Media and Communications

Media and communications are the direct line from great bicycle advocacy campaigns to the people who will spread the change. Without them, we might as well stay in our meeting rooms and never expect change. So understanding how to communicate well with our government officials and the people in our communities must be a top a priority for all bicycle advocacy leaders.

One important skill to have is Writing a Press Release that Gets Published . This two page handout is designed as an introduction for first timers as well as a checklist for veteran press release writers to ensure every press release for bicycle improvements gets published.

Great promotional campaigns can also break down misconceptions about bicyclists. Here's a nice example from Fort Collins, Colorado: You know Me, I Ride a Bike. Another great example for showing that bicyclists are just regular people is the Like Riding a Bike campaign. Find more promotional campaign examples on our Bicyclist & Driver Education page.

And if you do a great job showing your officials the benefits of bicycling, you can look forward to boasting with them about your city's bicycling pride like advocactes and officials in Copenhagen have done with this video:

Source: www.OneStreet.org

Fundraising Tips - The Direct Ask

The direct ask is the most effective way to raise funds for your organization because:

• There’s no need for expensive printing – the donor will rely on you for answers.
• Donations and pledges can be given immediately.
• Donor funds can be used where the organization needs them most.
• Happy donors often give year after year.

Keep in mind:

• You are offering them an opportunity to contribute significantly to the community.
• People give to people. Their trust in you equates to their trust in your organization.
• They can’t say “yes” unless you ask!
• These tips extend beyond asking individual donors to your requests of sponsors as well as your connections for grants and contracts. All fundraising is people giving to people, no exceptions!

Before reaching out to a potential donor:

• Make sure your organization is currently doing successful work in the donor’s interest area. If you’re not sure, find out during your initial call to them to set up a meeting.
• Find out what level of contribution they have given to other organizations.

Preparing for the initial call:

• If you are raising funds for an urgent campaign, make sure you have the complete campaign plan in front of you (see Campaign Planning at OneStreet.org) and know the campaign message by heart.
• If you are raising funds for this year’s budget, have bullet points in front of you regarding your organization’s work plan and successes this year.
• Also have your organization’s current workplan and budget in front of you so you can answer any questions they might have.
• Practice describing why you contribute your time and money to your organization so you can demonstrate your own commitment.

The initial call (or perhaps you run into them at the post office...):

• This is not the place for the funding ask! The only ask you will make here is for them to meet with you (and perhaps another from your org, but no more than two) to discuss their financial support of your organization.
• Show your appreciation of their interest in your organization and any support they have given to yours or similar efforts in the community.
• Make sure they know the meeting is to discuss a donation (don’t mention a specific amount at this point) and let them know half an hour should be plenty. This will allow them to prepare for the meeting.
• Ask them how, where and when they prefer to meet. If they would like to do lunch, expect to pay the entire bill.

At the meeting:

• Show up on time! A bit early is even better.
• Keep your presentation under five minutes. Remember, this meeting is about their interests, not yours.
• You only have half an hour so keep the discussion focused. Ask questions so you can learn their hopes and dreams and how they would like to invest their money in the community.
• Briefly interject details about your organization’s work that align with their needs, noting areas where funding is needed i.e., “Ah, you are interested in safer streets. We are actually hoping to raise enough money this year to hire a new staff person to coordinate our street redesign projects.” (This of course is in your work plan already.)
• Repeating part of what they say in your questions and comments, as in the above example, is an important way to show them you are listening.
• Do not give them anything to read during the meeting. This will only distract them from the discussion.
• Watch the clock! Make the ask before the half hour is up or, if it’s lunch, well before the check arrives (and remember, you’re paying).

The ask:

• Note a specific connection discovered during the meeting between their interests and the work of your organization.
• Make sure this pertains to work your organization is already committed to. Be clear that the money will be used for the organization’s current needs. NEVER create new projects around funder needs! This is called “chasing the money” and has led many an organization to disaster.
• Include a specific amount, taking into account the research you did on their previous contributions and financial ability.

EXAMPLE OF AN ASK:
“Well, I think we’ve found some exciting connections here today. It looks like our organization is addressing many of your needs through our current Safe Routes to Schools program. Could you contribute $5,000 to help us meet our goal this year of adding another school to the program?”

After the ask:

• DO NOT SAY A WORD! This is perhaps the most critical tip of all. You must let them think. Do not make the mistake of assuming their silence means they are upset. It simply means that you have asked them for a lot of money and they need to run some figures before they can answer. Let them be the next to speak.
• If they agree, show your gratitude and commit to personally keeping them updated on the progress – note this in your calendar and make sure it gets done.
• They might also ask to give at a lower level. This is great because you’ll know you didn’t ask for too little. Thank them and commit to keeping them updated.
• They may write a check right there and then. If not, let them know that you or one of the organization’s staff will send them a letter soon requesting their pledge and noting some of the details from the meeting for their records.
• They might ask for more specifics in writing before they commit. This is fine, too, because it isn’t a “no.” Ask them for specifics on what they’d like to see in this letter/proposal and take detailed notes. Then, make sure you send this to them as soon as possible after the meeting, starting the letter with your gratitude to them for meeting with you.
• They might say no. That’s okay. Remember, you’ll never get a “yes” unless you ask and that always comes with some “nos.” Be very gracious, thank them for their time and make sure to offer another way they can contribute – perhaps join a committee, become a member or simply spread the word to their friends. They’ll be feeling far worse than you, so make sure to ease their mind about their decision. If they aren’t a donor today, they can still become one in the future.
• Send a handwritten thank you note by the next day no matter what their answer was, simply thanking them for the meeting. This is separate from any additional written details they may have requested.

After you receive the donation:

• Immediately send a professional thank you letter which they can use for their tax deduction records.
• If yours is a membership organization, make the donor a member with all benefits and communications.
• In addition to member benefits, make sure to show appreciation for their donation in your other materials and on your web site, where appropriate.
• As noted above, ensure the donor receives personalized updates on the work they are most interested in.
• Look for special ways to involve them. Ask their advice. Personally invite them to an event or ribbon cutting that includes their interest.
• Ask them again next year! If you don’t, they’ll be disappointed, maybe even insulted. Donors want to give – make sure you give them that opportunity by asking!

Source: www.OneStreet.org

MISSION / VISION / VALUES / GOALS SAMPLE

• One sentence, easy to memorize
• Captures the purpose of your organization far into the future
• Shows how your organization is unique from others
• This will be your filter for decision making

• One short paragraph in present tense describing the communities your organization serves after your organization has achieved its mission

• A short list, also known as principles
• The values behind why the organization was created
• Try to include organizational, human, social, economic and political values

• A short list of long-term goals, approximately three years out
• Keep goal statements general and pertinent to your organization’s mission
• Update goals every two-three years (mission, vision and values should be more permanent)

Source: www.OneStreet.org

LETTER OF COMMITMENT SAMPLE

(This letter can be used for boards of directors, committees, and working groups. If it is used as a Board Letter of Commitment, make sure to add two more bullets – one that ensures commitment to legal compliance and another that ensures a commitment to the best interest of the organization as a whole.)

I understand that my role as a _____________ is a significant responsibility and will make it a priority. I look forward to working with this team and, like the others, I:

* Support the Mission, Vision, Values and Goals of the organization.
* Will offer my expertise to help ensure the health and success of the organization.
* Will contribute significantly to fundraising and program activities, including making a stretch gift to the organization and/or assisting in bringing significant funding to the organization, such as offering names and introductions to potential donors, sponsors and grant makers, each full year I serve.
* Will work with the rest of the team to communicate the organization’s role to our most important audiences.
* Will attend in person or by phone, at least ¾ or the meetings held each year I serve and, whether I attend or not, will continually communicate with the team and the main coordinator to ensure I understand all current affairs.
* Will actively participate in all requests for my assistance and response.

I have read and fully agree to this Letter of Commitment and look forward to assisting the organization in this role.

Signed __________________________________________ Date ______________

Print name __________________________________________

(include instructions on how to return the signed original and to whom.)

Source: www.OneStreet.org

Employee Agreement Template

This simple agreement will improve the employee’s confidence and focus work results. It should serve program and operations staff well, while giving the supervisor a strong reference if confusions occur. Each employee must also receive the organization’s Employee Handbook (sample on the Management page). The Grievance Policy (page 14 of the sample) serves to prevent the common problem of staff complaining to board members and confusing communications between board and executive director.

Executive director employment agreements must be on-going and not include any sort of annual renewal. Such clauses make the executive disposable, not a leader as they should be. Executive director agreements must also point to the bylaws that must include clear direction on removal of any leader, including requiring full consensus of the entire board (or at least super majority vote). This should protect the organization from a reactive firing of the executive by overzealous board members while ensuring that any leader who is doing harm to the organization can be removed without delay. Never include a termination-without-cause section. These are brutal relics from for-profit corporations and not at all appropriate for organizations focused on helping people.

Remember that policies and procedures such as these are only safety nets of last resort and can never substitute for a culture of ethics, kindness and respect in your organization.

(ORG NAME) EMPLOYMENT AGREEMENT WITH (EMPLOYEE NAME)

POSITION TITLE:

ANNUAL SALARY:

HOURS PER WEEK: 40 (full time) or lower number (part time)

BENEFITS: (beyond Employee Handbook): common for U.S. program and management positions is three weeks paid vacation and health insurance up to $250 per month, other countries will have other expectations; add more if your org can afford them – often benefits will help you keep great employees even if they could find a higher paying job.

PAY PERIOD: weekly, bi-weekly or monthly; note how paycheck will be delivered

START DATE:

SUPERVISOR: usually executive director for small organizations, sometimes mid-manager for larger organizations; entire board for executive director

RESPONSIBILITIES:

* Note that employee must refer to their own personal work plan per position, provide supervisor with regular updates on work completed, offer new ideas and goal refinements, and participate in regular staff meetings.

* Two to five bullets on specific job expectations, but make sure to keep them open enough to allow for regular refinements without having to revisit this agreement.

* Work with supervisor, members, other staff and outside resources to improve expertise for increasing bicycling for the communities served by organization.

* Request approval for and keep records of expenses; give invoices with receipts of approved expenses to supervisor for reimbursement.

Source: www.OneStreet.org

Bylaws Template

Once you decide to incorporate your organization (known as registration in some countries) you will need to create bylaws. Some organizations use their incorporation document (called Articles of Incorporation in the U.S.) as their bylaws, but we don’t recommend this. Such documents are usually convoluted, focused on financial conflicts of interest and operation details that qualify it for national nonprofit status.

In contrast, your bylaws are your internal policies that you and future leaders will regularly refer to for leadership procedures. In order for your bylaws to serve this purpose well, they must be as short and concise as possible.  

Work with your fellow leaders to ensure that your bylaws will cause the sort of leadership behaviors necessary for your organization to thrive. Beware of nonprofit bylaws templates that are circulating on the internet and through lazy nonprofit coaches. Many of these bylaws templates include clauses that will eventually pit leaders against leaders. Most are also so overburdened with legal language that not even an attorney can figure out what the original intention was.  

Ensure your bylaws are as short as possible and use common language that all future leaders will clearly understand. Leave out more specific policies that require frequent updates such as those used in daily operations. 

Your bylaws must include:

• Purpose of the organization (also known as mission statement - one clear sentence)
• Whether or not the organization has members and what privileges they have,
• Responsibilities of different leadership roles (including your executive director),
• How leaders are chosen,
• Removal of leaders not doing their job,
• The resignation process, and
• How amendments are made to the bylaws,
• Any other specifics required in your country.  

We do not recommend member-elected boards because the vast majority of members will not investigate nominees before casting their vote. This allows self-interested people to take over the organization for their personal goals. We realize that in some countries, members are required to vote for board members. If this is the case in your country, you can avoid danger by including in your bylaws very strict criteria for board nominees such as significant time spent volunteering for the organization, three or more recommendations from current partners and similar. 

We recommend requiring full consensus of all leaders for removal of any leader. Such removals must require proof of that leader doing harm to the organization. We also recommend full consensus of all leaders before any amendment to the bylaws is made. However, if you and the others prefer majority vote, make sure that leader removal and bylaws amendments require a super majority of at least two thirds of all voting leaders if not three quarters. This should prevent wanton removals and amendments offered on a whim that could throw the organization into a tailspin.  

Also, never give voting power to any smaller committee of the full board, not even an executive committee. The full board must be involved in all decisions that require a vote. Committees should only bring their recommendations to the full board. 

Below is a very simple template that demonstrates how straight forward your bylaws can be. 

BYLAWS OF (NAME OF ORGANIZATION)

Article I: Purpose

Insert your mission statement here - a single, concise sentence that states what your organization is meant to achieve far into the future, who it serves, and where it serves. 

Article 2: Members

Clearly state whether or not your organization has members and what privileges they have. 

Article 3: Board of Directors & Executive Director

Include a section for each title that specifies their duties and how they are elected or appointed. If you choose to include term limits for board members, be sure to find a means of keeping these informed and committed leaders involved in your organization.  

We recommend that you make your executive director a voting member of the board. This bridges the divide between staff and board and results in a more egalitarian organization. 

Include a section for Removal that clearly states that significant harm to the organization must have been committed by that leader and that a full consensus of the entire board is required. If you and your team prefer majority vote, than removal of any leader must be by super majority of at least two thirds if not three quarters of the entire board.

Include a section for Resignation. Usually all that is required is notice in writing from that leader to any member of the board or a specific board member. 

Article 4: Amendments

Clearly state that any amendment to these bylaws requires a full consensus of the entire board. If you and your team prefer majority vote, than all amendments must be approved by super majority of at least two thirds if not three quarters of the entire board.  

At the bottom of your bylaws document include a note stating the date the Board of Directors approved them.

Source: www.OneStreet.org

Donations

Donate with a Check or Money Order

One Street relies on the generous contributions of our Supporters and Sponsors in order to provide our services to leaders of organizations working to increase bicycling. An easy way to support One Street’s work is to fill out this FORM and send it in with your check or money order, in U.S. dollars, to:

One Street
P.O. Box 3309
Prescott, Arizona 86302
USA

Donate with a Credit Card

Please fill out and submit this online form to pay through PayPal.