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Figure 3.26: Companies can give in ways that profile them and their wares – the Best Buy Teen Tech Center A Minneapolis teenager shows off the results of his speed painting efforts at the Best Buy Teen Tech Center. The center is designed to be a safe, comfortable, fun space. Membership is limited to youth ages 12-19. Technology and multimedia tools are available for music and video production, interactive programming, digital photography, graphic design, and much more. (source: Hennepin County Library) 127 | The New Barn-Raising
Several factors can help you in developing and sustaining a culture of corporate giving Several factors were important in the emergence of a culture of corporate giving in Minnesota (Table 3.21). Your city may not have all of these things in place, but this provides some lessons for how to help it emerge. 93 Table 3.21: Factors behind the emergence of a culture of corporate giving in Minnesota Factor Minnesota’s communalist heritage Enlightened self-interest “Push factors” CEOs that champion giving Details • Many of Minnesota’s pioneers came from northern European (Scandinavia and Germany) and New England communities that embraced a communitarian approach to society. Minnesota was where the sociologist and economist Thorstein Veblen first coined and developed the term “conspicuous consumption,” a concept that had a pervasive effect in encouraging (often) conspicuous generosity. • The Dayton brothers increasingly took the view that such giving was a sound business strategy: a healthy community and economy was good for business. • More generally, Minnesota leaders understood that charitable giving was essential to creating a high quality of life for their families and employees, not least because the Twin Cities were very cold in winter and also relatively isolated from other major cities. • Between the early 1930s and the early 1950s, the left wing Farmer-Labor party and then the Democratic Farmer Labor party was politically powerful in Minnesota. Business was generous but also suspected that they would be taxed further if they did not give. It was better to have control of their giving than simply to hand over taxes. • Minneapolis, notably the north of the city, did not escape the urban rioting that hit many U.S. inner cities in the 1960s (hitting North Minneapolis in 1967). This further encouraged the corporate and philanthropic communities to focus on social need. • The Dayton brothers also served on some other local boards (such as General Mills and Honeywell) and persuaded these corporations to give too. Institutions and practices also help to reinforce such giving in the modern era. Again Minnesota offers some useful pointers. Between the mid-1970s and mid-1980s, efforts were being put in place to institutionalize corporate giving in the state, not least because some of the Dayton era CEOs were nearing retirement, CEOs were increasingly recruited nationally and internationally, and because businesses were going public and/or becoming increasingly international in outlook. However, various factors have ensured the persistence of giving by Twin Cities corporates, albeit often on a more national and international scale owing to their increased market size. The key factors are outlined in Table 3.22 and Box 3.10. The success of these efforts is born out in the fact that corporate foundations and giving programs now represent 45 percent of all grant-making in Minnesota today (King 2013). 93 This section benefits greatly from two articles. The first is by Jon Pratt and Edson Spencer (2000), “Dynamics of Corporate Philanthropy in Minnesota,” Daedalus, Vol. 129, No. 3, pp. 269-292. Pratt is CEO of the Minnesota Council of Non-profits and the late Spencer was a retired Honeywell CEO from the time it had its headquarters in Minneapolis. The second is an article by Bill King, who retired as president of the Minnesota Council on Foundations in mid-2013 and who worked on early corporate investment programs in Minnesota, “Corporate Giving Yesterday, Today and Tomorrow,” July 20, 2013, http://www.mcf.org/news/giving-forum/ corporate-giving. Raising Money | 128
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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
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Your asset managers need to use mon
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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 and 126: Help non-profit asset support organ
Page 127 and 128: Certainly, businesses have been an
Page 129: Table 3.20: Examples of mutually be
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
Page 177 and 178: CGAP (2012), “Comparing U.S. and
Page 179 and 180: 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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