Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Guide to symbols. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Section One: Where and How to Start - Assessing Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Understanding the History of Your Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The Transportation Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Involving the Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Decisions to Make Early On . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Additional Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Section Two: Legal Considerations and Campaign Administration . . . . . . . . . . . . . . . . . . . . . . . 14
Legal Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Campaign Administration Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Additional Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Section Three: Campaign Preparation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Writing the Campaign Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Fundraising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Building Coalitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Overall Campaign Timeline / Planning Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Additional Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Section Four: Getting the Word Out - Marketing and Media Strategies that Work . . . . . . . . . . 59
Strategy and Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Creating a Marketing Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Theme and Message Development: Find a Message That Works and Stick to It . . . . . . . . . . . 63
Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Working with the Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Developing an Internet Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Field Operations- Reaching Out to the Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Additional Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Section Five: Responding to Critics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Who are the Typical Critics?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Individuals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Other Potential Sources of Criticism or Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
What are the Common Arguments? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Where Will Their Message be Heard? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
How Can You Counteract That Message ( Or Better Yet, Get in Front of It?) . . . . . . . . . . . . . . 92
Additional Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Section Six: Election Day Activities ( and Beyond!) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Planning the Get Out the Vote ( GOTV) Campaign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
After The Polls Close . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Celebrating Your Victory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Delivering Your Promise( s) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Additional Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Table of Contents
2
Public transportation is enjoying a renaissance. Throughout the country, improvements are being made in
existing service, while public transportation options are being expanded. These improvements and
increased investment have resulted in significantly increasing ridership. Elections in 2004 saw a record
number of transit funding ballot initiatives related to funding of public transportation with a huge win rate of
80%. These wins occurred not only in large metropolitan centers, but also in urban and rural communities
as well. In the November elections alone, nearly $ 55 billion worth of investment in transportation including
transit was approved. Clearly this is driven by citizen demand for more transportation choices.
The Center for Transportation Excellence ( CFTE), a non- partisan policy research center created to serve
the needs of communities and transportation organizations nationwide, provides research materials, strate-gies
and other forms of support on the benefits of public transportation. The CFTE is a clearinghouse for
information in support of quality transportation choices. It develops case studies of successful referendum;
toolkits on how to organize a transit campaign; media resources, such as sample op- eds and letters to the
editor; and a database of ballot initiatives around the country. The CFTE is committed to two main objec-tives:
( 1) defending the merits of transit and ( 2) equipping local leaders with the information they need to be
successful with their public transportation initiatives and ballot measures.
The CFTE has designed this guide to provide transit agencies, transit alliances, grass roots organizations,
and lay people with the resources for planning and executing a successful transit initiative campaign. The
purpose of this guide is to provide the right questions to ask prior to beginning preparation for a transit ini-tiative
or referendum and where you will find the answers. Use the advice in this guide in the ways that best
suit your individual campaigns.
Throughout the guide you will find brief case studies from actual transit efforts to depict how something
worked, or didn't work in a campaign. Included with this guide is a Companion CD that contains reference
materials, collateral material, sample documents, and resource materials from campaigns such as print
advertisements and television spots.
Introduction
Throughout the manual, you will find symbols to bring your attention to important points and to let you know
what information you can find on the accompanying CD. Here is a key to help you navigate the various
symbols.
Guide to Symbols
Useful information, advice and tips
Websites where you can find more infor-mation
More Information or links to websites can
be found on the accompanying CD
Listing of resources that were mentioned in
each section
3
The Center for Transportation Excellence ( CFTE) Guide for Successful Transportation Initiatives was written
by Jeremy Gunderson, Mary Karstens and Stephanie Vance. Ideas as well as final production were provid-ed
by Cindy Klein. Layout, design and technical assistance for the accompanying CD- Rom were provided
by Heming Nelson, 4Site Studios. We are indebted to the leaders and staff at Ridder/ Braden for allowing
us to base this guide on their 2001 Ridder/ Braden Manual For Initiative Campaigns.
We are also indebted to those people and organizations that answered our questions and provided informa-tion
about their past initiatives. We would like to thank them for sharing their campaign successes and fail-ures.
We would also like to thank the dozens of transportation advocates across the country who helped us
collect information.
And of course, we would like to thank members of the CFTE Advisory Board as well as the PT( 2) campaign
financed through the American Public Transportation Association ( APTA), without whom the CFTE would be
unable to provide these kinds of resources. Members of the CFTE Advisory Board who support the work of
CFTE include:
􀁺 Jeff Boothe, New Starts Working Group
􀁺 Anne Canby, Surface Transportation Policy Project
􀁺 Art Guzzetti, American Public Transportation Association
􀁺 Kevin McCarty, Surface Transportation Policy Project
􀁺 William Millar, American Public Transportation Association
􀁺 Janette Sadik- Khan, Parsons Brinckerhoff
􀁺 Rose Sheridan, APTA
Acknowledgments
Caution:
Please note that the resources and information in this guide are not intended as legal advice. Before
embarking on your effort, be sure to consult a variety of legal and other experts in your area.
4 Section One: Where and How to Start - Assessing Needs
Section One:
Before beginning an initiative campaign, you need to understand the needs, interests, and concerns of the
community. This section outlines some key factors to consider before setting off down the campaign trail,
including:
􀁺 Understanding the History of Your Initiative
􀁺 The Transportation Planning Process
􀁺 Involving the Community
􀁺 Decisions to Make Early On
These are some questions you need to answer before moving forward:
􀁺 Is this the first time your community has considered an initiative generally relat-ed
to transportation or specifically related or transit?
􀁺 If yes, are there particular reasons why you might expect the initiative to be
successful now ( i. e., growth projections, influx of transit- friendly residents, need
to meet air quality standards)?
􀁺 If you have considered initiatives in the past, were they successful? If they
passed, why? If they failed, why?
􀁺 What was the structure or nature of the previous initiatives? Were they local or regional? Multi-modal?
How did this structure contribute to its success or failure?
􀁺 How have other non- transportation initiatives fared in recent years? Are there key issues the com-munity
seems strongly in support of ( or in opposition to)? How can you frame your message in
those terms? For example, consider the differences between framing a campaign as a means of
beating traffic congestion versus framing a campaign as a means of mitigating air quality concerns.
􀁺 How have the demographics of the community changed since the last time an initiative was consid-ered?
􀁺 What type of community are you in, geographically? Is it more rural? Urban? Suburban?
􀁺 Do citizens have existing public transportation choices? How well is public transportation used? Or
do people drive their cars everywhere? If so, will your campaign need to sell both the idea of public
transportation, as well as the specific mode?
􀁺 If some aspect of your initiative is to promote public transportation, what are the citizens' current
perceptions of the service ( if it already exists)? Do you need to take steps to boost their overall con-fidence
in the local agency or the service?
Understanding the History of Your Initiative
Where and How to Start - Assessing Needs
It is critical to under-stand
the history or
context in which vot-ers
and the community
will consider your initiative
before you begin an initia-tive
campaign.
5 Section One: Where and How to Start - Assessing Needs
While this guide is not intended to provide a detailed look at this process, everyone interested in initiatives
to promote transportation choices needs to know how communities plan to meet the transportation needs of
its citizens. The vast majority of successful initiatives grow out of the existing planning process in the com-munity.
Understanding the transportation planning process gives you a sense of whether your community:
􀁺 Is growing or shrinking and what the relative impact on trans-portation
options might be.
􀁺 Traditionally looks to new roads as a means of dealing with
growth, or has looked to public transportation services such as
additional buses or light rail.
􀁺 Has unique transportation needs, such as ferry systems or the
need to provide access for many individuals to a particular location, such as a university.
􀁺 Has identified real, plausible financial resources for developing the transportation choices you sup-port.
For a more comprehensive overview of the planning process, look to the U. S. Department of
Transportation document The Metropolitan Planning Process: Key Issues at
www. planning. dot. gov/ documents/ BriefingBook/ BBook. htm.
Boost Citizens’ Perception
Before beginning on an initiative campaign to expand their light rail system, TriMet, the
public transportation provider in Portland, Oregon, took a number of important steps to
improve their image and boost confidence in the accountability of the agency. In an effort to
increase services without raising fares or payroll taxes ( as well as maintain its 82% public
approval rating), TriMet implemented an internal Productivity Improvement Process
( PIP) campaign. The PIP process built an institutional framework to continually explore
areas within the agency where TriMet could capitalize on new technologies and make
improvements leading to increased efficiencies and better service.
" We've been able to remove some of the real bottlenecks and frustrations that some of our
frontline workers have faced. In fact, I've had employees come up to me who have said
that for the past 20- 25 years, they've been complaining about something but nobody has
been listening to them, and now with the PIP, we have been listening and making
changes," says TriMet General Manager, Fred Hansen.
For example, one early PIP effort came from rail maintenance workers— cleaners were
having serious problems with new cloth seats. While they were comfortable and looked
attractive, they were extremely difficult to clean and maintain. Employees suggested a
switch to vinyl; they enlisted help from the marketing department to research what riders
thought, proposed it to upper management, and the change was implemented.
The Transportation Planning Process
For your transportation-related
initiative cam-paign
to be successful
you should have a thorough
grounding in the local trans-portation
planning process.
6 Section One: Where and How to Start - Assessing Needs
Why Plan?
Through transportation planning, a community seeks to express its vision for the future and the transporta-tion
choices that should be made available to citizens. A good transportation plan seeks to make links
between transportation and societal goals, such as protecting the environment, promoting economic devel-opment,
safety and health, social equity, and a general increase in quality of life for citizens.
Who Plans?
The transportation planning process is usually performed by the local Metropolitan Planning Organization
( MPO) with input from key stakeholders in the community and citizens. In order to be eligible for funds from
state and federal governments, your planning process should include a rigorous public participation
process. The goal is to engage as many interested citizens from the community as possible, including busi-ness
interests, nonprofits, local politicians, and everyday citizens. To find the MPO in your area, check out
the Association of Metropolitan Planning Organization site at www. ampo. org/ links/ mposnet. html
Steps to Planning
The transportation planning process includes a number of steps:
􀁺 Monitoring existing conditions.
􀁺 Forecasting future population and employment growth.
􀁺 Assessing projected land uses in the region and identifying major growth corridors.
􀁺 Identifying problems and needs and analyzing, through detailed planning studies, various trans-portation
improvements.
􀁺 Developing alternative capital and operating strategies for people and goods.
􀁺 Estimating the impact of the transportation system on air quality within the region.
􀁺 Developing a financial plan that covers operating costs, maintenance of the system, system preser-vation
costs, and new capital investments.
Outcome of Planning
The planning process results in the development of three key documents, the Unified Planning Work
Program, the Long Range Transportation Plan, and the Transportation Improvement Program. Though each
document is briefly outlined below, you can gain access to them through your local MPO.
􀁺 The Unified Planning Work Program ( UPWP) lists the transportation studies and tasks to be per-formed
by the MPO, and contains several elements:
􀁺 The planning tasks and studies to be conducted over a one- to two- year period.
􀁺 All federally- funded studies as well as all relevant state and local planning activities con-ducted
without federal funds.
􀁺 Funding sources identified for each project.
􀁺 A schedule of activities.
􀁺 The agency responsible for each task or study.
􀁺 The Long- Range Transportation Plan ( LRTP), or Metropolitan Transportation Plan ( MTP), is the
statement of the ways the region plans to invest in the transportation system.
7 Section One: Where and How to Start - Assessing Needs
Success Based on Legitimacy
In Kansas City, lone transit activist Clay Chastain gathered enough signatures to inde-pendently
place a transit initiative on the ballot almost every year for the past six years. In
2003, he had a measure on the ballot for a ½ - cent transportation sales tax increase for 12
years to build a system involving light rail, electric buses, streetcars, bike lanes, express
buses, and a transit hub at Union Station. At the same time, the Kansas City Area
Transportation Authority faced a $ 12 million shortfall- 21% of its budget- mainly because
of declining tax revenue in Kansas City, and proposed a 3/ 8- cent increase to the city's cur-rent
½ - cent transportation sales tax. Chastain's competing initiative was not endorsed by
KCATA, and garnered only 37% of the vote, while KCATA's initiative won approval with
69% of the vote. KCATA won because they clearly articulated their need and identified spe-cific
projects for funding, and showed how they would benefit the community.
Often transportation agencies or other local authorities look to the initiative process to provide a portion of
the funds necessary to meet the needs identified in the transportation plan.
Financing by a Sales and Use Tax
A key element for the financing of FasTracks, Denver's light rail system, is a regional
sales and use tax. In November 2004, voters approved an increase in the tax of .4% to a
total of 1%. This increase is expected to generate an additional $ 158 million in revenue
annually, and is an integral part of the overall $ 4.7 billion plan. See the FasTracks' financ-ing
plan at their website ( www. rtd- denver. org/ fastracks/ documents/ Financing_ Plan. pdf).
According to federal law, the plan should include both long- and short- range actions to develop an
integrated inter- modal transportation system. Some of these actions include:
􀁺 Identify policies, strategies, and projects for the future.
􀁺 Determine project demand for transportation services over twenty years.
􀁺 Focus at the systems level, including roadways, transit, nonmotorized transportation, and
inter- modal connections.
􀁺 Articulate regional land use, development, housing, and employment goals and plans.
􀁺 Estimate costs and identify reasonably available financial sources for operation, mainte-nance,
and capital investments.
􀁺 Determine ways to preserve existing roads and facilities and make efficient use of the exist-ing
system.
􀁺 Be consistent with the statewide transportation plan.
􀁺 Be updated every three or five years in air quality non- attainment and maintenance areas.
􀁺 The Transportation Improvement Program ( TIP) covers critical short- term priorities for transportation
projects from the overall plan. It is the region's way of allocating its limited transportation resources
among the various capital and operating needs of the area, based on a clear set of short- term
transportation priorities.
Where Initiatives Fit In
The vast majority of successful transportation- related initiatives grow out of the existing transportation plan-ning
process. This is because the planning process provides the initiative with the legitimacy it needs to
garner voter approval. Advocates for more transportation choices in a given community should work to
ensure that their preferred options are included in the regional transportation plan.
8 Section One: Where and How to Start - Assessing Needs
Public Involvement Success Stories
In Atlanta, the initial Metropolitan Atlanta Rapid Transit Authority ( MARTA) referendum
in 1968 failed, but a revised plan in 1971 passed- an event widely attributed to changes in
the original plan based on citizen input. MARTA's ultimate plan was upbeat and empha-sized
its willingness to be flexible and listen to what the community wanted.
In 1980 after three unsuccessful attempts, voters approved a local dedicated revenue
source for the Los Angeles County Transportation Commission. The winning plan was
highly responsive to public demand for balance between improved rail and bus service,
and for local control.
A full one- cent sales tax dedicated to public transportation and the creation of a metropoli-tan
transportation authority was approved by 60% of voters in Austin in 1983. The success
of this effort is widely credited to an aggressive community involvement program designed
to provide public input to the region's transit service plan.
After an effective public involvement program, Portland voters approved funding for the
southern part of the South/ North Corridor in 1995.
Successful transportation initiatives are not developed in a vacuum. It is impor-tant
to involve the public early and often before developing the actual initiative
proposal. While every MPO is required to have a comprehensive public partici-pation
component of its planning process, anyone involved needs to understand
that ultimately initiatives are decided by the voters. Ensuring that the voters
have a stake in the process early will do much to provide them with a sense of
ownership of the issue, making it more difficult for them to oppose the final
product. Some groups to talk to early and often include:
􀁺 All transportation leadership in the community, including agency heads, providers of specialized
services, transportation- related business leaders
􀁺 Local businesses, including the Chamber of Commerce
􀁺 Transportation workers' unions
􀁺 Local politicians
􀁺 Citizens and homeowners in affected communities
􀁺 Special interest groups, including local chapters of environmental and health
organizations
Note that " coalition building" and public participation are an important part of the initiative process and are
mentioned throughout this guide. Public involvement is an ongoing process: it should never be " checked off
the list" as a completed item.
Unique Citizen Participation in Planning
The citizen process that Phoenix used was somewhat unique. The Phoenix Transit team
held meetings throughout the city and anyone who attended became part of the Transit
Committee. Eventually the Transit Committee became known as the " Committee of 600"
because there were approximately 600 people attending meetings around the city to devel-op
the plan. At these meetings every committee member was given a computerized key-pad
system to punch in their opinion of what option should be chosen by the city. For
example, when they discussed local buses, the question would be, " Arrange your frequen-cies,
what do you think is a reasonable frequency for local buses? Should they come every
See Section
Three,
Campaign
Preparation, for
more details on
building coalitions.
It is important to
involve the public
early and often,
before developing the
actual initiative proposal.
Involving the Community
9 Section One: Where and How to Start - Assessing Needs
Decisions to Make Early On
Before sitting down to plan an initiative campaign, it is important to
think through and decide on the following items. This dramatically
impacts your product. Bear in mind that some of these decisions
will be made as part of the transportation planning process, as they
have a direct impact on the financial projections, as well as the
types of projects that may be included in the overall plan.
Type of Initiative
This manual assumes that your initiative has some sort of revenue- raising component. Most transportation-related
initiatives are directly related to raising revenue ( such as instituting or increasing a sales tax or
establishing a bond for a specific transportation- related purpose). In some cases, the revenue impacts may
be somewhat indirect, such as initiatives asking citizens whether they want their community to be part of a
regional transportation district ( meaning that they will be subject to any sales taxes that accrue to the bene-fit
of that transportation district). In a few cases, the initiatives may be policy oriented and not funding ori-ented.
The following are a few things you should understand or decide about your approach before moving
forward.
􀁺 Advisory or Actual. Are you ready to go to the voters and ask for a specific amount of revenue?
Or do you need to get a sense of what voters are thinking? Some communities have had success
with " advisory" or straw polls designed to get a better sense of where voters are in terms of their
support for transportation choices. When successful, these types of approaches provide leadership
in the community with political support for the actual initiative when it is time to go to the ballot.
ten minutes, every fifteen, every twenty, every half hour? You tell us what you think is rea-sonable
by punching A, B, C or D."
The results would immediately be posted. Phoenix was able to get an instant consensus
from the Committee of 600. The Phoenix Transit plan was developed that way, by asking
about the options: Should we have rail and if we have rail, what kind should it be? Heavy
rail? Commuter rail? Light rail? Should we have limited stop service on buses? Should we
have express buses and if we have express buses, what kind do you want? What kind of
service do you expect to have? Through this process they developed a plan that almost
identical to the plan that finally won overwhelmingly in 2000.
From 2003 Transit Initiatives Conference, Jack Tevlin, City of Phoenix
The items to consider are:
􀁺 Type of Initiative
􀁺 Scope of Initiative
􀁺 Timing of Initiative
􀁺 Unique Characteristics of
Your Community
Effective Advisory Approaches
In 2004, the three- county Sound Transit Agency in Washington planned for a multi- billion
dollar package, but large businesses would not bankroll the campaign after preliminary
polling results proved disappointing. Several officials still wanted to move forward with
something for November's election and decided to offer two advisory questions. The first
asked voters whether a transportation package should be developed and presented to vot-ers
in 2005. The second, a market basket or multiple- choice question, asked voters how
they should pay for it. See below table for voters' response.
Excise Tax on Vehicle Value 26.67%
Increase Local Gas Tax 20.85%
General Sales Tax 20.03%
Flat Tax on Vehicle 16.45%
Tax on Annual Miles Driven 15.99%
10 Section One: Where and How to Start - Assessing Needs
Note that you should be as confident in and as committed to an " advisory" initiative as you would
be to an actual request for funds. Just as success can provide you with a strong argument in sup-port
of your initiative, failure can provide your opponents and critics with an equally strong argu-ment.
In many cases, it makes more sense to go to the ballot with " the real thing" as opposed to a
trial run.
􀁺 Extension or New or Additional. Your current funding situation provides the answer to whether
you should consider an extension of an existing tax, a new tax, or an addition to an existing tax.
Understanding the differences among and the ramifications of each helps you develop messages
that resonate with voters. For example:
􀁺 If this is an extension, how is the service provided by the agency currently perceived? If
there are serious problems with the public's support of the agency, address those issues
early on.
􀁺 If this is a new tax, how will you justify its need? Will you be providing new services? Have
existing revenue sources been depleted? Will an existing source be eliminated once the
new tax is in place? Is this a proposal ( as in the case of the Washington Metropolitan Area
Transportation Authority) to create a long- term stable source of funding? Note that it can be
difficult to justify a new tax to provide the exact same level of service.
􀁺 If you are asking for an additional level of taxation to be built on to an existing source, it is
imperative that you identify what new services will be provided or what new expenses
( such as complying with homeland security requirements) have been identified. It is difficult
to sell a " we need more money than we thought we did" argument to the public.
􀁺 Type of Revenue. While many communities pursue some sort of sales or property tax increase or
bonding mechanism, others have identified other creative means of raising revenue.
Creative Revenue
In Indianapolis, the IndyGo organization's proposal for a 1% tax on restaurant food and
beverages will be considered by the state legislature in 2005. The revenues would fund the
Regional Transportation Authority and help pay for bus expansion and other mass tran-sit
in Lake County.
In San Francisco, residents of the seven Bay Area counties voted in March 2004 to raise
bridge tolls by $ 1 to spend an estimated $ 125 million a year for transit, planning, and
roads. The measure gained majority approval of voters in the seven counties with state-owned
toll bridges.
The key here is to identify a type of revenue source that makes sense for the community that is
being served. Look at the existing ways in which your community finances public services, as well
as what has been rejected in the past. Ask business leaders, local interest groups, and others what
makes sense to them in terms of a funding mechanism. Don't assume that a sales tax or something
similar is the best way to go simply because it has been successful in other areas.
In November 2004, Miami Beach voters weighed in on a nonbinding question to determine
whether BayLink, the light- rail trolley system, which would move people around South
Beach and connect to downtown Miami, should be built. The measure was approved.
11 Section One: Where and How to Start - Assessing Needs
Scope of Initiative ( Statewide, County, City)
The scope of the initiative can have a dramatic impact on the amount of revenue realized, as well as the
depth and breadth of the services to be provided and thus is often included as part of the transportation
plan. The following are some examples of the various past approaches:
􀁺 Statewide. In 2003 voters in Rhode Island approved over $ 66 million in transportation bonds. The
funds are used to allow the state's Department of Transportation ( DOT) to match federal money
and provide direct funding for improvements to highways, roads, and bridges; to repair transporta-tion
maintenance facilities; and to buy buses for RIPTA ( Rhode Island Public Transit Authority).
􀁺 Multicity / Multicounty. In the November 2004 election, the San Diego community approved a
half- cent sales tax extension that funds TransNet transit and highway projects throughout the
region. The extension provides funding through 2028.
􀁺 Individual County. In one of the strongest showings of 2004, Arlington County, Virginia, voters
agreed by 81% to issue $ 18.5 million in bonds to support the Washington Metropolitan Area Transit
Authority.
􀁺 Individual City. Kalamazoo, Michigan, city commissioners approved a 1- mill property tax renewal
for Metro Transit on the November 2004 general election ballot. The levy is projected to raise $ 1.56
million.
Timing of Initiative
Some factors to consider:
􀁺 If the initiative is to renew an existing tax, when does the existing
tax expire? Should you consider building in additional time to be
" unsuccessful" ( i. e., going to the voters on an extension early in
case your first attempt is rejected)?
􀁺 Should you push for the initiative to be part of a general election or ask for a separate vote? If your
initiative is going to be part of a general election, should you look to be included on the ballot in a
primary election, an " off- year" election, or a presidential election?
Each state has different rules and deadlines. While many initiatives have succeeded by timing the vote as
part of a larger election cycle, others have found that " standing out from the crowd" made their campaign
more noticeable ( in a positive way). The key here is to identify a strategy that works for your community.
Good Timing
Sacramento went to ballot in 2004 for the extension of a tax that didn't expire until 2009-
and voters approved the measure by 75%! This approach served two purposes: first, it
gave the agency another several years ( including a presidential election cycle) to identify
voter concerns and address them if the 2004 election was not successful; second, having
succeeded in 2004, the agency is now able to move forward on its broader vision for trans-portation
in this fast growing region sooner rather than later.
A key decision that
should be made
early in the initia-tive
planning process is
when to go to ballot.
12 Section One: Where and How to Start - Assessing Needs
Unique Characteristics of Your Community
You also want to consider the unique characteristics of your community and situation and how those char-acteristics
impact your campaign, as well as the types of transportation choices you emphasize. Just a few
of the factors to keep in mind include:
􀁺 Small or Large Campaign. Many successful initiative campaigns have been run on a shoestring
budget. Others, due to the size of the request and/ or the geographic reach of the proposal, are
multi- million dollar efforts. This guide seeks to provide information and resources for both types of
campaigns. That said, it is important to understand from the beginning which type of campaign to
wage.
Small Campaign
In Lake County, Michigan, a somewhat “ shoe- string” campaign effort resulted in the pass-ing
of a tax proposal providing funding for the Yates Dial- A- Ride program that serves all of
Lake County. The proposal, which garnered 56% approval, called for a .4 mill over 5 years,
and will raise $ 165,000 annually.
Large Campaign
A larger campaign effort was necessary in the case of Denver, Colorado, when in
November 2004 residents approved a $ 4.7 Billion transit expansion plan called FasTracks.
The plan calls for construction of new light- rail or commuter- rail lines from central Denver
to Lakewood/ Golden, Arvada, Boulder/ Longmont, north Adams County, and Denver
International Airport, as well as along I- 225 in Aurora.
􀁺 Modes and Public Perceptions. In developing your initiative plan, as well as your explanation of
transportation benefits that will be realized under the proposal, you should have a strong under-standing
of what people in your community think about various transportation options. Do most
people think that expanding roads is the solution to decreasing congestion? Are the people in your
community curious about light rail? Or do they think it is a boondoggle? Are buses seen as a safe
and efficient means of transportation or do many people avoid the bus?
􀁺 Community Demographics. Understanding your community is essential. There are hundreds of
things to consider about your community and potential supporters, including:
􀁺 Do you have a high number of disabled or elderly people in your community? They might
prefer paratransit or curbside pickup types of services as opposed to a heavy emphasis on
fixed routes.
􀁺 Do you have a high percentage of nonnative English speakers? If so, you may need to
consider deveoping campaign materials in one or more alternate languages.
􀁺 Do you have a large college or business at the center of your community? Getting workers
to and from one central location is key to the transportation options that are developed, as
well as the overall approach to the campaign.
􀁺 What is the commuting pattern for your community? Are there " trouble corridors" at certain
times of day?
􀁺 What is the political breakdown of your community? Where do Democrats and
Republicans tend to live? Are there previous votes you can review to get a sense of who
has supported transportation initiatives in the past?
13 Section One: Where and How to Start - Assessing Needs
Organization Item Website
U. S. Department of Transportation The Metropolitan Planning
Process: Key Issues
www. planning. dot. gov/ documents/ BriefingBook/ BBo
ok. htm
Association of Metropolitan
Planning Organizations
State regulatory informa-tion
www. ampo. org/ links/ mposnet. html
Denver Regional Transportation
District
FasTracks Financing Plan www. rtd-denver.
org/ fastracks/ documents/ Financing_ Plan. pdf
Additional Resources
Community- Oriented Approach
Utah Transit Authority ( UTA) planners in Salt Lake City recognized the need to include
the University of Utah— a major source of employment and traffic in the area- into its light
rail development plans. The other major traffic generator is the Downtown area. The first
light rail line built was a 15- mile north- south line linking the southern part of the valley with
Downtown. The next extension was to run east- west from the Salt Lake International
Airport to the university campus, but funding was not available to do the entire line all at
once. The Federal Transit Administration helped fund the first piece that connected the
north- south line to the Rice- Eccles Stadium on the university campus. This was completed
in December 2001, in time for the 2002 Olympics. The next extension opened in
September 2003 and continued the line from the stadium to the University Medical Center.
You can link to these resources on the accompanying CD.
14 Section Two: Legal Considerations and Campaign Administration
Section Two:
Legal Considerations and Campaign Administration
This section focuses on the key legal and administrative issues to consider during the initial planning phase
of your transit initiative. Please note that there is a huge disparity between the ways that different states
govern the pre- ballot placement process. Some states even prohibit citizen initiatives of any kind.
Therefore, when planning your initiative or referendum consider the specific legal requirements of your
state. You should rely on expert advice in developing a strategy for this initial phase. In this section we take
a look at:
Legal Issues
􀁺 Initiative or Referendum
􀁺 Ballot Language Development
􀁺 Regulatory Considerations for Pre- Ballot Certification
􀁺 Signature Gathering
􀁺 Ballot Certification and Post- Certification Considerations
Campaign Administration Issues
􀁺 Organizational Structure
􀁺 Types of Staff
􀁺 Types of Consultants
Legal Issues
Initiative or Referendum
While each state or local jurisdiction may have individualized rules and terminology for citizen lawmak-ing,
there are two basic types of measures that allow voters to create laws themselves: initiative and
referendum.
The most common is the initiative process, where citizens themselves propose a new law. Some states
allow two forms of citizen initiative: constitutional amendments and statutory initiatives. In either case, indi-viduals
or groups of citizens draft and propose the law or constitutional amendment directly to the elec-torate
after their proposal has been certified for the ballot.
Less commonly used is the referendum process where the measure begins its life in the state's legislative
body and is referred to the voters who have the ability to validate it as law or reject it. Some states, like
Oregon, see a greater number of referenda. In other states, these are less common and appear on the bal-lot
only in situations where the issue has broad philosophical support but for some reason ( usually fiscal),
the legislature is reluctant to pass it directly.
15 Section Two: Legal Considerations and Campaign Administration
Some Interesting Information About Tax Initiatives in California
DJ Smith, a consultant on many successful transportation initiatives in California, expressed
his views on the initiative process in interviews with researchers conducted for purposes of
this guide. He expressed the opinion that in California, campaigns focused solely on public
transit will lose. In order to achieve the required two- thirds vote to pass a tax initiative, initia-tives
should address other issues or projects such as highways or local roads. Initiatives in
California face three challenges:
1. The two- thirds vote requirement.
2. Competition for funds, attention, and voter recognition. California is a huge initiative
and referendum state and there are always a number of measures on the ballot.
3. Voter Outreach. The size of the state ( and its counties) make voter outreach a real
challenge. Targeted direct mail, radio, and TV are indispensable and are highly seg-mented
markets. Since direct mail is expensive, campaigns need to raise more
money and run on a much larger scale than in other areas.
Three " legs of the stool" for a California Win
Mr. Smith outlined his three " legs of the stool" for a successful California initiative: ( 1)
Intensity; ( 2) A solid plan; and ( 3) Credibility. An initiative's chances of success are high if
all these criteria are met, the campaign is well funded, and the opposition is contained
.
1. Intensity relates to traffic congestion and maintenance of local roads. The
California public does not believe that public transit is better, cleaner, or faster. A
successful campaign should play to voter frustration with the current traffic system.
The " Rapid Bus" campaign was successful because it used the existing ( and not
new) highway and made it more efficient. Proposition 13 has really tied up money
for local road improvement and maintenance. If the initiative incorporates local
roads in its language, it is more likely to pass.
2. A solid plan that voters can understand. It is important to target " star projects."
In large counties it is necessary to include as many as six different projects for the
initiative to fund, complete with taxpayer safeguards as discussed below. An exam-ple
of a " star project" is " managed lanes," where the cement median on freeways
can be moved to help manage traffic flow. Voters should believe that the passage
of the initiative is the only way things will improve. Voters want improvements and
want to see evidence of it where they live.
3. Credibility of the people spending money. Where credibility is lacking, build it
up. The proposal language should include taxpayer safeguards that guarantee the
money will fund transit, regardless of other areas that might need extra funding in
the future. The language should clearly state who would be spending the money
and detail exactly how it will be spent. The average voter has " seen it all" and is
not to be hoodwinked.
Ballot Language Development
From start to finish, the language provides direction for each member of your
campaign, and ultimately is the determinant of your campaign's success or fail-ure.
This section provides important steps to consider in developing your ballot
language.
If there were
one element
that serves as
the anchor for the
rest of your campaign,
it would be the ballot
language.
16 Section Two: Legal Considerations and Campaign Administration
Hire or Consult an Attorney Familiar with Initiatives
Hiring an attorney who specializes in the electoral law of the state is wise. If those drafting the ballot lan-guage
are not experienced with the initiative and referendum process in the state, serious problems can
arise later on. Attorneys who are experts in the field of initiative development can help you avoid pitfalls and
craft the language to your best advantage. For example, many states have " single- issue requirements" that
may dramatically impact what you may include on one ballot initiative. Are you fully aware of the taxing
restrictions and caps that may impact your ability to propose a sales or other tax? This is where a knowl-edgeable
attorney can come in handy.
Issue Requirements
When considering the many issues and transportation projects to address with your initiative proposal, the
sky is the limit. Well, sort of. Most states have restrictions on what can be addressed with a single ballot ini-tiative.
Single- issue requirements dictate that an initiative cannot mitigate more than one discernable issue.
What this means to your ballot language can be illustrated with a few examples:
Acceptable Language Restricted Language Reason
" Question 1: Special Sales
and Use Tax for Traffic
Congestion, Safe…"
" Question 1: Traffic
Congestion Relief, Safe
Roads, and Clean Water for
Town X"
Ballot title should be trans-parent
( i. e., stipulate that it is
a TAX)
" Shall Agency X implement
rail transit service to pro-mote
smart growth, and
greater independence from
automobiles"
" Shall Agency X implement a
mileage tax to help pay for
teachers' pensions and for
highway improvements"
Ballot question should
address a single issue, or a
related issue.
You can find samples of ballot language at the Center For Transportation Excellence ( CFTE) website
( www. cfte. org/ success/ language. asp).
Ballot Language Cannot be Slanted
In 2000, a comprehensive transportation referendum in Charleston, South Carolina,
failed by just over 900 votes. In 2002, the same tax flip- flopped and passed by a narrow
margin of just 865 votes. But the 2002 vote was overturned by the Supreme Court because
it violated certain election laws, many of which stemmed from the fact that the ballot lan-guage
used was slanted towards approval of the measure. The specific wording instructed
voters to vote " Yes" if they supported " traffic congestion relief, safe roads, and clean water"
in the form of a tax. The Supreme Court had issues with the wording. While voters may
support congestion relief, safe roads, and clean water, they may not support a tax; and that
it was not explicitly clear that a tax was involved both in the ballot title and the voter
instructions preceding the question. In 2004, Charleston held a successful third election on
the issue and gained 59% approval.
17 Section Two: Legal Considerations and Campaign Administration
Taxing Authority and Restrictions
When considering the funding mechanism for your proposal, in terms of the type of tax to be proposed and
the size or percentage of the tax, your campaign should investigate and determine both the legal authority
to tax and the relevant tax cap restrictions. Many cities and states have an absolute tax cap that cannot be
exceeded without voter or legislative approval.
Multi- Jurisdictional Restrictions
In 2004, the Roaring Fork Transportation Authority ( RFTA)— which provides public trans-portation
services to Aspen, Colorado, and communities throughout the Roaring Fork
Valley— faced a 50% service cut and decided to go to the voters for increased funding. Due to
a multi- jurisdictional tax cap of one cent, RFTA's proposal necessitated four different ballot
questions due to two communities that had nearly exceeded their tax cap, and other communi-ties
that had lower levels of existing transit service. The measure passed with 77% approval.
Tax caps are not the only restrictions to consider when deciding the funding mechanism for your proposal.
Many cities also have restrictions on debt financing for new projects as well as caps for debt maintenance.
California Special Consideration
Consider the situation in California where a two- third's approval vote is required to pass any
tax. If you are running an initiative in California this will dramatically impact your language and
strategy.
Conduct Survey Research Prior to Drafting Language
It is always wise to conduct survey research prior to beginning the drafting process.
Testing variations of the broad issue and asking voters their opinions on possible alternate
initiative questions yields valuable data allowing the measure to be drafted in the strongest
way possible.
Whenever possible, use actual ballot language proposals in the pre- ballot polling. Better
data always results from voters having heard language that is exactly or close to the lan-guage
that will ultimately appear on the ballot. This may require extra effort and expense
from the campaign since it will result in several sets of proposal language to be drafted.
For initiatives that are multi- modal in nature, the relevant questions should be included in the poll( s).
Regardless of whether the initiative is proposing an extension of an existing tax or it is an expansion of
services, the transit component often attracts criticism from opponents. Therefore, it is necessary to accu-rately
gauge the public's view towards all aspects of the transit component of the package. Agencies and
their partners involved in the development of an initiative should poll early and often to ensure success.
See the
Research
portion of
Section
Three to learn more
about selecting a
pollster and timing
of polls.
A Note on California Transportation Funding
California communities augment state transportation funding a bit differently than other states:
1. County- wide. Most counties in California are " self- help" counties, meaning they tax
themselves for additional money to fund transportation projects within the county.
2. Super- Majority. Unlike most communities, all tax initiatives in California require a
super- majority ( 66.67%) approval to be implemented.
3. Expenditure Plan. It is widely accepted in California that in order to identify with the
voter and garner the necessary 66.67% voter approval, transportation tax proposals
must have a list of identifiable projects that are multi- modal in nature. Public transit-only
proposals do not fare well in California.
18 Section Two: Legal Considerations and Campaign Administration
Have Language Appeal To A Broad Range Of Voters
" To preserve affordable local public transportation services that allow seniors and people
with disabilities to remain independent, take students to and from school, help East Bay
residents commute to work and reduce traffic and air pollution by reducing the number of
cars on the road, shall the Alameda- Contra Costa Transit District ( AC Transit) in
California increase its existing parcel tax by $ 2 per parcel, per month for ten years with an
independent fiscal oversight committee and all money staying local?" The Measure BB to
levy a special tax in the amount of $ 48 per year per parcel of taxable land for ten years
gained 72.5% approval. 1
1 Smart Voter, " Measure BB, Parcel Tax, Alameda- Contra Costa Transit Special District Area 1,"
www. smartvoter. org/ 2004/ 11/ 02/ ca/ alm/ meas/ BB/.
2 David S. Broder, Democracy Derailed: Initiative Campaigns and the Power of Money ( New York: Harcourt, Inc., 2000), 160.
Language Should Provide Transparency on the Issue
Voters may be uneasy with complex, wordy measures. Your goal is to help voters
understand how your simple ballot language translates into benefits for the voters.
This is achieved through the marketing and outreach plans, and not wordy lan-guage
on the ballot.
On a more strategic note, if possible make the title and placement of your ballot initiative the first thing that
voters see when they walk into the voting booth. Label your campaign " Measure A" or " Proposition 100."
Why? Cities and states sometimes have 10- 15 ballot questions, most of which are asking for money, you
do not want your campaign to be the last one asking for money. Keep in mind this is a competition for
funding.
Strategically Label Your Initiative
Confusion is often rampant when there is a great deal of ads asking for no votes. For
example, four substantively different but similarly numbered propositions were on the same
ballot: Proposition 223 dealt with education funding; Proposition 224 with contracting out of
state services; Proposition 226 with union dues; and Proposition with bilingual education.
" When you're dealing with three digits and four initiatives are getting heavy play, you get
confusion." said Mervin Field, head of the California- based Field Poll.
Broder, Democracy Derailed: Initiative Campaigns and the Power of Money2
Regulatory Considerations for Pre- Ballot Certification
The administrative and regulatory stage is one of the times that you will face challenges from initiative
opponents. There are large bodies of regulations and administrative rules that govern the pre- ballot cer-tification
process. All campaigns should recognize the possible pitfalls and problems that can arise dur-ing
the pre- ballot certification process and plan accordingly; do everything possible to ensure that all
rules are painstakingly followed.
The overall strategy for responding to challenges during this process should be part of the campaign
plan. While it is never possible to predict all of the potential issues that might arise during this phase of
the campaign, some of the areas that may come under attack include:
􀁺 The failure to meet legal requirements related to the proposal's content ( such as the single- issue
requirement noted above).
􀁺 Timing requirements.
􀁺 Language summaries for the ballot.
􀁺 The form or format of the petitions themselves.
􀁺 A range of other issues depending on the state.
A basic rule for most
ballot measures is
the simpler language
is better.
Signature Gathering
Each state has a minimum required amount of valid signatures and
may have other requirements related to geographic distribution of the
signatures, or ensuring that the information on the petitions is identical
to the information in the voter registration file. Each campaign should
become familiar with the requirements and restrictions for its state and
maintain a strong understanding of ongoing changes that may impact
the signature gathering effort.
Here are some key tips for a successful effort:
􀁺 Gather More Signatures Than Needed
􀁺 Decide whether to Use Paid or Volunteer Signature Gatherers
􀁺 Verify and Validate Signatures
Gather More Signatures Than Needed
Because of the various reasons that signatures may be invalidated, it is always necessary to gather more
signatures than the minimum required. As a rule, gather at least a 30% " buffer" above the minium number
required.
19 Section Two: Legal Considerations and Campaign Administration
Regulatory Resources
To learn more about regulatory requirements in your state, check the State Board of Elections
page of the CFTE website ( www. cfte. org/ state/ states. asp). You can access your state's infor-mation
through the " States" section.
The Ballot Initiative Strategy Center ( BISC) maintains a central resource library of ballot initiative informa-tion
for the progressive community ( www. ballot. org/ resources/).
The resource library area of the National Initiative For Democracy website
( www. ni4d. us/ resources. htm) has links to relevant historical documents and articles on democracy.
To learn more about initiative and referendum in your state see the Research area of the Initiative and
Referendum Institute website ( www. iandrinstitute. org/).
The More the Better
Of the 65,000 signatures submitted on Denver's FasTracks Yes! Campaign only 58,000
were valid. Luckily they collected 46% more signatures then required.
Decide to Use Paid or Volunteer Signature Gatherers
One of the first tactical considerations to undertake is deciding whether to use paid and/ or volunteer signa-ture
gatherers. Because of the scope involved and the state requirements of signature gathering it may be
difficult to run a volunteer effort. These issues and responsibilities include the number of signatures
involved; the time limitations imposed on gathering in most states; having to validate the signatures are
from registered voters; and properly notarizing the petition forms ( in states where notarization is required).
Because of these challenges, campaigns are increasingly turning to professional signature gathering firms.
While these firms can help mitigate the problems with volunteer efforts ( as noted above), campaigns choos-ing
to employ these firms could face a major budgetary blow. Depending on the complexity of the effort and
the proximity of the hiring date to the " turn- in" date mandated for the petitions, signature- gathering firms
could charge high fees.
The signature gathering
effort poses one of the
toughest tactical and
practical challenges to a
transit campaign.
20 Section Two: Legal Considerations and Campaign Administration
A Successful All Volunteer Effort
The 2004 Denver FasTracks Yes! Campaign used an all- volunteer petition drive. The
campaign had to gather almost 35,000 signatures to get on the ballot. They strategically
decided to invest the time and money to create a volunteer base to demonstrate the wide-spread
support for the campaign. They had over 1,400 petition circulators who gathered
65,000 signatures in 35 days. The all- volunteer petition drive provided the campaign a
large amount of people invested in the campaign, which laid the foundation for an exten-sive
field program. FasTracks Yes! won with 57.9% approval.
Verify and Validate Signatures
The verification and validation procedures vary from state to state. Every campaign should know the proce-dures
that election authorities take and be prepared to quickly pursue appeals through the administrative
process or the courts if it appears that errors were made in the counting process.
Whether using volunteers, paid gatherers, or both, the campaign should carefully review the rules related to
validity of signatures and ensure that the rules are communicated to the gatherers. The campaign should
also be constantly performing a back- end review of the petition forms to monitor validity and determine the
rate of acceptable signatures. Some states allow procedures for the campaign to strike out signatures that it
knows to be defective, thereby ensuring that election officials will not count those signatures.
Ballot Certification and Post- Certification Considerations
At the conclusion of the pre- ballot processes, the secretary of state or other election official designated by
law determines the sufficiency of the petitions submitted. Certifying the initiative for the ballot marks a sig-nificant
turning point for the campaign and in many ways marks the official start of the messaging portions
of the campaign.
Once the proper election officials have certified the campaign, there are a
whole new set of regulations and restrictions that you have to consider.
This has several implications for your campaign:
􀁺 Use of Agency Resources. The transit agency is not allowed to
have employees officially working on the campaign after certifica-tion.
This does not preclude agency employees from taking a volun-tary
leave of absence, volunteering after work hours, or deducting
itemized hours for work related to the campaign.
􀁺 Education vs. Advocacy. MPOs, as well as other planning agencies, are legally required to inform
the public of their long- range transportation plans. Informing the public is also a key component of
winning a funding- related ballot initiative. However, there are restrictions on what constitutes educa-tion
versus advocacy and who can and cannot advocate.
Educating, Not Campaigning in Texas
Months prior to the formation of an official campaign in 2004 and in an effort to gain salien-cy
in the minds of voters to the issues surrounding transportation congestion in the Austin
metropolitan area, Capital Metro, the transit provider paid for television ads that included
music legends, Willie Nelson and Marcia Ball. They talked about traffic and air quality, but
they said nothing about transit. A delicate balance between education and advocacy, the
ads avoided mention of the upcoming initiative, but rather told voters something needed to
be done. In November, the measure won approval 62% to 37%.
The Supreme Court
has upheld, on
numerous occa-sions
that no public
entity, including transit
agencies, shall be allowed
to use public money for
campaign purposes.
21 Section Two: Legal Considerations and Campaign Administration
􀁺 Campaign Lawsuits. In multi- billion dollar campaigns and campaigns with a rail component, one
should anticipate or at least be prepared for the critics of the proposal to pull out all the stops. This
includes lawsuits. Regardless of the merit of the lawsuit, the media coverage generated can often
be more detrimental to the campaign than the actual lawsuit itself. There is no cookie- cutter way to
prepare for this, but here are a few examples of lawsuits filed during recent campaigns:
􀁺 Failure to acquire environmental quality documents for projects on the proposed
" wish list."
􀁺 The legality of voting on the same issue twice.
􀁺 The restriction of use of public property to construct and expand a monorail system.
􀁺 Failure to disclose campaign finance records in a timely manner.
􀁺 Direct mailer language that indicates support for a ballot measure.
􀁺 Courts. The judicial system offers campaigns the only remaining option if they feel that mistakes
have been made during the pre- ballot certification process. Even under the best planning and
implementation situations, be prepared for the unexpected. For example, if the campaign carefully
monitors the signature process and makes an independent determination that a statistical sample
procedure that was performed was flawed; it may need to seek relief from the courts to ensure a
proper re- count. Recourse to the courts tends to be expensive because of legal fees, expert wit-ness
fees, and other expenses. This should be viewed as a last resort and relied upon only when
the campaign can obtain relief in no other way.
Campaign Administration Issues
In this section, we look at a few important things to consider in administering your campaign, including:
􀁺 Organizational Structure
􀁺 Types of Staff
􀁺 Types of Consultants
Organizational Structure
Defining the structure of your organization essentially means identifying the lines of communication and
responsibilities for each team member. Who reports to whom? When do they report? What do they report?
Why do they report? And how do they report? Take the following steps to define your organization:
􀁺 Identify Your Staffing Needs
􀁺 Define the Staff Positions
􀁺 Identify the Consultants
􀁺 Put the Pieces Together
Identify Your Staffing Needs
As you begin to develop your campaign plan, your staffing requirements will become clearer. You need to
review the budget, the time frame of your campaign, your projected volunteer resources, and your overall
strategy. Once you have closely examined each of these areas, you can then begin to decide which the
staff positions you need to fill, which ones you would like to fill, when you need to have them filled, and the
desired qualities in the person for each position. Answering these questions can also help you identify the
salary range and responsibilities for each position.
22 Section Two: Legal Considerations and Campaign Administration
Define the Staff Positions
Once you have defined your staffing requirements, you can then define the campaign positions and how
they fit into your organization. Your staff should function as a team; they will be working long hours together
in a high stress, intense environment. As noted throughout this section, your staffing needs will vary
depending on your resources, but there are some general guidelines to consider when searching for some-one
to fill each position. The following are brief descriptions of frequently used staff and consultant positions
in an initiative campaign.
􀁺 Campaign Chairman. The campaign chairman plays an important role in putting a face on the cam-paign
name. Therefore, he or she should be a recognized household name. This is the person that
will be able to help secure funds for the campaign and will give the campaign credibility. This per-son
will utilize previous contacts within the community to help build the coalition. Examples include
former mayors and CEOs.
􀁺 The Campaign Manager. This is the person responsible for the development and implementation of
the campaign. Although others will assist in developing the campaign plan, the campaign manager
is the person responsible for the on- site implementation of the plan. The campaign manager
spends about 20% of his or her time working on the budget; 60% interacting with staff, supporters,
and consultants; and the other 20% on miscellaneous paperwork. Occasionally a campaign manag-er
writes a speech or a piece of literature, but their time is too limited to undertake such a time- con-suming
task. In an initiative campaign, the campaign manager plays a very central role. The cam-paign
manager keeps the entire organization focused on the issue and motivates the staff. This per-son
should have strong political instincts; an ability to listen; good management skills ( for staff, con-sultants,
and volunteers); and financial and budgeting skills.
􀁺 The Fundraising Director. The fundraising director plays a pivotal role in any campaign- if there is
no money, there is no campaign. The fundraising director is responsible for coordinating events,
producing and overseeing direct mail solicitations, monitoring the reporting process, and directing
the finance committee. Given the vocal and public role of the fundraising director in an initiative
campaign, look for an individual who not only understands how to raise money, but how to ask for
and keep track of it.
􀁺 The Communications Director and/ or Press Secretary. The communications director oversees
the press, research, and scheduling departments and spends his or her time coordinating the activi-ties
between the three departments, as well as acting as a drill sergeant on message delivery.
Depending on the size of the staff, the communications director may do all of the above and also
act as the press secretary, writing releases and speeches, arranging press events, and talking with
reporters on a daily basis. This person should have strong written and oral communications skills; a
solid grasp of the issues and the political climate; good political instincts; and honesty.
􀁺 The Field Director. The field director should have energy, enthusiasm, and an ability to analyze
demographics. The field director travels the state meeting people and attempts to get their support.
This individual is one of the most visible people on the campaign. The field director keeps track of
supporters, noting where they reside, what other campaigns they support, what volunteer tasks ( if
any) they are willing to perform, and what contacts they have in their community. The field director
also keeps track of supporters of the opposition and the critics of public transportation. This person
should have good basic math skills and an understanding of demographics; an outgoing personali-ty;
good political judgment; and the ability to build coalitions.
23 Section Two: Legal Considerations and Campaign Administration
􀁺 Opposition Researcher. The primary responsibility of the opposition researcher is to uncover
everything possible about the opposition and the critics of public transportation and about your own
campaign. You then use this information to draft polls, refine your message, and develop an earned
media strategy. The researcher searches through statistics, testimonials, financial reports, commu-nity
lists, and other sources, and then makes sense out of the findings and reports back to the cam-paign.
This person should have an eye for detail and a penchant for accuracy; solid writing skills;
excellent research skills; an understanding of the political climate; and the tenacity to find the
" unfindable."
􀁺 The Office Manager/ Administrator. The administrator is responsible for the smooth operation of
the office. This is the person that staff members turn to when equipment needs repair, supplies are
needed, or snacks and sodas are needed for volunteer activities. This person should have organi-zational
and planning skills; an ability to work with a host of different personalities; bookkeeping
skills and sensitivity to budgetary constraints; and a desire to run the office, not the campaign.
􀁺 The Volunteer Coordinator. Volunteers are vital to the success of any campaign, especially initia-tive
campaigns. A good volunteer coordinator can recruit and maintain a constant flow of efficient
volunteers working at headquarters. This person should have a friendly demeanor; patience; a
good sense of humor; strong organizational skills; good phone skills; an ability to assess the skills
of others; and an ability to give clear and precise directions.
Identify the Consultants
Your initiative campaign needs consultants and the advice of professionals for certain aspects of the elec-tion
process, such as budgeting, producing advertisements, and polling. Your budget and political climate
help dictate whom you hire and when you hire them. The following are descriptions of the major types of
political consultants that initiative campaigns typically hire.
The General Consultant
A general ( or management) consultant serves as an objective, seasoned political voice for the campaign. A
good general consultant has years of experience in the political arena and can become one of your great-est
resources. This person usually writes the campaign plan, develops the budget, and helps oversee the
implementation of the campaign plan. Though a general consultant usually works closely with the campaign
manager, this person also works with other staff members. A general consultant also serves as a liaison to
your other hired consultants and works through strategy with them, saving the campaign manager a great
deal of time and stress.
The Pollster
It is important to choose the right person or firm to do your polling. It is difficult to wage a credible campaign
without survey research. You need to know the strengths and weaknesses of your initiative, as well as the
strengths and weaknesses of the opponents to your initiative. Survey research is essential to accurately
gauge voter viewpoints and attitudes concerning transit. For example, if you choose to release polling num-bers
to the press and potential contributors, you need a credible name behind those numbers. This means
hiring someone with experience in initiative polling and a good reputation.
24 Section Two: Legal Considerations and Campaign Administration
The Broadcast Media Consultant
Modern initiative and referenda campaigns are most successful with a significant broadcast media compo-nent.
For most issue campaigns, broadcast media accounts for the majority of the campaign's expenditures.
Radio, television, and print advertising allow you to reach large numbers of people with a controlled mes-sage,
which is why broadcast media is so crucial to initiative campaigns.
The consultant that you select to produce your advertisements will make a significant difference. Often the
only way voters become familiar with your initiative is through television or radio commercials. It is wise to
hire a media consultant who specializes in political communications; has an understanding of how to pro-duce
effective political messages; and knows how to efficiently and effectively buy the time for the ads.
The Persuasion Mail Consultant
Persuasion mail can be an effective tool, especially in campaigns with well- targeted groups of persuadable
voters. Many campaigns try to do their own mail and generally fail to produce compelling, effective messag-ing-
that is why there are seasoned professionals in this area. You need to determine whether hiring a per-suasion
mail consultant is a wise use of your resources considering the overall political climate surrounding
your transit initiative.
Fundraising Consultant
Many campaigns rely on the services of fundraising consultants to direct their finance efforts. Hiring
fundraising professionals with long- standing contacts makes sense since an increasing number of initiative
campaigns are being primarily funded through a small group of " angels" ( individuals or organizations willing
to provide large sums of money to finance the campaign).
Signature Gatherer/ Consultants
As noted earlier, Many campaigns turn to outside consultants to gather signatures since
the requirements for signature gathering vary state by state and are complex. This field
has its controversy and a large portion of the legal wrangling that has taken place con-cerning
the initiative process has revolved around the signature- gathering phase of the
process.
If you decide to place an initiative on the ballot using only volunteers, be aware of the
state's procedures. Many states have a time limitation on the period within which signa-tures
may be gathered and it can be difficult to coordinate the volunteer resources nec-essary
for successful completion of the project. As such, many campaigns turn to pro-fessionals
who hire large groups of people to fan out across the state and gather signa-tures.
These professionals are typically paid per- signature gathered, thereby giving
them the incentive to aggressively seek out large numbers of voters. There are also
costs for printing the petitions; and depending on the complexity of the legal require-ments
for petition format, this can cost the campaign tens of thousands of dollars for
production expenses.
Also be certain to
comply with the
legal requirements
in your state
regarding paid signature
gathering, as noted in the
Legal Issues portion this
section.
Organization Item Website
The Center for Transportation
Excellence
Sample ballot language www. cfte. org/ success/ language. asp
Smart Voter Archive of Past Elections,
Measure BB Parcel Tax
www. smartvoter. org/ 2004/ 11/ 02/ ca/ alm/ meas/ BB/
The Center for Transportation
Excellence
State regulatory informa-tion
www. cfte. org/ state/ states. asp
The Ballot Initiative Strategy
Center
Resource library of ballot
initiatives
www. ballot. org
National Initiative For Democracy Resource library of rele-vant
historical documents
www. ni4d. us/ resources. htm
Initiative and Referendum Institute Resource library of state
initiatives and referen-dums
www. iandrinstitute. org/
25 Section Two: Legal Considerations and Campaign Administration
Put the Pieces Together
Though each person is a member of the campaign team, each has indi-vidual
responsibilities and each needs to understand their role and how
it fits with the other players. Communication is key to the success of your
organization and ultimately your success at the polls. There are several
ways to keep the lines of communication open in your campaign:
􀁺 Hold weekly or daily staff meetings. Determine a specific, regular time to meet and keep the meet-ing
to a set timeframe and a clear agenda.
􀁺 List the responsibilities of each team member in the campaign plan. Ensure each person receives a
copy of the roles and responsibilities.
􀁺 Create an organizational chart to delineate who reports to whom, as well as provide a visual aid
showing how each member of the campaign team is connected.
Additional Resources
Once you know your
staffing and consultant
needs, define the lines
of communication and " put
the pieces together."
You can link to these resources on the accompanying CD.
26 Section Three: Campaign Preparation
Section Three:
Campaign Preparation
Section Three focuses on gathering the resources you need to prepare for a successful campaign. This
includes a strategic plan, funds, and people.
The area on developing the campaign plan presents an overview of each segment of the overall plan
and is provided as a high- level outline. This guide provides further detailed information on each compo-nent
segment in the corresponding sections.
Research: Gathering Information
Research is the foundation of any campaign's strategy and is the basis of the case put before the voters.
For example, a good poll can give the campaign an overall view of what messages work, where they work,
with whom they work, and when they work, as well as the reverse— what messages probably won't work.
These are some key considerations in building your research program:
􀁺 Basic Questions You Need to Be Able to Answer
􀁺 Surveys, Polls, and Focus Groups
􀁺 Targeting Voters
􀁺 Opposition Research
􀁺 Sources of Information
Basic Questions You Need to be Able to Answer
These basic research questions and strategies help you plan and develop your research. These are not all-inclusive;
your research needs are determined by your campaign's needs. Add and subtract where appro-priate.
􀁺 Investigate the process of ballot initiatives in your state or local area. If the process requires
signature gathering:
􀁺 How many signatures are required and what are the requirements for circulators and
signers?
􀁺 Is there a minimum number or share of the signatures required from specific areas ( such
as counties or local jurisdictions)?
􀁺 If the process is initiated by legislative action:
􀁺 How many votes are required?
􀁺 How many legislators are on record already?
􀁺 Prepare a list of legislators' positions on the initiative and on the question in general.
􀁺 Who are the major campaign donors to legislators for and against the initiative? Include
their phone numbers and addresses.
􀁺 Is there a link between contributions and other issues?
􀁺 Which legislators are best targets for lobbying?
As such, the components of this section include:
􀁺 Research ( gathering information)
􀁺 Campaign Plans ( developing the strategy and drafting a plan)
􀁺 Fundraising ( gathering the funds)
􀁺 Building and Using Coalitions ( gathering the people)
27 Section Three: Campaign Preparation
􀁺 Investigate the experience of other initiatives in your area.
􀁺 How many have been excluded from the ballot and how?
􀁺 Which initiatives have passed?
􀁺 Prepare a list of the vote area by area.
􀁺 What were the key political forces in carrying or defeating initiatives in the past?
􀁺 What are the positions of those forces or coalitions on this initiative?
􀁺 Prepare a list of key individuals and groups, both pro and con, with phone numbers and
addresses.
􀁺 Which areas have the largest voter turnout?
􀁺 Prepare a table and map of voter turnout. Which areas tend to vote in " blocks" on this type
of question? Prepare a table and map of the key areas.
􀁺 What are the demographics of these areas? Prepare a table of the demographics.
􀁺 Investigate which groups have been key to the passage or defeat of similar initiatives.
􀁺 What were the main messages of each side?
􀁺 What issues did each side highlight?
􀁺 What issues did the press focus on?
􀁺 Which arguments were most successful? Why?
􀁺 Prepare a clipping file on messages and issues in other campaigns.
􀁺 Prepare a list of key persons and organizations that might serve as resource persons for
your campaign.
􀁺 Investigate the history of your issue in this area.
􀁺 Which groups and individuals have played key roles ( pro and con)?
􀁺 Prepare a file on each, including clippings, with address, phone number, information on
past activity, links to other individuals and groups, and positions and activity level on this
referendum.
􀁺 What issues and arguments have been most typical of each group?
􀁺 Prepare a list of all the media in the referendum area.
􀁺 Include community, religious, labor, and organized papers and newsletters.
􀁺 For radio and television note all shows which might become, or already are, a forum for
discussion of the issues.
􀁺 How fair and complete has each been in coverage of the issue in the past?
􀁺 What has been their editorial position?
􀁺 Which reporters have covered the issue in the past? Have they been fair? If not, what has
been their bias, and which messages and issues have swayed them?
For more detailed information on research, including developing a research program; analyzing the
research; and developing key materials based on the research see the 2001 Ridder/ Braden Manual
For Initiative Campaigns, which is available in full on the Companion CD of this guide.
Surveys, Polls, and Focus Groups
Survey research and focus groups provide your campaign with the background information necessary to
develop your message and persuade voters to join your transit effort. If you are unsure how to use survey
research, consult with someone who does. It can mean the difference between winning and losing.
28 Section Three: Campaign Preparation
Survey / Polling Research
In campaigns, three basic types of polls are used: baseline ( sometimes called benchmark), trend, and
tracking.
􀁺 Baseline. A baseline survey has a longer than average interview length, has the most respondents
and tends to be the most expensive poll conducted during the campaign. The baseline poll provides
concrete numbers demonstrating support for the issue and can be used to show initial strength in
the campaign, to validate your issue position, or to emphasize the fact that the campaign needs to
raise significant funds to mount an effective communications program.
􀁺 Trend. A trend poll's primary objective is to test trends and changes in the political climate, as well
as check the effectiveness of certain campaign tactics and messages. It is particularly useful in test-ing
new data about your opposition and your critics.
􀁺 Tracking. This type of poll is conducted in the final stages of the campaign when the campaign's
media buys are heaviest. Its purpose is to gauge how the campaign's communications efforts are
moving voters. It can also indicate whether specific commercials and field operations are working.
Your survey research helps you identify three basic elements of your campaign strategy:
􀁺 General Theme
􀁺 Most Effective Messages ( as well as the most effective messages for your opponents)
􀁺 Target Groups
Note that survey research requires a trained, experienced professional who understands how to craft a poll,
knows the proper methodology for conducting one, and has the political skills to analyze the results and
recommend strategies.
Convincing Survey Language
In 1996, Santa Clara, California, conducted surveys and formed focus groups to determine
the characteristics of a successful initiative. Interestingly, the supporters of the initiative
actively invited potential opponents to collaborate on the design of the various surveys. The
effect of this was to allow those perceived as " extremists" to have their ideas tested ( and
ultimately rejected) in polls. Supporters of the measure believe that this action eventually
co- opted much of their potential opposition, as well as serving to help make the surveys
more convincing. The measure was successful.
Haas, Why Campaigns for Local Transportation Funding Initiatives Succeed or Fail. 3
3 Peter J. Haas, Ph. D., Why Campaigns for Local Transportation. Funding Initiatives Succeed or Fail: An Analysis of Four Communities and
National Data ( Mineta Transportation Institute Report 00- 1, June 2000), http:// transweb. sjsu. edu/ CoalitionFinal. htm.
A Note on Polling
Polling is not the only mechanism available to gauge public opinion, nor should it be the only tool used. In
the recent past, not one multi- billion dollar campaign has relied solely on public opinion polling. Most large
campaigns begin eighteen months before the vote with public meetings, and lots of them— usually ten per
month. While this may seem burdensome, the benefits far outweigh the costs in at least two respects.
First, it allows the agencies involved to build coalitions with community and business groups, who can
later become spokespersons for the campaign. Second, it allows the agency ample opportunity to tweak
the expenditure plan and ballot language to make it " winnable" at the ballot box.
Focus Groups
Focus groups are usually comprised of eight to twelve people who are randomly selected from a predeter-mined
demographic pool ( i. e., gender, common interests, voting patterns, and economic background.) It is
important to note that focus group results do not carry the degree of statistical certainty that qualitative
research results ( like surveys or polls) have. As such, you cannot extrapolate the results of focus groups to
the general population the way that you can with polling results.
Targeting Voters
One of the most important purposes of your survey/ polling activity is to help
identify likely voters. It is vital for your success to determine who your voters
are and where they can be found. It can also save the campaign time and
resources. Use your baseline poll results, opposition research, past election
results, and past voter turnout to accurately predict voter turnout for your
election and identify the voters who will support your issue. Research the
past performance of like elections to break down the votes into geographic
regions. For a citywide initiative, this should be done by precinct. For a
statewide campaign, this should be done by county or congressional district.
Based on this data, you can project how many votes the campaign needs to win from each area.
The targeting process helps you identify three key groups of voters:
􀁺 Your base supporters who need to be motivated to get out and vote.
􀁺 Voters to be persuaded to vote in support of your issue. Knowing the locations of these specific vot-ers
helps your campaign devote the appropriate resources to persuading them to vote with you on
Election Day.
􀁺 Your opponents' base supporters. Knowing the locations of these specific voters keeps your cam-paign
from wasting limited resources and inadvertently encouraging increased turnout favoring your
opponents.
Though these steps may seem straightforward, an in- depth and accurate analysis of this information is criti-cal.
When done correctly, targeting can be an invaluable tool. When done incorrectly, targeting can send the
campaign on a wild goose chase.
29 Section Three: Campaign Preparation
Remember, above
all, you want to
motivate only your
base supporters and
those who can be per-suaded
to join with you to
vote on Election Day.
Research Helpful Hints
To use survey research, you need to be aware of the differences between methodology and content.
Pollsters often have their own drafting and targeting styles and these differences can affect the outcome of
the poll. To help you identify and analyze some of these differences, here are a few helpful hints to keep in
mind as you play the numbers game.
􀁺 Look for the Differences in Polling Methodology and Content
􀁺 Voters Do Lie
􀁺 Ballot Language Can Cause Confusion
Look for the Differences in Polling Methodology and Content
Know how results from two polls seemingly surveying the same issue can be different:
􀁺 Are the surveys worded the same way? Initiative ballot language can be long and cumbersome.
Pollsters may not want to read the entire ballot language during their surveys. Sometimes the bal-lot
language is abbreviated, paraphrased, or summarized, which can create discrepancies in the
language that is actually tested.
􀁺 Is the polling universe surveyed the same? Some surveys include " all voters" while others include
only " likely voters." The results can be strikingly different between these two groups.
􀁺 Is the sample size the same? The larger the sample, the lower the margin of error. The margin of
error for a sample of 300 can be as high as +/- 6.5% whereas the margin of error for a sample of
500 can be as low as +/- 4.0%. Analyzing the margin of error can account for the differences
between polls.
Voters Do Lie
Voters do occasionally lie to pollsters, but they seem to lie more often on issues of personal morality, like
gay and lesbian rights. For example, every pre- election poll in Colorado in 1992 showed that Amendment
2, an anti- gay rights measure, would be defeated. Every poll was wrong. The post- election review of the
surveys and election results showed that voters did not want to readily admit their support of Amendment
2. Inaccurate data leads to costly decision- making. Poll data are only a snapshot in time; voters may
change their attitudes and opinions about an initiative, based persuasive media. Be on the watch for this
trend and ask your pollster how he or she intends to deal with it.
Ballot Language Can Cause Confusion
Expect voters to be confused if the language of the initiative does not
make clera the true meaning of a yes or no vote. Work closely with your
research team to determine how likely the language of the initiative will
confuse voters. The most effective way to defeat an initiative is to point out
its vague and confusing language.
30 Section Three: Campaign Preparation
Acceptable Polling Sample Sizes
Here is a list of common margins of error based on the number of people interviewed.
300 = 5.7% ( use with a vulnerability poll- only to decide whether or not to run)
400 = 4.9% ( the low end of what you should do for strategic purposes- not for
publication)
600 = 4% ( the low end of what is acceptable for the press)
800 = 3.5% ( acceptable by the press; good internally if you have several
groups to compare)
1000 = 3.1% ( when released to the press, the numbers are usually accepted as
bullet proof)
Cohen, " How to Keep Polling Costs Within Your Overall Budget," Campaigns and Elections 4
To ensure your
ballot language is
clear review the
Ballot Language
Development portion of
Section Two.
Opposition Research
Know your enemy and know yourself. A well- documented, solid report on the critics
of public transportation and your opposition's campaign can greatly assist you in fur-thering
your cause and achieving your goal. But to be truly effective, you should also
know your own strengths and weaknesses. Be meticulous and patient in developing
your opposition research; it can mean the difference between two days of positive
news stories and a week of negative press.
4 Michael D. Cohen, " How to Keep Polling Costs Within Your Overall Budget," Campaigns and Elections ( August 2004),
www. findarticles. com/ p/ articles/ mi_ m2519/ is_ 7_ 25/ ai_ n6240740.
For more details on
opposition research see
Responding to Critics of
this guide ( Section
Five).
31 Section Three: Campaign Preparation
The Enemy is Us
In fact, you need to put yourself in the mindset of your opponents and con-sider
how your initiative campaign might be attacked from every angle. As
the strongest proponent of your position, you should be as familiar with the
potential arguments and criticism, real and imagined, that might be leveled
in your direction. In order to be fully prepared before the critics go public
you should develop a " dossier" on the weaknesses of your own campaign.
Some things to consider include:
􀁺 Management problems or concerns at the agency that may be brought to the public eye,
including existing or potential labor disputes within the transit system
􀁺 Arguments that critics often make in opposing public transportation
􀁺 Specific concerns and issues that might arise in your community. For example, will some resi-dents
be displaced by the services envisioned in your plan? Why did you select some com-munities
and not others to receive service? What was the rational behind the mode choices
selected? Are you targeting a specific high- traffic corridor? Would certain businesses or
groups benefit from your proposal? If so, how and why are those benefits appropriate? Is
there any potential for people to interpret these benefits as inappropriate? Any one of these
areas can become fodder for the critics.
􀁺 Concerns and questions about those who are endorsing the initiative and/ or providing funds.
Although you can't know everything about all your supporters, it is always smart to check
them out as much as you can to ensure that there are no " unorthodoxies" in their business
methods or oddities in their mission statements. While you want to receive funding and
endorsements from as many sources as possible, remember that everyone involved in your
campaign will reflect upon it. Do what you can to ensure that is a positive impression.
􀁺 Concerns and questions about the leaders of the campaign. Is the campaign staff managing
funds appropriately? Are the spokespeople strong supporters personally of the effort: do they
take public transportation themselves? If not, why not?
The key here is that opponents to your initiative will often have no qualms in raising arguments— even
if those arguments seem somewhat personal and unrelated to the policy issues of your effort. They
just need to raise enough questions in the mind of a voter that he or she will be unwilling to risk the
investment you're suggesting. As such, you need to be prepared to address these questions before
they come up. Hopefully, it goes without saying that your research into your own campaign's weak-nesses
needs to be kept EXTREMELY secure. The last thing you need is someone tracking down this
information and being able to state publicly, " According to documents developed by the initiative sup-porters
' statement x'." And your most damaging weakness is " statement x."
Opposition
research is
not just about
the opposition.
32 Section Three: Campaign Preparation
Sources of Information
Information gathering is a time- consuming process. There are many, many places where you can search for
facts, statistics, and background information on your opposition and critics— a few prime sources have been
included below. However you will most likely find additional ones. The key in your attempts to locate infor-mation
is to look in every corner. Even though someone may tell you it doesn't exist, you should have the
tenacity to discover that for yourself.
Internet Based
Online research has quickly become the primary tool for virtually all forms of information gathering. Your
research team should include at least one person who is extremely proficient in using the Internet ( particu-larly
web groups and newsgroups). You should use the Internet as your first source for information.
Some good sources on the Internet for public transportation research include:
􀁺 American Public Transportation Association ( www. apta. com/ research/)
􀁺 Public Transportation Partnership for Tomorrow ( www. publictransportation. org)
􀁺 Surface Transportation Policy Project ( www. transact. org/)
􀁺 The Center for Transportation Excellence ( www. cfte. org/ news/)
􀁺 Ballot Initiative Strategy Center ( www. ballot. org/)
􀁺 Friends of Transit ( www. friendsoftransit. org/ links. asp)
􀁺 The Transit Alliance ( www. transitalliance. org/ fr_ issues. htm)
􀁺 The Transport Policy Yahoo Group ( http:// finance. groups. yahoo. com/ group/ transport- policy/)
Interviews
A good place for information is among those already involved in the campaign. Many activists have their
own files or access to files on the issues. These files are extremely valuable because they have been
developed in the course of an actual campaign on the issue. These people may have relevant material and
can also point you toward other important sources of information.
National organizations are also an extremely valuable resource. They have collected data from many cam-paigns
and recorded the input of activists from across the country. They can often afford full- time staff who
specialize in collecting and analyzing the information and experiences surrounding their issues.
Literature Review
Newspapers and magazines are basic source materials. These are available at your local library. Back
issues are often on microfilm. Large newspapers may publish annual subject indexes. Many newspapers
and magazines are indexed in the Readers' Guide to Periodical Literature.
Local papers, church papers, organization newsletters, labor papers, and other publications- look for these
sources on both the pro and con side of your initiative. They may not be indexed, but the publisher or a
subscriber may have complete files that are available to researchers.
33 Section Three: Campaign Preparation
Clipping Services and Other Ongoing Sources of Information
Many newspapers and magazines are indexed in computer databases such as LexisNexis
( www. lexis. com) and Dialog ( www. dialog. com). Costs for service depends on usage. It is
often possible to find supporters who subscribe to these services and who will make an in- kind
donation of the service. For transportation- related news, try a service like TransitNews. net. You
can also conduct our own research on Google ( Google. com) under the " News" tab.
State, County, and Municipal libraries have special collections that should include the proceedings of the
respective legislative bodies and the voting records of the members. Copies of these records are often
available from supportive members of the legislative bodies. Political parties often publish summaries of the
work of the legislature, as well. These summaries highlight key issues and serve as a guide to the work of
the session. Law libraries, especially those at public universities or associated with state supreme or appel-late
courts, are often official repositories of administrative, legislative, and regulatory documents.
County Clerks, State Boards of Election, and Other Outlets for Public Records are sources for things such
as petitions for ballot referenda and financial disclosures for candidates, lobbyists, and other political fig-ures.
Supportive elected officials can offer valuable guidance in accessing these records. Every state has
some sort of official archival system for official documents, and many have placed large quantities of state
documents online.
Beware of Infiltration Leaks
Campaigns have open structures that rely on massive volunteer efforts. As a result, they can easily
become a target for infiltration by your opposition. Because so much of your research is highly sensi-tive,
you need to take steps to ensure that as little information as possible is leaked.
As a general rule, your research operation should be one of the more covert aspects of the campaign.
However, leaks are common and unavoidable. The best way to combat this is to take the necessary
steps to diminish the risk of infiltration and leaks to help safeguard your research:
􀁺 Access to completed research should be restricted to those who " need to know." Politically
sensitive documents should be kept in a locked filing cabinet in a room with a door that locks.
􀁺 Researchers should not discuss their work outside the research team.
􀁺 Copies of research, complete or incomplete, should not be distributed in any form outside the
campaign structure, especially to the press.
􀁺 Researchers, no matter how informed, should not speak with the press unless specifically
requested to do so by the communications department.
􀁺 Campaign leadership should solve any persistent problems.
Writing the Campaign Plan: Developing the Strategy
The campaign plan serves as a guide or a roadmap for the duration of your
campaign and defines your message, how your message is delivered, to
whom it is delivered, when it is delivered, and what resources are necessary to
deliver it.
Most of the segment components of the campaign plan are explained in more
detail throughout this guide, so only a high- level discussion of the different ele-ments
is explained here. The overall campaign plan provides a top- level view of the more detailed plans
that are developed for each of the components noted below.
A campaign plan
is a written doc-ument
outlining
the strategic and
tactical elements of the
campaign.
Section- by- Section Template
Since this guide is dedicated to explaining and providing suggestions for implementing each aspect of a
transit initiative campaign, the following is simply a brief overview of the eleven key components of a cam-paign
plan. Again, these are the basic components and you will undoubtedly add to and subtract from them
to suit your organizational, political, and financial needs.
1. Strategy and Tactics
2. Theme and Messages
3. Targeting: Locate 50% + 1 of the Electorate
4. Fundraising
5. Budget
6. Organizational Structure
7. Research
8. Scheduling
9. Earned Media
10. Voter Contact
11. The Calendar
1. Strategy and Tactics .
Your campaign strategy is based on two fundamental questions: ( 1) Who will vote for you? and ( 2) Why will
they vote for you? To define your campaign strategy you have identify why voters support your position.
This requires an assessment of the current political climate, as well as an assessment of your strengths
and weaknesses and also those of your opponents and critics. Again, much of this information derives from
the results of your research. Targeting, projections, opposition research, and baseline polling all help deter-mine
who will vote for you and why they will vote for you.
After you define your strategy, you will identify the tactics needed to carry out that strategy. That is the pur-pose
of the remainder of the campaign plan. Your tactics depend largely on your budget. Unfortunately,
most initiative campaigns do not have extensive or excessive resources- they have a limited budget and,
consequently, every tactical move has to be plotted with utmost care.
2. Theme and Messages
This portion of the plan is perhaps the most critical to your ultimate success. It explains
why a particular theme has been chosen, as well as when and how certain messages
will be used. Include a list of ten " hot words" and phrases that best describe why the
initiative should be defeated or passed. These should be highly descriptive and often
emotional terms that provoke the positive or negative responses that you want from
voters. All of your subsequent communications to the public should make liberal use of
these " hot words" and phrases. Repetition is a key component of effective messaging.
3. Targeting: Locate 50% + 1 of the Electorate ( or More Than Two- Thirds If You're in California!)
Targeting is the process that helps you identify where you will get the number of votes
you need to win on Election Day. To effectively isolate your base of support, your oppo-sition's
base of support, and the persuadable voters, you should identify: ( 1) How many
votes it takes to win based on accurate forecasting of the overall turnout to be expected
in a given election cycle and ( 2) Where those votes are, geographically and demograph-ically.
The targeting process requires patience and time.
34 Section Three: Campaign Preparation
Section Four,
Getting the Word
Out, provides
detailed information
on developing your
theme.
The Research por-tion
of this section
presents informa-tion
on targeting
voters.
35 Section Three: Campaign Preparation
4. Fundraising
The fundraising plan answers two fundamental questions: ( 1) Where will the money
come from? and ( 2) how will be it raised? Obviously, the fundraising goals should be
realistic and in line with the campaign budget. There is no need to include the entire
fundraising plan in the general campaign plan. A summary will suffice, along with some
discussion of how the fundraising operation functions with respect to other depart-ments.
5. Budget
The budget is the backbone of the campaign planning process. The budget defines the
parameters for all campaign components, such as when and where to place the media
buy, how many tracking polls to put in the field, and the number of literature pieces to
be produced. These all filter into the general strategy. Consequently, develop the budget
with care, caution, and accuracy. It demands significant time, attention to detail, and
specificity. That is why you should produce three budgets: high, target, and low, which
allows you to view the campaign's financial situation from the most ideal to the most
frighteningly frugal.
6. Organizational Structure
It is important that the plan should clearly define the structure of your organization
before you are six months into the campaign. This section of the plan should clearly
delineate the lines of authority; each person's roles and responsibilities; and the expec-tations
for the consultants, steering committee members, and finance chair. Everyone
should understand who reports to whom and when. Because a successful campaign
organization demands constant communication among the key members of your team,
it is important to note how these various factions should interact. Ideally, you should
include an organizational chart so the lines of authority are clear. Above all, this part of
the planning process should be viewed as a means to facilitate communication and
increase productivity. The more defined the lines of communication and responsibilities,
the greater chance for individual and, consequently, organizational success.
7. Research
You should develop a research plan and timeline, in consultation with your pollster. This
includes timetables for any trend or tracking polls, as well as focus groups. A timetable
for your opposition research is also an integral part of your research plan. Be sure to
include this information and identify who is responsible for the day- to- day monitoring of
your opposition and critics and what that tracking process entails. The development and
implementation of an opposition tracking operation is not trivial. The campaign should
know what the opposition is doing, when they are doing it, and how they are doing it.
The campaign plan is a mechanism to force the campaign to assign responsibility for
this critical task.
8. Scheduling
Any initiative campaign needs to schedule speakers for forums and important meetings
with key members of the community and constituency groups. Depending on the politi-cal
climate in your region, this may or may not require a full- time scheduler. This section
of the plan focuses on the process for deciding where speakers should be scheduled.
Often scheduling decisions are made in weekly meetings with the communications
director, the field coordinator, and the manager. This part of the campaign plan should
also clearly note who is responsible for saying yes or no. Scheduling is based on cam-paign
priorities and is a proactive process. Your targeting efforts help determine which
regions and demographic groups need the greatest degree of attention. Once you have
made targeting determinations, you can make planning decisions on where and when
the campaign needs to have speakers and then find the venues.
Developing and
implementing your
fundraising activi-ties
are discussed more
fully in the Fundraising por-tion
of this section
The Budgeting
portion of Section
Three provides
information on
preparing the campaign
budget.
Section Two, Legal
Considerations and
Campaign
Administration, has more
details.
The Research
portion of this
section provides
detailed informa-tion
on developing a
research plan.
The Field
Operations portion
of Section Four,
Getting the Word Out, pro-vides
more information on
Scheduling.
36 Section Three: Campaign Preparation
9. Earned Media / Press
Earned Media refers to communications outreach that your campaign undertakes to
spread your message without directly paying for the particular media employed. The
most common form of earned media is mention in print or broadcast press. The earned
media portion of your campaign plan is a high- level overview of the more extensive plan
developed by your communications director or press liaison. Your plan should outline
and identify which media to use most often, such as print press, live press conferences,
and radio talk shows. Connect the earned media plan to the theme and message
because the earned media operation deals primarily in delivering the campaign mes-sage
and blunting the messages of your critics and opposition.
An effective earned media operation also coordinates its activities with the efforts of the
paid media operation. Design the earned media outreach to reinforce the message and
theme used in paid media efforts in order to increase the repetition of such messages
and themes. Your detailed press plan outlines these kinds of activities; however, use
examples in this section of the campaign plan to illustrate the type of communications
operation you envision.
The press portion of your campaign plan should also identify strategies for working with
the press, including editorial boards. Since not all staff members have been trained in
message discipline, the press area should clearly define who has authority to speak on
behalf of the campaign.
10. Voter Contact
This section of the campaign plan should focus on the various forms of field operations
for voter contact, including paid media ( radio, TV, cable, billboard, print advertising, yard
signs), persuasion mail, Internet ( web and e mail programs), and field operations. Your
field operations cover a lot of ground ( no pun intended), including coalition building, field
design, door- to- door and phone canvassing, leafleting, and Get Out the Vote ( GOTV)
efforts. How the campaign plans to use each of these forms of voter contact should be
described in some detail.
11. The Calendar
As a final piece to your campaign plan, develop a master calendar of all the planned
campaign activities. This provides an immediate visual reference. At a glance you will
know when there are likely to be resource strains on your campaign and what has to be
done on any given day. Being able to look ahead in the campaign schedule allows for
you to make appropriate changes to the plan as changing circumstances warrant.
What's Next in Campaign Preparation?
Now that we've outlined the campaign plan, section by section, we will describe what's next in campaign
preparation. The next portions of this section focus on the remaining tasks for preparing for your initiative
campaign. This includes gathering the funding and people necessary to be successful. As such, your cam-paign
will build a budget, fundraise, build coalitions, and prepare a campaign calendar. These sections
explain each of these tasks and provide guidelines and some examples of each area.
The Media
Operations portion
of Section Four,
Getting the Word
Out, provides detailed infor-mation
on Earned Media.
Section Four,
Getting the Word
Out, provides
detailed information on the
forms of voter contact/ paid
media.
See the Overall
Campaign Timeline /
Planning Calendar
portion of this section for a
discussion on the Calendar.
37 Section Three: Campaign Preparation
Creating a campaign budget is a fundamental and important part of the
campaign planning process. The budget should be clearly defined and com-mitted
to writing. As the dynamics of the campaign change and cash flow
increases or decreases, the budget will shift accordingly. Each adjustment
should take into account the campaign's overall strategy. That is why you
should draft the budget with utmost care and review it daily.
Components to Include
You can't have a campaign unless you have money. You can't effectively manage that money unless you
have a budget. Your budget should include costs related to staff, equipment, resources, time, and travel.
You begin the budget drafting process by reviewing each component cost of the campaign from petty cash
for coffee to anticipated long distance phone charges to media production costs. Prioritize the importance of
each element and estimate its cost as carefully and accurately as possible. A wrong amount placed in the
initial budget, such as underestimated media production costs, can significantly impact strategic and tactical
moves later in the campaign. An example of a budget worksheet that lists all the things you need to consid-er
can be found at the end of this budgeting section. You will also find at the end of the section the budget
percentages of an actual successful campaign.
Organizing the campaign in terms of time generally involves separating your
campaign into three categories: the kick off, the mid game, and the end game. If
you organize the campaign in terms of dollar amounts, you give emphasis to
accurately estimating dollar amounts and performing a cost- benefit analysis. You
need to determine not only how much every item costs in actual expenditures,
but also the value of the lost opportunities to complete other tasks and items.
This process allows for a financial element to be added to the prioritization
process. Some items may be desirable for the campaign but ultimately vetoed
because of their even- higher opportunity costs.
Key points for crafting a budget:
􀁺 Categorize the budget by month during the early stages of the campaign, and by week during the
final six weeks.
􀁺 Do not combine multiple items into a single large category. For instance, instead of a line item that
reads Office Equipment, specify: Fax, Copier, or Computer.
􀁺 Greater detail in the budget leads to greater fiscal accountability.
􀁺 As a general guideline broadly allocate the budget as follows:
60% to media including production and mail
15% to fundraising expenses
7% to administration
8% to staff salaries
5% to field operations
5% to research
These guidelines will change depending on the size of the campaign and the media markets in the state.
Sometimes the media percentage will be higher; sometimes staff and administration will be higher.
Budgeting
The budget does not
have to be carved
in stone; in fact, the
beauty of a well- defined
budget is its flexibility.
When developing the
campaign budget, it
is important to view
the campaign from two
different perspectives: time-frames
and dollar amounts.
38 Section Three: Campaign Preparation
Fundraising vs. Budget
The successful 2004 LexTran tax proposal in Kentucky had a fundraising goal of $ 50,000.
Justin Dobbs, the campaign manager determined what the campaign would need to
fundraise based on how much media they expected to buy. They ended up raising $ 56,000
in a 2 ½ - month period. The campaign used $ 10,000 to produce two commercials. They
spent $ 30,000 on buying media time. Close to $ 6,000 went to a print shop for campaign lit-erature;
$ 7,000 to salaries; and the rest was spent on small items.
In practice you should assign three ranges of values ( high, target, and low) to each budget item.
This provides flexibility in the financial management of the campaign. At the low end, estimate the
resources needed for the most minimal operation possible. At the high end, estimate resources for
a fundraising operation that is maximally successful. The target or practical budget falls somewhere in
the middle for most campaigns. By preparing high and low estimates, the campaign management is bet-ter
able to draft the actual operating budget for the campaign and will also have resources to fall back
on if funding comes in at higher or lower than anticipated levels.
The High Budget
Prepare the high budget first. This is the ideal scenario and is based on the premise that the campaign
actually raises and spends at the maximum level of productivity for the fundraising department— in other
words, if every fundraising event, mailing, Internet solicitation, etc. produces at a maximum level. The
high- end budget assumes a heavy media buy, a strong community presence with plenty of voter contact,
and an aggressive, professional fundraising operation.
The Target Budget
Formulate the target budget second. This is the realistic budget. When preparing this budget, assume
the campaign raises 50- 75% of its maximum fundraising targets, then plan accordingly. There are no
frills in this budget but there are sufficient funds to reach voters through paid media.
The Low Budget
Prepare this budget last. It is the shoestring scenario. Assume only the bare essentials and try to find a
way for the campaign to stay alive with minimal funds— and hope for the best.
Managing Resources
The importance of managing your resources and accurate record keeping can-not
be overemphasized. No intelligent campaign decision can be made without
knowing where the campaign finances stand relative to its budget. Track what
comes in and what is expended and the campaign will know on a daily basis
such crucial information as its cash on hand, its budgetary surplus or shortfall in
each spending category, and its on- going ability to accomplish its goals.
Financial reporting forms are tedious, time consuming, and detail oriented; however the campaign will
have to provide detailed information concerning the who, what, where, when, and how of your expendi-tures.
Accuracy is essential in the record keeping process, especially when it comes to providing the
manager with daily cash flow charts. This is perhaps one of the most important components of the
record keeping process. An inaccurate budget may force the manager to make strategic and tactical
errors.
Always keep
receipts.
To ensure that errors in the reporting system do not occur, implement a system for the smooth operation of
the budgeting process. The individual in charge of the budget should always be able to render an accurate
accounting of the cash on hand, the accounts payable, and the accounts receivable. Break down the
accounts payable and cash flow requirements into time frames ( e. g., payments due in 5 days, 10 days, and
30 days). Accounts receivable should be based on projected income resulting from frank, open, and ulti-mately
realistic discussions with the fundraising operation. The campaign fundraiser should constantly
update the expected revenue figures. A daily cash report should be prepared for the manager and the
appropriate consultants.
The campaign's financial situation is only as good as its system to track its finances. Pay attention to detail
and don't sacrifice accuracy for expediency.
39 Section Three: Campaign Preparation
Big Spending
In 1996 in California alone, initiative campaign spending totaled $ 141,274,345. That is 33%
more than the candidates for the California legislature spent getting elected. Several hun-dred
candidates ran for 80 assembly and 20 state senate seats and spent $ 105.7 million.
In fact, the initiative campaigns in this one state cost just a bit less than the $ 153 million
the taxpayers gave President Clinton, Senator Dole, and Ross Perot for the 1996 presiden-tial
campaigns.
Broder, Democracy Derailed: Initiative Campaigns and the Power of Money5
5 David S. Broder, Democracy Derailed: Initiative Campaigns and the Power of Money ( New York: Harcourt, Inc., 2000), 164.
Sample Campaign Budget Worksheet
TOTAL SPENT TO DATE % OF BUDGET
STAFF
Manager
Communications Director
Administrative Director
Scheduler
Field Operator
Volunteer Coordinator
Health Insurance
FICA/ Unemployment
General Consultant
SUBTOTAL
ADMINISTRATIVE
Rent and Utilities
Phone
Deposit
Installation
Equipment
Service
40 Section Three: Campaign Preparation
TOTAL SPENT TO DATE % OF BUDGET
Long Distance
Cellular Service
DSL
Answering Service
Computers
Printer
Hardware
Software
Modem
Supplies
Maintenance
Paper
Fax
Fax Machine
Fax Paper
Broadcast Service
Copier
Copier
Toner
Paper
General Expenses
Volunteer Expenses
Stationery
Office Supplies
Printing
Postage
Express Mail
Furniture
Licenses and Fees
Penalties
Parking
TV/ VCR/ AUDIO
Coffee/ Water etc.
SUBTOTAL
LEGAL AND ACCOUNTING
Attorney
Accountant/ CPA
Legal Compliance
Petition Fees
SUBTOTAL
TRAVEL
Fundraising
Staff
41 Section Three: Campaign Preparation
TOTAL SPENT TO DATE % OF BUDGET
Spokesperson
Other
SUBTOTAL
MAIL PROGRAM
Consultant Fee
Direct or Persuasion Mail
Design
Production
Printing
Lists & Labels
Postage
Mail House
Handout/ Walk Pieces
SUBTOTAL
TV AND RADIO
Consultant Fee
Production Expense
TV
Radio
TV Buy
Radio Buy
Print Ad Production
Print Placement
Photographer
SUBTOTAL
RESEARCH
Consultant Fee
Pre- Ballot Poll
Post Certification Baseline Poll
Trend Poll
Track Poll
Focus Group
Issue Development
Opposition Consultant Fee
Opposition Research Expense
SUBTOTAL
FUNDRAISING
Consultant Fee
Fundraising Mail
Printing
Postage
42 Section Three: Campaign Preparation
TOTAL SPENT TO DATE % OF BUDGET
Lists
Events
Printing
Catering
Other
Finance Committee Expense
SUBTOTAL
FIELD OPERATIONS
Targeting
Demographic info
Visibility
Yard Signs
Posters
Bumper Stickers
Badges/ Buttons
Production Design Expense
Phone Banks
Supervisor
Lists
Calling Materials
Follow- Up
Phone Bank Vendor
Volunteer Expenses
GOTV Expenses
Walk Program Expenses
SUBTOTAL
Equipment
Clip Service
Internet Service
Domain Name
News Subscriptions
Conference Calls
Website Expense
Press Kit Expense
SUBTOTAL
43 Section Three: Campaign Preparation
Example of an Actual Budget and Spending Percentages
Category Actual Spending %
by Category
Budget %
by Category
Management 7.45% 7.87%
Administration 3.39% 3.24%
Outside Consultants 2.50% 3.31%
Legal 1.11% 1.12%
Petition Drive 5.91% 5.98%
Polling and Focus Groups 2.72% 2.33%
PR, Earned Media, and
Research
3.33% 3.29%
Fundraising 3.16% 3.12%
Field Operations 8.16% 8.01%
Minority Outreach 3.08% 2.76%
TV, Radio, and Print 46.69% 41.27%
Direct Mail 11.22% 14.93%
Internet Strategy 1.28% 2.77%
Totals 100% 100%
Fundraising
To wage a competitive, articulate, focused campaign, you should have ade-quate
resources. At its core lies the need to ask as many people and organi-zations
as humanly possible, as many times as possible, for as many dollars
as they can or will possibly contribute to the campaign.
This section of the guide offers some insights into fundraising, including:
􀁺 Identifying Potential Investors
􀁺 Materials Needed to Win Support
􀁺 Soliciting Contributions
􀁺 Legalities
Identifying Potential Investors
In fundraising, you obviously want to maximize both the quantity and quality of your contributions. One
great way to do this is to focus on increasing: ( 1) the quantity of low- level contributions ( i. e., the number of
people that contribute smaller amounts) and ( 2) the quality of high- level contributions ( i. e., the amount of
money that wealthy investors contri