Fwd: Notes from the Local Teams + SVBC Staff meeting
Bruce England
From: Clarrissa Cabansagan <clar...@bikesiliconvalley.org>
Date: Thu, Oct 30, 2025 at 9:42 PM
Subject: Re: Notes from the Local Teams + SVBC Staff meeting
Best,
Clarrissa
--
Clarrissa Cabansagan | she/her
Executive Director
Silicon Valley Bicycle Coalition
On Tue, Oct 28, 2025 at 6:48 PM <clar...@bikesiliconvalley.org> wrote:
Notes
The meeting focused primarily on the future structure and support of local advocacy teams in light of significant organizational changes and funding challenges. I delivered a detailed presentation outlining the loss of key grants, the impact of deficit spending, and the need to restructure advocacy efforts due to reduced funding and staff turnover. I explained the internal process of reviewing local team proposals, the results of a recent survey indicating mixed satisfaction and a desire for more autonomy and administrative support, and the importance of aligning local advocacy with SVBC’s legal, financial, and equity priorities. We discussed the need for improved communication, streamlined access to tools (like Eventbrite and membership management), and clarity on conflict of interest policies to protect SVBC’s nonprofit status. Many of you expressed frustration over delays, lack of clarity, and the suspension of regular meetings, emphasizing the urgency of resuming monthly meetings and enabling local teams to operate more independently. Action items included scheduling follow-up meetings to address tool access and administrative processes, hiring a new policy director, and sharing presentation materials. We concluded with commitments to improve transparency, reinstate regular meetings, and address both immediate and long-term needs for local team support and organizational sustainability.
Action Items
Cherie Barnett
- Schedule the next meeting with local team leads within the next couple of weeks, using a Doodle poll to find a time that works for the majority.
Clarrissa Cabansagan
- Organize and facilitate a meeting in the next week to discuss and resolve access to tools (such as Eventbrite and Google Groups) for local teams, ensuring compliance with SVBC's 501(c)(3) status and conflict of interest policies.
- Share the presentation slides and meeting recording with attendees after confirming any necessary permissions or technical details.
- Prioritize hiring a policy director, aiming to have someone in place by December, to help reinstate regular monthly meetings and manage advocacy tasks.
Discussion
Introductions and Meeting Setup
The meeting began with introductions from participants, including board members, staff, and local team leads from various cities in Silicon Valley. Attendees represented a mix of advocacy, governance, and local teams, with some new members and technical difficulties noted. The meeting was recorded and live notes were taken. The diversity of roles and locations highlighted the broad reach of the Silicon Valley Bicycle Coalition (SVBC) and set the stage for a collaborative discussion.
SVBC Organizational Changes and Financial Status
Clarrissa Cabansagan, SVBC Executive Director, provided a comprehensive update on organizational changes, including the departure of advocacy staff, ongoing restructuring, and financial realities. The Air District grant, a major funding source for advocacy, was not renewed, leading to a reduction in advocacy staff from 4.5 FTE to fewer positions. SVBC had been deficit spending for years, survived the pandemic with PPP loans, and only recently achieved a surplus for the first time in three years. Advocacy funding has shrunk to 12% of the budget, with 84% now dedicated to programs. The organization is currently financially stable, with six months of reserves, but faces a major funding risk in 2027 if the Bike to Wherever Days contract is not renewed. Efforts are underway to diversify funding, including applying for a $200k/year Magic Cabinet grant.
Local Teams Framework and Restructuring
A central focus was the future of SVBC's local teams. Staff and board have been reviewing a proposal from local teams, conducting a listening tour, and surveying members (5 responses, average satisfaction 7/10, commitment to resolution 9.2/10). Key needs identified include faster staff response, improved admin support, better communication, and more autonomy for local teams. Some feedback highlighted lack of inclusivity and the need for anti-bias training. SVBC is considering models like Bike East Bay's, which allows more autonomy for local groups while maintaining alignment. There is recognition that a one-size-fits-all approach is not viable, and more discovery is needed to address the diverse needs of local teams.
Challenges with Tools, Admin Access, and Event Management
Local team leads expressed frustration over lack of access to tools like Eventbrite and membership management systems, which has hindered their ability to organize events and process new members. They requested admin access or streamlined approval processes to reduce staff burden and enable more self-sufficiency. The suspension of Eventbrite access since April has left many teams in limbo, unable to run events or grow their teams. There is consensus that small, intermediate changes—such as granting admin rights for certain tasks—would be highly beneficial and could be implemented before a full structural overhaul.
Nonprofit Status, Conflict of Interest, and Advocacy Guardrails
SVBC leadership emphasized the importance of protecting the organization's 501(c)(3) status, especially during election years and when engaging in advocacy. Recent incidents—such as staff running for office and distributing political flyers—risked violating conflict of interest policies and jeopardizing government contracts. Staff have had to enforce stricter controls, sometimes abruptly, to ensure compliance. Volunteers expressed a need for clearer communication and training on these guardrails, as many were unaware of the risks. There is a call for a refresher on what is permissible under SVBC's nonprofit status to avoid future issues and restore trust in using organizational tools for advocacy.
Equity, Inclusion, and Demographic Shifts
The meeting addressed the need for greater equity and inclusion within SVBC and its local teams. Demographic data shows that Silicon Valley is now 70% BIPOC, with higher obesity and mental health challenges among Black and Latinx residents. Some feedback noted a lack of inclusivity and a predominance of white, male energy in local teams. There is a recognized need for anti-bias training, more diverse organizing strategies, and intentional outreach to underrepresented communities. Leadership acknowledged these challenges and committed to prioritizing equity and inclusion alongside other organizational urgencies.
Organizational Change Management and Communication
Clarrissa explained the psychological and operational challenges of nonprofit leadership transitions, noting that it typically takes 2-3 years for stability after an executive director change. SVBC has been restructuring without the resources for a full strategic refresh, leading to volatility and staff turnover. Communication gaps were acknowledged, with local team leads expressing frustration over being left in limbo and the cancellation of regular meetings. There is a strong desire for more frequent, transparent communication, regular meetings, and iterative improvements rather than waiting for a perfect solution. Leadership agreed to reinstate monthly meetings and provide clearer timelines for tool access and decision-making.
Next Steps and Action Items
The meeting concluded with agreement on several immediate next steps: schedule a follow-up meeting within the next couple of weeks to address tactical issues, especially tool access; provide a refresher on conflict of interest and nonprofit advocacy rules; leadership to prioritize hiring a policy director, with the goal of reinstating regular meetings by December; share meeting slides and recording with attendees; and continue discussions on how local teams interact with government and represent SVBC. There was consensus on the need for urgency in resolving outstanding issues and a preference for iterative, small improvements over waiting for a comprehensive overhaul.
