bQNs7mR

Recommendations

Info

© 2014 The German Marshall Fund of the United States. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means without permission in writing from the German Marshall Fund of the United States (GMF). Please direct inquiries to: The German Marshall Fund of the United States 1744 R Street, NW Washington, DC 20009 T: 1.202.683.2650 F: 1.202.265.1662 E: info@gmfus.org This publication can be downloaded for free at www.gmfus.org/publications. The views expressed here are those of the author and do not necessarily represent the views of GMF. About the author Prior to undertaking the Urban and Regional Policy Fellowship that served as the basis for this toolkit, Dr. Gareth Potts worked in central government as a policy advisor in the Cabinet Office (Office for Civil Society and Strategy Unit). Before that, he was director of research and policy at the British Urban Regeneration Association, a national membership body. Other employment has included consultant based in the Economic Development Unit at the London Borough of Hammersmith and Fulham; senior researcher at think-and-do tanks the New Economics Foundation and Young Foundation; manager at Marsh Farm Community Development Trust, Luton; and post-doctoral researcher on an Economic and Social Research Council-funded funded project looking at economic competitiveness, social cohesion, and the policy environment in London. In 1998, he was awarded an ESRC-funded Ph.D. in economic geography looking at the role of universities in regional economic development. Dr. Potts also has a first degree in social policy and administration and a European Social Fund-supported masters in civic design (urban planning). He can be contacted via email at garethpotts@newbarnraising.com or via LinkedIn at http://www.linkedin.com/in/garethpotts. He is on Twitter as @garethpotts1. About GMF The German Marshall Fund of the United States (GMF) strengthens transatlantic cooperation on regional, national, and global challenges and opportunities in the spirit of the Marshall Plan. GMF does this by supporting individuals and institutions working in the transatlantic sphere, by convening leaders and members of the policy and business communities, by contributing research and analysis on transatlantic topics, and by providing exchange opportunities to foster renewed commitment to the transatlantic relationship. In addition, GMF supports a number of initiatives to strengthen democracies. Founded in 1972 as a non-partisan, non-profit organization through a gift from Germany as a permanent memorial to Marshall Plan assistance, GMF maintains a strong presence on both sides of the Atlantic. In addition to its headquarters in Washington, DC, GMF has offices in Berlin, Paris, Brussels, Belgrade, Ankara, Bucharest, Warsaw, and Tunis. GMF also has smaller representations in Bratislava, Turin, and Stockholm. On the cover Top image: The Detroit Institute of Arts (source: Detroit Institute of Arts) Bottom image: The East Phillips Park Cultural and Community Center, Minneapolis (source: East Phillips Improvement Coalition) ii
CONTENTS Summaries .............................................................................................................................1 Summary in brief .......................................................................................................................................................................................... 1 Full Summary ............................................................................................................................................................................................... 5 Introduction .........................................................................................................................20 Raising awareness about your assets....................................................................................24 Auditing your community and civic assets — how does your area do? ............................................................................................... 24 Who could support your assets? ............................................................................................................................................................... 28 Your message — getting your case for resources right ........................................................................................................................... 31 Delivering your message — messengers and media ............................................................................................................................... 44 Draw attention to your “asset offer” ......................................................................................................................................................... 50 Raising money for your assets .............................................................................................67 Your state or city can use a range of tax mechanisms to sustain assets ................................................................................................ 67 Your asset managers need to use money as efficiently as possible ........................................................................................................ 72 You can also charge user fees for assets and their resources .................................................................................................................. 77 You can rent space in assets to generate income and enhance assets .................................................................................................... 84 Your local government can secure resources for assets by transferring them...................................................................................... 86 You can raise money and awareness by selling goods and services ...................................................................................................... 94 Your networks and, increasingly, technology are important to securing donations ........................................................................... 99 Charitable Foundations can add to your asset base in novel ways ...................................................................................................... 116 Your businesses can gain benefit by giving to assets ............................................................................................................................. 123 National-level funds can help offset inequalities between areas ......................................................................................................... 137 Raising help for your asset .................................................................................................138 You first need to think about why you can benefit from volunteers ................................................................................................... 138 You need a framework to produce a volunteer strategy ....................................................................................................................... 141 There is a range of mechanisms for you to involve volunteers ............................................................................................................ 146 There are some key practical tips to bear in mind if you want to use volunteers .............................................................................. 156 Concluding thoughts .........................................................................................................163 What has the toolkit shown? ................................................................................................................................................................... 163 Where does the New Barn Raising concept go from here? .................................................................................................................. 164 Appendix ............................................................................................................................166 Bibliography and further reading ......................................................................................169 Acknowledgements ............................................................................................................178 iii
Page 1: THE NEW BARN-RAISING A toolkit for
Page 5 and 6: STRATEGY #1 — Raising Awareness I
Page 7 and 8: STRATEGY #3 — Raising Help In the
Page 9 and 10: • non-profit bodies (from civic-s
Page 11 and 12: The “New Barn-Raising” refers t
Page 13 and 14: Theme 2 — Market your assets Mark
Page 15 and 16: The advantage of these different ta
Page 17 and 18: Theme 6 — Public fundraising can
Page 19 and 20: Theme 10 — Business can best supp
Page 21 and 22: Theme 12 — Volunteering with asse
Page 23 and 24: INTRODUCTION This toolkit is direct
Page 25 and 26: In late 2011 and early 2012, people
Page 27 and 28: RAISING AWARENESS ABOUT YOUR ASSETS
Page 29 and 30: continued Table 2.1: A check-list o
Page 31 and 32: Who could support your assets? This
Page 33 and 34: Partnership With a partnership mode
Page 35 and 36: Table 2.2: Benefits for users - a c
Page 37 and 38: Table 2.4: Examples of the types of
Page 39 and 40: #1 — The “Killer Stat” Peavey
Page 41 and 42: Figure 2.7: Baltimore compared to o
Page 43 and 44: Figure 2.9: One of several punchy t
Page 45 and 46: Box 2.2: Recognize the skills that
Page 47 and 48: Delivering your message — messeng
Page 49 and 50: Figure 2.11: East Phillips delegate
Page 51 and 52: Figure 2.13: Barn-raising spirit -
Page 53 and 54:
Draw attention to your “asset off
Page 55 and 56:
Of particular use for local residen
Page 57 and 58:
Figure 2.17: Example of the DIA’s
Page 59 and 60:
#3 — You can take people on tours
Page 61 and 62:
This is an ongoing map that can be
Page 63 and 64:
Figure 2.24: Baltimore’s Fluid Mo
Page 65 and 66:
As part of Hockey Weekend Across Am
Page 67 and 68:
Figure 2.29: Poster for the 6th Ann
Page 69 and 70:
Figure 2.30: Frogtown Gardens raise
Page 71 and 72:
Table 3.1: Taxes used to raise fund
Page 73 and 74:
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 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 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
show all

bQNs7mR

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?