Portland Public Schools approached the fall election with a track record of winning local school funding campaigns: the first local option in 2000, the county income tax surcharge in 2003, and a fight against a repeal effort in 2004.

Those campaigns brought a twofold legacy. On one hand, we had identified parents, volunteers, organizers and campaign consultants ready to spring into action. On the other hand, those volunteers and campaign workers were getting awfully tired.

Overcoming voter fatigue

Voters were tired, too: tired of Portland Public Schools lurching from one financial crisis to another. Unsure that we had done enough to cut costs. And feeling the pinch in their own household budgets (gas prices, health premiums). They weren't sure they wanted to give more to any government entity, even schools.

Our earlier local option expired in 2005. The temporary county income tax ended a year later. PPS needed a local tax to pay for operations. Various options were considered, including a regional income tax, a city-wide income tax surcharge, a May vote for a local option (with its double majority requirement). The coalition of school supporters was divided among the options, and polling showed none likely to succeed with voters. Finally, PPS decided to cobble together support from partners (city, county, state lottery dollars) and dig into financial reserves to balance the 2006-07 budget, in preparation for a local option campaign in November 2006.

In August, the school board referred a five-year operating levy to the ballot, with a rate of $1.25 per $1,000, to raise roughly $33 million a year. That was enough to replace the one-time funding from partners and our reserves and, more to the point, enough to maintain 380 teaching positions and buy up-to-date classroom materials and books.

Given history and voter sentiment, the election messages emphasized the positive:

• Keep up the momentum: Student achievement is increasing and our schools are worth the investment.
• Maintain teaching positions and class sizes (avoiding the "scare tactic" of promising pink slips or 38 kids in elementary classrooms).
• No money to be spent on administration, and independent citizen oversight to ensure money is spent as voters directed.
• The tax would cost the typical homeowner less than $13 a month (half pay more, half less).

Schools distributed information sheets to every student, handed out half-sheets with tickets at football games, posted larger information sheets on bulletin boards and doorways. Updates were emailed to PPS staff, parent volunteers, key communicators and media lists. Many of these pieces were translated into Spanish, Chinese, Vietnamese and Russian. Our local chapter of Community and Parents for Public Schools assigned parent volunteers to give three-minute budget presentations at almost every Back-to-School night in the fall for the third year.

Relationships pay off

On the political side, the partnerships developed over the past two years paid off. Local elected officials, the Portland Business Alliance and corporate leaders, the Portland Schools Foundation, local PTAs, employee unions and others stepped up to raise roughly half a million dollars for the campaign. Campaign staff and consultants (all veterans of previous efforts) came together quickly. HOPE (Help Out Public Education), the grassroots group founded to pass the local income tax, was the foundation for the campaign volunteer effort. And Stand for Children offered critical organization and ground troops.

The theme emerged quickly, with hundreds of hand-painted and hand-stenciled lawn signs placed in "yes" areas around the city: "Portland ? Schools." The message emphasized that schools are at the heart of our city and our neighborhoods, and the hand-made quality helped the signs stand out during a busy election season and put kids and creativity at the forefront.

Without the need to boost turnout, the campaign sought to strengthen support among core voters - those who had supported Portland Public Schools in the past, but might be wavering. Efforts targeted Democrats and Independents, women, seniors and residents in identified pro-school precincts.

Ads, personal contact carry the day

Most of the money paid for advertising: Three waves of campaign flyers hit targeted mailboxes in the final weeks, one TV ad ran repeatedly, and the Blazers donated radio time for an ad that ran during their games.

But personal contact was even more important. Volunteers walked hundreds of routes, ringing doorbells and handing out literature tailored to each neighborhood, with quotes from seniors, local business leaders, parents, kids and graduates. At phone banks (almost daily from September through October), volunteers made thousands of calls - first to share information and identify supporters, later to ensure "yes" voters turned in ballots. A corps of trained speakers gave presentations at neighborhood associations, PTAs, neighborhood business associations and many other community groups. And dozens of street-corner rallies in the waning days showcased kids, parents and seniors waving hand-lettered signs at the busiest traffic corners.

The measure passed with 63 percent, or 113,000 "yes" votes, a far stronger win than anticipated. Portland does love Schools - but before they would vote "yes," Portland voters needed a strong reminder why schools are worth their investment. The campaign delivered.