Challenge
In November 1996, California voters passed a statewide initiative entitled Proposition 218. This proposition was the further evolution of the famous Proposition 13 passed by tax weary voters back in 1973. Proposition 218 created a law that stated, henceforth, any new local tax would have to be decided by voters and not politicians. Powerful anti-tax organizations like the Howard Jarvis Taxpayers Association were instrumental in the passage of Prop 218.

The unforeseen consequences of Prop 218 became evident quickly, especially for government agencies funded through special tax funding mechanisms. One such agency to feel the immediate effects of Prop 218 was the Los Angeles County Fire Department which received approximately 17% of its annual operating budget through a “Special Benefit Assessment” from property owners in the County of Los Angeles Consolidated Fire District. The passage of Prop 218 put the Department at risk of losing $51.7 million of its annual revenue. The loss of $51.7 million annually would have a dramatic effect on the Fire Department and its personnel. The Department projected a closure of over 20 fire stations, the immediate layoff of over 285 firefighters and paramedics, the loss of 34 engine companies and the demotion and reduction in rank of over 300 other department personnel.

Solution
The Supervisors tried unsuccessfully in Superior Court to have the benefit assessment exempted from the provisions of Prop 218. A ballot measure emerged, calling for a new $48 per year fire assessment that would act as a replacement funding mechanism for the expiring benefit assessment and sought to collect the same $51.7 million annually. Due to the provisions of Proposition 218, Prop E would require a two-thirds voter approval to pass.

The Englander-led team’s responsibilities included day-to-day campaign management, message development, voter targeting, press and media relations, creative and direct mail production, field operations and community outreach and fund raising. The challenge facing the Committee and Englander was that Proposition E was going to have to be an intense two-month campaign. Normally, bond or tax-related ballot measures are usually waged over a six month or greater period of time.

Englander devised and planned a complete media and press strategy taking into account the need to raise public awareness for the upcoming election and to reinforce key messages with the electorate. Virtually every day for the last two weeks of the campaign, Proposition E was seen on television, in a radio news story, featured in major daily newspapers and highlighted in most community newspapers.

Result
When election day June 3 arrived, Englander had completed the unprecedented task of persuading an electorate on the merits of Proposition E, a replacement fire assessment tax, that the vast majority of voters, only 60 days earlier, had never heard of. On election night, the results were a stunning and resounding landslide victory with 77.22% voting yes on Proposition E.