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CONCLUDING THOUGHTS What has the toolkit shown? The report does not offer a magic bullet for all communities and cities — far from it. But it does help to clarify the issues around supporting assets and let people see what needs to happen. It will help to move the debates on sustaining assets considerably beyond protests at public spending cuts, and should give hope to those eager to sustain assets in the longer run. The toolkit has introduced you to the three-pronged strategy of raising 1) awareness, 2) money, and 3) help. Each of these themes has offered novel perspectives. You have seen: • The suggestions that the benefits of assets need to be argued for and that the assets themselves must then be marketed in similar ways to private sector goods and services; • A sizeable menu of tax and civil society mechanisms for raising money — mechanisms that can be employed at different times and that have the benefits of also raising awareness even further and of creating or reinforcing social ties in cities and communities; and • Strategic ways for thinking about and selecting volunteers. The work has shown that volunteers are capable of doing many roles that assist assets. More importantly, these can be thought of as roots into local communities and sources of user feedback themselves. The toolkit has also outlined four resourcing models that can be employed to deliver on these strategies: 1) municipalism, 2) partnership, 3) residualism, and 4) privatism. How people see resourcing will depend heavily upon their own views of the rightful balance between government and civil society. How people are able to act upon this will depend heavily upon the capacities of their communities and cities; some places are likely to need some outside help from government and/or others. What the toolkit has hopefully shown is that whether you are more inclined to see government or civil society as the answer, some degree of involvement of both of these (so the residualism or partnership models) should augur well for keeping assets in the forefront of peoples’ minds. Like the barn-raising of old, the very act of raising awareness, money, and help is something that also has the welcome by-product of helping to build community, in addition to the many community-building and other benefits of the completed asset. 163 | The New Barn-Raising
Where does the New Barn Raising concept go from here? The acid test of any communication is firstly that it gets attention from its key audience — firstly, those needing to sustain assets and secondly, those tasked with, or interested in, community development and urban sustainability. As outlined earlier, the toolkit will be disseminated widely and freely to both of these groups and can hopefully be a resource that is used in the United States, the United Kingdom, and anywhere else that it can be read and is needed. The greater challenge still is to get the toolkit and/or the subject area discussed sufficiently that it engages with those that do not currently use assets and/or that do not see them as especially worthy of financial support (whether from taxes or any other sort of resourcing). These groups are not easy to locate, but the toolkit will be circulated to mainstream national media in the United States and U.K. with a view to hopefully reaching a broader audience. Like any toolkit, this one needs to be tested in practical situations by all of the different groups it is aimed at. Ideally, the toolkit would see the emergence of city asset strategies or periodic state of the city’s assets reports. It may even be that versions of it are developed for use in particular cities or other countries and languages. There is also room for ongoing research and knowledge exchange around all of the issues outlined here and some others including: • Access. To what extent are assets reachable via walking, cycling, or local public transport systems? To what extent are crime levels in and around parks affecting accessibility, and how might this be overcome through design and/or policing. • Additionality. How do we measure peoples’ overall levels of giving and volunteering to assets? How do we increase this giving without it taking away from other areas they give to and volunteer for? • Asset design. What are best ways for designing parks, libraries, senior centers, etc. to encourage high/ optimum use? • Effectiveness of marketing assets. You saw a lot of different ways of marketing assets outlined but how good have these been at drawing people in to assets? The evidence base needs strengthening here. • Promotional videos. How can community and civic groups be supported to make the short videos that, as was seen, are increasingly important to raising awareness and resources? • Social networks. How can fundraising and volunteering tap into social networks without this then reinforcing inequalities in resources and access to resources? Put another way, how can we avoid the wealthy just helping the wealthy or people of a certain race or faith just helping those of the same race or faith? • Tax mechanisms. The toolkit outlined numerous tax-related mechanisms for helping to sustain assets, but how do we choose between these? This is a subject for discussion by tax experts rather than those interested only in assets. Concluding Thoughts | 164
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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
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Wealthier neighborhoods still have
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Young professional asset-supporter
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Figure 3.18: a potential fundee add
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Box 3.6: Getting high-net-worth ind
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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 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: Table 4.9 outlines a range of natio
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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