All-In for the Win: How Bloomington Earned Voter Trust for Three Ballot Initiatives
From flyers on windshields to face-to-face conversations at the farmer’s market, this campaign was a masterclass in real engagement
You can’t fake trust. The City of Bloomington, Minnesota, knew that if it wanted to pass a $155 million sales tax measure—split across three separate ballot questions—it would have to earn it.
What followed wasn’t just a communications campaign. It was a full-scale, citywide commitment to education, clarity, and connection.
And it worked.
All three measures passed. Turnout was strong. Almost no one left the ballot questions blank. That’s what happens when residents don’t just see your message—they feel like they’re part of it.
About Bloomington, Minnestota
Located just south of Minneapolis, Bloomington is the third-largest city in the Twin Cities metro area, with a population of nearly 90,000. It’s home to the Mall of America, a major economic driver that draws millions of visitors each year. The city also boasts 9,000 acres of parks and open space, including the scenic Nine Mile Creek and Minnesota River Valley, giving Bloomington a unique blend of big-city assets and small-town character.
A Clear Strategy from the Start
From the beginning, Bloomington leaned into planning. They hired Rapp Strategies, a consultant with deep experience in local ballot education efforts.
“Communicating isn’t new to us. But communicating about sales tax operations is a little different,” Communications Supervisor Erik Juhl said.
But rather than outsource the work, the city relied on its internal team, keeping costs low and authenticity high. The original cost estimate for the Rapp contract was around $50,000, but because City communications staff did 100 percent of the educational outreach and messaging using City channels, the actual cost came in considerably less, at $30,500.
Weekly check-ins brought together communications, finance, parks, and outreach and engagement staff to coordinate tactics. The team also launched a stand-alone campaign website, BloomingtonForward.org, to consolidate information and keep messaging focused.
A Campaign in Multiple Languages—and Multiple Formats
The city went further than it ever had before to reach all its residents.
Bought Spanish-language radio ads
Partnered with Somali-language stations
Translated flyers into four languages
Used trusted community leaders to help spread the word
And perhaps most powerfully, they featured real city staff—engineers, parks professionals, public health leaders—in a video series that highlighted the what and why of the ballot initiatives.
“We wanted people to see” the professional staffers working on these projects, said Communications Administrator Janine Hill. “We got a lot of views and a lot of positive feedback on those.”
I defy you to watch this and tell me Water Resources Specialist Jack Distel doesn’t care deeply about the Nile Mile Creek ecosystem.
Print Ain’t Dead
The City’s long-standing city newsletter, Bloomington Briefing, turned out to be the real MVP.
Mailed monthly to 40,000+ households and businesses
Featured 11 articles and a four-page voter insert
Consistently cited by residents as where they learned about the initiative
Councilmembers heard the same thing: “I saw it in the Briefing.”
“It saved us so much money (in printing and mailing costs) because it was something we were already pushing out,” Janine said. “It’s a trusted news source.”
Face-to-Face Changed Minds
In an era of digital everything, Bloomington doubled down on in-person engagement.
Staff attended 19 public events—tabling, handing out flyers, answering questions, and having real conversations.
“It’s a big staff commitment,” Erik said. “But there’s a huge payoff. It’s like a secret weapon.”
Nowhere was that more evident than with the Nine Mile Creek project. Initially met with fierce opposition—including an organized group with T-shirts—residents were wary of proposed improvements. After months of direct engagement and listening sessions, the sentiment flipped.
“The sentiment went from this group being opposed to the project to, like, we are on board. And in fact this group just very recently held its own event at Nine Mile Creek to help celebrate it, too,” Janine said.
Here’s another video produced by the city that features only residents talking about why they love the Nile Mile Creek.
What this video shows me, if I’m a resident, is the city is listening. Of all the videos in the Bloomington Forward series, I think this one is my favorite. It conveys the passion and downright love adults and children have for this beloved slice of nature.
Smart Framing, Not Just Smart Messaging
One of the most effective pieces of the campaign? A graphic comparison showing how sales tax (mostly paid by visitors—remember, Bloomington is home to Mall of America) was a better deal than property tax. It made the abstract real—and it worked.
Results That Speak Volumes
✅ All three ballot questions passed:
Health & Wellness Center – 56%
Bloomington Ice Garden – 53%
Nine Mile Creek Corridor – 52%
✅ Voter education worked:
Only 1.2–1.4% of ballots left questions blank (vs. typical 5–8%)
Very few questions asked on election day
“So, we knew that they were well educated on the question,” Janine said. “If they weren’t leaving it blank, they were voting.”
The Work Continues
The team didn’t hang a Mission Accomplished banner after the election.
They rebranded the campaign to Moving Bloomington Forward, keeping the same website and visual identity to help residents track progress and stay involved in shaping the final project designs.
Win. Win.
Final Word
“Make sure you do social (media) right, but don’t count on that being 80% of your work. It’s maybe 10, 5%.”
— Erik Juhl
That quote should be printed and taped above every comms desk in local government. Bloomington won because they built a comprehensive plan, used every tool available, and stayed relentlessly focused on earning—not demanding—public trust.
Onward and Upward.