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| Washington Area Bicyclist Association (WABA) |
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Vital Stats The Challenge | The Solution | The Process |Unintended Consequences | Unforseen Benefits | Measurements & Results | Lessons Learned How to build an "AAA" for bicyclists in the Washington, D.C. area? When Cary Shaw, a Washington, D.C. resident, encountered an obstacle
blocking a bike path on the national mall in 1972, he wondered whether
there was an organization to which he could turn to resolve problems
that bicyclists often encounter along the highways and byways of the
nation's capital. Was there a AAA for bicyclists? After a bit of investigative
work, Shaw discovered that no such organization existed. Moreover,
many overlapping layers of local, state and federal bureaucracy governed
the use of the public transport routes available to bicyclists. The
area's transportation infrastructure is so multifaceted that most
people have no idea where to go or who to speak with to raise issues
and concerns. How could WABA empower area bicyclists to provide their
input into the transportation decisions affecting their lives? To create a volunteer-based grassroots organization to advocate for safe, accessible bicycle routes in the Washington metropolitan area. When Shaw realized that he had nowhere to turn, he mobilized grassroots
volunteers to create the Washington Area Bicyclists Association (WABA),
an advocacy organization dedicated to bringing like-minded people
together to improve conditions for area bicycle enthusiasts. Shaw
soon realized that he was not alone, and by the end of WABA's first
year, he had recruited 200 members to rally for the cause. WABA operated
for the first ten years without the help of full-time staff. Hiring
its first full-time employee in 1982, the association was able to
successfully rally volunteer support to accomplish its mission with
very limited financial resources. Currently, WABA employs a core staff
of three to coordinate local bicycle advocacy efforts at all levels
of government. "Harnessing peoples' passion for safe and accessible biking makes change happen." WABA hired its first employee in 1982 and currently employs a staff of three. By allowing volunteers to focus on their particular interests and "run with them," WABA leverages the strengths and interests of its members to accomplish a great deal with limited resources. The association's recipe for successful advocacy involves the following steps:
One of the keys to WABA's successful advocacy initiatives involves coalition building. WABA members work to develop coalitions of like-minded, "smart growth" organizations to leverage resources and to deliver the association's message to a wide audience. WABA successfully united 37 area recreation, conservation and civic groups behind its effort to convert the Georgetown Spur of the B&O Railroad to a biker-hiker trail running through western D.C. and Montgomery County, Maryland. Fundraising Awareness Building Advocacy To illustrate another example, WABA volunteers saw that Alexandria, Virginia traffic loops were not very sensitive to bicycle traffic. They proceeded to identify traffic engineers to recalibrate electrical controls to identify bicycle traffic. Before long, word went out via WABA's newsletter to encourage interested parties to speak to the appropriate authorities to support the effort. According to WABA Executive Director Ellen Jones, "people are the best advocates for their own self interest -- we find out what matters most to volunteers and like minded groups. They make change happen." Specifically, WABA established a database of volunteers. Once WABA
volunteers identify an issue, they go to work to identify decision-makers
at various levels and to mobilize constituents via communications
vehicles such as the website, newsletter and direct mail. Depending
on the jurisdiction in question, WABA looks to mobilize local members
who are in a position to make a case to local government transportation
officials. Almost every urban transport project effects bicyclists,
and WABA members make every effort to get on the agenda early, before
the key decisions affecting the course of such projects are made.
WABA members pick their battles carefully, and follow pre-planning
studies for urban development projects that may affect the interests
of their members. One unintended consequence that followed from volunteer activity involved the creation of the Bicycle Helmet Safety Institute. The institute, a WABA spin-off, publicizes four bicycle safety rules to avoid fatal crashes and promotes the importance of wearing a helmet:
"Empowering people to make communities better places to bicycle." A few of WABA's success stories include:
Another key legislative victory involved creating the People's Alliance for Rock Creek. This advocacy effort succeeded in limiting commuter traffic through Rock Creek Park in Washington, DC. Also, WABA members helped to identify key legislators in Richmond to make the case against widening Route 66. By showing that highway expansion would violate existing environmental laws and lead to air quality non-attainment, WABA members convinced the Virginia legislature to require an impact study of the proposed highway expansion. Also, WABA members worked with Metro authorities to allow area residents to take their bikes onto the metro during extended periods of time. Moreover, WABA organized BIKEDC 2000, a 200-volunteer effort that put 3,000 bicyclists on area roads to draw attention to the importance of biking in the community. Easier said than done, BIKEDC involved coordinating among members and various public transportation and police authorities to provide exclusive road access during the event. Surprisingly, there was no "motorist backlash." To provide a fitting backdrop for the event, WABA volunteers were
able to enlist Mayor Williams and to arrange a celebration of the
event with a reception at the National Building Museum. The reception
and awards ceremony attracted an audience of 600, and was pulled together
with the help of 30 volunteers and two staff members. "The bicycle is an indicator species of a healthy community." WABA is a testimony to the success of persistent grassroots advocacy. Key lessons include:
WABA makes sure that volunteers feel appreciated and communicates
their value to the association frequently. Currently, WABA has four
retired office volunteers, who bring significant senior management
expertise and a strategic focus to the association's efforts. Even
younger volunteers refer to their WABA work, which can involve everything
from managing key press or other events, as "management experience".
Every WABA volunteer can point to a track record of marketable skills
developed as a result of working with the association to improve "quality
of life" in the Washington area.
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