B2B Summer internship report

ABSTRACT

BATTERY2BEACH Summer Internship Report

This report features a summary of summer internship responsibilities and duties performed for a growing intergovernmental initiative, Battery2Beach, which intends to create a more bikefriendly infrastructure in the Charleston, SC area. The performed internship tasks are related in terms of the administrative context and are presented along with observations and suggestions on future improvements for the B2B route network.

Kristen Young August 9, 2013

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INTRODUCTION In recent years the Charleston area has seen higher rates of use for bicycles and other alternative forms of transportation tandem to its changing demographic. A quarter of local households bicycle frequently, while 3% of the working population commutes daily via bicycle and 6% commute by walking—and the numbers are growing (ALB, 2013; Coastal Conservation League, 2012). Bicycling is a popular form of transportation, particularly in the downtown area, which is heavily populated by young people and students attending four nearby colleges (Norton, 2011). As a result, the City and County of Charleston are faced with addressing the need for comprehensive bicycle and pedestrian infrastructure. The American League of Bicyclists highlights that Charleston streets provide difficulty when retrofitting them for mixeduse transportation due to narrow streets and historic materials—however, Charleston is confronting the challenges with some creative solutions (ALB, 2013).

The Battery2Beach (B2B) route network is an initiative of a non-profit local to the Charleston area, called Charleston Moves. It will provide approximately 32 miles of mixed-use transportation paths, while connecting five local municipalities and three area beaches (Norton, 2011). It is intended for both commuter and recreational use, residents and visitors alike. The B2B initiative is in the pre-implementation phase of development. That is, the routes have been approved by local municipalities and expect to begin signage placement in the fall of 2013. The B2B route network and its parent organization Charleston Moves are on the precipice of exponential growth and success. What is most pertinent to the continued success of B2B is a comprehensive examination of its strategic processes in line with the mission and goals of the non-profit Charleston Moves. This report attempts to combine insights and experiences gained

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from working with the administration of the B2B Intergovernmental Working Group as a summer intern, along with research observations compiled through surveying the methods of other successful bike route initiatives. Suggestions for further improvements will be highlighted through an outline of work experiences in the B2B internship.

GOVERNANCE AND STRUCTURE While Charleston Moves is headed up by a diverse local board of volunteers, the Battery2Beach Intergovernmental Working Group (IWG) provides administrative oversight for the route network. The IWG is comprised of local officials and experts from five municipalities, the State Department of Transportation, Charleston County, and County Parks. These officials volunteer their time to the B2B initiative through working on independent projects for the IWG both as municipality representatives and as cycling supporters. The group has conducted monthly meetings to plan and implement the B2B route for approximately one year. In this time, they have effectively created a 32 mile mixed-use route along existing roads and paths that span from the Isle of Palms to Folly Beach. While the route is not currently active for use, B2B and Charleston Moves have formed a collaborative group of administrators and local supporters who are excited to push for cycling issues to local legislators and government officials. Within a year, the B2B route has been planned down exactly, through level of service evaluations in collaboration with state and local regulations for bike facilities.

The IWG is very active and committed to the cause of promoting better bicycle infrastructure in the Charleston area, and the outlook is positive. One aspect of the internship was actually directly involved in staffing; a job description, job posting, and internship

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requirements were written by the intern for recruitment of a new intern. Certainly, the number of people involved in B2B is growing. However, the group has not adequately prepared for such a level of success in terms of the human capital it will take to run it. While this does speak to the compelling nature of the overall mission to improve cycling, the fact that most invested members are volunteers could become an issue. The increasing momentum has also created an increasing need for dedicated staff. The organization has funds to support the signing of the route, but during the internship there was no indication that there were any funds reserved to hire an executive director or support staff member. Further, there is an apparent need for fund development for Charleston Moves and B2B, to obtain monies and pursue further projects in line with the B2B route network. Charleston needs a flagship cycling presence, and Charleston Moves is prime for the spot. It seems as though the organization should develop a staffing infrastructure to most effectively catalyze the much needed bicycle infrastructure in the Charleston area. Through working with the administrators of this venture, it can be surmised that they will remain dedicated to projects, but the oncoming wave of success through the B2B route will require additions to the operating force of the non-profit.

ACCOUNTABILITY & RECORDS Increasingly in the administration and development of non-profits, accountability is an issue. For a non-profit initiative like B2B, recordkeeping is a fundamental aspect of accountability. The group members are required to stay on task for projects, presenting updates and handouts accordingly. From April-August 2013, the intern was responsible for maintaining the accurate records of B2B. This included acting as an email administrator and

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fielding questions from the public as well as IWG members, writing meeting agendas and meeting minutes, compiling relevant academic and news articles, and keeping track of organizational documents like route maps, signing criteria, memos and letters.

The amount of records for any organization is usually immense, but for B2B there is some fragmentation. Being that the projects of B2B are conducted on such an individual nature, each individual houses some records pertinent to B2B. Financial records are controlled by the board of the organization. Based on the internship and the amount of recordkeeping produced in a 3 month period, it is suggested that a more comprehensive and safe recordkeeping strategy is produced by the governance of the organization, to maintain transparency.

ADVOCACY & EDUCATION Every member of the B2B group, including the intern, is an advocate for cycling issues.

At its core, B2B is an initiative designed to instigate social change; in not only the way that traffic patterns and recreation are conducted, but how citizens will react and benefit from having a greater public use infrastructure. Surprisingly, this is also a political issue, because it means that governments will have to alter roads and invest (some) public monies. The Arthur J. Ravanel Bridge is a standing example; originally, there was no plan for a mixed-use pedestrian path on the bridge and state transportation officials were opposed to the idea. Charleston Moves successfully advocated for the creation of “Wonder’s Way,� which became a resounding public success. The majority of users said they exercise more because of the path (Bikes Belong, 2013).

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In 2012, the James Island Connector closed to pedestrians (CCL, 2012). The new B2B route would allow alternate access to James Island and the Folly area; however, some public opposition has occurred from motorists who feel that interrupting current traffic flows would instead worsen the already crowded area. In support of Charleston Moves and B2B, some of its members regularly advocate at council meetings and public meetings throughout the area, to voice support for important cycling issues. Further public support is garnered through community rides and public presence from the organization, in which the internship is directly involved in assisting. Political activism for these issues is important in an area where single occupancy vehicle traffic is most utilized.

Public education on pedestrian and bicycle issues are also paramount to the success of creating a more comprehensive infrastructure in Charleston. The percentage of schools in the area offering any training or education on the subject is low- between 1-25% (ALB, 2013).

Charleston Moves and B2B have an opportunity to expand the knowledge and user base of bicycle safety in the city, and are doing so by promoting through their events. However, this issue transcends the community level—the problem of bicycle safety and awareness is systemic. The American League of Bicyclists suggests, for Charleston, that state funding should be dedicated to bicycle projects and programs, “especially those focused on safety and eliminating gaps and increasing access for bicycle networks” (ALB, 2013).

MARKETING Charleston Moves has good external support in terms of marketing strategies. The website and affiliated materials are handled by a contracted company, while a separate

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organization working downtown also offered its services to the B2B route for a year, pro bono.

Between the two (respectively), Charleston Moves has an attractive new website, and B2B an eye-catching new logo. The importance of creative and innovative marketing strategies for public use projects such as B2B cannot be understated. As such, the organization also holds opportunities for involvement ranging from community bike rides to educational webinars and information tables at local festivals. Part of the success of B2B is that is does have such a wide citizen support base in the area, due to its involvement with the community.

However, there is an area of utilization yet to be explored, in forming merchant partnerships and expanding a sponsor base for the B2B route. As part of the internship, methods were explored on this topic in an effort to explore successful merchant partnership programs in other cities. A report of useful recommendations was compiled from the literature, paying special attention to advanced bicycle facilities in the Lowcountry such as the Swamp Rabbit Trail in Greenville, SC. Further, a trip to the Swamp Rabbit Trail was conducted to engage with the merchants along the trail who had experienced positive business outcomes from trail usage, to report data back for future use in B2B marketing initiatives. A greater sponsorship and diversification of funding streams could be supported by further research. An economic impact study outlining the benefits to businesses should be conducted, along with the compilation of a sponsorship package tailored to advertise these benefits to merchants along the route.

The summer internship also required some work on direct marketing and design to assist the organization. Multiple flyers, announcements, and invitations were created in preparatory event planning. There was a great deal of coordination involved in these projects, as B2B members have specific preferences for marketing logos and information. Some future

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projects that contribute to the B2B route network include creating a new website and phone app. This will require some flexibility on part of Charleston Moves, who has sought fundraising assistance for financing and creating these technologies.

CHARLESTON MOVES FORWARD > As the B2B route network continues to expand and succeed, its supporting members could be faced with many challenges in project development and implementation. It is for this reason that the following useful strategic recommendations have been compiled for use by the organization, through the internship experience: 

Plan a staffing infrastructure in anticipation of potential hires

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Create a business plan for the development of the organization

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Expand fund development possibilities for increased revenue

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Streamline and standardize recordkeeping processes for accountability

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Continue to participate with the public and expand the number and kind of events offered for involvement (including social media)

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Advocate for bicycle safety training in collaboration with in schools and local businesses, or provide education classes to the public

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Conduct an economic impact study and create a sponsorship package to engage with local merchants

Through engaging with the organization and expanding knowledge on bicycle infrastructure success, it is apparent that B2B is the catalyst for a new wave of transportation in the Charleston area. Working as a summer intern for this organization has been an incredible learning experience; in all possible outcomes for the route and its users, new pathways for success will be provided.

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SOURCES Coastal Conservation League (2012). “Bicycle and Pedestrian Access.” Web article: http://coastalconservationleague.org/projects/bicycle-and-pedestrian-access/ Bikes Belong (2010). “The Federal Investment in Bicycling: 10 Success Stories.” http://www.bikesbelong.org/assets/documents/uploads/top_10_reduced_1.pdf Norton, Tiffany (2011). “A Cost-Benefit Analysis of the Proposed Battery2Beach Multi-Use Path.”

Internship Report written for the Master of Environmental Sciences program at the College of Charleston.

American League of Bicyclists (2013). State Rankings: South Carolina. Web article: http://www.bikeleague.org/sites/bikeleague.org/files/bikeleague/bikeleague.org/programs/bic yclefriendlyamerica/bicyclefriendlystate/bfs_report_cards/bfs2013_reportcard_southcarolina.p df Charleston Moves Website (2013). www.charlestonmoves.org