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This section has helped you to….. • Identify your assets: You will now have an overview of the basic definition and types of assets. With this framework, how does your community and city fare in terms of its asset base? • Find potential allies and help — Some of the assets above may have methods that you can learn from and/or they might be fighting similar battles around impending cuts. You can research them to learn more about the strategies that could be used for your asset, or you could help another asset manager out if you hear or suspect they need to raise additional resources. Figure 2.1: A formal, civic asset — the Detroit Public Library’s Central Branch (source: Valerie Hinojosa/Flickr) Figure 2.2: An Informal community asset — the horse-shoe pit, in Pigtown, Baltimore For over 30 years, the Pit has hosted games, music, barbecues, and an annual tournament that attracts competitors from all over the state. Several years ago the site was purchased, on behalf of local residents, by the non-profit Baltimore GreenSpace, for $1.00 from the city of Baltimore. (source: Baltimore Green Space and the Community Law Center) 27 | The New Barn-Raising
Who could support your assets? This section looks at the four main resourcing models that I have discerned, which can be applied to existing community and civic assets: privatism, residualism, partnerships, and municipalism. The main focus in the case study cities has been how to make partnerships (between government, non-profits, the private sector, and the public) work where the government does a lot but this still gets “topped-up” by others. In a few cases, there has also been a need to make residualism work, whereby government’s role is minimized and often accompanied by substantial cuts. The models are particularly useful to: • non-profits and asset support groups looking to get a picture of where their money is or might be coming from; • local politicians looking to understand options open to them; • foundations looking to gauge what role they should play in sustaining assets; • corporate social responsibility managers looking to align their businesses to good local causes; • social entrepreneurs that may wish to deliver assets on a non-profit basis; and • the private sector, which may see a market opening for delivering some of the assets on a for-profit basis. Privatism The most radical of the four models, in the sense of being the greatest departure from the present situation in most post-industrial countries, is the privatist model. In this model, government does nothing by way of ownership or funding of services, and whatever provision there is comes from some combination of foundations, philanthropists, social enterprise, volunteers, and for-profits. Social enterprises and for-profits will be likely to require user payments in some form whether it be a charge for entry or some subscription for use. 8 Equity/fairness considerations can still be retained with bursaries or feewaivers for those able to demonstrate need. Providers might be licensed by a city council to ensure that equity was taken into consideration. Privatism often involves a desire to make extreme public spending cuts and/or an ideological belief that such assets ought not to be funded from taxes. Certainly, there are and have been those who argue for a withdrawal of government from some areas of provision — albeit not necessarily for a full-on market-based, for-profit version. Box 2.1 outlines some examples of such thinking from Michigan. 8 See, for example, http://en.wikipedia.org/wiki/Subscription_library. Raising Awareness | 28
Page 1 and 2: THE NEW BARN-RAISING A toolkit for
Page 3 and 4: CONTENTS Summaries ................
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: continued Table 2.1: A check-list o
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
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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
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Charitable Foundations can add to y
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Table 3.15: Asset-related roles tha
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Encourage foundations to make their
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Help non-profit asset support organ
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Certainly, businesses have been an
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Table 3.20: Examples of mutually be
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Several factors can help you in dev
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Having co-operatives in your busine
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Box 3.12: Secrets of their success
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Table 3.24: Encouraging customer gi
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Table 3.25: Comparing the fee and a
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RAISING HELP FOR YOUR ASSET The men
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Figure 4.1: User input — resident
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When resources for paid staff, whet
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There are physical/logistical reaso
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There is a range of mechanisms for
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The measures have been largely succ
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Figure 4.5: Inside the Baltimore Co
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Table 4.5: Understanding the busine
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Volunteer managers and non-profits
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There are some key practical tips t
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There are a range of measures you c
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As with donors of money and other r
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Table 4.9 outlines a range of natio
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Where does the New Barn Raising con
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APPENDIX The following section was
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If you decide that you do want to s
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City of Saint Paul (2010), Transfor
Page 175 and 176:
Morrish, R. and Brown, C. (2000), P
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CGAP (2012), “Comparing U.S. and
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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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