ACROSS THE BOARD

Referendums Require Strategy and Planning

The days of back-door referendums are over. Shrinking budgets, tax caps, and more "tax resisters" have produced a negative environment for local units of government.

Shrinking budgets and tax caps combined with an increase in "tax resisters" has produced a negative environment for local units of government. The days of back-door referendums are over. What can you do?

Tax resistance can be overcome. But it takes tremendous community support This support must come from an educated public: people who know the issues. To succeed, park districts and forest preserves must have in-depth preparation and planning, which includes a well-planned public relations program and a multitude of volunteers.

The referendum campaign will likely take twelve to fourteen weeks, but the planning begins months in advance. Are you prepared to consider a referendum? Here are some preliminary questions to consider.

Is the park or forest preserve board united in their effort to have a referendum? If not, you had better educate each board member or drop the issue before spending taxpayer money. A united effort is a must.

Do your citizens feel ownership of your park district or forest preserve? Community support cannot be gained in twelve to fourteen weeks. Values don't change that fast. How do they feel about the agency? Referendums reflect the values that the citizens place on the agency.

Good public relations requires an ongoing commitment by the agency. Strategic public relations for a referendum campaign should begin one to two years in advance by inviting key people to your board meetings. In addition, you can establish community newsletters and speakers bureaus. It's important to keep editors of local newspapers informed.

Also, you should know what the community will support. Are there misconceptions or attitudes that can negatively effect a referendum?

The public wants the bottom line, so you must answer WHY do you need the money? Selling the referendum will draw on your accountability. Are you fiscally efficient? You must clearly demonstrate the need for the money over and above current funds. The public must be convinced that the proposed project or increase in tax funds are sound programs and they meet the wishes or needs of the public.

The public must feel ownership in the referendum campaign. Make them stakeholders. Let them be involved in the needs assessment of the project if you expect their ultimate support. Focus groups, opinion polls, town meetings and surveys can help identify community support and areas where more work is needed. Often proposed referendums have to be modified after focus groups determine what the public will or will not support.

Dr. Ted Flickinger IAPD Executive Director

Make sure you check with other local units of government regarding the timing of your referendum. Try to solicit support for your referendum and discourage others from using the same time period for their referendums. Know your supporters and opponents. Make sure supporters are registered to vote and commit to voting. Get a plan together to get support votes to the polls. Talk with civic and business groups. These leaders know that great parks and recreation services attract residents and businesses to the community. The benefits of parks and recreation affects the economics of a community. Realtors as well as senior citizens know that property values improve with aesthetic parks and recreation services.

Community support cannot be gained in twelve to fourteen weeks. Values don't change that fast.

Agencies considering a referendum should develop a checklist action plan and a schedule for the referendum campaign. A campaign should include, but not be limited to, various components such as those listed below.
• Develop a referendum fact sheet. Include strong evidence that proves the need for new funding.
• Know the laws about proper election procedures.
• Develop time schedules and target dates for literature dissemination, advertising, hearings and letters to the editor.

6/ Illinois Parks and Recreation

Developing a public relations program

Almost every referendum that ever passed was supported by an in-depth public relations program. This program must be ongoing. Public perceptions are everything. A last-ditch public relations effort is usually not effective.

An agency must develop good communications with all neighborhood and ethnic groups in the community. The agency must create positive working relationships with the news media and find ways to get good public feedback.

Use a variety of means and methods to communicate with the public over an extended and continuous period of time. Do direct mail, open houses, breakfasts with community leaders, speakers bureaus and senior mentors. Continuously evaluate your communication techniques and public relations programs.

Hiring a consultant

Consultant services vary considerably. Some can assist in research and put together a strategic plan to pass a levy. A consultant can also help organize task forces or volunteer groups. They can write press releases, raise funds and facilitate neighborhood meetings. Hiring a consultant depends on what personnel you have, their expertise and time constraints.

A consultant can be an advisor or facilitator. Consultants can spot pitfalls that administrators and board members are not trained to recognize. If you decide to go with a consultant make sure they present three or four different proposals. Make sure a final contract is consummated including the details of your negotiated agreement. If cost is a factor, establish a list of duties and responsibilities and a maximum fee.

For more information

Bear in mind that this is only a sampling of ideas. For additional information I recommend contacting the IAPD associate members that are financial experts and experienced in presenting referendum campaigns (see IAPD associate member listing in the membership directory on page 58).

Network with agency directors and board members who have been successful in passing referendums. Several individuals who come to mind include:
Keith Frankland, director of theWoodridge Park District, who says "referenda is a state of mind;" Karop Bavougian, director of the Wheeling Park District; and Steven K. Messerii, director of the Lake County Forest Preserve District.

Don't hesitate to call me or IAPD for further information or reference material on successful referendum strategies and plans. •

July / August 1997 /7