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Figure 3.8: The newly-opened Southeast Anchor Library has Baltimore’s first public library cafe The 1,164 square-foot café, opened in September 2012, is the Enoch Pratt Free Library’s first public library café. It has an outdoor patio, free wi-fi, and is open Monday to Saturday. The café’s first tenant is an established Baltimore company, David and Dad’s Café, whose main diner is in the city’s downtown. (source: Enoch Pratt Free Library) Consider incentives and fairness Any hiring of rental space in assets requires a concomitant change in local government hierarchies, specifically that they support the renters and those they rent to. For example, the Minneapolis Park and Recreation Board positively responded to the request from a coalition of neighborhood organizations and residents to reopen one of their buildings as the Phillips Community Center. The move was innovative as it was the first instance of the board renting space to non-profit organizations, and because these same tenants now also jointly manage the property with the MPRB. In terms of fairness, you may, in low income areas, want to initially allow a more generous deal for communitybased vendors and/or where the local market conditions are poor. This section has helped you to…. • See that asset space can be rented to make money but, ideally, to also make for a more popular asset. • Appreciate the need to incentivize and support charging, which often requires changes in the practices and mindset of asset managers (in particular where local government is the manager). 85 | The New Barn-Raising
Your local government can secure resources for assets by transferring them This section is largely of interest to local government officials dealing with ways to sustain assets. One option used by local government, largely in situations of public spending constraints, has been to open up the management and/or programming of assets to third-sector providers. This typically means that local government continues to own the freehold of an asset but lets a third party come up with the resourcing and, hopefully, some innovative delivery ideas that make for a better asset offer. Ideally, the transfer process will involve an ongoing partnership in which local government gives support with the transfer and periodically reviews third party performance. External assistance in delivering assets There are several reasons, many of them financial, why local government managers may want to find external assistance in delivering assets: • desire to use a non-profit organization to raise foundation funds and charitable giving; • desire to access private capital via social enterprises that charge (and so can repay loans/investment); • lack of resources due to a dwindling property tax base, which is the main reason in the case study cities; • desire to inject entrepreneurialism/innovation into the management of assets; or • ideological belief that a task does not belong in the public sector. Public-Private Partnerships A public-private partnership (PPP) typically refers to management and programming of a city-owned asset by a third party, usually a non-profit organization. The third party is typically expected to pay for itself rather than be commissioned by city government. Probably the best known U.S. example of such partnership is that between New York City Central Park Conservancy and the city of New York. In place since 1998, this partnership allows the Central Park Conservancy to be responsible for day-to-day maintenance and operation of the park. Within a PPP, public purpose will ideally be still retained. In practical terms, this means no or affordable fees or making scholarships/bursaries available and, in the case of arts, ensuring that at least some of the works are artistically challenging or unconventional. Freehold ownership of property has tended to be retained by local government in such partnerships. For example, the city of St. Paul continues to own the 12 rec centers that are non-profit run, and the city still has access to the adjoining baseball fields for programs. Continued city ownership means that no property tax is paid on the property, which, in any case, is often leased at an extremely low rate. It also makes it possible to reclaim ownership if a leasehold owner proves unable to appropriately manage the asset. The overwhelming trend in the case study cities (Minneapolis aside) has been toward management and programming of city-owned assets by non-profits (Table 3.6). One of the cases, Detroit’s Eastern Market, is described in detail in Box 3.4. Transfer of management has not all been to social enterprises. In 2011, all four of the city of Detroit’s golf courses went over to management by Vargo, a private company that made substantial commitments and improvements to conditions and security. 52 52 Another city of Detroit golf course was sold to a church in 2007 but, in 2013, was sold for use as a cemetery. Raising Money | 86
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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
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: You can rent space in assets to gen
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
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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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