.
The 2023 Community Survey confirms this complexity. Residents express intense satisfaction
with Diamond Bar's quality of life but are concerned about traffic, crime, and fiscal sustainability.
They are proud of the City's parks, infrastructure, and community services. Yet, they are also
unsure how these services are funded or what may happen if the City faces financial shortfalls in
the future. Voters were most supportive of revenue focused on:
• Maintaining police, fire, and emergency services.
• Fixing potholes and improving traffic flow.
• Preserving neighborhood appearance and property values.
Strategic Approach.
Our approach is built on five principles:
Education First, Always
We will focus solely on informing the public about the City’s financial landscape, service priorities,
and the structure of any proposed ballot measure. Every material produced will be reviewed for
neutrality, accuracy, and accessibility.
Behavioral Insight
Messages will leverage the science of loss aversion—communicating what’s at risk if funding
gaps go unaddressed. We’ll highlight consequences like deferred street repairs, slower
emergency response, or declining neighborhood quality without invoking fear or partisanship.
Social Proof & Community Anchors
Messaging will include trusted community voices and visible local examples—such as
“Before/After” stories about pothole repairs or upgrades made possible by prior funding.
Multilingual Access
Every major communication will be available in English, Mandarin, and Korean—translated by
native-speaking professionals familiar with civic vocabulary.
Digital + Personal Reach
We will blend digital channels (email, social, video, and website content) with personal, trusted
outreach at community workshops, town halls, and stakeholder briefings.
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Scope of Work Overview.
Scope of Work Overview
Our proposed work plan for the City of Diamond Bar closely follows the five parts defined in the
RFP. It includes both core deliverables and value-added recommendations to maximize
community understanding.
PART I – Initial Outreach Research
We will begin with a strategic discovery phase, collaborating with City staff and FM3 to:
• Analyze FM3 survey data to extract core messaging insights.
• Segment audiences by language, age, district, and priority level.
• Audit communication channels already used by the City (email, social media, mailers).
• Identify key community groups, nonprofits, neighborhood associations, and influential
leaders.
This research will inform all content and outreach strategies moving forward.
PART II – Development of Outreach Materials
We will create a full suite of multilingual, accessible, and legally compliant materials, including:
• Core messaging framework (neutral, research-driven).
• FAQs and fact sheets about City finances and service priorities.
• Multilingual graphics and flyers (English, Mandarin, Korean).
• Social media toolkits for Facebook, Instagram, and Nextdoor.
• Email and newsletter content is written at a 7th-grade reading level.
• Video scripts and concepts for short, accessible explainer videos.
• PowerPoint decks are for workshops, stakeholder briefings, or council presentations.
• Print-ready mailers (2–3 concepts with accompanying messaging).
• Microsite/web content dedicated to the ballot measure education program.
All materials will be reviewed by City staff before dissemination and translated by culturally fluent
language professionals.
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PART III – Implementation of Outreach Materials
In coordination with the City’s Community Relations Division, we will:
• Launch a communications campaign aligned with the City's voice and visual identity.
• Organize and facilitate public workshops and town halls, both in-person and virtual.
• Distribute print and digital materials across all platforms.
• Create customized content for each Council district, if appropriate.
• Track and report outreach efforts and engagement metrics.
• Adapt content in response to evolving public feedback and survey results.
PART IV – Communications and Reporting
• Weekly check-ins with City staff (in person or virtual).
• Progress reports with status updates, content drafts, distribution results, and legal review
needs.
• Detailed documentation of all community engagement and materials produced.
PART V – Optional Additional Tasks
We recommend the following as optional, cost separately:
• Conducting small-group community roundtables with priority voter segments.
• Producing short testimonial videos with local stakeholders.
• Expanding social media advertising to geotarget under-represented groups.
• Creating a print-ready trilingual brochure suitable for long-term public use.
• Partnering with local schools or community organizations to co-host educational events.
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Deliverables Summary.
Below is a comprehensive list of deliverables William Berry Campaigns will provide throughout
the project term. These deliverables align with the City of Diamond Bar's RFP and will be
informed by FM3 survey data and community needs.
• Printed & Digital Materials
• Core Message Document (internal use)
• Public FAQs on City services, budget, and proposed tax measure (trilingual)
• Fact Sheets:
• City Finances & Revenue Needs
• Educational Mailers (2–3 designs, English / Mandarin / Korean)
• Multilingual Brochures suitable for public distribution
• One-page Flyers summarizing ballot measure facts
• Multimedia Content
• PowerPoint Decks for workshops and presentations
• Short Video Scripts & Visual Concepts explaining the tax measure
• Social Media Toolkits for Facebook, Instagram, Nextdoor
• Customizable messages with graphics
• Email Newsletter Copy
• 5–7 segments tailored for key outreach periods
• Web Content for a dedicated microsite or City webpage
• Interactive, visually driven explanation of the measure
• Trilingual navigation and summaries
• Planning Community Workshops
• Stakeholder Briefings
• Staff and Council Presentation Materials
• Prepared slide decks, talking points, and media scripts
• Monitoring, Reporting, and Support
• Weekly Progress Reports
• Work with FM3 to design and implement a follow-up survey
• Analytics Summary
• Digital metrics (clicks, engagement, reach)
• Final Report to City Council
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Community Knowledge & Narrative Insight.
Why This Matters Now: The Diamond Bar Story
There's a reason Diamond Bar residents rated their City so highly in past surveys: they love where
they live. They appreciate the clean streets, the neighborhood parks, the responsive public safety
services, and the carefully maintained environment that reflects a City that cares.
But many do not see the financial tightrope the City is walking to keep all of this going.
It's easy to assume the status quo will continue uninterrupted, that police and fire services will
always be fully staffed that streets will continue to be repaved, that parks will stay clean, trails
maintained, and local quality of life protected. But like so many California cities, Diamond Bar
faces a revenue gap between community expectations and the funds available to meet them.
Our role is to help the City educate residents about the stakes—without fear, without spin.
Behavioral Insight: Loss Aversion as a Communication Tool
Loss aversion tells us people are more likely to take action to prevent losing something they
already value than to gain something new. This is a critical insight when framing informational
outreach.
Rather than emphasize the benefits of new revenue, we focus on what the community risks
losing without a sustainable source of funding:
Public safety response times could slow.
Road repairs may be deferred, leading to higher costs later.
Neighborhood cleanliness and code enforcement may suffer.
By using clear, neutral language that highlights these risks, we help residents connect the dots—
without advocating a position.
Social Proof and Trust
In a diverse, multilingual community like Diamond Bar, people look to trusted sources—
neighbors, church leaders, school representatives, and local business owners. That's why our
outreach strategy emphasizes the following:
• Localized messages featuring familiar faces.
• Bilingual outreach conducted by community partners.
• Clear explanations backed by respected institutions.
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Readability and Accessibility
According to national studies, the average American reads at a 7th-grade level. Yet most ballot
measure materials are read at the college level or higher. That's a problem. If voters don't
understand the information, they default to NO.
All William Berry Campaigns materials are written at a 7th–8th-grade reading level using plain
language, clear visuals, and accessible formatting. This increases understanding—and trust.
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Multilingual Communications Strategy.
Why Language Access Matters
According to U.S. Census data and City sources, Diamond Bar is home to a richly diverse
population—approximately 37% Asian, with significant Chinese and Korean-speaking
communities. A one-size-fits-all strategy will not effectively reach all residents.
While most City communications are in English, this outreach effort must speak to people in their
preferred language, style, and cultural context. We don't simply translate; we adapt content to
ensure clarity, resonance, and respect for every community's experiences.
Our Three-Language Outreach Plan
All primary informational materials will be produced in:
• English
• Simplified Chinese (Mandarin)
• Korean
Translations will be completed by native speakers familiar with public-sector terminology, not
automated tools. This ensures that key terms related to municipal funding, City services, and the
electoral process are communicated accurately and clearly.
Sample Messaging in Mandarin and Korean
Topic: Why the City Is Exploring a Local Sales Tax
ENGLISH:
The City of Diamond Bar is exploring a local sales tax to maintain police, fire, and street
services—without relying on the State. This would keep all funds local and protect essential
services.
MANDARIN (Simplified Chinese):
钻石吧市正在探讨一项地方销售税，用于维持警察、消防和道路服务，而不依赖州政府。这
将确保所有资金留在本地，用于保障关键服务。
KOREAN:
다이아몬드 바 시는 경찰, 소방 및 도로 서비스를 유지하기 위해 지역 판매세를 고려하고
있습니다. 이는 주 정부의 지원 없이 이루어지며, 모든 자금이 지역사회에 사용되어 중요한
서비스를 보호할 수 있도록 합니다.
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Our Philosophy & Guiding Principles.
At William Berry Campaigns, we believe public education is not about persuasion but clarity. In
our experience working with dozens of California municipalities, the most successful outreach
efforts are rooted in honesty, accessibility, and trust. That's why our work is designed to inform—
not influence—the public.
We approach this work as civic educators. But behind that role lies a science of
communication—a behavioral framework for helping residents make sense of complex
decisions. Here’s how we do it:
Loss Aversion: What’s at Risk?
Loss Aversion is one of the most potent forces in human decision-making. People are more
motivated to avoid a loss than to achieve an equivalent gain.
In Diamond Bar, which means:
• Emphasizing what could be lost if revenues fall short: deferred street repairs, longer
police response times, slower graffiti removal.
• Framing the City’s role as a protector of what residents already value.
• Helping residents understand the real-world impact of financial shortfalls without fear
tactics or exaggeration.
This isn’t manipulation. It’s acknowledging how people make decisions—and meeting them
where they are.
Social Proof: People Trust People Like Them
Information spreads best when it’s shared by people we know and trust. That’s why we build:
• "Messenger Networks" of community members—PTA leaders, neighborhood organizers,
and local business owners—who can help explain the City's plans.
• Culturally tailored outreach for Mandarin and Korean-speaking households.
• Content that showcases the faces and voices of the Diamond Bar community, not
outside spokespeople or generic messages.
When voters hear from real residents, they listen.
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Visual and Narrative Framing
We don’t just list facts—we tell stories. For example:
• “This road used to flood every time it rained. After the City invested in upgrades, it hasn’t
closed once.”
• That kind of story, paired with a photo and simple caption, can say more than a 300-word
paragraph.
• We use images, graphics, and short videos to translate budget numbers and policy
choices into a real-world context that people can understand.
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DIAMOND BAR 2020 TAX MEASURE VS.
DIAMOND BAR 2026.
The ballot label for Diamond Bar’s unsuccessful Measure DB in 2020 was as follows:
“Shall the Ordinance increase the Transactions and Use Tax ¾ cents, providing approximately
$3,800,000 annually, with no expiration date, to be used for essential City services such as street
maintenance and public safety and other City services such as parks and recreation facilities and
programs, be adopted?
Compare the ballot question above with the ballot label I wrote for the City of Norco is their
successful tax measure. Notice I frame the question as a way to prevent losing something, no
sunset date and stressing accountability measures. That is what Diamond Bar’s ballot language
should look like:
“To keep Norco "Norco," continue protecting Norco's unique animal-keeping lifestyle, avoid
further infrastructure deterioration, continue restoring and maintaining local streets, trails,
facilities, equestrian amenities and parks, and prevent additional cuts to police, fire and
emergency medical services; shall the City of Norco adopt a locally-controlled one-cent sales tax,
generating approximately $4.5 million annually, until ended by voters, requiring independent
audits and a Citizens' Oversight Committee?
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Digital Strategy & Online Engagement Plan
In today's information environment, a public education effort must meet people where they
already are—on their phones, in their inboxes, and social platforms. A strong digital strategy isn't
just a bonus—it's a requirement for reaching Diamond Bar's diverse, time-strapped residents.
Core Goals of Our Digital Strategy
• Reinforce key messages through repetition across platforms.
• Reach younger and multilingual residents through digital channels.
• Provide easily accessible information that can be shared.
• Track engagement to inform message refinement.
• Website & Microsite Content
• We recommend creating a dedicated informational section on the City’s website or a
branded microsite for ballot measure education.
Key content would include:
• Simple, friendly home page explaining the City’s funding challenge
• Downloadable FAQs and flyers in English, Mandarin, and Korean
• Interactive tools (e.g., “What does the City pay for?” budget explorer)
• Short explainer videos (1–2 minutes)
Social Media Strategy
• Platforms: Facebook, Instagram, Nextdoor
• Tone: Neighborly, informative, never political
• Frequency: 2–3 posts per week during key periods
Content Types:
• “Did You Know?” budget facts
• Community photos with captions about local services
• Quotes from City employees or trusted community members
• Video clips with subtitles in English/Mandarin/Korean
• Event reminders and links to additional info
We will also provide bilingual content calendars so posts can be scheduled consistently by the
City’s communications team.
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Messenger Toolkit
For each trusted messenger, we will provide:
• One-page talking points with FAQs and sample language
• Trilingual flyer PDFs for email or print sharing
• Short videos or explainer decks they can use in meetings
• Social media post templates
• Infographics for reposting or newsletter use
• Briefing sessions to help them understand and feel confident about the City's outreach
program
This toolkit ensures trusted voices have explicit, accurate, and easy-to-share content. So, they
amplify facts, not rumors or confusion.
City-Branded Credibility
To ensure message alignment, all materials shared by community partners will be City-branded
and pre-reviewed by City staff. This allows partners to act confidently, knowing they share
approved, neutral content reinforcing the City's outreach goals.
We will also include a feedback mechanism in all toolkits so that community members can send
questions or comments that will be incorporated into future materials.
Cultural Alignment
Mandarin- and Korean-speaking communities often rely on non-digital, relationship-based
communication channels. We will:
• Identify bilingual messengers in each group.
• Provide translated and culturally appropriate toolkits.
• Host separate small briefings with translated facilitation
• Collaborate with language-specific media outlets where appropriate.
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Costs for Services.
Submitted by William Berry of William Berry Campaigns
G. RATES AND CHARGES
We are committed to transparency and flexibility in project budgeting. Below is our
standard hourly rate sheet for the personnel expected to lead and support the work
outlined in this proposal.
These rates are consistent with other public agency contracts we hold throughout
California and reflect the level of experience, specialization, and quality of work we
provide. The pricing listed is valid for 180 days and may be customized if the scope of
work is adjusted.
• Personnel / Role Hourly Rate
WILLIAM BERRY // Project Manager $325 per hour
CASEY MASTERSON // Graphic Designer $195 per hour
Multimedia Specialist (as needed) $125 per hour
Production Coordination (as needed) $95 per hour
We typically work on a monthly retainer model or a project milestone billing structure.
All billing will include detailed activity reports and documentation.
• Our monthly retainer fee would be $8,700 per month.
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QUOTES.
"The expertise we received from William Berry and WBC was critical to our revenue measure
victory. We have a new high school thanks to their guidance and leadership.” Don Erickson,
Mayor of Dixon
“Will Berry gave us the guidance, leadership and confidence we needed as we gauged whether to
attempt a local tax measure. Their counsel was invaluable.” Stephen Holsinger, Williams City
Manager
“William Berry gave us the insight and guidance we needed as we educated and informed our
community about the needs and uses of a potential tax measure. He did a terrific job.” Mike
Healy, Petaluma City Councilman
"Bill Berry would be the only person I would contact if I needed a strategic communications and
marketing expert. Bill Berry worked and guided us through the whole process. He was insightful
about important strategies and key analysis that made our campaign successful." Chancellor
Donald Averill, San Bernardino Community College District
"Plain and simple, Bill Berry is why we passed our bond measure. We made the mistake of hiring
another firm first. They were non-responsive and didn't meet our needs. Then we brought on
William Berry Campaigns to guide us. He made all the difference. Better late than never." Dr.
Teresa Patterson, State Center Community College District
"Bill Berry personified a 'can-do' attitude toward our communications and outreach efforts. He is
an absolute expert. He helped us avoid unnecessary work and instead focused our efforts on the
most critical parts of the bond passage. He gave us the personalized, hands-on attention we
needed; he delivered what he promised. I recommend Bill Berry to any community college.
President Kirk Avery, Monterey Peninsula Community College District
“One of the distinguishing traits of a WBC general obligation bond campaign is the exceptionally
high–quality and high–caliber informational and advocacy mailings. They contributed greatly to
our recent electoral success.” Susan A. Cota, Chancellor, Chabot–Las Positas CCD
"I was impressed with Bill's organization, visibility, friendliness, and motivating personality. His
firm is very responsive to questions and timely in getting back to the client with solutions to
problems. Bill has a firm grasp on what is needed in large metropolitan areas and the needs of
rural communities, which desperately need to hear the message community colleges bring."
Thomas A. Crow, Former Chancellor, State Center CCD
"I was impressed with the professionalism shown by Bill and his associates; they recognized that
our area was unique and different than all other communities and adapted their strategies to fit
the culture of our community. The materials they put out, the outreach efforts they made to get
endorsements from community leaders, and the time and organization they put into the
campaign all led to the successful passage of our bond measure." Donald L. Singer — San
Bernardino Community College District
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"Bill's guiding hand and direction were essential to our winning. He used an extremely effective
combination of direct mail and television advertising, coupled with his obvious expertise in media
relations." Tom Wixon, Public Relations Officer — College of The Desert
William runs terrific campaigns. Strategic, unique and persuasive." Mark Johanassen, West
Sacramento City Council
"William brought focus, insight and the creativity we needed for our City to pass our tax
measure." Suzanne Bragdon, Suisun City Manager
"Talented William Berry and I worked hand-in-hand with our local community in passing a tax
measure that allowed us to keep our local hospital open. Their campaigns are terrific. They are
the best at what they do and deliver for us." James Suver Biggs-Gridley Hospital
"Our district had lost three previous bond measures and had worked with many other
consultants. Then, we hired Bill Berry. Thanks to him, we achieved a major success, receiving
over 70% of the vote." Trustee Lee Freeman, San Gabriel Unified
Our City needed to communicate a clear message to voters about the need for our tax measure.
Bill Berry delivered for us." Bryan Montgomery Oakley, City Manager
"I was very impressed with Bill's organization, visibility, friendliness, and motivating personality.
His firm is very responsive to questions and timely in getting back to the client with solutions to
problems. Bill has a firm grasp on what is needed in large metropolitan areas and the needs of
rural communities, which desperately need to hear the message community colleges bring.”
Thomas A. Crow, Former Chancellor, State Center CCD
"Bill Berry is an expert political strategist. We had tried to run our local tax measure campaign
ourselves the first time. We lost. On our next attempt at a tax measure, Bill led a terrific campaign
that our voters overwhelmingly supported. Ricky Samayoa, Mayor of Marysville
"The best decision our City made was to work with Bill Berry. We took over 72% of the vote.
Simply put, they are the best at what they do." Patrick Sweeney, Former Superintendent of Napa
Valley USD