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Your businesses can gain benefit by giving to assets Businesses have supported assets with money over and above whatever they may pay in corporate taxes. But why should business give and how should they do so? This section addresses these questions as well as looking at a range of mechanisms and policies that facilitate or require companies to put back resources into their cities and communities. The structure of business giving It is important when talking about company giving to know which part of the company actually gives. The different forms are outlined in Table 3.19. Typically it is direct giving and company foundations that are being referred to when company giving is discussed. Company foundations are typically associated with larger businesses. Table 3.19: Corporate giving outlined Type of giving Corporate direct giving Company-sponsored foundation Founder-created foundations Characteristics • Can include employee giving, with companies often providing a match • Can include donation of materials • Volunteer time, which may be done informally by staff, or overseen by a company or its foundation • Separate legal entity that maintains close ties with the parent company • Giving usually reflects company interests • Usually private foundations that derive their income from the company • Tend to have little by way of endowments, instead relying on regular contributions from the parent company to support their overheads and giving programs • Parent company can claim tax breaks on giving to the activities of its foundation • Examples include General Mills Foundation in Minneapolis and Constellation Energy Group Foundation in Baltimore • Founders of major companies have started foundations, such as the vast Ford Foundation (founded by Henry Ford’s son Edsel), which is quite separate from the company’s charitable arm, the Ford Motor Company Fund. • Similarly, the W.K. Kellogg Foundation was set up by the cereal company founder but has no relationship to the company’s foundation, the Kellogg’s Corporate Citizenship Fund. Businesses can benefit from giving to assets The ways in which assets can benefit business were outlined in the raising awareness section but it is useful to recap them here. Assets can: • enhance the environment for business employees; • help in raising fit, educated employees and customers; • improve the attractiveness of the business as a place to visit and shop; • improve commercial property values; and • help minimize crime in/around the premises by encouraging more people to be in the area. 123 | The New Barn-Raising
Certainly, businesses have been an important source of resource for assets – whether it be creating new assets or improving existing ones. The real key is for companies to be convinced of the case for an asset and about why it makes sense for them to support it. In post-war Minnesota, the Dayton Company, 89 owners of department stores in and around Minneapolis, took the view that “what is good for the community is good for the business.” They wanted to attract and retain productive workers and to have a strong local market that viewed them positively. The company, run by five brothers, gave generously to their metro area and state. Not all of their giving was on community and civic assets – but much of it was. Major beneficiaries of their giving included the Minneapolis Art Institute, Walker Art Center, Minnesota Symphony and what is now the Twin Cities Y. Figure 3.24: The Dayton Company – “what is good for the community is good for the business” In 1946 the Dayton Company was the first Minnesota-based and second American company to establish a preset amount of annual giving. In their case the decision was to give 5% of their pre-tax profits to charitable causes (the maximum amount allowable by law). 90 Other Twin Cities companies began to follow suit in the 1950s albeit not always as generously. The strategy is smart as you only give if you make profit and you only give a lot if you make a lot. (source: Target Corporation) 89 Dayton’s department stores merged with Detroit’s Hudson department stores in 1969 and is now the Target Corporation. 90 Their current giving level is still high, see http://philanthropy.com/article/How-America-s-Biggest/132785/#id=101032. Raising Money | 124
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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
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Table 3.1: Taxes used to raise fund
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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 and 122: Table 3.15: Asset-related roles tha
Page 123 and 124: Encourage foundations to make their
Page 125: Help non-profit asset support organ
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
Page 173 and 174: City of Saint Paul (2010), Transfor
Page 175 and 176: 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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