CITY COUNCIL REGULAR AGENDA PACKET

City of Pleasanton | Stormwater System Management Plan | PWD 25.601 | PAGE 26 LISTENING PHASE: In this initial phase, early concepts for system needs and revenue mechanisms are presented to trusted stakeholders for their input and feedback. This helps the City broaden its perspective and develop a work product that aligns with the community’s priorities. It also enables the City to create a robust messaging program to better engage the broader community. EDUCATION PHASE: This phase occurs after the City Council has approved the rate structure and the City’s storm drain system goals and objectives. During this phase, the rate structure and message components are well developed and communicated to the public. and statutes. The timing of the ordinance is also variable. Some cities introduce an ordinance prior to the ballot proceeding, making the ordinance part of the voter approval process. However, this raises questions about the City Council’s ability to make administrative changes later without voter approval. Another option is to adopt the ordinance after the rate balloting is successful. The design of the official notice, ballot, and supporting informational items and mailers is one of the most important elements of a successful ballot outcome. SCI will utilize its unmatched expertise and successful track record to design these items, including a clear and concise explanation of the reason for the stormwater fee, while meeting all legal requirements. BALLOT PRINTING AND MAILING | After finalizing the designs of the notices and ballots, SCI will oversee the printing, addressing, and mailing of the notices and ballot packets. This work will be performed by our reliable mail house partner, Admail West, a printing and mailing firm with industry‐leading experience in registered voter elections and mail ballot proceedings. Throughout the noticing and balloting periods, SCI will also field and respond to property owners’ inquiries received by the City, research and confirm new owners not reflected on the official county property ownership records, and issue replacement ballots upon request. TABULATION | Tabulation is required by law to be done either by an impartial third party (which the City Clerk is defined to be) or in public view. SCI proposes that City staff perform the manual work of the tabulation efforts using its proven bar scan technology under the direction of the City Clerk and with the help of SCI. Further, we recommend conducting the tabulation process in a room accessible to the public in order to avoid any appearance of impropriety. Deliverable(s): Management of noticing and balloting process | Designing, printing, mailing of fee notices (approx. 30,000) | Designing, printing, mailing of ballot packets (approx. 30,000) | Staff training and support | Four (4) City Council Meetings Task 10.5 – Non-Advocacy Community Engagement The Wood Rodgers team firmly believes in integrating the community’s voice early and often through the following two phases: Building on insights from the survey, the Wood Rodgers Team will support stakeholder and public messaging, informational and educational outreach strategies, and property owner informational services. Our firm’s informational outreach efforts will extend through the ballot proceeding, ensuring property owners are well‐informed about the ballot process and proposed services/ improvements in their area prior to ballot mailing. We recognize the importance of crafting straightforward, transparent message components backed by detailed and substantive information. Establishing credibility is paramount in these outreach endeavors. DEVELOP COMMUNICATION INFRASTRUCTURE | The Wood Rodgers Team will meticulously assess and enhance potential communication infrastructure. Collaborating with City staff, we will evaluate and coordinate existing channels such as stakeholder contacts, print media, website, social media, print publications, neighborhood groups, and newsletters. We will prioritize and integrate these methods appropriately. Additionally, we will review email contacts with HOA and neighborhood leaders, along with platforms like Nextdoor.com. We will establish a schedule for community stakeholder meetings and will set deadlines for local group newsletters. Our extensive experience has shown that effective communication mechanisms for this infrastructure are often small‐scale, local, and neighborhood‐focused, and emphasize personal interaction or face‐to‐face engagement. While not costly, this approach requires a substantial effort and proves highly effective when executed well. DEVELOP COMMUNICATION MESSAGING | The development of messaging and supporting information will be an iterative process involving City staff, the Wood Rodgers Team, and members of the public. Throughout this phase, the Wood Rodgers Team will EXHIBIT A Page 183 of 376