Healthcare’s role in creating healthy communities through increasing access to quality care, research, and grantmaking is being complemented by a higher impact approach; hospitals and integrated health systems are increasingly stepping outside of their walls to address the social, economic, and environmental conditions that contribute to poor health outcomes, shortened lives, and higher costs in the first place.
Our newest report, Healthcare Small Business Gap Analysis, prepared in partnership with New Orleans based DMM & Associates on behalf of the New Orleans Business Alliance (NOLABA), outlines procurement practices and supply chain needs of New Orleans healthcare institutions and the capacity local business to fulfill those needs. The report provides recommendations on how to leverage New Orleans’ hospitals’ $1.5 billion in procurement spending to promote greater local procurement and economic inclusion in a city where only 48 percent of African American adult males are in the formal labor force. This report is based on interviews with nearly 50 representatives from area hospitals, additional anchor buyers, technical assistance organizations, small businesses, and other public stakeholders.
With the encouragement of ICARE (The Interfaith Coalition for Action, Reconciliation and Empowerment), the City of Jacksonville invited The Democracy Collaborative to organize an exploratory conversation around community wealth building as a means of addressing local poverty and economic marginalization. Read more about Highlights from the 2014 Jacksonville Community Wealth Building Roundtable...
This study seeks to introduce a framework that can assist anchor institutions in understanding their impact on the community and, in particular, their impact on the welfare of low-income children and families in those communities.
This report from The Democracy Collaborative and the Department of Urban Studies and Planning at MIT focuses on the path-breaking Vision 2010 Program implemented in Cleveland and Northeast Ohio by University Hospitals System. Over a five year period, the initiative targeted more than $1 billion of procurement locally to create jobs, empower minority- and female-owned businesses, and create a “new normal” for responsible, community-focused business practices in the region.
The Memphis Medical District Collaborative is a community development organization working with partners to strengthen the communities in the Memphis Medical District.
Between July and September 2018, The Democracy Collaborative and Innovate Memphis conducted a review of MMDC’s work during its first two years of operation. This research process was composed of a review of baseline anchor data, stakeholder surveys, and current program data; stakeholder interviews with over 30 partners, anchor staff, board members, and funders; and facilitated work sessions with MMDC staff and board members.
The resulting case study summarizes themes from this review process, with the goal of painting an accurate picture of the scope of work currently undertaken by MMDC and its partners, and representing common themes articulated by key stakeholder groups. Document review and interview themes are supplemented by Innovate Memphis’ local context knowledge of Memphis’s economic development ecosystem and TDC’s national perspective on the field of anchor collaboratives and community wealth building.
TDC's public comments discussed how anchor mission and anchor collaborative work helps to address the social determinants of health and builds community wealth.
Many anchor institutions are also major landowners in their communities, and many are already engaged in housing programs such as employer-assisted housing. Anchor institutions can and should employ CLTs to maximize the impact of their long-term investments in housing for their workforce, and utilize and support CLTs to help build more inclusive communities around their institutions more generally.
A growing number of forward-thinking healthcare anchor institutions have taken up an “Anchor Mission” to realign all institutional resources to fight long-standing inequities at their root by building community wealth.
Anchor collaboratives are stronger and can accomplish goals that once seemed out of reach by combining efforts and resources. However, forming an anchor collaboration isn’t automatic; it takes effort and time to get institutions to see their common interests and potential alignment. The article discusses some ways it can work.
Laurie Larson writes the article Trusteee Magazine "Anchoring hospitals in the community." In this article, Larson covers the Healthcare Anchor Network, a project of the Democracy Collaborative:
Theirs is just one example of the work emerging from the Healthcare Anchor Network, a blooming consortium of nearly three dozen health systems launched in May 2017. The network's overarching goal is to “reach a critical mass of U.S. health systems [that are] strategically improving community health and well-being by leveraging all of their institutional assets, including intentionally integrating local economic inclusion strategies in hiring, purchasing and investing.”
HAN is the brainchild of the Democracy Collaborative, an economic development agency in Cleveland, which was launched as a “democratic renewal” research center at the University of Maryland in 2000. The collaborative has since moved well beyond its research roots, offering field activities to expand community wealth-building, hosting nationwide roundtables to discuss transformative economic development solutions, and advising local governments, foundations and anchor institutions such as health systems on new strategies for addressing the root causes of socio-economic inequity in their communities.
Philanthropy News Digest writes about the education work of The Democracy Collaborative and CUMU in "AECF Launches Effort to Help Universities Strengthen Local Communities:"
A joint project of the Coalition of Urban and Metropolitan Universities (CUMU) and the Democracy Collaborative, which have been working with the foundation to help "anchor" institutions such as hospitals and universities use their intellectual, social, and financial assets to catalyze economic opportunity in low-income neighborhoods, the Higher Education Anchor Mission Initiative will encourage participating institutions to share insights and lessons learned in areas such as goal setting, data collection, and stakeholder engagement, with the goal of advancing their work as community anchors.
Oscar Perry, writing for Next City, highlights the work of the Democracy Collaborative in "Leveling the Playing Field in City Contracting." In this long form piece, Perry writes about why New York City has doubled their contracts with women-and-minority-owned firm. As well as, the work of Democracy Collaborative's thought leadership, direction, and work with anchor instutitons through the Healthcare Anchor Network:
Corporations and anchor institutions like hospitals and universities are stepping up MWBE contracting commitments and programs, too. The Democracy Collaborative, a nonprofit that does research and builds leadership around equitable, inclusive and sustainable development, has been working with anchor institutions to support more diverse contracting through the lens of building stronger local economies. In January 2017, it formed the Healthcare Anchor Network, consisting of 30 healthcare systems nationwide.
“Healthcare systems are recognizing the need for intentionality to overcome the history of discrimination,” says David Zuckerman, who manages the network. Yet such programs remain in danger of going away when there’s a leadership change, he notes.
“If you can institutionalize it, and build it into your strategic plan, that’s what’s powerful,” he says. “We’re not there yet, but I think in the next year we’re going to see more health systems build this local impact work into their strategic plans.”
One way to institutionalize it: Make it someone’s job.
“There might be an official statement that ‘we’re going to prioritize the effort to increase our spend to MWBEs,’ but it’s not any one person’s job, it’s something extra,” Zuckerman says.
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.
CLEVELAND, OHIO — MAY 10, 2018 Evergreen Cooperative Laundry (ECL) announced a major expansion today in collaboration with Ohio’s second largest employer, taking over management of the Cleveland Clinic’s laundry facility in Cleveland’s Collinwood neighborhood. This additional location complements ECL’s original facility in Glenville. The expansion brings more than 100 new employees into the company, joining the 50 workers employed at the original laundry.
Celebrating this milestone for the workers at this employee-owned business, a proclamation from the City of Cleveland was delivered, highlighting the collaboration between ECL and Cleveland Clinic that will help strengthen and support the vitality of the local economy. “The City of Cleveland welcomes the opportunity for all businesses—new or well established—to participate and grow in our community,” said Mayor Frank G. Jackson. “Investments from employee-owned companies like Evergreen Cooperative Laundry help create more wealth for people in our neighborhoods while making our city an even more desirable place to live, work, play and do business.”
ECL is part of the Evergreen Cooperatives, a nationally celebrated network of companies in Cleveland, Ohio, that creates jobs and builds community wealth through cooperative business ownership. These businesses are located in historically disinvested neighborhoods. For Brett Jones, Executive Vice President at the Evergreen Cooperatives, “this expansion validates the core idea at the heart of the Evergreen model—that businesses owned by workers can succeed and thrive in the market, helping close the wealth gap.” Read more about Evergreen Cooperative Laundry Expands to Second Plant, More than Tripling Its Workforce...
Presented by Aditya Chakrabortty and produced by Phil Maynard and Max Sanderson in the Guardian:The Alternatives: how Preston took back control – podcast. The Guardian looks at the work of the Democracy Collaborative in Preston England:
To kick off, we hear from Preston city councillor Matthew Brown about the “Preston model”, a new approach to local procurement inspired by a similar initiative in Cleveland, Ohio. In a time of austerity and cuts, how is it that Preston is now seeing an extra £75m being spent in the city?
The Democracy Collaborative's testimony to the IPPR Commission on Economic Justice on how to bring about a thoroughgoing democratisation of our political economy.
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.