How Bond Committees Originated in Katy ISD:

"When an organization has more of its decisions made by committees, that gives more influence to those who have more time available to attend committee meetings and to drag out each meeting longer. In other words, it reduces the influence of those who have work to do, and are doing it, while making those who are less productive more influential."  Thomas Sowell

At a summer school board retreat in 1993 while I was on the Katy ISD School Board, the superintendent (Hugh Hayes) gave the board members his suggestions on how to approach the upcoming bond referendum.  A copy of his memo follows.  Note that it was a conscious decision to USE members of the public with no real legal authority to make decisions for the elected board members thus absolving the board members from any kickback from unpleasant results. I didn't like this plan and said so.  When the committee was convened, they didn't allow me to be on it! So much for speaking one's mind!

“Bond Election Information 

It is apparent that we must hold a bond election in the next several months to address existing and projected needs in the district.  I have attempted to make some notes which I hope will assist you in making the decisions necessary to successfully call and pass an election to address these needs. 

Time of the Election: 

The major factor in timing the election would be the availability of bond funds at the time they are needed.  Some estimates regarding time requirements are as follows: 

1.  Defining needs - This time period can range from a few weeks to a few months, depending upon the degree of community involvement in the needs assessment.  Using our demographic data, we can project needs for the next five to seven years fairly quickly.  A package could be developed and made ready for public presentation within two weeks.  If a steering committee or some other form of community group is used to help identify needs, this time would stretch to two months. 

Advantages of District Needs Assessment: 

1. Short time required.
2. Control of the size of issue.
3. Needs are data driven. 

Disadvantages of District Needs Assessment: 

1.  No community “ownership” of plan. 

2.  Special interest groups may organize as a result of not being represented. 

3.  Burden for “selling” the bond issue falls on the district. 

Advantages for Community Involvement:

1.    Participation by a variety of community representatives builds a broad coalition of support    for the project              
    .    

2.  Community involvement usually ensures that all areas of the district are
     addressed and that special interest groups have the opportunity to
     participate in the process. 

3.  Community members have more credibility as bond “salesmen.” 

Disadvantages for community Involvement: 

1.  Needs may not match those developed by the district or may exceed
     those developed by the district. 

2.  Inability to control the size of the issue. 

3.  Displeased participants may become negative forces in the campaign. 

Recommended Approach: 

Appoint a steering committee composed of 15 to 30 individuals.  Present district developed needs and ask steering committee to document needs via observations, available data, etc.  Ask steering committee to make a commitment to support and help promote the issue.  Time required one month. 

Size of Issue: 

The size of this issue is dependent upon the number of years to be covered and the additional facilities or support services to be considered beyond actual classroom space. I believe the size of this issue will fall between 65 million and 125 million, and may be a very critical issue in determining the success or failure of this issue. 

Points to Remember: 

1.  Our demographic data makes disclaimers for projections beyond five years. [Note that in 2014,

the "disclaimers for projections" is plus or minus 9% for ANY length of time!]

2.  Our patrons are only now emerging from the Houston area recession of the late 80’s and early 90’s. 

3.  Projections made in the last bond election which did not hold up. 

4.  Uncertainty of the school finance issue in Texas. 

Recommended Approach: 

Develop a program to address minimal classroom needs for a 5-7 year period.  Develop additional recommendations for support facilities, infra-structure upgrades, etc. and assign dollar values to those components.  Estimate classroom needs for additional 3-5 years and assign costs to these estimates.  Consult with steering committee to gain consensus regarding size of the issue. 

Defining the Issue: 

As discussed earlier, the election can be called for a simple proposition to “construct, equip, maintain, facilities, etc.” or can be called for a series of specific propositions such as (1) a new junior high, (2) three new elementary schools, and (3) renovations of schools A, B, and C. 

Recommended Approach: 

One general proposition to cover the basic program as defined in promotional literature, plus separate proposal(s) for specialty projects such as auditorium, etc. 

Communicating the Need: 

After the program has been defined and the election called, a campaign should be launched to communicate the need to the public and to encourage the positive vote.  Prior to calling the election any special groups such as the district’s teachers and staff or the Community Support Network should have an opportunity to hear the plan and react to it. 

Recommended Approach: 

Obtain a positive commitment from the steering committee to support the issue.  Visit each campus or campus cluster to discuss the proposed election.  On the eve of the call, host a meeting for the Community Support Network to discuss elements of the issue.  After calling the election, the following steps should be taken. 

1.  Arrange for the printing of fact sheets and question/answer sheers.
2.  Produce informational brochure.
3.  Establish budget for advertising and raise funds.
4.  Develop video presentation for speakers.
5.  Speakers’ Bureau given assignments:
  A) All PTA Units
  B) All Service Clubs
  C) Chambers, etc.
  D) Other groups as requested 

This informational campaign and positive advertisement should last no longer than 30 days after the call.  The production of all materials should be timed to coincide with the election call. 

Suggested Timelines: 

Based upon the sale and delivery of bond proceeds in time to begin construction this summer, we can work backwards to establish this tentative timeline. 

Defining the Needs, etc.             -         October, 1993 through January 15, 1994
Call for Election                          -         January 24, 1994 - Regular Board Meeting
Election Campaign                     -         January 25, 1994 through March 4, 1994
Election                                      -          March 5m, 1994  (Saturday)
Sale of Bonds                             -         April 15, 1994 
Delivery of Proceeds/                 -         June 1, 1994
Construction Begins"