Democracy Collaborative Reports and Publications

From Ted Howard, co-founder of the Democracy Collaborative, and Marjorie Kelly, author of The Divine Right of Capital, and Owning our Future, The Making of a Democratic Economy is a clarion call for a movement ready to get serious about transforming our economic system. Illuminating the principles of a democratic economy through the stories of on-the-ground community wealth builders and their unlikely accomplices in the halls of institutional power, this book is a must read for everyone concerned with how we win the fight for an economy that’s equitable, not extractive.

The Democracy Collaborative’s new report Anchor Collaboratives: Building Bridges with Place-Based Partnerships and Anchor Institutions discusses the role of anchor institutions and collaboratives in leveraging the power of their economic assets to address social and economic disparities and to revitalize local communities.

The report focuses on the work of anchor institutions and partner organizations that have joined to form place-based networks, or anchor collaboratives, to develop, implement, and support shared goals and initiatives that advance equitable and inclusive economic development strategies. Anchor mission work is not easy, but our hope is that this state of the field report will provide information and assistance to groups wanting to do anchor mission work or to create anchor collaboratives.

Our new report explores the "right to own"—giving workers the right of first refusal anytime their workplace is up for sale—as a strategy to massively scale up employee ownership in the economy. We outline the major provisions and legal changes necessary to enact this right, and the ecosystem of support and financing necessary to make it truly operative for workers.

‘Urban and Metropolitan Universities: The Transformative Power of Anchor Institutions’ focuses on the role of urban and metropolitan universities as anchor institutions in their community to address long standing inequities. Anchor institutions are nonprofit or public institutions that are rooted in place. These institutions have a mission to serve and are the largest employers and purchaser of goods and services in many communities. Also, they have other assets and capacities that can be leveraged to support reciprocal community development, including local hiring, procurement, and investment practices. Anchor mission strategies involve the entire university, including the business, community partnership, administrative, research and academic divisions.

Metropolitan Universities journal (MUJ) is the Coalition of Urban and Metropolitan Universities’ quarterly online journal. This special issue, guest edited by The Democracy Collaborative's Emily Sladek, is an initiative of TDC and CUMU's Higher Education Anchor Mission Initiative.

Written by Randy Oostra, CEO of ProMedica (a member of the Healthcare Anchor Network) with the support of The Democracy Collaborative's David Zuckerman and Katie Parker, this report offers an in-depth look at how the Toledo, Ohio based health system aligned its institutional operations and clinical practice to better tackle the social determinants of health. From an innovative hospital-owned grocery store in a food desert to investments in preserving affordable housing, this exploration of ProMedica's decade-long journey to understand how their resources as a healthcare anchor could be used for the wellbeing of the communities they serve is a useful guide for hospitals and health systems embarking on similar shifts.

Our new report, Higher Education's Anchor Mission, examines how an ongoing—and expanding—effort to track the impact of colleges and universities on the financial and social well-being of their surrounding neighborhoods is helping these anchor institutions align their resources to build stronger community partnerships and create more inclusive local economies.

With income inequality in the United States at record high levels, employee ownership is increasingly being lauded as a potential solution to spreading wealth more broadly. Most recently, research from the National Center for Employee Ownership released in May shows that employee owners have a household net worth that is 92 percent higher than non-employee owners. They also make 33 percent higher wages, and are far less likely to be laid off. 

But employee ownership requires new investment in order to get to scale. A new report by Mary Ann Beyster, president and trustee of the Foundation for Enterprise Development (FED), published by the Fifty by Fifty initiative of The Democracy Collaborative, examines the investing landscape for potential opportunities in employee ownership. The report, Impact Investing and Employee Ownership, reports on the results from six months of research showing that the opportunities for impact investors to support employee ownership are limited, but that an investing infrastructure is beginning to emerge across asset classes. 

In The Next System Project’s first policy brief, Democracy Collaborative Fellow Ellen Brown, founder and president emeritus of the Public Banking Institute, explores what’s wrong with President Trump’s approach to infrastructure. By focusing on private investment and public-private partnerships (PPPs) to come up with the capital to invest in repairing and upgrading our infrastructure, his plan will accelerate (partial) privatization of public assets and impose huge costs upon local residents, to be repaid through local taxes and extractive and regressive user fees like tolls.

Drawing on the historical precedents of both Lincoln’s investments in railroad infrastructure and FDR’s financing strategies for the New Deal, Brown shows how public strategies for investing in infrastructure make far more sense than what Trump is likely to put on the table. She estimates that an approach grounded in the use of public depository banks, either at the federal level or spread across a state-by-state network, could cut the $1.18 Trillion financing costs associated with a $1 Trillion investment in infrastructure in the Trump plan, once the returns demanded by private investors are factored in, to a mere $200 Billion. Not only would such public banks be able to lend money for infrastructure projects at a far lower rate, the interest earned on such loans would return to the public coffers.

Brown also identifies an even bolder approach that could bring the costs of investment in infrastructure down to zero. By embracing its power to create money for the public good using an innovative “qualitative easing” approach to inject new money into the real economy, the federal government could directly cover the costs of the pressing upgrades and repairs to our nation’s roads, bridges, dams, water supplies, electrical grid, and transit lines without the need to borrow any money at all.

In December 2016, leaders from 40 health systems gathered in Washington, DC to explore the potential to more fully harness their economic power to inclusively and sustainably benefit the long-term well-being of American communities. Together, they discussed best practices and strategies to advance the Anchor Mission of healthcare.

At the conclusion of the convening, the Healthcare Anchor Network was formed to support health systems collaborating nationally to accelerate learning and local implementation of economic inclusion strategies.

This report summarizes the events of that convening and next steps, inviting your hospital or health system to join the Network and help advance the Anchor Mission of healthcare in your institution, in your community, and nationally. 

Learning + Design Session | January 18th , 2017 | New Brunswick, NJ