ACHIEVING THE ANCHOR PROMISEEmbracing Equity Standards to Build Sustainable CommunitiesDavid ZuckermanResearch AssociateDemocracy CollaborativeMay 1, 2014Campus-Community Partnerships for HealthChicago, IL

Who We Are

Promote innovations in community economic development that enhance democratic life

FIELD BUILDING

Participate in anchor institution task force, metrics development, webinars, education & training, our Community-Wealth.org web information portal, etc.

RESEARCH

Write reports on anchors, public enterprise, community wealth building, green economy, etc.

ADVISORY

Develop community wealth building strategies linked to “eds and meds” & local philanthropy:

•Cleveland, OH•Atlanta, GA•Washington, DC•Pittsburgh, PA•Amarillo, TX

Family Wealth Building Shared Equity Community/Worker

OwnershipPublic Ownership or

Investment–Individual Development Accounts–Microenterprise–Family Self-Sufficiency Program–“Baby Bonds” & child savings accounts–Earned Income Tax Credit volunteer assistance programs–Alternatives to predatory lending–Nonprofit financial education programs

–Community Land Trusts–Limited Equity Housing Cooperatives–Deed restriction (inclusionary zoning)–Mixed ownership (Market Creek)–Program-Related Investments–CDC/CDFI equity investments or joint ventures–Community benefits agreements

–Anchor institutions (eds, meds, churches, museums, libraries)–ESOPs or worker cooperatives–Consumer, producer, or purchasing co-ops–Credit unions–Community corporations–CDC or CDFI direct ownership–Social enterprises–Commons-based enterprises (e.g., Wikipedia, Creative Commons licenses)

–Municipal enterprise–State & local venture investments–Public pension fund ETIs (economically targeted investments)–Public leases: land & transit development–Stock warrants in exchange for granting tax breaks (fair exchange)–Trustee ownership (e.g., Alaska Permanent Fund)

Continuum of Wealth-Building StrategiesBROADENING OWNERSHIP OVER ASSETS AND CAPITAL

• “Sticky capital”• Economic engine: employer and purchaser• Vested interest in surrounding communities• Typically nonprofit or public

What are Anchor Institutions?

Types of Anchors

“Eds and Meds” Economic Impact

Employment 9 million+

Annual Expenditures $1 trillion+

Annual Procurement $500 billion+

Investment Portfolios/Endowment

s

$750 billion+

New Orleans

Washington, D.C.

Source: Prepared by Woolf et al., Center on Human Needs, Virginia Commonwealth University using Evans BF, Zimmerman E, Woolf SH, Haley AD. Social Determinants of Health and Crime in Post-Katrina Orleans Parish: Technical Report. Richmond, VA: Virginia Commonwealth University Center on Human

Needs; 2012.Source: Prepared by Woolf et al., Center on Human Needs, Virginia Commonwealth University using Centers for Disease Control and Prevention, National Center for Health Statistics, CDC WONDER Online Database, released January 2013, Data are compiled from Compressed Mortality File, 1999-2010 Series

20 No. 2P 2013.

Place Matters

To address health inequities, you must address social and economic inequities. Social &

Economic Factors• Education• Employment• Income• Family & Social

Support• Community

Safety

Healthy Behaviors

Access to Care

Quality of Care

Physical Environment

Adapted from County Health Rankings, University of Wisconsin Public Health Institute.

Social Determinants of Health

10%

10%

10%

30%

40%

10%

• 20% of Americans under 18 live in poverty

• 33% of Americans are “working poor”

Making the Connection

Maps from Hartford’s 2012 Community Health Needs Assessment, conducted by the Hartford Department of Health and Human Services in conjunction with Connecticut Children’s Medical Center, Hartford Hospital, Saint Francis Hospital and Medical Center, and the University of Connecticut Health Center.

“There are several strong and moderate correlations with cardiovascular health, the top being education and economic security.”

Hartford, Connecticut2012 Community Health Needs Assessment

Tom Zenty, CEO, University Hospitals System, May 2013

“Rethinking How We Do Business”

“

”

Community and healthcare leaders are discovering that hospitals can help heal entire cities through economic development… healthcare systems can create jobs and wealth…And we can earn the trust and goodwill of our neighbors.

For more information:www.community-wealth.org

David ZuckermanResearch Associate

Democracy Collaborativedave@democracycollaborative.org

Thank you!

ACHIEVING THE ANCHOR PROMISEEmbracing Equity Standards to Build Sustainable CommunitiesSarah McKinleyResearch AssociateDemocracy CollaborativeMay 1, 2014Campus-Community Partnerships for HealthChicago, IL

community-wealth.org/indicators

• Growing recognition that community economic development is part of what anchor institutions do

• But how do we know these initiatives are working? Are they producing outcomes that meet the needs of low-income families and neighborhoods?

• Needed: Targeted outcomes; Indicators; Data Collection

• Caveat: The Dashboard is a starting point, not the final word. Our hope is that some institutions will pilot its use so that it can be refined over time and a learning community can be established.

Why an Anchor Dashboard?

Field Interviews

Operational Challenges

• Institutional buy-in• Internal governance• Connecting to mission• Building relationships• Creating a diversified

approach• Distrust• Race and cultural divisions• Institutional fragmentation• Difficulty in tracking

results

UNIVERSITY

COMMUNITY

Measurement Principles

“The point is not to measure everything. While in each area there are hundreds of things [to measure], let’s agree on a few key indicators … Perfect data can be the enemy of the good.”

• Focus on what anchor institutions can control, not what they cannot

• Set benchmarks

• Establish goals and timelines

• Use policy metrics to assess impact in areas where numerical goals won’t work

• Include metrics that have a known relations to improving local economic multipliers

Wim WiewelPresidentPortland State University

Measurement Goals

1. Define the community

2. Agree on specific desired outcomes

3. Include two kinds of indicators, which measure:– Status of the community– Institutional effort to improve

the status of the community

Tips for Implementation: Internal Embed in the core intellectual work

Foster supportive public policy

Incorporate into strategic plans, goals

Provide student learning opportunities

Recognize outstanding work

Embed in leadership selection and evaluation processes (including faculty tenure and promotion)

Budget to support infrastructure

Tips for Implementation: External Help develop leaders Convene key players for a common agenda Be a safe place for difficult conversations.

Identify best practices Conduct outcomes assessment Don’t allow perfect to become the enemy of good!

Get agreement from all partners regarding what constitutes success

Communicate Make sure everyone has “skin in the game” Define up front each partner’s responsibilities Be honest about what is and is not working

For more information:www.community-wealth.org

Sarah McKinleyResearch Associate

Democracy Collaborativesarah@democracycollaborative.org

Thank you!