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A couple of the corporate models offer lessons for involving business volunteers In the Raising Money section, it was suggested that a key factor behind the considerable corporate giving in the Twin Cities was the engagement of chief executives and other senior managers in the civic life of the city, nonprofits, clubs, and such like. A couple of the models, outlined in Table 4.6, are good at doing this. While not specific to assets, they could be applied to them. Both are compared and contrasted in the table. Table 4.6: Engaging business managers in local non-profits — examples from the case study areas Habitat for Humanity’s CEO Build Business Volunteers Unlimited Geography National Mainly Cleveland and Baltimore Key aspects Funding model Benefits Dozens of corporate executives, their partners, and civic leaders help to build homes alongside trained construction staff (and prospective low-income homeowners putting in sweat equity hours). Charge the CEO volunteers for the privilege and to cover program admin costs, and encourage a company matched donation. • Involves CEOs with poor areas and is very hands-on. • Allows CEOs to network with each other in an informal setting. • Some companies can also make needed building material contributions, which helps draw attention to what they do as companies. Board-matching program that finds volunteering opportunities with non-profits (in particular boards and committees) for executives, trains the volunteers, and helps structure the work they do. BVU Maryland also has a GIVE program directed at local executives in the 25-40 age bracket. Membership fees and local foundation funding. • Business and non-profits both want this skilled involvement rather than unskilled work. • Ongoing involvement rather than temporary. • Uses detailed forms to tease out skills and skill needs. • The GIVE program networks the next generation of civic leaders. Drawbacks Summary • Once a year. • Does not draw on the volunteers’ core CEO skills. • Good potential to apply to asset context, very similar to barn-raising. • Typically middle managers (or, more positively, tomorrow’s senior managers). • Demand for volunteers greatly outstrips supply • Larger non-profits may approach companies directly rather than go via BVU. 114 • Genuine matching of asset needs and corporate skills. • Also builds a civic leader network, so has an important social/professional element. 114 Some companies are very organized in terms of the ways in which they are geared up to receive such requests for volunteer help. See, for example, http://www. thecarecenter.us/bah-cares.html. 153 | The New Barn-Raising
Volunteer managers and non-profits also need to connect with themed brokerage mechanisms City government volunteer managers and non-profits also need to understand and take advantage of a range of other mechanisms. These are the various initiatives that seek to match certain groups of people with volunteer opportunities; in other words, they sit alongside the city-wide infrastructure. These mechanisms (Table 4.7) typically focus on social groups such as teens, baby-boomer workers, retirees, professionals (including some with skills very relevant to assets), individuals with specialized interests such as sports, and people that have left a city but remain fond of it. The mechanisms both use and reinforce these social connections, allowing them to strengthen social capital while helping to deliver assets. One of the schemes also shows that provision of transport (especially where volunteers car pool) can facilitate the movement of volunteers between areas. Table 4.7: Group-specific volunteering measures — examples from the case study areas Project What does it do How funded Relevance to assets Baltimore’s Neighborhood Design Center Brokers volunteering by professional architects, urban designers and landscape architects Local foundations, (federal) Community Development Block Grant, running corporate volunteering days, contracts for local authorities, and small fees for each project Work includes landscape design advice around vacant lots, helping groups to reclaim and renovate buildings, improve parks and playgrounds, and secure grant funding and city permits Detroit City Futbol (sic) League Informal league of 22 8-a-side neighborhood-based soccer teams that awards teams points for helping to tackle community projects No real need for funding Work undertaken has included park clean-ups; 115 by fit able people Dollars for Doers, GM Michigan Company matches their employees’ volunteering impact with a cash donation to the non-profit in question (up to $200 if at least 50 hours volunteered in that year) The company running the scheme Potential to assist assets is there DRIVE initiative, Detroit (led by Detroit Nation) Encourages members to volunteer their time, professional skills, and resources to social enterprises and non-profits in Detroit No real need for funding Very new, but potential to assist assets is there Neighbors in Deed, Baltimore (led by Baltimore Community Foundation) Intergenerational community improvement initiative that taps into the experience and talents of older adults in six neighborhoods, who give their time for no wage or stipend Atlantic Philanthropies’ national Community Engagement Initiative Community work ranges from improving public safety to training a new generation of leaders to improving streetscapes, yards, and parks 115 A short video of the league can be found at http://vimeo.com/13652571. Raising Help | 154
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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
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Reductions in staff, asset numbers
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Table 3.5: Examples of charges comm
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Figure 3.4: Free entry for some gro
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Incentivize and support charging Wh
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You can rent space in assets to gen
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Your local government can secure re
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Box 3.4: Public-Private Partnership
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• Hand over a building that is an
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Community non-profits could be allo
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You can raise money and awareness b
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Figure 3.12: A memorial bench sold
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Figure 3.14: The annual and very po
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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 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: Table 4.5: Understanding the busine
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),
Page 181 and 182: ACKNOWLEDGEMENTS German Marshall Fu
Page 183 and 184: Rademacher, Jolyn * Rey, Vernon * R
Page 185 and 186: Roberson, Jr., Dalton * Russ, Cathl
Page 187 and 188: Reierson, Gary * Rhodes, Carleen *
Page 189 and 190: Iyer, Seema Jacob France Institute
Page 191 and 192: Referees for, and support with, the
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