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Figure 2.3: A candidate for Privatism in the eyes of some — the Detroit Institute of Arts The inscription reads: “Dedicated by the people of Detroit to the knowledge and enjoyment of art.” (source: Detroit Institute of Arts) Box 2.1: Examples of support for Privatism in Michigan Tea Party members in Michigan have questioned the wisdom of providing public support for several key assets. In 2012, the Michigan coordinator for the Tea Party Patriots, Sharon Snyder, was quoted as saying that “it would be better to support it (the Detroit Institute of Arts) through donations, fund-raisers, that kind of thing” 9 rather than through a dedicated tax on residential and business property (known as a millage in Michigan). This was not entirely new or limited to the Tea Party. In the early 1990s, Republican Governor John Engler made major cuts to the DIA budget and to other Michigan arts institutions based on his opposition to arts funding. As his office explained, “the arts budget was seen as a non-essential service. It didn’t address the basic human needs of people.” 10 Residualism In residualism, local governments own an asset but leave much else to non-profits or the market. This “much else” may include large parts of the maintenance and management of the upkeep (for example, mowing parks and painting senior centers) and/or programming (for example, continuing education classes in museums and running of sports leagues). Local government is not necessarily ideologically opposed to such assets being publicly funded, but they often lack the funds to fully support any repairs or operation. Residualism is likely to be due to some combination of: • falling population (which hits the city tax base); • federal budget cuts; and/or • the inevitable aging of buildings and equipment. 9 Quoted in Stryker, Mark (2012), “Detroit Institute of Arts’ past puts its future in jeopardy,” Detroit Free Press, July 22. 10 In Wilkerson, Isabel (1991), “Art Museum in Detroit Tries to Cope With Cuts,” The New York Times, July 29. 29 | The New Barn-Raising
Partnership With a partnership model, government provides support to an asset (sometimes by sub-contracting the management and programming of assets to non-profit social enterprises), but any support is supplemented, or “topped up,” by money and volunteering from civil society. Municipalism At the opposite end of the resourcing spectrum is municipalism, in which the city government does everything through its own finances and through its own paid staff. I did not find full-blown municipalism in effect, but it is included here as the natural book-end to privatism. Figure 2.4: A visual outline of the four main resourcing models (source: author 2014) This section has helped you to …. • Define different models for resourcing your assets: Though it is for each community and city to decide how it wishes to resource its assets, these models outline different strategies for meeting the resource needs of an asset. • Recognize that some people contest the case for public support: some state/local political figures ideologically oppose the use of taxes to sustain some or all of the assets that have traditionally received much from taxpayers. • Recognize that different models may operate in the same city. It is conceivable that different models apply to different types of assets in the same city. The residualism model might work for parks, while the partnership model might succeed for libraries. • Accept that partnership and (reluctant) residualism are the main games in town. However, these are not the only choices. How would you feel if a local politician said all assets must be run on either a privatist or a municipal model? Your answer to this might change after considering the next section. Raising Awareness | 30
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 and 30: continued Table 2.1: A check-list o
Page 31: Who could support your assets? This
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
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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
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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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