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HomeMy WebLinkAboutC34330 Strategic Consulting ServicesContract No. C34330 CITY OF PALM DESERT STAFF REPORT REQUEST: APPROVE AN AGREEMENT WITH THE LEW EDWARDS GROUP TO PROVIDE STRATEGIC CONSULTING SERVICES SUBMITTED BY: Ruth Ann Moore, Economic Development Manager DATE: April 23, 2015 ATTACHEMENT: Lew Edwards Group Proposal Recommendation By Minute Motion: 1. Approve an agreement with the Lew Edwards Group in the amount of $39,750 for strategic consulting services to assess constituent views on city services, customer satisfaction, fiscal and revenue issues; 2. Appropriate funds in the amount of $39,750 from the Unobligated General Fund to Professional — Other Administration Account No. 110- 4430-422.30-90 for payment of the agreement; and 3. Authorize the City Manager to execute said contract. Executive Summary Should City Council approve a contract with the Lew Edwards Group (LEG), a ballot measure preparation consultant, the company will conduct polls with Palm Desert residents to determine the viability for a November 2016 Transient Occupancy Tax (TOT) ballot measure. A better understanding of the views and opinions of the residents will assist the Council in their consideration to create and place a TOT measure on the 2016 general municipal election ballot. Background Should City Council wish to consider a TOT ballot measure for the upcoming 2016 general election, staff is recommending working with the ballot measure preparation gAecon development\ruth ann moore\staff reportsUew edwards group 4-23-15.doc Staff Report Lew Edwards Group April 23, 2015 Page 2 of 3 Contract No. C34330 consultant, Lew Edwards Group (LEG). LEG has assisted many communities in Riverside County, including Palm Springs, Cathedral City, La Quinta, Indio, Coachella and Desert Hot Springs to research public opinions, craft ballot language and develop educational information for the community. The first step in that process, covered by this contract, is to assess the viability of a TOT ballot measure through public opinion research. A custom -designed survey questionnaire will be developed that will analyze the following: • Determining residents' overall satisfaction with the quality of life and City services; • Ranking of problems facing local residents, including the economy; • Gauging residents' overall attitudes towards fiscal issues, • Identifying voters' priorities for revenue and interest, if any in revenue options; • Identifying effective information for future communications with voters; and • Identifying demographic and attitudinal characteristics of constituents for detailed analysis. In order to sample a statistically reliable number of Palm Desert voters, LEG along with its subcontractor FM3 Research recommends utilizing a hybrid internet-telephone survey methodology that is likely to increase participation and achieve better survey results with a wider range of demographics. At the completion of the survey, LEG will provide an evaluation of the information and a recommendation whether to proceed towards placing a TOT measure on the 2016 general municipal election ballot. Once this initial contract is complete and with the information provided, City Council may then decide to further contract with LEG for additional services. Additional services would include development and implementation of a public information program. Fiscal Analysis Funding for this project is not currently budgeted and will take an appropriation by the City Council from the Unobligated General Funds. The project will also use staff time by various personnel to assist with the development of the survey. The results of the survey will give the City Council a clearer view on the feasibility of placing a ballot measure on the next general municipal election that will result in g \econ development\ruth ann moore\staff reportsUew edwards group 4-23-15 doc Staff Report Lew Edwards Group April 23, 2015 Page 3 of 3 Contract No. C34330 approval by the residents. These additional funds may then be used for future services for the community. Submitted By: th n Moor Economic Deve opment Manager Economic Development Director ( 4ijll - Paul 9. Gibson, Director of Finance Rudy osta, Assistant City Manager r fl M. Wohlmuth, City Manager g \econ development\ruth ann moors\staff reports\few edwards group 4-23-15.doc Fait -batik, To: Ms. Ruth Ann Moore, Economic Development Manager Ma.slin, Mr. Martin Alvarez, Director of Economic Development Maullin, City of Palm Desert Metz & Associates From: Catherine Lew, President/CEO, The Lew Edwards Group Date: April 7, 2015 Re: Proposal to Provide Strategic Consulting Services Thank you for the City of Palm Desert's recent invitation to The Lew Edwards Group to submit a proposal for Public Engagement/Priority Setting Services. I am delighted to be joined in this proposal by our survey engagement subcontractor, FM3 Research. LEG/FM3 would welcome a collaboration with the City of Palm Desert to assess, engage and obtain input from your constituents regarding their satisfaction levels and service priorities. Please do not hesitate to contact me at the phone/email below for any follow-up needs related to this Proposal. STATEMENT OF QUALIFICATIONS LEG and FM3 are California leaders in providing cutting edge Public Engagement and/or Budget and Revenue Planning services to public agencies throughout California, including counties, school districts, community college districts, cities, and selected nonprofit and private sector clients. Our team partners and experts have decades of experience in independent community survey engagement, community engagement and communications, direct mail, coalition -building, social and traditional media, and more. The following are some of the many qualities that LEG/FM3 offers to the City of Palm Desert: ✓ California leaders in cutting edge Public Engagement or Budget/Revenue Planning Services for local governments, having directed hundreds of these types of projects; ✓ Experience with cities of all sizes and characters, with an understanding of the demographic and environmental context of your region, including similar engagements within Riverside County and the greater Inland Empire/Coachella Valley; ✓ Experts with decades of professional experience in pertinent disciplines, including nationally - recognized, award -winning Public Engagement products and custom -designed, statistically valid and measurable public engagement surveys to assess constituent satisfaction levels and service priorities in the context of budget planning; and ✓ A team and consensus -building management style, with focused, enthusiastic and committed dedication to your needs. About The Lew Edwards Group (Lead Consultant) Experts from The Lew Edwards Group are frequently sought after trainers and speakers for the League of California Cities, California Municipal Treasurers Association, Local Government Commission, Institute for Local Governments, Municipal Management Association of Northern California and other organizations to share our nationally -recognized, award -winning Public Engagement approaches. LEG's Public Engagement products have been recognized on multiple occasions in the prestigious national Pollie Awards and Golden Paragon Awards. LEG was incorporated in 1997, and is a California leader in providing successful Public Engagement and Budget Planning services. LEG principals have provided these services for literally hundreds of projects over the past eighteen years. More than two-thirds of LEG's practice is in providing these types of services. LEG experts have award -winning expertise in all aspects of Public Engagement and pride themselves on providing individualized, quality service to all of our clients. About Fairbank, Maslin, Maullin, Metz & Associates (Engagement Survey Subcontractor) FM3 has specialized in community engagement -oriented opinion research since it was first organized in 1981. FM3 is especially experienced in conducting community engagement surveys for local government. FM3 plans and executes all phases of these types of survey projects from beginning to end. On an annual basis, FM3 conducts as many as 100 community engagement focus groups and 300 community engagement surveys, a strong standard by any measure. FM3 also serves as the League of California Cities' primarU survey research firm. FM3 regularly conducts seminars and forums with the League of California Cities to educate city leaders on how Public Engagement Surveys can be used to address the concerns, needs and priorities of their residents. FM3's 22-person staff is multi -talented and works as a team to assure the completion of independent, measurable quality analysis in a timely manner. In addition, FM3's data collection and sampling team is closely supervised by FM3 to render immediate, high -quality service. FM3 prides itself in delivering personal service to its clients, who are assured ongoing contact with the firm's principals and senior personnel. EXPERIENCE LEG's extensive experience on behalf of local government means that we are uniquely qualified to serve the City of Palm Desert's needs at this time. LEG is the California leader in providing high-level professional services to local governments including strategic or budget planning and advice, public outreach, community engagement, and assessment programs to a variety of public agency clients. An eight -member firm with top professionals from disciplines such as media, community organizing, ballot measure preparation, government affairs, and public relations, the Lew Edwards Group has conducted successful communications and outreach efforts in virtually every county in California as far north as Trinity County and as far south as Imperial County. Experience with Public Agencies — Partial List The Lew Edwards Group has represented the following agencies on similar projects, including irm 15 agencies in Riverside County. Comprehensive lists for both firms can be found on our websites: www.lewedwardsgroul2.com and www.fm3research.com LEG's many municipal clients include the cities of Arcadia, Artesia, Arvin, Belmont, Benicia, Beverly Hills, Burlingame, Campbell, Canyon Lake, Cathedral City, Ceres, Chico, Chino Hills, Clovis, Coachella, Concord, Covina, Cupertino, Desert Hot Springs, Dinuba, Downey, El Cerrito, Elk Grove, Emeryville, Escondido, Fairfield, Fortuna, Galt, Gardena, Gilroy, Grover Beach, Half Moon Bay, Hemet, Hercules, Hermosa Beach, Huntington Beach, Indio, Inglewood, Kingsburg, La Habra, La Mesa, La Mirada, La Quinta, Lathrop, Larkspur, Lawndale, Livermore, Long Beach, Lynwood, Los Banos, Manhattan Beach, Manteca, Millbrae, Moraga, Moreno Valley, Morro Bay, Newark, Norwalk, Novato, Palm Springs, Palo Alto, Pasadena, Pico Rivera, Pinole, Porterville, Rancho Cucamonga, Rancho Santa Margarita, Redondo Beach, Reedley, Ridgecrest, Riverside, Rohnert Park, Rolling Hills Estates, San Jose, San Juan Capistrano, San Leandro, San Luis Obispo, San Ramon, Sanger, Santa Cruz, Santa Fe Springs, Santa Maria, Santa Monica, Saratoga, Seal Beach, Seaside, Selma, Stanton, Stockton, South Pasadena, South San Francisco, Tracy, Vallejo, Visalia, Vista, West Hollywood, Westminster, Wildomar, and the counties of Fresno, Humboldt, Imperial, Santa Cruz, and Tulare, among many others. Riverside County Experience 'v As mentioned, our team has represented 15 agencies in the County on a variety of opinion research, budget/revenue planning, and strategic communications needs. Besides the cities listed above, LEG/FM3 also represented Beaumont Unified School District, Corona Norco Unified School District, Mt. San Jacinto Community College District, San Jacinto Unified School District on successful strategic planning and communications projects. Other county -based projects that successfully included efforts to support local business revitalization or tourism efforts include the City of Riverside on a project to benefit (among other projects) its Visitors and Convention Center; the City of Indio on two measures to achieve taxpayer equity and fair payments from visitors to the City, among many other regional projects. RECOMMENDED OVERALL PROJECT APPROACH Project Objectives and Steps Among other goals, LEG's services are designed to: 1) Provide efficient, supportive and responsive Project Management for the City's Public Engagement and Strategic Planning Project; 2) Assess and analyze constituent satisfaction, priorities, and views through Public Opinion Research; 3) Implement a Public Information Program to inform and engage constituents around timely issues; and 4) Provide additional strategic services as needed. Project Management LEG prides itself on a team building approach and for most cities, typically facilitates, manages and oversees all team members for effective deployment on all benchmarks during the planning process. LEG will initiate our efforts through a Kick Off meeting and schedule subsequent, consistent planning teleconferences with the City. With the input of all participants, LEG will develop meeting agendas, facilitate sessions, and coordinate the timely deployment of all tasks and assignments. Our planning efforts throughout the process are designed to use the City's time efficiently and well, while providing important Project Management leadership and management to ensure that all timetables and benchmarks are met within the necessary timeframe. LEG approaches its leadership role with personal dedication, enthusiasm, and a commitment to excellent service, recognizing that our ultimate consumer is not only the City of Palm Desert, but also most importantly, the constituents the City represents. STEP ONE: Assess Constituent Views through Public Opinion Research LEG recommends FM3 Research --an excellent opinion research firm with whom LEG has partnered on all of its successful Riverside County projects —to provide the City with its opinion research needs. FM3 provides custom -designed community opinion research that is tailored to meet the specific needs of its clients. FM3 combines its well -tested research protocols for measuring public opinions and service priorities with careful attention to the particular and special characteristics of the individual local environment. FM3 does not believe in the use of a "cookie -cutter" questionnaire for every community. Instead, FM3 works closely with a city to develop a detailed understanding of its research issues and needs, and then develops a questionnaire that addresses those needs carefully and thoroughly. In designing the survey questionnaire, FM3 will draw on its knowledge of community opinion survey methodology, as well as its past experience in conducting research within Riverside County and the input it receives from the City. As noted above, the process will begin with an initial kickoff meeting between key FM3, LEG and City staff. The meeting will provide a comprehensive discussion of the key issues that should be explored in the community opinion survey and the sample methodology. After the meeting, FM3 will begin drafting the questionnaire, while maintaining close phone and e- mail contact with the project team to follow up on issues discussed during the kickoff meeting. FM3 will then present a first draft of the survey questionnaire to City staff for their review. After collecting feedback, FM3 will revise and refine the survey questionnaire. We foresee proceeding through several drafts of the survey, incorporating feedback from City staff, to develop a questionnaire that is capable of obtaining all of the information desired. Before commencing interviewing, FM3 will obtain the approval of the appropriate City representative(s) on the final version of the questionnaire. FM3 envisions that the poll will analyze some of the following issues: • Determining residents' overall satisfaction with the quality of life; • Ranking of the seriousness of a variety of problems facing local residents, including the economy; • Evaluating satisfaction with City services; • Gauging residents' overall attitudes towards fiscal issues; • Identifying voters' priorities for revenue and interest, if any in revenue options; • Identifying effective information in communicating with constituents about your needs; • Identifying demographic and attitudinal characteristics of constituents for detailed analysis. Opinion Survey Methodology —The last few years have seen significant changes in the ways that many Americans use telephones and other communications technology. The dramatic rise in the use of caller I.D. and similar technologies has led to an increase in individuals screening their calls. At the same time, the use and prevalence of online communications technology - such as email and interactive websites - has exploded as a greater proportion of the population has access to the Internet through their smartphone or other mobile device. These changes have had a significant effect on the discipline of public opinion research. Though the traditional methodology of conducting randomized telephone surveys continues to provide highly accurate data on public sentiments in a cost-effective manner, the rise of call -screening behavior presents increasing challenges for survey projects attempting to achieve generalizable results within small populations, such as those the size of the City of Palm Desert. In order to sample a statistically -reliable number of City of Palm Desert respondents, FM3 recommends utilizing a hybrid internet-telephone survey methodology rather than a traditional telephone survey methodology for this project. The proposed hybrid methodology, which has been successfully deployed by FM3 on behalf of numerous clients throughout the state, will increase the opportunities to participate in the survey for Palm Desert respondents who may be less likely to participate in a traditional telephone -only survey. This increased participation results in not only a representative sample of the City's target audience, but also an effective sample size for the necessary precision of survey results. FM3's hybrid internet-telephone survey methodology uses a two-phase approach. Phase I consists of the online interviews, while Phase II consists of the telephone interviews. Phase L Online Interviews: During this phase (the internet portion of the survey), FM3 will pull a randomized sample of the appropriate Palm Desert audience. FM3 will collect email addresses for respondents in this sample from three sources: (1) The Registrar of Voters (2) The City's own records (if available) (3) Matching the names of those who did not provide an email address to the Registrar, with a list of email addresses from commercially -available consumer records Once FM3 has identified email addresses for the largest possible number of respondents desired, an invitation will be sent to the individuals for whom an email address is available, using the City's electronic stationary and signed by the City Manager, explaining that the City has hired an independent public opinion research company to conduct research on issues that are relevant to local residents, and providing a link for the voter to take the survey online. Within three to four days after the first email invitation is sent, a second reminder email will be directed to recipients who have not yet taken the survey requesting that they do so. Phase 11: Telephone Interviews: Within a week of this initial email, FM3 will conduct a thorough examination of the demographic characteristics of those who have taken the survey online. By comparing the demographic characteristics of those who have completed an online survey with the characteristics of the audience desired, FM3 will take note of specific demographic groups of the City's desired audience that are either overrepresented or underrepresented in the online sample. In many communities, those who opt to take a survey online tend to be both younger and more recent registrants than the broader population. FM3 will then conduct additional interviews with additional Palm Desert respondents by telephone. To be consistent with the level of information provided to the online survey participants, telephone survey participants will be told before they begin the survey that the survey is being sponsored by the City of Palm Desert. These telephone interviews will be concentrated among respondents who were underrepresented in the online sample, producing an overall survey sample using both methodologies (online and telephone) that closely matches the City's desired audience. Given the demographic composition of those who generally opt to take surveys online, it is likely that these telephone interviews will be heavily concentrated among respondents 50 and over and others that also are less likely to have an email address associated with public records. FM3 will also conduct smaller numbers of telephone interviews among individuals whose demographic profile matches that of the online survey participants, but for whom no email address is available, to ensure the accuracy of the data produced by the online portion of the survey. In summary, FM3 suggests utilizing the hybrid online -telephone survey methodology for this project because of the two key advantages that this methodology provides over a traditional telephone survey: 1) The ability to complete a greater number of interviews, along with the resultant decrease in the survey margin -of -error, and; 2) The ability to capture the opinions from a pool of respondents who are more representative of the City's desired audience- particularly the views of younger voters. Younger respondents are likely to be more comfortable interacting with a computer screen or smartphone than speaking with a live telephone operator, and as a result often opt not to participate in traditional telephone -only surveys. STEP TWO: Implement Public Information Program Following completion of the public opinion research study, LEG will independently evaluate survey results and advise the City on policy areas where your constituents have the greatest interest, or need additional information. Following our assessment of the City's opinion research, LEG will develop initial Public Information/Communications Recommendations. LEG will: • Develop and refine messages for inclusion in existing City communications vehicles to deliver and saturate your message, including the City newsletter, guest columns, copy for links on the City website, and focused Power Point Presentations for the informational Speakers' Bureau, Stakeholder, Key Influential and community presentations. LEG will provide first drafts of all materials, for the review and approval of the City. Embedding consistent messages within all communications vehicles — including those that reach internal audiences such as employees —will be important. • Recommend strategic methods to message -target existing networks and organizations throughout the City to focus your message, and solicit and respond to questions from the public. User- friendly messaging and consistency of message is key — and LEG will assist in providing the leadership and implementation structure for effective deployment, including training the appropriate city messengers on the message and creating a communications deployment plan that is achievable. Communication Goals 1. Develop messages that effectively inform, solicit and respond to questions from the public 2. Provide structure and copy for public information materials to educate residents about the needs and the services at stake 3. Implement an earned (non -paid) media press and Internet strategy to highlight the services or projects at stake, budget realities and challenges 4. Implement a direct mail program to the public -at -large to highlight relevant facts while engaging the public Development of Key Messages The Public Information Program is a critical method of educating the public and raising awareness of the City's planning, vision and needs. "Message discipline" and a clear, concise focus are critical to our marketing effort. LEG will draft and/or refine talking points for City staff and Council use. Direct Mail Component LEG also recommends that an informational direct mail program be implemented to the public -at - large. Doing so will raise awareness of city planning or policies beyond "insiders" or already -active stakeholders and key influentials, to the silent majority. A hallmark of LEG's approach are user-friendly brochures or letters that have a return card or other mechanism to allow citizens to ask questions, provide input, or otherwise comment — establishing two-way communication. However, interactive direct mail is most effective as an early strategy. LEG will advise the City whether its preparation should include two-way direct mail communications. If not, there are other types of factual mailings that our agencies have successfully implemented as part of their public information process. The number of mailers recommended depends on your City's budgetary parameters and the desired marketing or project objective. In consultation with City staff, as noted above LEG will also draft and/or refine informational articles for the City newsletter, handouts, press releases and website, with appropriate supporting materials (charts, graphs, visual aids, etc.) to communicate key messages and inform residents. In addition, LEG will draft, review and/or refine supporting fact sheets, flyers and other communications. Other communications vehicles include your City website, community television, and a Speakers' Bureau program. Many of our public agencies use YouTube and Twitter as part of their public communications program. Community Outreach Plan Following analysis of the poll, LEG will design a community outreach plan strategically directed to key organizations within the City. Designating the appropriate city speakers will be an early decision point. As part of our Scope of Work, LEG typically develops a tailorized "Speakers Bureau Toolkit" for assigned City speaker/messengers including helpful hints, speaker objectives, "sticky" (difficult) QAs, and Speaker leave -behinds. LEG will conduct Speaker Training. Press Coverage LEG will review earned (non -paid) media press opportunities with the City's staff/PIO. Balanced or positive press coverage will build additional constituent engagement throughout the process, which is critical to engaging community stakeholders and informing your public about your needs. Rapid Response LEG will redirect message points and materials to assist in rapid response to problematic media or citizen inquiries as necessary. Frequently, communities that pride themselves on having active stakeholder groups can, at times, be prone to being victims of inaccurate information, or controversy - based media coverage. LEG experts will be available to craft appropriate rapid responses as necessary to address changing external nuances. FUTURE PLANNING STEPS OR PREPARATION Should the City's constituents be interested in additional revenue options or service enhancement, LEG is available to provide additional services, including collaborating with the City Attorney and City staff on a revenue measure to address the public's interests, if any. ASSIGNED PROJECT PERSONNEL The City can be assured of the highest level of service from the senior executives at LEG and FM3, all of whom have extensive experience in the Valley and with the County's unique demographics. Catherine Lew President and CEO, The Lew Edwards Group Consultant -in -Charge Catherine Lew, co-founder and President/CEO of The Lew Edwards Group, is a premier consultant in California providing strategic consulting and communications services to public agencies that include cities, counties, special districts, and education districts. Lew has over 30 years of experience and is a veteran of over 600 similar projects. Selected clients represented by Lew include the cities of Cathedral City, Canyon Lake, Indio, Palm Springs, Riverside and Wildomar. Under Lew's strategic direction, The Lew Edwards Group has enjoyed eighteen years of success in representing scores of agencies that need high level assistance. The firm has enacted more than $32.5 Billion in California revenue measures, with a 95% success rate. Lew prides herself on her firm's excellent service to each and every client-- diverse agencies that range dramatically in size and scope of strategic needs. She has earned a reputation as one of the state's toughest advocates and tacticians on behalf of local government. A graduate of the University of California, Berkeley and the University of San Francisco School of Law, is also a member of the California State Bar. Lew will serve as the Lead Consultant. Emily Salgado Associate, The Lew Edwards Group Communications Specialist Emily Salgado is a highly experienced professional with years of expertise in public relations, government affairs, and communications campaigns. Salgado has managed successful strategic planning projects for Lew Edwards Group clients throughout California. In the November 2014 election cycle, Salgado represented the County of Humboldt and the cities of Benicia, Canyon Lake, Concord, El Cerrito, Norwalk and Union City on successful communications projects. She is currently representing the cities of Hercules, Novato and South San Francisco among other clients on their strategic planning needs. Prior to joining The Lew Edwards Group, Salgado served as senior staff for California legislative offices and worked as a successful communications professional for state legislative and local candidates. Salgado will function as the Communications Specialist to your project. Iohn Fairbank Partner, FM3 Research Lead Opinion Researcher John Fairbank has more than thirty-five years experience in public opinion research and policy analysis. As a founding partner of Fairbank, Maslin, Maullin, Metz & Associates, Mr. Fairbank has consulted for some of the most influential national clients in the areas of government, education, business, non-profit and labor. Mr. Fairbank works extensively on policies that focus on conservation, transportation, education, healthcare, public safety and financing government services. Mr. Fairbank has been instrumental in statewide projects throughout the country that have resulted in public approval of billions of dollars in funding for services, programs and projects on behalf of state, county and city governments, special districts and K-12 and community colleges. At the local level, Mr. Fairbank has specialized in developing strategies to expand revenue for issues like education, the environment, transportation, public safety, social services, humane animal treatment and libraries —in nearly a hundred cities and counties in California and other states. John Fairbank graduated from UCLA and serves as a Senior Fellow at the UCLA School of Public Policy and Social Research. Mr. Fairbank will serve as the City's lead researcher. TYPICAL COSTS Proposed Fees for Step One As we have preliminarily discussed, this proposal is specific to the initial strategic planning desired by the City, which is to assess the service and satisfaction viewpoints of your constituents. Following this first step, our team will provide analysis and recommendations, including any additional services or project costs that may be incurred by the City. Without exception, LEG and its subcontractors do not charge on an hourly or time and materials basis. Professional Consulting Services $12,500 -Presumes 8 weeks of services from initiation of efforts -Presumes that no more than two in -person meetings or presentations will be necessary, with other collaborative work performed through einails and teleconferences Constituent Survey Interviews $26,250 -Presumes interview length of approximately 20 minutes, sample size of 400 -Both Internet and Telephone Surveys will be conducted Travel/Out-of-Pocket $1,000 -only those expenses actually incurred will be invoiced, at cost Total for Step One: $39,750 Additional Project Expenses Depending on project objectives, the City can expect to budget for the following additional categories of expenditures related to its communications and planning project: • additional professional consulting fees • mailing costs • in some instances, an additional "follow-up survey" in 2016 If the City initiates its collaboration with our team by the end of April, it may be possible to better define/refine these anticipated costs prior to the City finalizing its upcoming budget for the next fiscal year. RECOMMENDED TIMELINE FOR STEP ONE SERVICES By April 24th: Formalize Consultant Hiring Week of April 27th: Conduct KickOff Planning Session Week of May 4th: Review/approve survey; pre -test survey May Th —June 5th: Initiate and complete survey interviews Week of June 8th: Initiate analysis of results Week of June 15th: Develop and finalize Strategic Planning Recommendations Week of June 22nd: Report Survey results to City Make recommendations, reach consensus on project goals In closing, we would like to thank the City of Palm Desert for reaching out to our firm —our organizations are excited about a potential collaboration, and we would love to add the City to our successful stable of clients in the region. We look forward to hearing from you. APPENDIX Lew Edwards Group Experience on Transient Occupancy Tax (TOT) measures ➢ City of Artesia ➢ City of Indio ➢ City of Kingsburg ➢ County of Placer ➢ City of Riverside ➢ City of West Hollywood C t' = .Qrtr & loran t on 3900 M.. U" R�va,auk. CA 02522 PRSRt _ rY, e PAID ALMA. The State has taken $65 million from Riverside — most recently $17 million this spring from redevelopment money used to create local jobs. Sacramento will continue to take millions more due to the State budget crisis, and Measure V provides funding for local services that can't be taken away: a R . , What is Measure V? vleasurc V is a hotel tax paid ONLY r' by hotel and motel guests. Hotel visitors pay this tax when they stay at a Riverside hotel or motel. Riverside residents, homeowners or property owners — who are not hotel or motel guests — are NOT taxed. Will Measure V funds stay local? Yes. Measure V will provide a stable, local revenue source that can't be taken by Sacramento or the County. Funds from Measure V are legally required to stay here in Riverside, giving us local control to protect essential city services. How would Measure V maintain local services? If passed, Measure V funds will help maintain essential city services, such as: • Maintaining 9-1-1 response times • Maintaining fire protection and neighborhood police patrols n Jul) 27 the Riverside City Council placed Measure V txt your November 2111 hallot. Measure V is a hotel tax, paid only by hotel and motel guests. Riverside residents, homeowners or property owners — who are not h,,tel/motel guests — are NOT taxed. If Measure V is approved by voters, it would provide Riverside with additional revenue, to keep our city on the right track, stimulate local economic growth, market and attract more visitors by improving visitor and convention facilities and services, and maintain services that are impacted by visitors such as public safety, emergency response, park, library, and community services. • Providing community services • Improving convention center services and facilities to promote tourism and economic growth • Maintaining city parks and playgrounds • Supporting library programs and hours What will it cost? Measure V is paid only by hotel and motel guests and increases the cost of a hotel room by just 2% for hotel/motel visitors, bringing our rates in line with similar cities. This increase will be implemented in phases with 1 % in July 2012 and an additional I %. in July 2014. How do we know funds will be spent responsibly? Measure V includes strong fiscal accountability protections, including being subject to publicly available, annual, independent audits of city funds and expenditures. • MEASURE S Facts • Measure S is a 6.5% hotel tax increase. paid only by hotel guests • Artesia residents or property owners who are not hotel guests, are NOT taxed • The rate has not been Increased for 33 years • Measure S is subject to publicly available, annual audits of City funds nl(IORlto 1 iANrAANn Milt x IN) An — MEASURE Y Facts • Measure Y is a tax paid only by businesses to obtain a business license from the City • Artesia residents or property owners who do not need to obtain a business license in the City, are NOT taxed • It has been 19 years since business license rates were changed - Measure Y is subject to publicly available, annual audits of City funds For more information visit: www.CityofArtesia.us 00 City Council takes action .� by placing Measures S & Y �, on the ballot Measures S and Y will provide revenue to fund City general fund services, such as public safety. gangldrug prevention programs, senior services, street maintenance, and other general fund services • Measures S and Y will provide local control of funding Measures S and Y will replace revenue being taken by the State Official Measure S Ballot Language To be paid only by lintel quests S o9t094 a9, tAd »tt n 20 YES ar incmases the t.—rt mon- icy tax hum 6ti 2 NO -y to i7.51---, be sduptW7 Official Measure Y Ballot Language To be paid only by businesses to obtain a business license Shall Ordinam:e No. 22 YES'1 09-750. wh+ch imveasas business license taxes, be NO 4.dopr.d7 tA!-��ry 14naeet N� �rMxq.CA g36at MEASURE A, a hotel tax paid only by hotel guests, is the only ballot item that affects us locally. locally. hcro To keep You informed about Measure A. Which affects us are some facts We th.nk you should know. The Ktngsburg City COUlxit unanimously Placed Measure A. the Kmgsbutg City Services Impru`rement Measure, on our Novembeotel guests. Kingsburg hnfneQWners or property owners Measure A is a hotel tax. Paid ONIy by "a NOT taxed- Hotel visn u, PO this tax when they spend the night to KinSsbut4 and it only increases the cost Of a hotel room by a —11 amount per night Neawre A trrain[ains and Prot,m Kingsbur4 "Y senior and allows us to keep pace with �ncmasing service demandl own by 56% ■ m the Past 15 years. the pOputatlon of Kingeburg bus Sr ■ in that time. the number of reported Crimes nax doubled and the number 'I cabs for polio assistance increased 300`s • Over the past 10 years, the State has selerd wee 5d million from Knng h 1�de the Measure A WO to hg`p ynouu 1leighbatsood r 'pthe lead pothWes and timulete economic community coming development. can't be taken by Sacramento to Msueare A provides funding for rw local uces, and the scal c untaMlity protections. including balance the State budget. Measure A inClutles strong iiditures. publicly available, annual audits of city tuods and IxP- Sincerely. n A Wayne stwrne N�.r,.,nra iuAi�srrsen hlr«!Asior.