🚨 Please note: BikePortland is currently on hiatus and is not publishing new content. Learn more here and stay tuned for updates. Thank you. - Jonathan 🙏
Part two of a three-part series written by Rebecca Small and Shawn Small. See full series here.
We continue with another timely article that’s tailor-made for Portland bike businesses. On Wednesday we explained how to navigate the system and find unemployment benefits. Today we’ll share the latest links and advice for how to manage cashflow and maintain your workforce.
If you think it’s hard to comply with social distancing guidelines on narrow sidewalks and bike lanes in Portland, you should try doing it on singletrack trails in Forest Park.
But that hasn’t stopped the City of Portland from keeping the much-loved urban park open.
While trails in the Columbia River Gorge and elsewhere throughout Oregon are closed — and the Portland Parks & Recreation Bureau has opted to close basketball courts, skateparks and roads around 10 other local parks in an effort to discourage use and help people maintain their distance, Forest Park has avoided closures thus far.
I’ve biked through the park several times recently and the parking lots have been very crowded. It got me wondering; if the Parks Bureau has closed basketball courts and skateparks, why would they keep Forest Park trails open while they continue to attract such large crowds? I was also curious how it’s physically possible to maintain a six-foot passing distance on trails in heavily forested areas that are just 18 to 30-inches wide.
I put my questions to two people: Portland Parks Media Relations Director Mark Ross and Forest Park Conservancy Executive Director Renée Myers.
Chris Smith is outraged by what just happened.
The Portland Planning & Sustainability Commissioner member, transportation activist, and Metro Council candidate watched this morning as the unelected, five-member Oregon Transportation Commission brushed aside considerable concerns about the I-5 Rose Quarter project and voted unanimously to let the Oregon Department of Transportation move forward without any further objective analysis.
In response, Smith wants to strip the OTC of its powers to oversee urban highways. Here’s the statement he just shared with us:
The oversight body for the Oregon Department of Transportation has given the agency permission to move forward on their $715 million I-5 Rose Quarter project without doing more rigorous and independent analysis of its environmental and community impacts.
In a 5-0 vote taken on a meeting held over the phone today, Oregon Transportation Commission Chair Robert Van Brocklin said he was satisfied with steps taken by ODOT thus far and that, “I just don’t find the basis in the record to change to an EIS [Environmental Impact Statement].”
At issue was whether ODOT should be required to perform an EIS or stick with their already completed Environmental Assessment. Both processes are part of the US Federal Highway Administration National Environmental Policy Act (NEPA). ODOT completed an EA last February, a step required to determine whether or not a project will have significant impacts.
With their vote today, the OTC has swept aside serious concerns and calls for an EIS by many regional elected leaders and organizations, and thousands of Portlanders who oppose the project. In the past two weeks alone, the group No More Freeways says over 350 people submitted public comment calling for an EIS. Last spring a comment period led to over 2,000 public omments, 89% of which were in opposition to the project.
While all the attention at today’s Oregon Transportation Commission (OTC) meeting will be on the I-5 Rose Quarter Project, there’s another highway expansion mega-project that will take an important step forward.
The OTC is expected to give the Oregon Department of Transportation permission to enter into an intergovernmental agreement (IGA) with the Washington Department of Transportation that will lay the groundwork for cooperation on a project to replace the I-5 bridges over the Columbia River. This is a resurrection of the ill-fated Columbia River Crossing (CRC) project that came crashing down in 2013 after the Washington legislature backed out of their funding commitments.
But since massive highway expansion projects are the air that keep state transportation agencies alive, after spending eight years and over $200 million the first time around, Oregon and Washington are eager to try again.
A three-part series written by Rebecca Small and Shawn Small. See the rest of the guides here.
Uncertainty is hardly a new sensation for small business owners. Throw in a pandemic, a statewide lockdown, and implosion of the national economy and our local entrepreneurs find themselves facing previously unknown levels of apprehension and sleepless nights. Lately it may seem like there are a million possible wrong choices.
Every one of the nearly 100 different bike-related business in Portland, from the biggest bike shop in town to a self-employed bike fitter, falls into the category of a “small business” – by definition, a company with fewer than 500 people. Most are much smaller: 9 out of 10 businesses in Oregon have fewer than 20 employees. Despite their size, they employ 55% of the state’s workers. They are critical economic engines of our community.
The coronavirus has changed our lives forever. From here on out, we will think of life before coronavirus, and after. While these are very scary times, we are seeing some positive things appear. With calmer streets and less people driving, there’s been a surge of children and families riding bikes together.
If you’re one of them, it might be a good time to do a practice run to school (if you don’t bike there already).
As a Physical Education teacher at a K-8 school in north Portland I see daily the impacts physical activity — or lack thereof — has on my students’ well-being. In PE class we work to give children the skills they need to be a physically literate person. We are building students’ competence and confidence so they can live a healthy life.
I tell my students that doctors have studied why being physically active is important for children. The closer children are to the 60 minutes of physical activity recommended by the Center for Disease Control, I tell them, the better health outcomes they’ll see. Children who are more active do better in school, get in less trouble, have better relationships with friends, get sick less and live longer lives.
EXECUTIVE DIRECTOR
SANTA BARBARA BICYCLE COALITION
MISSION
The Santa Barbara Bicycle Coalition is a county-wide organization that promotes bicycling for safe transportation and recreation.
VISION
We envision Santa Barbara County as a great place for everyday, year-round bicycling – for transportation and recreation – that is safe and accessible for everyone. We will work toward building healthy and vibrant communities with clean air and low-stress, safe streets.
POSITION SUMMARY
The Executive Director (E.D.) reports to the Board of Directors and is responsible for leadership, oversight and management of the Santa Barbara Bicycle Coalition (aka SB BIKE), including its Education and Advocacy programs, and three Bici Centro community bike shops. This is an amazing opportunity to help shape the strategic direction of the organization and the active transportation movement for the region. The next E.D. will partner with an invigorated board and deeply committed staff on the development of a strategic plan that will propel SB Bike forward as it advances a transparent, inclusive, and values-driven culture. Working closely with the Board of Directors and staff, you will sustain and build our successful track record in the Santa Barbara region.
We’re seeking a candidate with an entrepreneurial attitude and the ability to successfully manage a county wide organization for growth. The right candidate will need to be an inclusive, strategic, and organized leader with strong operations, financial, staff management, and partnership development experience. The E.D. is asked to be a thoughtful communicator, inspirational leader, manager and champion not only for our organization, but for the cycling goals of our communities. Above all else, the E.D. must be committed to building safe, equitable, and dignified transportation alternatives for all.
This position includes: building and managing short and long-term relationships with donors; maintaining and expanding the activist base and presence across Santa Barbara County; managing teams of staff and volunteers; leading communications; building a fun, engaging, and outcome-oriented work environment; and serving as a key SB BIKE spokesperson in the media, with government officials, and in the community.
SUMMARY OF KEY RESPONSIBILITIES
Leadership & Management
Be a collaborative and inspiring team leader.
Support, manage, develop, and lead a diverse staff of top-quality people, ensuring they have the needed information and tools, and ensure staff capacity to manage existing programs while developing new opportunities.
Develop an annual operating budget of approximately $1 million in cooperation with the Finance Committee, manage cash-flow, assure compliance with fund restrictions for various grant sources, prepare quarterly financial reports and monthly reviews, and ensure that all program and operational spending is supported by funding that is robust enough to meet or exceed financial goals and objectives.
Guide and support the Board of Directors in setting SB Bike’s strategic direction and ensuring financial sustainability, while having primary oversight over all operational aspects of the organization.
Refresh and strengthen SB Bike’s revenue model, including a strategy for how the membership model, fee structure and revenue streams can best support programmatic goals.
Supervise three community bicycle maintenance facilities and operations in Santa Barbara, SBCC and Santa Maria.
Promote SB Bike’s priorities and values and contribute thought leadership to the active transportation community.
Support county-wide efforts by being flexible and present as necessary throughout the region.
Do what needs to get done to make the mission happen even if it means taking out the trash.
Board Relations
Maintain information flow between Board and staff, including generating, and supervising the production of, quarterly updates on finances, program, and program development.
Participate in Board committee meetings as appropriate.
Fundraising & Community Relations
Work with staff and Board to initiate, develop, and implement fundraising strategies and coordinate fundraising events.
Prospect foundations, businesses and individuals for grants and major gifts and assure high quality of applications and solicitation materials.
Lead efforts to identify and successfully apply for government grants for active transportation funding.
Serve as the public face of the organization promoting community relations, media coverage, and community recognition.
Programs
Guide overall processes of program design, implementation, and evaluation in collaboration with staff and Board.
Identify and engage with community partners to deliver services and implement policy strategies.
Maintain, develop, and/or create programs responding to distinct needs of SB County’s regions.
Collaborate with non-profits, government, and private organizations to further SB Bike’s vision.
CORE COMPETENCIES & EXPERIENCE
Minimum 3 years’ experience in managing and leading a non-profit, including strategic development, community engagement, budget, financial management, fundraising and operations [Comparable private sector plus volunteer nonprofit work is acceptable].
Experience effectively galvanizing others to co-create thriving and sustainable communities.
Experience convening multi-racial, cross-class groups to work toward shared social impact goals.
The new E.D. must be able to tell the story of SB Bike and its mission in a compelling way that inspires others to join and invest.
As the leader of an organization that has been through a lot of transition, the new E.D. must be a skilled team builder with a proven ability to develop and manage high-performing board and staff teams.
Be a results-oriented leader with a proven track record of driving growth and impact through action.
PREFERRED EXPERIENCE
Bilingual (Spanish/English)
Significant experience and comfort with mission-driven fundraising and/or asking for contributions of time and money will be an important key to success. Experience leading and managing a membership organization or a group with a large and engaged constituency will also be a significant advantage.
Knowledge of Santa Barbara County and government (or other local governments), and an understanding of the local and regional philanthropic sector and the dynamics of the nonprofit funding environment is a plus.
Non-profit business model development experience.
PERSONAL CHARACTERISTICS
Passion and commitment to active transportation/bicycling.
A natural connector with excellent listening, communication, and relationship building skills, who can authentically build bridges between people from different communities, sectors, and backgrounds.
Be a leader who is at their best when they are acting as a mentor and coach, encouraging others to step up and shine.
Multi-tasker, detailed oriented and time management skills.
Collaborative and willing to understand existing organizational culture and style.
Excellent oral, written and electronic communication skills
Willingness to work some evenings and weekends.
COMPENSATION
This is a salaried, full-time position. Starting pay is between $65k-$95K depending on depth of experience. Full time benefits include vacation and sick leave and a health insurance stipend with goal of organization health insurance to be acquired in the near future.
1. Send a two to three minute video in support of your candidacy. This could show your passion and/or strengths, how you would represent or promote our organization in the community.
2. Send a resume and a cover letter outlining your skills, qualifications and salary expectations.
3. Send the above to the Search Committee at edsearch@sbbike.org.
Please save and upload your written documents in one combined PDF document.
Send video in either WMV, MOV, or MP4 format. YouTube or Vimeo link is also acceptable.
4. Applications will be accepted until April 17, 2020. Applicants should be able to assume leadership by June 2020. Position is open until filled.
When I started this car-free adventure at the beginning of winter, I thought for sure my bike was not going to cut it. I thought it was a matter of time when I’d have to admit my little road bike just wasn’t the right bike for hauling groceries or getting me around town. I was 99% convinced I’d have to trade it in when I first started my daughter behind me on her little tag-a-long, and her lack of experience balancing nearly caused us a few bike dumps.
I had been looking up more “upright” and heavier/sturdier bikes, what I came to find out are called “mixte” bikes, when to my surprise, we all adapted rather quickly. My daughter started riding on her own, I got into a cadence with groceries, and I do really love having a super light and maneuverable bike when I want to go from North Portland to Montavilla.
It’s strange that while many things have slowed down or paused during these virus-impacted times, there seems to be more news than ever coming toward us. Even as owner of a niche transportation media outlet, I’m working overtime to keep up with everything.
In an effort keep you informed and entertained in your at-home existence, here’s a roundup of coronavirus-related news tidbits and other fun things I’ve collected in the past few days.
Free Hot Soup is an all-volunteer, grassroots community group that feeds hungry people. Since they’ve been barred from distributing meals at all but one local park, the group has made their operation mobile. We heard from an FHS volunteer that this means they need a lot more people to make deliveries — especially folks with bikes that have cargo capacity. Here’s the message:
Free Hot Soup needs more volunteers. We’re looking for bikers with trailers, who can team up to deliver along the I-205 corridor. We will have vehicles to transport meals to trailheads, to be taken from there to camps along the trail by bike.
