Enterprises featured in the Building Resiliency Through Green Infrastructure report are creating a blueprint for other cities to follow as they work to protect their communities from the effects of climate change.
Steve Dubb writes for the Stanford Social Innovation Review on the importance of having access to tools that educate and empower low-income communities to shape their economic future.
Empowering communities to take control of economic development is slow, patient work—and people funding or supporting it need to take this into account when assessing success. Long-term, place-based commitments are critical; parachuting in and out does little to build local capacity. And the metrics we use need to take into account the often intangible relationship-building that weaves together a truly empowered community; shortcuts and quick fixes can cause real damage.
Hospitals and health systems, particularly nonprofit ones, are challenged with providing top healthcare in ever changing and challenging financial, regulatory, and service environments. They manage thousands of staff and provide care to nearly every American at some point in their lives. Read more about Harvard School of Public Health Highlights UMass Memorial's Anchor Journey...
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.
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.
Tabita Green writes, for Yes! Magazine, "What a Society Designed for Well-Being Looks Like." Green highlights the dozens of strategize to democratize wealth on the Community Wealth website:
"The worker cooperative is one of several ways to democratize wealth and create economic justice. The Democracy Collaborative lists dozens of strategies and models to bring wealth back to the people on the website community-wealth.org. The list includes municipal enterprise, community land trusts, reclaiming the commons, impact investing, and local food systems. All these pieces of the new economy puzzle play a role in contributing to economic justice, which is inextricably intertwined with mental and emotional well-being."
Mathew Brown writes for The Guardian in "Why are councils investing in the fracking industry they oppose?" In this article, Mathew Brown writes about the pension funds investing:
In Scotland, Wales and Northern Ireland, fracking has been effectively halted, but councils there still oversee pension funds investing heavily in fracking companies.
In Lancashire our has county council had its own now infamous battle with then communities secretary Sajid Javid when he overturned the council’s rejection of Cuadrilla’s application to frack at Preston New Road. Two years on Cuadrilla are set to begin drilling – and the government is attempting to ensure that councils lose any oversight of where fracking developments are established.
The Real News Network interviews Thomas Hanna of the Democracy Collaborative about 'The Next Global Financial Crisis is Inevitable.' In this article, The Real News Network discusses the report The Crisis Next Time:
It has been ten years since the last major financial crisis. With systemic deregulation undoing the safeguards, we are due for another crisis very one soon. Thomas Hanna, research director of the Democracy Collaborative’s Next System Project, says it is almost guaranteed
Watch in The Real News Network
In this article, Laura Flanders writes for The Nation "In the Age of Disaster Capitalism, Is ‘Survival Socialism’ the Solution?" In this article, she writes about the needs for alternative to the boom and bust cylce of capitalism, as well as featuring graphic designed by Dylan Petrohilos
Brown is tall and bald, mid-40s, but, even now, you can imagine him as a boy, smart and obsessive, taking radios apart to study their workings and reassemble them better. What he’s been tinkering with since he was elected to the Preston City Council in 2002, at age 30, is the machinery of city government. In 2011, after a 12-year plan to create jobs fell apart when a powerful name-brand retailer pulled out of what was to have been a shiny new shopping center, Brown reached out to Ted Howard of the Democracy Collaborative, an American “think-and-do tank” that he’d been reading about online. The collaborative helped start the Evergreen Cooperatives in Cleveland.
Alexander C. Kaufman writes in the Huffington Post "A Trump Plan To Nationalize Coal Plants Could Be A Surprise Gift To Climate Hawks." In this article, Kaufman quotes Thomas Hanna and the research by the Democracy Collaborative:
All of this fortifies the argument that investors cannot reform fossil fuel producers quickly enough, making the case stronger for severe government intervention in the form of nationalization, said Thomas Hanna, director of research at the Democracy Collaborative, a left-leaning think tank.
“Time may simply have run out on other options that we may be considering now,” Hanna said. “If climate change is a crisis, which it will be in the future, all economic possibilities need to be on the table to deal with that, and that means taking over fossil fuel companies.”
Hanna and his team estimated that it would cost the government $1.15 trillion to buy the top 25 largest U.S.-based, publicly traded oil and gas companies as well as the roughly four major remaining publicly-traded coal producers. That may sound like a lot, but he argued that could cost less than $200 billion annually over six years, which is slightly over one-third of the military’s current annual budget.
CFO, and Director of Employee-Ownership of the Democracy Collaborative, Jessica Rose writes in Times Union "Employee ownership can boost NY economy, families." Rose's op-ed highlights how empowee-ownership can boost upstate New York's economy:
"Companies owned by their employees are more widespread than you might think. Nationally, there are at least 7,000 of these firms in nearly every major industry, sector, and region of the U.S. In New York, many employee-owned businesses are recognized industry leaders and household brands, such as Cooperative Home Care Associates (CHCA) in the Bronx, and Chobani yogurt, in Norwich, which each employ more than 2,000 workers. Though structured differently, both offer employees an opportunity to share in the fruits of their labor which, in turn, makes workers invested in the company's success. It's not just fair, its smart: Extensive research shows that participatory employee ownership contributes to greater productivity and firm stability."
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.
Thomas M. Hanna, Joe Guinana, and Joe Bilsborough write in Open Democracy "The ‘Preston Model’ and the modern politics of municipal socialism."In this piece, the writers highlight the flagship community wealth building project in Cleveland, Ohio, and Preston, England and what it means for municipal socialism:
There are now two flagship models of community wealth building—and a growing number of additional efforts in cities across the United States and United Kingdom. The first model is the Evergreen Cooperatives in Cleveland, Ohio—created, in part, by our own organisation, The Democracy Collaborative. Cleveland had lost almost half of its population and most of its large publicly-traded companies due to deindustrialisation, disinvestment, and capital flight. But it still had very large non-profit and quasi-public institutions such as the Cleveland Clinic, Case Western Reserve University, and University Hospitals—known as anchor institutions because they are rooted in place and aren’t likely to up and leave. Together, Cleveland’s anchors were spending around $3 billion per year, very little of which was previously staying in the local community. The Democracy Collaborative worked with them to localise a portion of their procurement in support of a network of purposely-created green worker co-ops, the Evergreen Co-operatives, tied together in a community corporation so that they too are rooted in place. Today these companies are profitable and are beginning to eat the lunch of the multinational corporations that had previously provided contract services to the big anchors. Last month came the announcement of an expansion of the Evergreen Cooperative Laundry to a new site serving the needs of the Cleveland Clinic, with a hundred new employees on fast track to worker ownership.
Writing in Chicago Magazine, Nissa Rhee writes a long-form article on the effects of poverty in Chicago; "A second city." Rhee quotes David Zuckerman about the anchor strategy in Chicago's West Side Total Health Collaborative:
“Our job as doctors is to heal and prevent suffering,” says Ansell. “In this situation, the healing needs to be aimed at neighborhoods.”
While most anchor institution strategies around the country have focused on one issue, employment or housing for example, the West Side Total Health Collaborative has a wide scope and an impressive goal: To improve life expectancy across region and halve the 16-year life expectancy gap between West Garfield Park and the Loop by 2030.
According to David Zuckerman, a manager for health care engagement at the Democracy Collaborative and organizer of the Healthcare Anchor Network, it is “the most ambitious collective strategy around anchor work” he’s seen to redirect money into a particular region.
Writing in Jacobin Magazine, Peter Gowan proposes a "A Plan to Nationalize Fossil-Fuel Companies." Highlight the research of the Democracy Collaborative published in the Nation magazine:
This could be quite costly — writers from The Democracy Collaborative recently estimated “the price tag to purchase outright the top 25 largest US-based publicly traded oil and gas companies, along with most of the remaining publicly traded coal companies” at $1.15 trillion. But there are ways to minimize this cost while still obtaining all of the benefits.
Tom Gann writes for New Socialist in "Labour's New Economics Conference: Part Five, Local Democratic Economic Strategies." Gann recaps the UK Labour Party's panel, "Local Democratic Economic Strategies," at the New Economic Conference. The panel included Matthew Brown, Preston City Council; Heather Wakefield, UNISON; Ted Howard, president/co-founder of the Democracy Collaborative:
Ted Howard, Democracy Collaborative
Howard began by talking of the “pilgrimage” from the USA to Preston, and how Preston had now eclipsed what had been achieved in the US. He then outlined the principles of Community Wealth Building.
- The priority of labour over capital, particularly in a crisis, with continued stable employment more important than capital’s profits.
- The need for local and broad-based rather than absentee ownership, as the basis for asserting what interests are valued.
- The importance of active democratic ownership contrasted with the passive, consumer model of neoliberalism.
- The central role for multipliers and internalising the circulation of money with investment sticking rather than capital being extracted.
- Economic development understood not as a partnership between the state and business, in which the state is unaccountable and subordinate, but as a multistakeholder process.
- Place matters, direct investment in neighbourhoods, particularly neighbourhoods of colour is necessary, trickle down particularly into these neighbourhoods cannot be relied upon.
- Systemic change, the current system destroys the environment and produces inequalities so it’s necessary to move beyond amelioration to build systems that produce different outcomes.
Howard concluded, with the properly Marxist-humanist insight, “people made our systems, we can remake them” (or, “if there’s been a way to build it, there’ll be a way to destroy it, things are not all that out of control”).