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Figure 3.10: Soccer sessions run by the non-profit service partner at St. Anthony Rec Center, St. Paul Joy of the People is the city of St. Paul’s service partner at the South St. Anthony Recreation Center. The non-profit specializes in unstructured soccer play (formal coaching and competition is shunned in favor of self-expression and experimentation). They feel that their approach brings in youth to parks that would not otherwise come. The program serves between 200 and 500 kids a week from a diverse range of social, racial, and ethnic backgrounds. Costs are covered by fees, grants, facilities rental, and donations. Thirty percent of kids are on scholarships and subsidized by those able to pay. (source: Joy of the People) Support partners and prospective partners There are several important issues to take into consideration when considering entry into public private partnerships. Failure to do so can make it hard to find good partners that deliver good assets or even to find any partners at all. #1 — Pre-transfer • Pre-acquisition advice: Capacity-building and information are needed even before a non-profit takes over delivery of an asset or program. • Competition among providers: City governments have to be sure that prospective partners can do the job. With the Detroit and Baltimore golf courses, there was a tendering process to find the best management companies, who are appointed on time-limited contracts. In the same way, for the four Hennepin theaters in Minneapolis, the city used a competitive process to find an organization(s) that could effectively own and manage them. The successful organization, The Hennepin Theatre Trust, thereafter tendered for an experienced national LLC to oversee the daily operation of the theaters. 89 | The New Barn-Raising
• Hand over a building that is an asset not a liability: Buildings ideally need to be operational when handed over. They must be structurally sound, secure, compliant with the Americans with Disabilities Act (ADA) and health and safety regulations and, ideally, have high-level kitchen facilities (not least with a view to having fundraising events there). For example, the Phillips Community Center in Minneapolis was saved from demolition and is now jointly run between the Minneapolis Park and Recreation Board and paying tenants. However, the board paid for rebuilding the roof, the electrical, heating, and air conditioning systems, and other needed maintenance. • Efficient partner selection process: City councils need to have in place a Request for Proposals (RFP) process that rapidly sorts out organizations and groups that are provisionally interested in taking on one or more assets from those that are not only interested but also have many of the key factors in place for taking on the responsibility successfully. This minimizes wasted effort and disappointment. • Legislation needed: There may need to be changes to city ordinances and state laws. For example, the nonprofit management of several California State Parks has been possible because of the passing of Assembly Bill 42, which smoothed the way for non-profit groups to take over (up to 20) park operations between now and 2019. #2 – Post-transfer • Management assistance: Management assistance may be needed for rec center managers, which could mean advice on programming and/or day-to-day management of a building. • Maintenance: With the St. Paul rec centers, the city agrees to maintain the building exterior whilst the service partner is responsible for the interiors. The Department of Recreation and Parks mows the fields and collects the trash. • Financial assistance: Baltimore City Council has made some start-up funding available for rec centers that come under non-profit ownership. In both Baltimore and St. Paul, the rent for non-profit run rec centers is minimal, leaving the organizations with utility costs and minor maintenance. With the Detroit Eastern Market, operational funding from the city of Detroit was withdrawn gradually, not “overnight.” • Creation of a special-purpose charitable foundation: Baltimore’s Parks and People Foundation was created in 1984 by the then mayor of Baltimore to help raise funds for the city’s public parks and park programming. More recently, the (now former) mayor of Detroit, Dave Bing, has looked at creating such a foundation for that city’s public park and rec facilities. • Consider joint delivery: The Phillips Community Center in Minneapolis was saved from demolition 53 by community activists and is now run by an innovative public/private partnership composed of the Minneapolis Park and Recreation Board (MPRB), which operates the gym and teen center as a park facility, and four non-profit programmatically compatible tenants who rent their own space in the facility. Management of the facility and the maintenance/renovation fund are in the hands of the partnership of stakeholders. This is the first time the MPRB has entered into such a joint structure. A Memorandum of Understanding was created to allow a fifth group (Minneapolis Swims) to raise money for the renovation and future operation of the pool. 53 The center was attached to a now-demolished school and returned to the Minneapolis Park and Recreation Board in poor condition by a long-time tenant. It was scheduled for demolition on cost grounds. Raising Money | 90
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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
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: Box 3.4: Public-Private Partnership
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
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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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