Between 2008 and 2017, US drivers killed 49,340 pedestrians – 13 people per day, about one person every 1 hour and 46 minutes. While the amount of walking and driving hasn’t significantly increased over that time period, and while driving has actually gotten safer, the pedestrian body count has increased by 35 percent.
Massachusetts isn’t much better. Two-hundred thirty-four pedestrians and bicyclists have been killed on Massachusetts’ roads over the three past years. Because of poor record-keeping we have no idea how many more have been injured. Bicyclists suffer repeated close calls – doorings, right hooks and left turns across the cyclists’ paths, and harassment by horn-blasts at close range. And yet, most of the time, no charges were brought against the responsible driver – including the nine bicycle cases in which the death came at the wheels of a truck driven by a professional driver with a Commercial License who, one would have thought, would be held to a higher standard.Read more
Working from within provides experience, expertise, and legitimacy. People whose career moved in professional or managerial paths have a vital role in advocacy. This includes people with a variety of roles: appointed or elected leaders, professional staff, even consultants, advisors, or “special commission” members.
There are many ways in which an inside-outside Advocacy partnership is the strategic route to success. The initial protest stages of an Advocacy campaign is almost always started by outsiders critical of what a public agency or private corporation is doing. Similarly, building the political will to force an organization to change its policy and mission often must be via an end-run around a particularly resistant agency’s staff or political leadership. Even at these times, however, internal friends can help open doors by insisting that “they’ve got a point; maybe we can lower the temperature by talking.”
It is also enormously helpful, even in those early stages, to have inside allies who can feed information or sometimes even make public statements validating the protestor’s claims. And once the campaign moves into pushing -- negotiating for specific policy, programmatic, or operational changes -- having an internal champion can make the process much more productive. Outside pressure can raise the visibility and priority of changes that inside reformers would, themselves, like to implement. Should the campaign succeed in triggering actual implementation, inside leadership is a necessity.
But there is also a role for internal activists even during quiet periods of business-as-usual. At a minimum, people on the inside can help their organizations do better by serving as a bridge to outside perspectives. At a maximum, they can push for improvements even in the absence of outside pressure.
Another campaign season is over and, except for Special Elections, mass voting won’t happen again until next Fall. But now is the time to begin preparing ways to clarify what candidates – for elected and appointed offices -- believe and will do about your issues. And it is important to remember that non-profits are legally able to play a major role in that public education process.
The two most typical tactics are sending candidates a questionnaire/survey and holding a public forum. Of the hundreds of each that I have read and attended over the years, very few of the questionnaire responses were more than long exercises of political side-stepping. Very few of the forums were more than boring recitations of platitudes. Very little of it helped anyone decide who to vote for – although some candidate’s performances or written answers were so bad that I personally eliminated them from consideration.
Still, setting up candidate events is an important part of advocacy work. So, the question is how to make them better -- more informative, more interesting, more useful, and more effective in advancing advocacy goals. And that starts with becoming clear about the full range of effects that we’re trying to accomplish. The typical purpose of election-related events is to learn more about candidates and their positions. Two under-appreciated but equally valuable functions are to establish a relationship with current (or future) decision-makers and to let politicians learn more about you and your issues. A related and worthwhile goal is using the event to gain increased public visibility for your issue and your organization. And, if done well with lots of opportunity for public engagement, these events can provide a first taste of political engagement for previously uninvolved people.
It is always wonderful to watch a local advocacy campaign that does almost everything right. Especially when you both agree with their goals and like the people involved.Read more
Advocacy generally goes through at least three phases: Protesting against what you don’t want, Pushing for what you do want, and Partnering with the implementing agency to make sure it’s done right and kept going.
If we ran the world we wouldn’t need to advocate for anything. We’d just do it, or order it done. Advocates are sometimes prestigious or influential; their requests are listened to, carry weight, and often followed by decision-makers. But, by definition, the need to advocate for something implies an outsider status, a less than all-powerful position – often a position of relative weakness or even marginality. Perhaps even a degree of invisibility. If power is the ability to directly make change, Advocacy is about influence – the ability to get those with power to make the desired change.
Advocacy is the mobilization of resources and power to deal with societal problems. It combines protest against what you don’t want, pushing for what you do want, and partnering with those responsible for implementation to make sure you actually get what you want – although it is the pushing that we most generally think of as “advocacy”. Advocacy starts through the spread of motivating information and bringing people together. Having ideas and energy is vital, but not enough. Success requires having the momentum and power to actually implement the desired change. Vision and talk are the starting points. Changed awareness – knowledge and empathy – and vital building blocks, but the goal of Advocacy is visible change in individual and social reality – which almost always requires action. Advocacy occurs when you seek change outside yourself, in the surrounding world.Read more
In a break from my usual essay-length postings, here is a series of short comments and questions addressing a variety of bike-related issues: the growing number of all-year cyclists and their need for more bike parking, the changing tone of driver-cyclist interaction in cities and suburbs, the problem of signaling “thanks” to nice drivers and ensuring eye contact through tinted windows, my annoyance at cyclists who hog the road, and thoughts about where bike boxes should be located.Read more
- moving the focus from streets to networks and systems,
- emphasizing the community-creating and place-making aspects of transportation facilities,
- becoming more explicit about the different types of economic development stimulus a transportation project can provide,
- putting greater emphasis on making up for past neglect of those who were previously underserved.
GO WHEN IT’S CLEAR, STOP WHEN IT’S DANGEROUS: Why Bikes Should Treat Red Lights and Stop Signs as Yields
San Francisco is contemplating an “Idaho Stop” rule allowing bicyclists to treat red lights like stop signs and stop signs as if they were yields. Should Boston do it too?Read more
Instead of internally creating a capital spending plan and then asking for public reaction, Secretary of Transportation Stephanie Pollack held a series of public discussions, in-person and on-line, to ask what was on the public’s to-do list. Her invitation has sparked some thoughts about themes that might shape future transportation system spending including:
- Making Safety, not Eliminating Congestion, the Only Rationale for Construction;
- Getting More Value and Better Leverage from Maintenance Work;
- Empowering MassDOT’s District Offices to be Accountable for Complete Street Standards;
- Changing What People Get Rewarded For;
- Bringing In New Ideas and Skills.