Abstract
Purpose. The purpose of this study was to identify strategies used by superintendents, chief business officials, and board members to obtain community support to vote in favor of a general obligation bond. Methodology. Descriptive, ex post facto research was the methodology used in this study. The sample consisted of ten California school districts that successfully passed a general obligation bond election during the window of time beginning with April 1998 and ending with June 1999. The superintendent, chief business official, and a board member were interviewed from each district studied. Qualitative analysis was used to determine data findings. Findings. This study found that most districts that succeed at passing a general obligation bond election develop a detailed, site-specific, budgeted list of projects that would result from a successful general obligation bond election. The seven strategies found to be the most effective at achieving successful procurement of a general obligation bond are fund raising, use of a campaign consultant, phone calls, district representatives making presentations to community groups, registration of voters, vote by mail, and get-out-the-vote. This study also revealed that the superintendent plays a major role in communicating the need for the bond before and during the campaign. Conclusions. Many school districts can pass general obligation bond elections even in the presence of opposition. Prior to preparing the community for the need for a general obligation bond, the superintendent, chief business official, and the board members must be convinced of the existence of a critical need and that other revenue augmentations are not available. A clear, site-specific, budget plan should exist and be made available to the school district community. Use of a campaign consultant, chosen carefully, is advisable. The organized citizen group support should always include parents as well as key community and/or business leaders. Recommendations. An initial voter survey should be conducted prior to making the decision to procure a general obligation bond. A District Long Range Facilities Plan should exist and an oversight committee should be formed to ensure accountability. Involvement of key communicators from nontraditional constituencies is advisable.