Special election saves recreation.

November 21, 1994 was a day of decision in Wyoming, Michigan. The City Council, facing a $1,600,000 deficit in the budget for 199-96, voted to eliminate the Parks and Recreation Department-which happened to have a budget of $1,600,000. This meant that as of February 1, 1995, the Department would begin closing its facilities and programs; and by June 30, the Department and all its facilities would be shut down.

Why, you may ask, would any city shut down its Parks and Recreation Department? Why not spread the budget cuts across a variety of municipal programs and services? The City had made numerous attempts to raise additional operating funds through ballot proposals (income tax 1990 & 1994 and three mils 1990 & 1994) to no avail. Budgets had been cut over the years and it was felt that there were no more areas to cut without crippling the Police and Fire Departments, which were already at dangerously low staffing levels.

What to do now?

The Parks and Recreation staff and Commission were faced with a do or die situation. The staff felt that the only salvation was to ask for a 1.5 dedicated millage for five years to maintain operations and to improve aging park facilities. The chairman of the Parks and Recreation Commission contacted each council member to get their feelings on the issue. Would they approve a special election to put a 1.5 mil proposal on the ballot? The council members expressed little hope for a recreation initiative. They had proposed an income tax and three mil that year which were soundly defeated. It would not be in the Council's best interest to spend the money on another election.

One remaining option would be to hold a petition drive for a special election. The Council stated that they would consider this possibility. On Tuesday, November 29, a meeting was held with many groups of people who used the park facilities and participated in the recreation programs. Approximately 200 people attended this meeting and were supportive of a petition drive. Petitions were drawn up anticipating that support would be forthcoming; and late in the meeting, the first 100 signatures were presented. Michigan statues and the Wyoming City Charter state that the approval of five percent of those who voted in the last election--2,000 signatures--were needed to get a proposal on the next regularly scheduled election. Since the next election was to be held in August, this would be too late. The other alternative would be to get the approval of 20% of voters --8,000 signatures--for a special election.

The combination of inclimate Michigan weather and the holidays made December seem an ill-suited time for a petition drive. Over the next five weeks, however, a team of dedicated volunteers made the seemingly impossible happen. During the drive we used radio, TV, and the newspaper to keep the attention focused on the need for signatures. On January 9, 1995, the City Council approved and scheduled a special election to be held March 28.

Making It Happen

Now the real challenge, sell the public on the need and convince them that the City Council was serious. The staff broke into groups to develop the plan of attack. We would need a finance group to raise campaign funds. We approached business, community and sports groups to raise the needed funds. We projected reasonable needs to fund current programs and to bring back many of the programs that had been cut in prior years. These were projected on a five-year basis. We would need a capital improvement group whose emphasis was on renovation of current facilities rather than building new facilities, which would increase maintenance needs. A volunteer group would be needed to stuff envelopes, make phone calls and drive residents to the polls as needed.

We devised a plan to make the most efficient use of the funds available. A five-year plan was developed and mailed to all persons who signed petitions and was published in the local newspapers. We used paid advertising as much as possible, but were limited by high costs. While we found that TV was too expensive, we worked with the news departments as much as possible. Radio fit our needs, but we had to be selective and also keep their news departments abreast of what was happening. We were able to afford four billboards located throughout the City. Finally, we needed a phone campaign to remind all of those persons who signed petitions to vote. The committee called over 5,000 residents during the week leading up to the election.

The weekend prior to the election, the media blitz began. Over 75 spots aired on the radio. The radio and TV newscasts highlighted the millage regularly. Newspapers endorsed the millage. The day of the election, every TV and radio newscast featured the millage as one of their top stories.

At this point, we had done as much as we could do with resources available, and it was up to the voters. March 28 was a very stressful day. All those involved wondered whether or not they had forgotten something or whether they could have done more. The returns began to come in; as each precinct reported its results, spirits grew. VICTORY was in sight, and by the end of the night, it was ensured by an almost two-to-one margin.

The hard work of the staff, Commission and more than 250 volunteers was rewarded. The Parks and Recreation program was preserved for the next five years. Now, we must deliver on the promises made and remind the public that they voted wisely.