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HomeMy WebLinkAboutCity of Diamond Bar - Pivotal Strategies Public Education Proposal1 9619 National Blvd. Los Angeles, CA 90034 Phone: 310.736.2337 June 12, 2025 City of Diamond Bar City Manager’s Office Attn: Alex Batres Submitted via PlanetBids Re: Pivotal Strategies Proposal for Ballot Measure Public Education and Outreach Services Dear Mr. Batres, Thank you for inviting Pivotal Strategies to submit a proposal to the City of Diamond Bar. The following details how Pivotal can provide educational and outreach services focused on communicating to and educating residents on the needs of the City to be able to maintain municipal services. Proposing any type of revenue-raising measure places a city at a pivotal moment with its constituents. How a city engages their community about a revenue measure makes the difference between residents and businesses understanding their city’s challenges or losing confidence in their public servants. Pivotal Strategies was founded on a simple premise – bring together a group of talented, smart, and compassionate people who embrace the people we work with, enjoy the clients we work for, and champion projects that make lasting improvements in California’s diverse communities. Much like a city, Pivotal leverages a talented team that isn’t afraid to work hard to accomplish big projects within budget and on schedule. Our decades of experience, and local expertise communicating budget balancing measures in California cities, helps us stand out from other companies. Additionally, we have a decades-long relationship with Fairbank, Maslin, Maullin, Metz, and Associates (FM3). We’ve worked together with the FM3 team on countless municipal ballot measure projects. That experience will let us immediately start working closely with FM3 to utilize public opinion survey data to launch a customized, integrated, and multi-lingual education program to ensure constituents understand all aspects of the City’s budgetary challenges and the options it’s evaluating to maintain a high level of service. Our entire team is local and based in SoCal. We understand the issues facing the region better as a result, and we will always be accessible in person. 2 Our team has built countless successful strategic communications and community engagement programs to help cities, counties, and other government agencies create compelling narratives and engage communities on a wide range of issues. These cities can attest to the effectiveness of our programs and the ease of integration we had with their teams. We’ve also provided sample collateral in Appendix A showcasing branding Pivotal created specifically for each public education campaign, giving each campaign an easily identifiable and authentic “look and feel” for residents. We’re pleased to submit this proposal for a robust public education and outreach program. Brandon Stephenson Founding Partner John Anderson Vice President 3 Project Team Our project team has an unmatched expertise with innovative local ballot measures, vast experience with public education and communications programs, and local knowledge – the three key ingredients the City must have for this program to be effective. We know how to break down complex issues for diverse communities, ensuring they fully understand how additional revenue, or the lack thereof, will impact the City and its services. Collectively, we have decades of experience on the exact type of program Diamond Bar needs to engage and educate its constituents. Our expanded team can be available for in- person activities such as town halls and community pop-up events. Resumes for each team member are available in Appendix B. John Anderson | Vice President John will serve as Project Lead and your primary point-of-contact. John not only manages our municipal programs, he’s also the driving force behind our creative content and digital communications for government entities. Depending on our final scope of work, John will manage all aspects of our portion of this project, including overseeing the creation of all documents and materials, managing all community engagement, and ensuring that we keep to the project timeline agreed upon by the City. Mari Harren | Senior Associate Mari Harren is a seasoned communications professional with over a decade of experience in strategic messaging, community engagement, and campaign management. Mari is adept at crafting compelling narratives in both English and Spanish, she excels in mobilizing grassroots movements, securing endorsements, and executing large-scale events. Her expertise in 4 media relations, content creation, and digital fundraising has shaped impactful campaigns and elevated candidate visibility across diverse communities. Brandon Stephenson | Founding Partner Brandon will serve as Strategic Counsel and oversee the framework and implementation of this project. For over 20 years, he has played a game-changing role on numerous public education programs and excels at crafting engagement programs that resonate with diverse audiences. Firm’s Experience/References The following case studies are the projects closely related to the services Diamond Bar is seeking. Please note that several of our previous clients retained the Pivotal team for a second time, often with different municipalities, after successful public education programs with our team. This speaks to the effectiveness of our programs and the ease of integration we had with their teams. Each of the programs described below was worked on by members of the team we’re proposing for the City of Diamond Bar. City of Ontario | Measure Q, November 2022 Reference: Scott Ochoa, City Manager, City of Ontario (sochoa@ontarioca.gov, 909-395-2555) *Prior client from City of Glendale, Measure O Overview Despite having an operationally balanced budget, the City of Ontario faced a significant structural deficit forecasted at $1.2 billion over the next ten years. Critical components of the City’s services, including public safety, emergency response, and local drinking water supplies required considerable investment to provide for Ontario’s future and ensure that residents and businesses continue to enjoy a high quality of life. The City of Ontario engaged Pivotal for an eight-month public engagement program to educate residents on the importance of making these generational investments to secure the City’s position as the premier city in the Inland Empire. Strategy Conduct a bilingual public education program to ensure residents have complete and accurate information regarding Measure Q, including the specific capital improvement projects the City could complete with the additional revenue. 5 Action Our team understands the importance of involving the community while the City Council is still considering placing a revenue-raising measure on the ballot. Our program was divided into two phases – Phase I (“pre-council vote”) and Phase II (“post- council vote”) – each with its own set of public education materials based on extensive survey research. Once the Council made the decision to place the measure on the ballot, we built upon our already established education program and brand to engage the community and provide information about how the funds would help to close the City’s projected shortfall and address the backlog of infrastructure needs. Our work included the creation of a public education brand that ran throughout all Measure Q materials so readers could quickly identify our material during both the pre- and post-council vote phases. We crafted fact sheets, PowerPoint presentation, three direct mail pieces, and various graphics and messaging for utility bill inserts, e-newsletters, public access TV, social media posts, and website content. Results Working with the City’s communications team, Pivotal engaged Ontario’s constituencies in an authentic way across various communications channels. We crafted a narrative to explain the City’s structural deficit and how additional revenue would ensure the growth and continued progress and prosperity of Ontario for future generations. City of Anaheim | Measure J, November 2022 Reference: Greg Garcia, Deputy City Manager, Anaheim (ggarcia@anaheim.net, 714-765-5162) *Previously engaged members of the Pivotal team to work on crisis communications Overview As home to the theme parks of the Disneyland Resort and entertainment venues, the City of Anaheim’s visitor economy is the largest source of funding for public safety and community services. However, the City’s municipal code allowed online and other travel companies to only pay taxes on the wholesale room rate paid to hotels, rather than on the final hotel bill. Measure J would close that gap by removing any question that online and “Pivotal was our partner from start to finish of a nearly two- year-long journey from survey research through Election Day. They seamlessly integrated with our communications team and provided expert guidance, messaging, and public education material to ensure our residents were well informed of our sales tax measure and what it meant for our City. As a result of Pivotal’s efforts, our residents and businesses will enjoy enhanced core services and benefit from a transformational investment in our City’s infrastructure.” – Scott Ochoa, City Manager 6 other travel companies are subject to the City’s hotel tax on the full amount paid by visitors, securing additional funding for the City’s essential services. Strategy Communicate that new revenue from Measure J – the Anaheim Hotel Tax – would support neighborhood services without impacting the City’s tourism industry that fuels the City’s economy. Action Working closely with the City’s management and communications teams, we developed a strategic program to engage and educate Anaheim’s diverse communities to ensure voters understood that Measure J wasn’t a new tax or a tax increase, but rather levels the playing field so that everyone would pay the same taxes on hotel stays. We created foundational messages that explained what a hotel tax was, who pays for it, and the essential services additional funding could support. This included how Measure J would create up to $3 million a year in local revenue, which would help support street maintenance and neighborhood services, including police, fire, parks and youth and senior services. Using a series of collateral materials that we created, we engaged Anaheim’s faith-based, service, and business organizations to educate these community leaders about Measure J so they could share our information with their followers, allowing our messages to organically spread throughout the community. Complimenting this grasstops outreach were an article in Anaheim Magazine, which is distributed to every home and business in Anaheim – as well as a mail program that directly engaged 115,000 households with Measure J information. Results Anaheim voters ultimately approved Measure J with almost 59% support. We were able to successfully educate voters that the measure was not introducing a new tax and would not harm the City’s vital tourism and entertainment sectors and would instead help support vital community services. City of Los Alamitos | Measure Y, November 2020 Reference: Chet Simmons, City Manager (csimmons@cityoflosalamitos.org, 562-431-3538) *Prior client from City of Westminster, Measure SS 7 Overview The Pivotal team worked with the City of Los Alamitos to execute a robust, bilingual public education program for Measure Y, the Los Alamitos Quality of Life, 911 Police Response, Business/Job Protection Measure. The City’s survey research determined the slimmest of majorities supported the measure and pointed to the need for extensive external communications and outreach. Beginning in June 2020 and running through the November 3 election, we developed and implemented a comprehensive public education program designed to educate Los Alamitos’ diverse community. Strategy Conduct a robust informational program to ensure the public had complete and accurate information regarding Measure Y, the impact of potential revenue on the City’s budget, and what quality-of-life services could be cut if additional revenue wasn’t secured. Action Due to the pandemic, there were limited options available for stakeholder outreach and community engagement. In addition to creating traditional collateral materials– a palm card with fast facts about Measure Y, FAQ and fact sheet – and conducting phone/email outreach, we worked with the City to host socially-distanced community events and pop-up information booths in the local parks to directly engage constituents. A central piece of the education program was proactively delivering our materials to residents. We created the theme, graphics, and language for four bilingual mail pieces, which were delivered to all registered households in Los Alamitos. Each mail piece had a unique theme: state of the City, quality of life services, public safety services, and voting information. This was in addition to a door-hanger program that communicated general election and Measure Y information to all households throughout the City. To add an additional layer to the program, we created a Measure Y landing page on the City’s website with consistent social media messages driving people to the page’s information and updates. Results Our comprehensive public education program successfully engaged the Los Alamitos community through traditional and digital communications, including a robust direct mail program. We educated residents about why the City placed Measure Y on the ballot and how additional revenues would help protect essential City services. Even with the survey showing less than half of residents would vote yes, Measure Y ultimately passed with approximately 51% of the vote. 8 City of Burbank | Measure T, June 2018 Measure P, November 2018 Reference: Justin Hess, City Manager, City of Burbank (jhess@burbankca.gov, 818-238-5810) *Subsequently engaged Pivotal in 2024 to conduct a series of community meetings on a critical and contentious housing policy issue. Overview Facing the challenge of balancing exceptional quality of life services with fiscal responsibility and an anticipated $27.4 million funding shortfall, the City of Burbank engaged members of the Pivotal Strategies team for a nine-month public engagement program to educate residents and businesses on the fiscal situation and upcoming ballot measures that could provide much needed revenue. Strategy Educate Burbank’s constituents on the City’s short- and long-term financial challenges, and how funding shortfalls could impact local quality of life services, to ensure voters were educated in advance of the June and November 2018 elections. Action Our team designed a robust public education program demonstrating the importance of dedicated local funding and the seriousness of the City’s fiscal emergency. Through a multilingual public education and engagement program, we raised awareness among residents about why the City considered these measures, the state of the City’s finances, and how additional revenues would enhance and protect the City’s coveted services. The first of these ballot measures, Measure T, sought to continue the City’s long-standing practice of transferring revenue gathered from the City’s Burbank Water & Power to the City’s general fund. We launched a full-scale public education program to engage with residents and businesses to provide them with factual information on the importance of voting and how the revenue from Measure T would maintain the City’s coveted services. Our work included the creation of a public education brand to “Secure Burbank’s Future” that ran throughout all Measure T materials. We designed a fact sheet and frequently asked question sheet, both of which were translated into the three prevalent languages spoken in the City – English, Spanish and Eastern Armenian – as well as developed a PowerPoint presentation, multimedia video, utility bill insert, direct mail piece for all residents and social media content. Measure T passed with more than 80% of the vote, providing the City with more than $12 million in annual revenue to maintain services and infrastructure such as police, fire, parks, libraries, streets and street lighting. 9 Despite the revenue from Measure T, the City still faced an annual $9 funding shortfall. To address this, the City Council placed Measure P before voters on the November 2018 ballot. Measure P sought a three-quarter cent local sales tax, generating approximately $20 million in annual funding for the City. Working closely with the City, we built upon its already established education program and brand to engage the community and provide information about why the Council placed this measure on the ballot, how the funds would help to close the City’s projected shortfall and address the backlog of infrastructure needs. We designed a new set of multilingual collateral materials, and corresponding utility bill insert, multimedia video, two direct mail pieces and a variety of social media content. In addition, the Pivotal team engaged a comprehensive universe of approximately 80 key community organizations, business associations, religious groups, civic groups, non-profits, public and social services organizations, educational associations, entertainment groups and unions. Ultimately, Measure P passed with more than 60% of the vote. Methodology/Project Understanding Based on our research, Diamond Bar has an important story to tell. The City must educate residents about the City’s projected financial shortfall, as well as the specific nature of a potential ballot measure to capture general fund revenue and what essential City services can be enhanced or maintained with additional funding. Action is needed, but action without educating the community can lead to confused constituents and entrenched opposition to potential solutions. It is vital for the City to create a comprehensive and consistent narrative that is transparent and inclusive. And that’s where the Pivotal team can help the City. The City of Diamond Bar’s partnership with Pivotal will take the City through every step of the public education and outreach process to ensure as many members of the public as possible are aware of the City’s financial challenges and are invited to participate in a discussion on the best steps to move forward. From Day 1, we’ll be by your side providing the expert counsel cities have come to expect from us. While the specific strategy, messages, and tactics of the program will be determined in collaboration with the City, the fundamentals of the public education program can be summarized in a three-phase process: Research Phase One Develop Phase Two Educate Phase Three 10 Phase One would begin after the Council’s decision to proceed with a revenue measure. This research phase will focus on an analysis of the survey research conducted by FM3, communication channels available to the City, various stakeholder groups, and a kick-off meeting with City staff to discuss strategy for the development and deployment of a public education program. Phase Two is our program kick-off phase. We will develop a program brand with compelling messages and educational materials necessary to communicate with stakeholders and the broader community about the steps the City has taken to strengthen its finances, forecasted challenges, and how the City is considering a measure to protect and maintain quality of life services for years to come. Outreach and education efforts will begin during this phase following the completion of our base educational material. Phase Three would start after the City Council elects to place a revenue-raising measure on the ballot. This phase includes robust public education activities to ensure all residents are fully aware of the effects of the measure before voting begins. We pride ourselves on following the letter and spirit of communications regulations. This includes following the rules that govern the type of messages that can be communicated by a government entity for an education program. Our messages and activities will be educational only, without any advocacy or spin. We believe that all activities and messages should be reviewed by the City Attorney or other legal counsel to maintain the highest ethical standards. No two cities are the same, and its representatives from council, staff to legal counsel, have varying comfort levels when it comes to a public education program for a potential revenue measure. Pivotal has a long history of working with City representatives to customize a public education program that all parties will be comfortable with. Scope of Work Pivotal designs its customized public education programs to raise awareness among residents and businesses about the City’s strengths and challenges, surrounding the community with factual and compelling messages. Our robust, integrated communications program proactively engages the public to provide our educational messages and materials, creating touchpoints to surround constituents with our messages to ensure the maximum education levels possible. A timeline is included below detailing how the various components of this scope of work will be employed to create a seamless, integrated program. Given the generous timeframe, 11 we recommend a slow buildup of messaging and communication focused on maintaining and enhancing the City’s quality-of-life services. As part of this strategy, we'll tell the story about the City's challenges through existing communication channels to make sure residents don’t see a potential tax measure as something that is out of the blue or unnecessary. Depending on when the Council decides to submit a resolution to have a ballot measure on the election, and if the City chooses to conduct a tracking survey, we recommend disseminating messages specific to the ballot measure in the spring of 2026. This natural progression will ensure residents aren’t blindsided by the idea of a revenue measure and that our public education material and messages are top of mind when voting begins in October 2026. Pivotal’s Services | The Winning Formula • Strategic Counsel: Diamond Bar needs an experienced and responsive consultant that can adapt their approach based on changes on the ground. We’ll be the City’s expert guide directing which tools to use and when from our kickoff meeting through Election Day. • Program Launch Meeting: We’ll quickly coordinate a team meeting to go over our proposed program and timing. The meeting will allow us to have a thorough discussion about the City’s challenges, as well as the proposed program’s goals, features, and timing to ensure we’re moving forward with a consensus approach. This would be followed by brief weekly or bi-weekly calls with the frequency of our meetings varying depending on the phase of the program. • Resolution and Draft Language Support: Many of our municipal clients elect to use our expertise in reviewing draft ballot language and title, supporting “Whereas” clauses for resolutions, and other supportive messaging in staff reports. This support is available to the City should the Council elect to place a measure the ballot. • Message and Theme Development: We’ll develop the themes and messages that will serve as the cornerstone for all public outreach and external communication activities. We will create a core messaging document from which all written and verbal communications will be based. • Brand Development: Every Pivotal municipal education program has a distinct brand, something that will resonate with residents and business owners as being local and authentic. Since the measure wouldn’t receive its letter designation until August 2026, creating a unique brand for the program will allow all messages and materials to be seen as part of a unified voice on the City’s behalf well before the measure receives its ballot letter designation. 12 • Materials Development: Based on our theme and messages, we will develop a set of multilingual collateral materials to communicate with residents. These materials would have the look and feel of other City materials and would be our primary tool to share messages with external audiences. Per the City’s recommendation, our materials will be professionally translated and provided in English, Mandarin, and Korean. o Fact sheet o Frequently Asked Questions (FAQ) document o PowerPoint presentation o Palm Card (for public events) o Explainer video (90 to 120 seconds in length) • Message Dissemination of Printed Material Through Existing City Channels: We will work with the City to disseminate educational messages through its existing electronic and printed Diamond Bar Connection newsletter. This is a key channel to tell the City’s story and introduce the idea of a potential sales tax to support City services. Working with City staff, we’ll develop a content calendar and craft a strategically timed narrative. Additionally, we recommend that our materials be placed in all City facilities and explore utilizing other City communications platforms to distribute our messages/materials. • Print Advertising: Advertising in local publications remains an effective method of communication – especially with older residents who may not be as active online or those who will be unlikely to attend in-person events. As with any advertising, you can spend as little as possible, but typically print advertising is going to be more expensive than other options such as digital advertising or even direct mail. As an example, a full page advertisement in the San Gabriel Valley Tribune can cost as much as $4,000. We would work closely with the City team to determine the most effective use of the budget before recommending specific timing and frequency of print advertising. • Community Town Halls: To further engage the broader community, we recommend the City host a limited series of community town halls prior to Election Day. We’ve used this type of event in the past for staff to convey what a city budget might look like with the new revenue and what it could look like without it. We envision these meetings being hosted by the City, with Pivotal assisting in the development of the meetings’ program and logistics management. Specific timing for the events will be determined in consultation with the City team. • Information Booths: We will work with City staff to identify highly attended community events and meetings in Diamond Bar, and create a calendar of events where we would plan to have a presence. These events allow residents to connect face-to-face with City staff and/or Pivotal team members. 13 • Grassroots Community/Stakeholder Outreach: An expanded public education effort involves consistent stakeholder engagement. These activities also play a critical role in gaining valuable community feedback. Working closely with the City, we will help identify stakeholders in the community to engage, who will hopefully help amplify the City’s messages to a wide array of audiences. We would work with the City to augment any existing communications network of community stakeholders and ensure it includes organizations such as: o Homeowners associations o Civic associations o Business groups o Ecumenical entities o Large businesses We’ll assign outreach responsibilities and engage by email/phone with all stakeholder groups within the City. This outreach is to provide our materials, direct people to the project’s landing page, to get additional information or have questions answered or to offer presentations by City staff. We’ll also encourage groups to share our information with their respective networks, allowing our messages to organically spread throughout the community. • Online/Social Media: We will complement our traditional outreach methods with a robust online presence to reach the broadest audience of Diamond Bar residents. The City’s existing channels already have established audiences among residents and business owners, and distributing our messages through these trusted channels will ensure greater acceptance of the messages and wider distribution. o Website: We will work with the City to populate its existing website with our approved messages and information. We recommend the development of a simple landing page to host our collateral materials and to serve as a clearinghouse for information and messaging. o Social Media: A vital avenue to further educate the public and share links to outreach materials and other resources, Pivotal will create a social media calendar and content for the City’s existing social media channels. Whenever possible, we will ensure that social media content is visually interesting, incorporating graphic elements and multimedia content. We also have experience in creating and targeting paid digital ads should the City being interested in broadening the reach of its social media efforts. o Digital Advertising: If permitted by legal counsel, we recommend a modest paid digital advertising campaign to utilize online channels such as Google, YouTube and social media. 14 • Mail: Mail sent directly to voters is the most effective way to engage Diamond Bar’s registered voters and deliver the program’s messages. We understand the City’s Diamond Bar Connection newsletter is already delivered to residents monthly, but as with any standard, long-standing communication, it’s easy for people to disregard these communication pieces. Instead, we believe a tailored and branded mailer specific to the issue of the City’s finances and desire to maintain quality-of-life services will have a stronger impact. Depending on the City’s budget and should the City Council place a measure on the ballot, we recommend distributing at least three multilingual educational pieces – one after the City Council passes a resolution to place a revenue-measure on the ballot; one after ballot letter designation to build awareness around the matter; and one just before mail-in ballots are delivered. This schedule can be adjusted depending on the City’s preference and any guidance provided by legal counsel. The price of direct mail varies based on size of material and timing, but our experience and relationships with print and mail vendors allows Pivotal to secure quick and cost- effective mailing options. Just like our other public education material, we recommend these pieces include messaging in English, Mandarin, and Korean. • Media Relations: One of the quickest ways for a public communications program to spin out of control is for the media to misinterpret the City’s intentions or the potential community impact of a revenue-generating measure. Should the need arise, we will support the City in engaging with key reporters and editors. Timeline Below we have outlined a schedule of activities as detailed in our above scope of work, running from July 2025 through Election Day in November 2026. Please note that this schedule may change depending on factors on the ground, including the Council’s decision to move forward with public education. If selected as your partner, we would provide a detailed plan with specific dates, events, and deliverables. PHASE ONE: RESEARCH July – August 2025: Strategy and Planning • Kickoff team meeting • Analyze data and past communications • Create reactive talking points for consistent City communications • Produce outreach strategy and calendar 15 PHASE TWO: DEVELOP September 2025 - February 2026: Branding, Message/Materials Development, Storytelling, Initial Outreach • Develop program brand, themes, and core messages and finalize with City approval • Build outreach list identifying key stakeholder groups • Draft multilingual collateral materials using approved messages and finalize with City approval • Publish project-specific page on City’s website – September 2025 • Build social media calendar with content for the City to post on its online channels • Monthly content for Diamond Bar Connection newsletter • Email/phone outreach to stakeholders/organizations to share information on City’s budget challenges PHASE THREE: EDUCATE March - November 2026: Enhanced Public Education and Stakeholder Engagement • Continued tactics from Phase Two • If desired, work with FM3/City to support potential tracking survey to test effectiveness of messages closer to Election Day (update core messages and materials accordingly) • Develop ballot measure language with City team and FM3 • Support City with ballot title/language, and craft “Whereas” clauses in implementing resolution • Community town halls and pop-up events • Print advertising in local newspapers • Distribute first multilingual direct mail piece following City Council resolution • Produce explainer video (one version per language) • Engage targets on stakeholder outreach list and give presentations to interested organizations • Educate public through existing online/City channels and disseminate educational information • Update materials following ballot measure letter designation in August 2026 • Begin paid digital ad program (if permitted by legal counsel) • Distribute second multilingual direct mail piece – September 2026 • Distribute third multilingual direct mail piece – October 2026 16 Staying On the Same Page Through regular team meetings and conference calls, the Pivotal team will provide continuing status updates on the program’s components, ensuring the timely completion of individual tactics and measurable benchmarks. Pivotal can attend City Council or committee meetings either in-person or virtually to present and receive direction on our approach and progress to date at the discretion of the City. Cost for Services For the above-outlined scope of work, we’ve provided a not-to-exceed project total as well as some optional services for consideration. Please note our hard costs are reflective of the cost of services or goods and Pivotal doesn’t add a mark-up to any municipal program. Our hourly rate sheet for governmental agencies is provided below in Appendix C. We are willing to scale our proposed activities based on the City’s needs and budget. Program/Service Fee Not-to-Exceed Project Total (based on projected phased activities and timeline over 16 months) Includes the following: • All administrative fees and team meetings • Strategic counsel • Email and phone outreach • Attendance at up to three community town halls and five pop-ups events • Messaging, branding, and collateral development • Media relations support • Production of one 90- to 120-second-long explainer in English, Mandarin and Korean. • Professional translation of core materials to Mandarin and Korean) $99,950 Professional Services Phase One (Two Months) - $10,000 (Approx. 22 blended staff hours per month) Phase Two (Six Months) - $30,000 (Approx. 22 blended staff hours per month) Phase Three (Eight Months) - $56,000 (Approx. 30 blended staff hours per month to account for in-person events) Professional Services Subtotal: $96,000 Hard Costs Video Production - $1,950 (total cost for one video in all three languages) Professional Translation - $2,000 (total for both Mandarin and Korean) Hard Costs Subtotal: $3,950 17 Additional Services (Optional) Estimated Cost Direct Mail (8.5 x 11” or similar-sized mailings to all households, not just registered voters) Pivotal recommends sending at least three direct mail pieces. $20,400 (estimated cost for three mailing – design, printing, postage, mailing) Digital Advertising The City can elect to spend as little or as much as it wants on digital advertising. This could include Google Ads (Google Search, Google Mail, YouTube) and various social media platforms such as Facebook/Instagram, Twitter, and TikTok. $10,000 (recommended budget) Traditional Advertising To compliment any digital advertising, we recommend the City purchases at least two advertisements in the San Gabriel Valley Tribune. If the budget permits, additional advertising can be purchased for other outlets such as Mandarin/Korean-language publications with no additional fees from Pivotal. $10,000 (total budget will depend on frequency and size of advertisement) Educational Video (if additional videos are requested beyond the one included in our not-to-exceed cost; 90- to 120-second-long explainer/whiteboard video, including storyboard, scriptwriting, animation, $750 (cost per language) Additional Community Event Attendance If requested by the City, additional attendance by Pivotal team members at town halls, pop-ups, etc., beyond the three community town halls and five pop-ups events included in the not-to-exceed program cost, will be billed at our discounted government hourly rates. Variable (see Appendix C.) Insurance Pivotal Strategies acknowledges that it will obtain the required insurance coverage, and that doing so is prerequisite for entering into an agreement with the City. Consulting Services Agreement Pivotal Strategies agrees to the City’s Consulting Services Agreement terms and conditions as proposed. 18 Appendix A: Sample Collateral On November 8, 2022, Ontario residents will vote on Measure Q, the City of Ontario Local Services Measure, to consider additional local general funding that could be used for infrastructure improvement projects, as well as enhance City services and programs. Projects the City could complete within the next 10 years with the additional funding from Measure Q. PROJECTS & SERVICES Public Safety & 911 Emergency Response Homelessness & Mental Health Local Drinking Water & Flood Control City-Wide Fiber Internet Services Parks, Recreation, & Community Beautification $41 MILLION in public safety enhancements including a Real Time Crime Center to monitor and prevent crimes, and two new police annex buildings supporting 25 additional police officers. $118 MILLION to provide low-cost high-speed fiber optic services to residential, commercial and public spaces, establish free community WiFi access, and to enhance police and fire coordination and emergency response. $15 MILLION to support individuals and families experiencing homelessness and mental health illness with additional shelters, transitional housing, and permanent supportive housing featuring wraparound services. $242 MILLION in improvements to our water and sewer systems. This includes $100 million in enhancements to our storm drain infrastructure, and a $100 million Advanced Water Purification Facility to reclaim more than 2.9 billion gallons of wastewater per year and to help Ontario withstand drought conditions. $59 MILLION to construct new park attractions and improvements to playgrounds, skate parks, picnic areas, snack bars, and citywide soccer and ballfields. If approved by a majority of Ontario’s voters, Measure Q will take the City’s sales tax from the current rate of 7.75% to 8.75%, generating approximately $95 million per year in local revenue. All funds generated from Measure Q would be used to benefit Ontario residents and businesses, and are subject to annual financial audits – no money could be taken by the state, county, or other cities. Ontario prides itself on being able to maintain its high level of service through fiscal responsibility and operational efficiency. Despite having an operationally balanced budget, Ontario still faces challenges with its ability to fund infrastructure maintenance and enhancements. The City has identified approximately $1.2 billion in unfunded infrastructure and neighborhood improvement projects that, over time, will become more expensive to address. ONTARIO LOCAL SERVICES MEASUREQMEASURE Questions? Contact Us! Dan Bell, Communications & Community Relations Director (909) 395-2400 | DBell@ontarioCA.gov REVENUE FOR LOCAL USE www.OntarioCA.gov/MeasureQ $1 PURCHASE CURRENT 7.75% RATE 3.9¢ 1¢ 2.8¢ 7.75¢ TOTAL ** $1 PURCHASE WITH MEASURE Q 3.9¢ 2¢ 2.8¢ 8.75¢ TOTAL * * TAX BREAKDOWN how much Ontario receives Currently, Ontario’s local sales tax is 7.75%, but the City only receives a small portion of the sales tax revenue generated with the majority of the revenue going to the State of California and the County of San Bernardino. If approved by voters, all revenue raised by Measure Q will stay in Ontario and cannot be taken by the state, county, or other agencies. It is estimated that most of the 1¢ sales tax will be paid for by non-Ontario residents who shop and dine at our local businesses and restaurants. ACCOUNTABILITY Measure Q contains accountability provisions, such as public disclosure of all spending and annual financial audits, to ensure that revenue from this measure will be used to benefit Ontario residents and businesses. If approved by voters, the revenue could be used to maintain and enhance city services for our residents and businesses, including fire, police and 911 emergency response, street and infrastructure repair, clean local drinking water, maintaining safe public areas and addressing homelessness, senior, veteran, and youth programming, and improving access to workforce attainable housing. AN 8.75% TAX RATES MEANS AN ADDITIONAL ONE PENNY PER $1 SPENT ON QUALIFYING PURCHASES MEDICAL, LEGAL, DENTAL REAL ESTATE & RENT PRESCRIPTION MEDICINEGROCERIES and DOES NOT apply to STATE OF CALIFORNIA CITY OF ONTARIO SAN BERNARDINO COUNTY *Rounded to nearest tenth*Rounded to nearest tenth * * * * Learn More Scan with smartphone camera City of Ontario Local Services Measure To secure Ontario’s long-term financial stability; maintain fire, police, 9-1-1 response; help prevent crime/thefts/burglaries; recruit/retain firefighters/ paramedics/police; repair streets/potholes; improve local drinking water sources; address homelessness; clean/maintain public areas; fund youth/afterschool programs; for general government use; shall the measure establishing a 1¢ sales tax providing approximately $95,000,000 annually until ended by voters; requiring audits/ public spending disclosure, funds locally controlled, be adopted? Measure Q City of Ontario How Measure Q Will Appear on Your Ballot Protect Orange Community Conversation on the City’s Budget Crisis Join us at upcoming community meetings to learn about the City’s budget crisis and the quality of life services that may be impacted. To learn more, visit ProtectOrange.org SCAN TO LEARN MORE Police Patrols ParksCommunity Events Fire and 9-1-1 Response Repairs Libraries Youth & Senior Programs In Jeopardy - Quality of Life Services and Programs the City Currently Offers El 5 de noviembre de 2024, los residentes de Orange votarán sobre la Medida de Seguridad Pública y Servicios Municipales de la Ciudad de Orange para considerar la aprobación de financiación local adicional para mantener los servicios y programas de la Ciudad, incluyendo la seguridad pública, las mejoras de infraestructuras y los programas comunitarios. Si es aprobada por la mayoría de los votantes de Orange, Measure Z llevará el impuesto sobre las ventas de la ciudad del 7.75% al 8.25%, generando aproximadamente 19 millones de dólares al año en ingresos locales. Esto podría ayudar a minimizar el impacto en los servicios ya que la Ciudad se enfrenta a un creciente déficit anual, estimado en 26 millones de dólares dentro de cinco años. Para obtener más información, visite: OrangeMeasureZ.org UN TIPO IMPOSITIVO DEL 8.25% SIGNIFICA UN ADICIONAL DEMEDIO PENNY POR $1 EN COMPRAS QUE CALIFICAN No se aplica a servicios personales (médicos, legales, dentales) impuestos a la propiedad y alquiler medicamentos recetados comestibles no preparados ¿QUÉ SERVICIOS DE CALIDAD DE VIDA ESTÁN EN PELIGRO? Patrullas de policía y ayuda a las personas sin hogar Protección contra incendios Respuesta a emergencias del 911 Reparaciones y mejoras de calles Parques de vecindario BibliotecasEventos comunitarios Programas para jóvenes y mayores Ciudad de Orange Medida de Seguridad Pública y Servicios Municipales ¿Debe adoptarse la medida que proporciona financiación para el uso general del gobierno de la Ciudad de Orange, como mantener la respuesta al 911, la protección de bomberos/policía/servicios paramédicos; reclutar/mantener a policías/bomberos bien capacitados; prevenir delitos contra la propiedad/ robos; abordar el sinhogarismo; mantener las áreas/parques públicos seguros/ limpios; mantener rutas seguras a la escuela; reparar calles/baches mediante el establecimiento de un impuesto sobre las transacciones y el uso (impuesto sobre las ventas) del 0.5% que proporcione aproximadamente $19,000,000 anuales, que expire después de 10 años; que requiera auditorías, divulgación de gastos, y que todos los fondos beneficien a los residentes de la Ciudad de Orange? Ciudad de Orange Cómo aparecerá Medida Z en su boleta electoral NUESTRA PREVISIÓN PRESUPUESTARIA Déficit anual Para compensar parte del déficit, nuestra Ciudad ha aplazado el mantenimiento necesario y ha recurrido a su reserva, una práctica que sólo puede durar un tiempo. Al ritmo actual, nuestra Ciudad se quedará sin fondos de reserva en 18 o 24 meses. $7-11M $20M $18M $26M 2025 2026 2027 2028 2029 $90M reducciones operativas departamentales $30M Algunas de las medidas de ahorro ya adoptadas incluyen:mantenimiento diferido total desde 2008 Además de las medidas para reducir el déficit, prevemos necesitar más de $80 millones en mejoras en un futuro próximo, incluyendo: en mejoras de las instalaciones de la ciudad hasta 2035 $45M déficit anual para mantener las calles en buen estado $2-3M para reemplazar las estaciones de bomberos 2, 3, 4 y 5 (costo por estación) $7-10M déficit anual para mantener los equipos de tráfico y alumbrado público $600K APRENDE MÁS Para más información, por favor visite OrangeMeasureZ.org INGRESOS LOCALES CON UNA ESTRICTA RENDICIÓN DE CUENTAS Todos los fondos generados por la medida se utilizarán en beneficio de los residentes y las empresas de Orange - ningún dinero podría ser tomado por el estado, el condado u otras ciudades. Medida Z también incluye estrictas disposiciones de rendición de cuentas, como la creación de un Comité Asesor de Ciudadanos Independientes para monitorear los ingresos y los gastos. DESGLOSE FISCAL: Cuánto recibe Orange COMPRA DE $100 TASA ACTUAL 7.75% $3.94 $1 $2.81 $7.75 EN TOTAL COMPRA DE $100 CON MEDIDA Z $3.94 $1.50 $2.81 $8.25 EN TOTAL ESTADO DE CALIFORNIA CIUDAD DE ORANGE CONDADO DE ORANGE *Redondeado a la centésima más cercana*Redondeado a la centésima más cercana * * * * $20M total desde 2008 Más de Medida Z 글렌데일 4월 7일 지방 선거 발의안 O에 관한 실상 시의 공공서비스를 주민들에게 보다 효율적으로 제공하도록 하려는 목적의 달성을 위해, 시의회는 발의안 O를 2015년 4월 7일 기초 지방선거에 상정할 것을 투표결과 만장일치로 가결하였다 발의안 O로써 시의 공공서비스 자금이 늘어난다. 만일 글렌데일 유권자들에 의해 이 안이 통과되면, 발의안 O에 의해, 공식적으로 일시적 점유세 불리는 시 호텔세 (TOT) 를 현재 10% 수준에서 12%로 인상하게 되는 것이다. 발의안 O에 의해 발생되는 수입은 시 일반재정에 연간 약 80만불의 새로운 수입을 창출하게 된다. 이 새로운 자금은 다음과 같은, 기존의 서비스들을 유지하고 개선하기위해 사용될 것이다: t 발의안 O는 오직 글렌데일의 호텔 투숙객들에게적용된다. 발의안 O는 글렌데일의 호텔에 숙박하는 여행자들에게 적용되는 것으로 시의 호텔세 요금이 변경된다. 만일 발의안 O가 통과되면, 호텔 숙박객의 하루 숙박료가 $100인 경우 , 기존 세에 2%가 추가되어 $2를 더 내게 된다. 기타 정보 2015년 4월 7일에 투표하는 이유와 유권자 승인에 따른 영향 등, 발의안 O 에 관한 문의가 있을 경우, 시에 연락하면 됩니다. 연락 방법은 이메일 MyGlendale@glendaleca.gov 혹은 818-548-6464로 전화하여, 메시지를 남기면, 가능한 빠른 시일내에 전화해 드립니다. 글렌데일 시의 최근 뉴스와 행사들에 관한 정보를 얻으려면, 시에서 발행하는 월간 Glendale City Connection 에 가입하여 받아 볼 것을 권장합니다. 또한 @MyGlendale 트윗터를 활로우하셔서 (해시태그: #MyGlendale을 이용) 발의안 O 와 그 외 시에 관한 이슈에 관해 문의할 수 있습니다. 자세한 내용은, www.GlendaleVotes.org 웹사이트에서 찾아보십시오. 서비스업에 중심을 둔 도시인 글렌데일은 커뮤니티의 활성을 위한 공공안전, 레크리에이션 및 공원, 도서관, 예술, 문화, 양질의 생활 프로그램 등 주민들에게 체계적인 서비스를 제공하고 있다. 14% 12% 11%* 10% 12.11% 현재, 글렌데일의 호텔세는 인근 지역들과 비교할 때, 가장 낮은 수준에 속한다: 파사데나는 12.11%, LA 는 14%, 롱비치는 12%, 버뱅크는 11%* 수준이다. 발의안 O의 제시된 호텔세는 남가주의 다른 도시들과 비교하여 글렌데일의 경쟁력을 높여줍니다. *버뱅크의 호텔세는 1%의 관광사업 개발 부가세를 포함한 11% 수준이다 • 경찰서/소방소 • 레크레이션 및 공원 프로그램 • 도서관 • 예술과 오락을 지원하는 경제 개발 • Alex Theatre, Montrose Shopping Park, Kenneth Village, Adams Square와 같은 지역 시설 All registered voters will be sent a vote-by-mail ballot for the Nov. 8, 2022 General Election. You do not have to apply for a vote-by-mail ballot. Beginning Oct. 28, Downey voters can vote in- person at any participating Vote Center in Los Angeles County. For more information including hours of operation and to find a Vote Center near you, visit locator.lavote.gov. How Do I Return My Vote-By-Mail Ballot? Once you’ve filled out your vote-by-mail ballot, simply place it in the return envelope, seal the envelope and sign on the designated line. There are three ways to return your vote-by-mail ballot: Vote-by-mail ballots can be returned to any Vote Center no later than the close of polls at 8 p.m. on Election Day. Voters can deposit their vote-by-mail ballot at any of the vote-by-mail drop boxes throughout Los Angeles County beginning Oct. 6 and through Nov. 8 at 8 p.m. Three vote-by-mail drop boxes are located in the City of Downey: VOTE DOWNEY Election Day is November 8 All vote-by-mail ballots come with a prepaid postage return envelope that must be postmarked on or before Election Day. Drop it Off In-Person Mail itMail In-Person Voting Made Easy Choose How You Want to Vote! Important Dates • Monday, Oct. 10: First day for mail-in ballots to be delivered to registered voters. Early voting begins at L.A. County Registrar-Recorder’s headquarters in Norwalk. • Monday, Oct. 24: Last day to register to vote online or postmark your registration form to vote in the Nov. 8 election. • Friday, Oct. 28 – Tuesday, Nov. 8: In-person voting at Vote Centers. • Tuesday, Nov. 8: Election Day – In-person voting ends at 8 p.m.; all vote-by-mail ballots must be submitted to any Vote Center or placed in a vote-by-mail drop box by 8 p.m., or postmarked by the U.S. Postal Service on or before Nov. 8. More Information For additional information on the Nov. 8, 2022 General Election including City Council elections and Measure D, please visit www.downeyca.org/elections. !*Note: You can conditionally register and vote in-person at any Vote Center after the voter registration deadline. Scan for more info • Downey City Hall | 11111 Brookshire Ave. • Independence Park | 12334 Bellflower Blvd. • Rio San Gabriel Park | 9612 Ardine St. To find a vote-by-mail drop box near you, visit: locator.lavote.gov/locations/vbm. for postage Aprende Más Anaheim.net/MeasureJ English on other side Información sobre las próximas elecciones En las elecciones del 8 de noviembre, los votantes también deberán considerar la Medida J, una medida electoral específica para Anaheim. La medida, incluida en la boleta electoral por el Concejo Municipal de Anaheim, abordaría una brecha en el impuesto hotelero de la ciudad que pagan quienes se alojan en un hotel o motel en nuestra ciudad. ¿Qué haría la Medida J? Si es aprobada por la mayoría de los votantes, la Medida J actualizaría el impuesto hotelero de Anaheim para exigir a las empresas de viajes en línea y de otro tipo que apliquen impuestos basados en la tarifa minorista completa cobrada a los visitantes y huéspedes por las habitaciones reservadas en nuestra ciudad. Ahora mismo, una inconsistencia en la sección de impuestos hoteleros del Código Municipal de Anaheim resulta en que las empresas de viajes en línea y de otro tipo tengan que pagar impuestos solo sobre una tarifa fija acordada con los hoteles y moteles, en lugar de sobre lo que realmente se cobra por alquilar una habitación. La Medida J cerraría esa brecha haciendo que las empresas de reservas de viajes en línea y de otro tipo estén claramente sujetas al impuesto hotelero de la ciudad sobre el importe total de una habitación. También dejaría claro que el impuesto hotelero de Anaheim se aplica al estacionamiento, a las tasas del complejo turístico, a Internet, a la reserva y a otros cargos que aparecen en la factura final. ¿Qué significaría la Medida J para Anaheim? Si es aprobada, el responsable de la auditoría de la ciudad estima que la actualización podría generar hasta 3 millones de dólares en impuestos hoteleros adicionales recaudados anualmente que se destinarían a la seguridad pública, a los servicios comunitarios y a las obligaciones de los bonos de la ciudad. La Medida J no aumentaría la tasa del impuesto hotelero de Anaheim y sólo la pagarían los visitantes y huéspedes de los hoteles y moteles de Anaheim. SEGURIDAD PÚBLICA Policía, bomberos, respuesta de emergencia INFRAESTRUCTURA Trabajos de reparación de calles, aceras PARQUES Personal para parques, espacios abiertos MAYOR Y JÓVENES Programas de salud y bienestar, transporte y servicios extracurriculares BIBLIOTECAS Actividades de lectura y STEAM, recursos tecnológicos CENTROS COMUNITARIOS Instalaciones recreativas y programas ¿QUÉ PODRÍA APOYAR LA FINANCIACIÓN ADICIONAL? Medida J deHoja Hechos Senior Services9-1-1 Response Times COVID-19 Recovery Efforts Afterschool ProgramsRepairs to Streets & Sidewalks Parks & Recreation Police Patrols & Anti-Gang Programs Local Businesses & Jobs Support Tiempo de respuesta al 911 Servicios para adultos mayores Esfuerzos de recuperación para COVID-19 Patrullas de policía y programas contra pandillas Parques y recreo Programas extracurriculares Senior Services9-1-1 Response Times COVID-19 Recovery Efforts Afterschool ProgramsRepairs to Streets & Sidewalks Parks & Recreation Police Patrols & Anti-Gang Programs Local Businesses & Jobs Support Senior Services9-1-1 Response Times COVID-19 Recovery Efforts Afterschool ProgramsRepairs to Streets & Sidewalks Parks & Recreation Police Patrols & Anti-Gang Programs Local Businesses & Jobs Support Senior Services9-1-1 Response Times COVID-19 Recovery Efforts Afterschool ProgramsRepairs to Streets & Sidewalks Parks & Recreation Police Patrols & Anti-Gang Programs Local Businesses & Jobs Support Tiempo de respuesta al 911 Servicios para adultos mayores Esfuerzos de recuperación para COVID-19 Apoyo para negocios locales y empleos Reparación de calles y aceras Parques y recreo Senior Services9-1-1 Response Times COVID-19 Recovery Efforts Afterschool ProgramsRepairs to Streets & Sidewalks Parks & Recreation Police Patrols & Anti-Gang Programs Local Businesses & Jobs Support Patrullas de policía y programas contra pandillas Reparación de calles y aceras Programas extracurriculares El 3 de noviembre de 2020, los votantes de Los Alamitos votarán sobre la Medida Y: la Medida de calidad de vida, respuesta de la policía al 911, y protección de las empresas/los empleos de la Ciudad de Los Alamitos. La Medida Y generaría aproximadamente $4.1 millones al año en ingresos locales que serían clave al reequilibro del presupuesto frente a la presión financiera causada por años de confiscaciones por el estado de fondos locales, los incrementos en los gastos operacionales, y la pandemia del COVID-19 en marcha. La Medida Y aumentaría la tasa del impuesto a las ventas de Los Alamitos por el 1.5%, ó 1.5 centavos por cada dólar gastado en las compras imponibles en Los Alamitos. SI ES APROBADA, LOS INGRESOS DE LA MEDIDA Y ESTARÍAN DISPONIBLES PARA APOYAR: La Ciudad está encarando un creciente déficit presupuestario que se espera que llegará a hasta $24.9 millones para el año 2030. Si no se encuentran fuentes de ingresos sostenibles y suficientes para cerrar este déficit presupuestario, la Ciudad se verá obligada a hacer recortes aún más drásticos, incluyendo más recortes a los servicios de seguridad pública y de la Ciudad. Para equilibrar el presupuesto de este año, la Ciudad se vio obligada a recortar tanto cuatro puestos de trabajo de agentes de policía, como el equivalente de 15 otros puestos de trabajo de tiempo completo. Esto, además de la suspensión de empleados municipales, la implementación de recortes salariales, y las reducciones significativas a los programas municipales. Estas reducciones de personal y recortes a los programas no son sostenibles, y están impactando a la capacidad de la Ciudad para proporcionar servicios de seguridad pública y de vecindario. Si no se consigue una fuente adicional de ingresos, la Ciudad tendrá que recortar otros $1.6 millones del presupuesto del próximo año, reduciendo aún más los servicios esenciales municipales con los que cuentan nuestros residentes. La Medida Y proporcionaría una fuente de ingresos continua que aseguraría que nuestros recursos de seguridad pública y programas comunitarios estén disponibles para seguir sirviendo a los residentes y empresas de Los Alamitos. ¿DÓNDE PUEDO OBTENER MÁS INFORMACIÓN SOBRE LA MEDIDA Y? El texto completo de la Medida Y, un análisis imparcial de la medida, y unos argumentos a favor y en contra de la medida están disponibles en: https://cityoflosalamitos.org/november-3-2020-general-municipal-election. Por favor visite LosAlMeasureY.org para conseguir más información tanto sobre la Medida Y como las elecciones del 3 de noviembre de 2020. ******ECRWSSEDDM*** Postal Customer PRSRT STD ECRWSS U.S. POSTAGE PAID LOS ALAMITOS, CA PERMIT 70 MEASURE S THE GLENDALE QUALITY OF LIFE AND ESSENTIAL SERVICES PROTECTION MEASURE NOVEMBER 6, 2018 ELECTIONLOCAL FUNDS TO PROTECT ESSENTIAL SERVICES WHAT IS MEASURE S? The City Council is asking voters in Glendale to consider enacting a local sales tax of 3/4%, which would generate approximately $30 million each year in dedicated, local, City-administered funds. If approved, Measure S amounts to less than one penny on every $1 spent and seven-and-a-half pennies on every $10 spent. Adoption of Measure S will protect funding that could only be used in Glendale for a variety of essential services: WHERE WILL THE FUNDS GO? Repairing and upgrading local streets, sidewalks, and transportation infrastructure to improve congestion and pedestrian safety. Providing affordable housing. Retaining and preserving staffing levels to ensure that there are enough on-duty paramedics, firefighters, and police officers to quickly respond to 911 calls. Graffiti removal, landscaping and other services to maintain what we value – clean, healthy and safe neighborhoods. Maintaining local parks, community centers, and open space. Supporting Glendale’s sustainability efforts to create long-term economic, social, and environmental solutions.  🏦 For more information, visit GlendaleMeasureS.com Paid for by the City of Burbank 275 E. Olive Ave Burbank, CA 91502 Los residentes de Burbank disfrutan de servicios que pocas ciudades pueden superar, lo cual hace que nuestra Ciudad sea un lugar maravilloso en donde vivir, trabajar y jugar. Sin embargo, en años recientes, Burbank ha visto interrupciones a su flujo de ingresos. Con una falta de financiamiento anual anticipado de casi $27 millones, se ha vuelto cada vez más difícil para la Ciudad poder mantener los servicios municipales esenciales y la infraestructura – los programas de seguridad pública, las instalaciones comunitarias, las calles, los parques, drenajes pluviales y más. La Ciudad y sus residentes han tomado pasos importantes para garantizar el futuro de Burbank: • En junio, los votantes aprobaron la Medida T, la Transferencia de Cuota de Departamento de Agua y Energía de Burbank, la cual ayudará a mantener los servicios municipales esenciales con la continuación de $12.5 millones transferidos al Fondo General. • Los funcionarios municipales han tomado acciones significativas para reducir el déficit mediante la incorporación de eficiencias de costos que se estima que ahorrarán como $9 millones al año. Mientras que estos son pasos importantes para lidiar con el déficit presupuestario en marcha, todavía existe una falta significativo de financiamiento operacional y de infraestructura. Por eso, la Ciudad no podrá evitar los recortes a los servicios municipales sin contar con ingresos adicionales. La Ciudad está considerando la presentación de una medida potencial de ingresos a los votantes en noviembre, para proporcionar los fondos necesarios para proteger a los esenciales servicios municipales y de infraestructura, incluyendo: • Servicios para jóvenes, adultos y personas mayores • Servicios de bibliotecas, parques y recreo • Servicios de transportación y programas de seguridad pública • Un plan sostenible para financiar las calles NUESTRO DESAFÍO UN PLAN PARA LOGRAR EL ÉXITO La Ciudad sigue involucrando a los miembros de la comunidad en la situación fiscal actual. Para obtener más información, por favor visite a www.burbankca.gov/budget. CÓMO GARANTIZAR EL FUTURO DE BURBANK Burbank residents enjoy services that few cities can rival, which makes our City a wonderful place to live, work and play. But in recent years, Burbank has seen disruptions to its revenue stream. With an anticipated annual funding shortfall of nearly $27 million, it has become increasingly challenging for the City to maintain essential city services and infrastructure – public safety programs, community facilities, streets, parks, storm drains and more. The City and its residents have taken important steps to secure Burbank’s future: • In June, voters approved Measure T, the Burbank Water and Power Fee Transfer which will help maintain essential City services with the continuation of $12.5 million transferred to the General Fund. • City officials have taken significant action to reduce the funding shortfall by incorporating cost efficiencies that will save an estimated $9 million annually. While these are substantial steps in tackling the ongoing financial challenge, a significant operating and infrastructure funding shortfall remains. Therefore, the City will be unable to avoid cuts to city services without additional revenue. The City is considering presenting a potential revenue measure to voters in November to provide the funds necessary to protect essential city services and infrastructure, including: • Youth, adult and senior amenities • Library services, parks and recreation • Transportation services and public safety programs • A sustainable street funding plan SECURING BURBANK’S FUTURE OUR CHALLENGE BLUEPRINT FOR SUCCESS The City continues to engage community members on the current fiscal situation. For additional information, please visit www.burbankca.gov/budget. Քաղաքը շարունակում է ներգրավել համայնքի անդամերին ներկա ֆինանսական վիճակի վրա: Լրացուցիչ տեղեկությունների համար այցելեք www.burbankca.gov/budget 19 Appendix B: Project Team Resumes BRANDON STEPHENSON (310) 795-3142 • bstephenson@pivotalstrategies.com ____________________________________________________________________________________________________ EXPERIENCE PIVOTAL STRATEGIES | LOS ANGELES, CA Founding Partner | Mar 2022 – present •Create the strategic vision and brand to launch and grow a new public affairs and public relations firm •Collaborate with the firm’s leadership partners on marketing initiatives to elevate the firm’s profile and brand awareness •Develop winning communications, issues management, campaign, and community engagement programs to influence decision-makers, voters, and the media at the local, state, and federal levels •Manage projects for clients in the healthcare, government, and nonprofit sectors looking to tackle complex public policy issues that positively impact the quality of life for communities across the country •Cultivate and maintain strong relationships with clients, ensuring their needs are met and expectations exceeded •Drive business growth through new client acquisition and strategic partnerships •Mentor and develop team members, fostering a culture of excellence, innovation, and continuous learning CERRELL | LOS ANGELES, CA Chief Strategic Officer | Jan 2016 – Mar 2022 Vice President | Jun 2013 – Dec 2015 Managing Director | Jul 2012 – May 2013 Director of Public Affairs | Nov 2011 – Jun 2012 Manager of Public Affairs | Feb 2010 – Oct 2011 Senior Account Executive | Feb 2008 – Jan 2010 Account Executive | Feb 2006 – Jan 2008 Assistant Account Executive | Feb 2005 – Jan 2006 •Collaborated with the CEO and ownership group on the firm’s vision •Developed and implemented the firm’s strategic plan to grow market share with public and private sector clients, and expand work in key areas •Launched firm-wide evaluation of business practices to enhance business development operations and company culture •Led marketing and branding initiatives to modernize the company’s image, and attract new clients and talent •Managed the firm’s flagship client, including the creation of community engagement and media relations strategies to influence state and federal health care policies •Developed award-winning communications and community engagement programs that elevated client brands and strengthen relationships with key influencers •Secured statewide and national victories on issues including redistricting, taxation, transportation, healthcare, and information technology •Provided clients with strategic counsel on political and public education campaigns, issues management and crisis communications, and grassroots engagement activities •Fostered an inclusive and purpose-driven culture where employees could thrive WOODWARD & MCDOWELL | LOS ANGELES, CA Regional Field Director, No on Proposition 68 | Jun 2004 – Nov 2004 •Directed coalition-building activities in the western half of Los Angeles County and the Central Coast counties of San Luis Obispo, Santa Barbara, and Ventura; an area containing nearly twelve million residents •Represented campaign in front of city councils, county boards of supervisors, boards of education, and community and political groups to encourage them to oppose Proposition 68 •Managed regional earned media activities, including press conferences and opinion pieces •Coalition building efforts increased sparse public support at the beginning of the campaign into a landslide victory PACIFIC ELECTRICORD | LOS ANGELES, CA Manager of Retail Customer Service and Sales | Mar 1998 – Dec 2003 •Managed sixteen employees in the customer care and inside sales departments •Oversaw signature accounts – Home Depot, Lowes, Sears, K-Mart and Wal-Mart – and ensured high levels of customer satisfaction •Coordinated with production, purchasing, and marketing departments to create new product lines and sales pitches to provide ongoing value to our customers •Contributions resulted in Vendor of the Year awards from Home Depot and K-Mart ____________________________________________________________________________________________________ EDUCATION PITZER COLLEGE Bachelor of Arts, Political Studies JOHN ANDERSON (818) 288-5616 • janderson@pivotalstrategies.com ____________________________________________________________________________________________________ EXPERIENCE PIVOTAL STRATEGIES | LOS ANGELES, CA Vice President | Mar 2022 – present • Responsible for overall communications management, including developing communications and media strategy, message development and day-to-day program implementation. • Utilize my experience in campaign strategy, media relations, message development, strategic planning, social media, outreach, crisis management and emerging media to successfully develop and execute strategic communications programs for issues-based causes and public education efforts. • Coordinate and direct paid media efforts, including mail, online and broadcast pieces, for numerous regional and local efforts. • Craft strategy and oversee implementation of social and digital media programs. • Writing and design of collateral and media pieces, including press releases, websites, fact sheets, and FAQs for local government, corporate, and nonprofit clients. • Manage the development of innovative communication and community engagement initiatives, resulting in enhanced brand visibility while fortifying relationships with influential community members. CERRELL | LOS ANGELES, CA Director of Public Affairs | Aug 2021 – Mar 2022 Manager of Public Affairs | Jul 2019 – Jul 2021 Senior Account Executive | Jun 2018 – Jun 2019 Account Executive | Nov 2015 – May 2018 Senior Account Coordinator | Oct 2014 – Oct 2015 Account Coordinator| Oct 2013 – Sept 2014 Intern | Jul 2013 – Sept 2013 • Collaborated, developed and implemented public relations, community outreach and earned media strategies for public affairs clients. • Developed award-winning communications and community engagement programs that elevated client brands and strengthen relationships with key influencers • Provided clients with strategic counsel on political and public education campaigns, issues management and crisis communications, and grassroots engagement activities • Created brand and digital media campaigns to support public relations and affairs efforts for clients in a variety of sectors. • Coordinated communications and issue advocacy programs for multiple corporate, non- profit, and government clients, including one of the largest non-profit hospital systems in the United States. • Implemented proactive and reactive communications activities to disseminate information about controversial or complex client issues, correct misconceptions, and enhance public understanding of clients and their brands. • Develop and implement issues and crisis management media training programs for key leaders and staff. • Provided lobbying support and conducted outreach on behalf of clients to community leaders, business advocates, elected officials, and government agencies to secure and support partnerships. • Worked with local, regional, and national reporters to secure positive media coverage for clients, including television, radio, and print and online coverage; supported and led client activities during crisis situations. _______________________________________________________________________________________________ EDUCATION University of California, Los Angeles Bachelor of Arts, Collegium Honors in Political Science – International Relations MARI HARREN-GARCIA mariharren@gmail.com | 810-844-6796 | Los Angeles, CA PROFESSIONAL SUMMARY: Results-driven communications professional with eleven years of experience and a proven track record shaping impactful narratives, fostering community engagement, event planning and logistics. Adept at crafting high-quality, compelling content across various channels in both English and Spanish. Passionate about advancing the rights of immigrant communities and achieving social justice. SKILLS: Bilingual - Spanish/English | Strategic Messaging | Media Relations | Content Creation | Event Planning & Management | Copywriting | Google Suite | Adobe Creative Cloud EXPERIENCE: PIVOTAL STRATEGIES | LOS ANGELES, CA Senior Communications Associate | April 2024 - Present ● Manage client accounts and coordinate day-to-today execution across multiple projects. ● Develop comprehensive strategic communications plans tailored to client goals. ● Create thought leadership and collateral materials for multiple clients’ websites, emails, newsletters, and social media accounts. ● Conduct media outreach and interview coordination to secure targeted coverage and elevate client narratives. JEWISH FAMILY SERVICE LA | LOS ANGELES, CA Senior Communications Associate | May 2021 - April 2024 ● Managed internal and external communications, developed strategic plans to grow social media presence, and created compelling content highlighting agency programs and client stories. ● Led email and fundraising campaigns, exceeding contribution totals by 400%. ● Coordinated media coverage and drafted press releases to promote agency news and services. ARBALLO FOR CONGRESS | FRESNO, CA Political Director | April 2020 - November 2020 ● Developed and maintained relationships at national, state, and local levels to earn endorsements, secure contributions, and grow a grassroots volunteer base, planned and executed logistics for virtual campaign events, including rallies, fundraisers, and surrogate events. ● Co-managed social media accounts and campaign communications, creating strategic content to expand audience, spread campaign messaging, and fundraise. ● Served as point of contact for Spanish speaking donors, supporters, and community members, translated Spanish collateral and paid media, aided in-language candidate conversations. JANZ FOR MAYOR OF FRESNO | FRESNO, CA Campaign Manager | May 2019 - March 2020 ● Managed $300,000 budget, consultant and campaign team, directed strategy, fundraising, operations, and logistics, executed 30+ grassroots campaign events, including town halls, rallies, and fundraisers. ● Directed field program with one paid staff, five interns, and 50+ volunteers, encompassing outreach, community organizing, phone/text banking, canvassing, postcarding, and LTE writing. ● Directed campaign communications, including press releases, advisories, statements, and media inquiries; translated all campaign copy to Spanish. ANDREW JANZ FOR CONGRESS | FRESNO, CA Communications & Events Coordinator | July 2018 - November 2018 ● Coordinated and executed logistics for 60+ events, drafted press releases, talking points, staffed and briefed the candidate for events, interviews, endorsement and donor meetings. DIGNEY & COMPANY PUBLIC RELATIONS | LOS ANGELES, CA Junior Publicist | November 2014 - February 2018 EDUCATION: CALIFORNIA STATE UNIVERSITY, FRESNO Bachelor of Arts, Media Communications and Journalism - Public Relations Option | May 2019 20 Appendix C: Hourly Rate Schedule Pivotal Strategies Government/Nonprofit Schedule of Hourly Rates Effective as of January 1, 2025* Title Standard Rate Government/Nonprofit Rate (15%) Amy Rosenfeld, Founding Partner $300 $255 Brandon Stephenson, Founding Partner $300 $255 Jon Lonner, Founding Partner $300 $255 Kristen Lonner, Founding Partner $300 $255 John Anderson, Vice President $275 $233.75 Account Director $250 $212.50 Account Manager $250 $212.50 Mari Harren, Senior Associate $225 $191.25 Associate $150 $127.50 Intern $35 $29.75 *Hourly rates may change due to company annual adjustments and individual rate changes due to employee promotion.