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Table A1: Potential arguments to use to prevent asset sales Potential argument Details Alternatives Collection integrity Ethical considerations There are other revenue-generating assets that can be sold, such as city parking and garages, utilities, and transport infrastructure. Some assets, notably art and historic collections, may derive their value from being kept together, for example, because they are from a certain country, time or group of artists. This argument could also be used to justify selling a certain part of a collection in its entirety. Selling a large part of a museum collection would run contrary to a civic museum’s ethos and so violate the standards of the American Alliance of Museums. There are ethical considerations and legal regulations around the sale of animals — especially if endangered. It may be that land, such as parks, river frontage, or zoos, cannot easily be sold if a city is experiencing a downturn generally. Development pressure will be low so land values will be low too. Practical barriers to sale Sale of major collections all at once may cause the market price to fall. Sale of assets could well prompt lengthy legal challenges that would drain time and money from other efforts to address city debt. The break-up of the collection would deter future donation. Sustainability of the asset Any voter-approved millages could become null and void if some important assets were sold. Well-being of the “host city” Cities with debt problems need to get on an even keel. A good community and civic asset base is likely to be a contributing factor in achieving this well-being. 167 | The New Barn-Raising
If you decide that you do want to sell some or all of the assets there are still, as Table A2 indicates, various legal protections that may prevent you from selling. Table A2: Potential protections that may be in place to prevent asset sales Potential protection Details Independent municipal corporation Restriction on collections given to cities Deed restrictions on assets gifted to a city Restrictive covenants on land sold to a city for use as an asset The collections that are part of anything that is structured as an independent municipal corporation are protected. A city may own the building but not the collections. Detroit’s public library collections fall into this category. Similarly, Minneapolis has its Park and Recreation Board, an independently elected, semi-autonomous body set up as a distinct entity to maintain and develop parks and protect them from the city council, mayor, and developers. Detroit Institute of Arts was privately founded in the 1880s, but the building, collection and endowment were given by cash-strapped founders to the city “in trust for the public." The Michigan attorney general has stated that the art in the DIA cannot be sold, although some lawyers have questioned whether a bankruptcy court will agree. If there ever were a sale, the public sector would probably have claim to some of the proceeds as a good deal of city, state, and metro-area funding has been sunk into the Institute. There may be deed restrictions on assets gifted to a city. For example, Eliza Howell Park in Detroit was deeded to the city of Detroit with the explicit caveat that it be maintained as a park. This can also be the case with individual art works. The land may have been sold to the city with a restrictive covenant that stipulated that the land only be used for municipal purposes. For example, Exxon Mobil sold land to the city of St. Paul for $1.00 with a restricted covenant requiring that the land (soon to be opened as Victoria Park) remain parkland in perpetuity. Appendix | 168
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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
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Figure 3.21: Mowtown - example of a
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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 and 166: Table 4.9 outlines a range of natio
Page 167 and 168: Where does the New Barn Raising con
Page 169: APPENDIX The following section was
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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