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Figures 3.22 and 3.23: The Dequindre Cut before and after foundation support (source: Detroit Riverfront Conservancy) 119 | The New Barn-Raising
Encourage foundations to make their money go further Just as local government can endeavor to make limited resources go further, so can foundations. Table 3.16 indicates the main ways in which foundations in the case study areas have been spending more smartly, with specific reference to public assets wherever possible. Table 3.16: Foundations can attempt various measures to achieve “more bang for their buck” Strategy Inter-foundation co-ordination Creating low bureaucracy micro-grants Securing leverage on their grants/investments Increased attention to outcomes Use of specialist intermediary bodies Focus on “middling” areas Managing applications efficiently Using program-related investment Using mission-related investment Examples The Baltimore Neighborhood Collaborative consists of local foundations and financial institutions that pool money and some organizational support. Support is focused on nine local non-profit organizations (including ones that have been supportive of community assets) that work in one or more neighborhoods. The Detroit Neighborhood Forum performs a similar role in that city. Since 2008, several foundations, including the Kresge Foundation and JP Morgan Chase, have given money to Michigan Community Resources, a Detroit non-profit, to run a mini-grant program (up to $5,000 per project) that focuses on neighborhood beautification projects, including public park clean-ups. There is a simple application process, which is popular with funder and recipient alike. Foundations are increasingly keen that grantees bring additional resources to the table. Central here has been the “challenge” approach: agreeing to match funding raised by the applicant or requiring a certain share of the overall cost to be raised by the applicant. The leverage approach is not entirely new. When Carnegie libraries were being funded a century ago, each recipient area would also have to agree to pay 10 percent for the cost and maintenance of the facility. There is an increased foundation desire to see applications for projects for which there is proven need and/or clearly defined and measurable impacts. They may often also want to see a long-term plan and a clearly identifiable champion or champions for the project. Several foundations outsource some of their grant awarding to third parties that have excellent links into the target communities. Such organizations do engagement work as well as dispersing funds. In Minnesota, Twin Cities LISC and Nexus Community Partners sometimes serve as intermediaries. Some foundations opt to focus on those neighborhoods that, whilst beset by various problems, also have assets and capacity/organization that, if supported, could see these neighborhoods become sustainable. 87 Efficient management of applications includes online applications with forms indicating clearly what is being required, phased applications, a requirement to call a named person at the foundation prior to applying, and/or a letter of inquiry. These lessen foundation time looking at inappropriate proposals. Program-related investment (PRI) is the use of the interest on endowments to make investments rather than grants, so the money comes back and can be recycled. The investments are below market rate and are in an organization with a charitable purpose. Whilst it is hard to envisage returns on parks and libraries that have no real revenue stream, it is possible to invest in assets run by the private sector and social enterprises such as coffee shops, neighborhood stores and independent cinemas, theaters, and galleries. In Baltimore, the Abell and Annie E. Casey Foundations have used PRIs for quite some time. Mission-related investments (MRIs) are about market-rate investment of the endowment (not the interest as with PRI) in organizations whose work is consistent with a foundation’s mission. Across the United States, this has traditionally been dominated by a handful of foundations, among them Ford, MacArthur, Packard and the F.B Heron Foundation. Foundations will have to balance likely returns from hedge fund and equity markets (with perhaps less profitable but more mission-appropriate investments. 87 Some see this as “foundation red-lining” and others still cannot do it even if they wanted to because their mission specifically focuses upon helping disadvantaged neighborhoods. Raising Money | 120
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THE NEW BARN-RAISING A toolkit for
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CONTENTS Summaries ................
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STRATEGY #1 — Raising Awareness I
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STRATEGY #3 — Raising Help In the
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• non-profit bodies (from civic-s
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The “New Barn-Raising” refers t
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Theme 2 — Market your assets Mark
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The advantage of these different ta
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Theme 6 — Public fundraising can
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Theme 10 — Business can best supp
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Theme 12 — Volunteering with asse
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INTRODUCTION This toolkit is direct
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In late 2011 and early 2012, people
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RAISING AWARENESS ABOUT YOUR ASSETS
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continued Table 2.1: A check-list o
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Who could support your assets? This
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Partnership With a partnership mode
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Table 2.2: Benefits for users - a c
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Table 2.4: Examples of the types of
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#1 — The “Killer Stat” Peavey
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Figure 2.7: Baltimore compared to o
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Figure 2.9: One of several punchy t
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Box 2.2: Recognize the skills that
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Delivering your message — messeng
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Figure 2.11: East Phillips delegate
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Figure 2.13: Barn-raising spirit -
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Draw attention to your “asset off
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Of particular use for local residen
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Figure 2.17: Example of the DIA’s
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#3 — You can take people on tours
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This is an ongoing map that can be
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Figure 2.24: Baltimore’s Fluid Mo
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As part of Hockey Weekend Across Am
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Figure 2.29: Poster for the 6th Ann
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Figure 2.30: Frogtown Gardens raise
Page 71 and 72: Table 3.1: Taxes used to raise fund
Page 73 and 74: Box 3.1: Check-list of questions to
Page 75 and 76: Your asset managers need to use mon
Page 77 and 78: Table 3.4: Efficiency measures used
Page 79 and 80: Reductions in staff, asset numbers
Page 81 and 82: Table 3.5: Examples of charges comm
Page 83 and 84: Figure 3.4: Free entry for some gro
Page 85 and 86: Incentivize and support charging Wh
Page 87 and 88: You can rent space in assets to gen
Page 89 and 90: Your local government can secure re
Page 91 and 92: Box 3.4: Public-Private Partnership
Page 93 and 94: • Hand over a building that is an
Page 95 and 96: Community non-profits could be allo
Page 97 and 98: You can raise money and awareness b
Page 99 and 100: Figure 3.12: A memorial bench sold
Page 101 and 102: Figure 3.14: The annual and very po
Page 103 and 104: Elderly constant givers are a good
Page 105 and 106: Wealthier neighborhoods still have
Page 107 and 108: Young professional asset-supporter
Page 109 and 110: Figure 3.18: a potential fundee add
Page 111 and 112: Box 3.6: Getting high-net-worth ind
Page 113 and 114: Figure 3.20: A Detroit4Detroit webp
Page 115 and 116: Figure 3.21: Mowtown - example of a
Page 117 and 118: The barn-raising spirit is also see
Page 119 and 120: Charitable Foundations can add to y
Page 121: Table 3.15: Asset-related roles tha
Page 125 and 126: Help non-profit asset support organ
Page 127 and 128: Certainly, businesses have been an
Page 129 and 130: Table 3.20: Examples of mutually be
Page 131 and 132: Several factors can help you in dev
Page 133 and 134: Having co-operatives in your busine
Page 135 and 136: Box 3.12: Secrets of their success
Page 137 and 138: Table 3.24: Encouraging customer gi
Page 139 and 140: Table 3.25: Comparing the fee and a
Page 141 and 142: RAISING HELP FOR YOUR ASSET The men
Page 143 and 144: Figure 4.1: User input — resident
Page 145 and 146: When resources for paid staff, whet
Page 147 and 148: There are physical/logistical reaso
Page 149 and 150: There is a range of mechanisms for
Page 151 and 152: The measures have been largely succ
Page 153 and 154: Figure 4.5: Inside the Baltimore Co
Page 155 and 156: Table 4.5: Understanding the busine
Page 157 and 158: Volunteer managers and non-profits
Page 159 and 160: There are some key practical tips t
Page 161 and 162: There are a range of measures you c
Page 163 and 164: As with donors of money and other r
Page 165 and 166: Table 4.9 outlines a range of natio
Page 167 and 168: Where does the New Barn Raising con
Page 169 and 170: APPENDIX The following section was
Page 171 and 172: If you decide that you do want to s
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City of Saint Paul (2010), Transfor
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Morrish, R. and Brown, C. (2000), P
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CGAP (2012), “Comparing U.S. and
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Sargeant, A. and Shang, J. (2010),
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ACKNOWLEDGEMENTS German Marshall Fu
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Rademacher, Jolyn * Rey, Vernon * R
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Roberson, Jr., Dalton * Russ, Cathl
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Reierson, Gary * Rhodes, Carleen *
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Iyer, Seema Jacob France Institute
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Referees for, and support with, the
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