ANCHOR INSTITUTIONS WORKING WITH COMMUNITY COLLABORATORS

Engage community leaders and local “anchor institutions” (hospitals and key nonprofits) in using local assets to address the drivers of health

LEVERAGE COMMUNITY-LEVEL INVESTMENTS TO STRENGTHEN THE REGIONAL FOOD SYSTEM

Anchor Institutions Working with Community Collaborators

Develop and support existing working groups (“tables”) of community organizations and local anchor institutions so they can address the social, economic, and environmental drivers of health and build wealth, well-being, and resilience in their communities. Tables should focus on projects, policy development, and systems-change that develops community assets and leverage the anchor institutions’ purchasing and investment power. This work should be community-led and prioritize BIPOC community leadership, voice, and participation. Successful initiatives will:

Build partnerships between community organizations and anchors to strengthen community assets
Promote ongoing relationship-building between community organizations and institutions
Yield profitable and sustainable community-owned projects
Leverage anchor institutions' balance sheets (purchasing, loan guarantees, community benefits, grants)
Mobilize other public, corporate, and philanthropic investments

Example: Anchors in Resilient Communities, CA

This promising strategy requires investment in maintaining the table:

Build partnerships between community organizations and anchors to strengthen community assets
Promote ongoing relationship-building between community organizations and institutions
Yield community-owned projects that are profitable and sustainable
Leverage anchor institutions’ balance sheets (purchasing, loan guarantees, community benefits, grants)
Mobilize other public, corporate, and philanthropic investments

Example: Anchors in Resilient Communities, CA

This promising strategy requires investment in maintaining the table:

Organizational capacity to convene table members, conduct assessments, and plan and evaluate projects
Organizational capacity to promote an internal culture and processes that are “equity-centered”
Financial capacity to pursue the projects identified through assessment and planning

Evaluation of Promising Strategy in Initial Target Regions

Learn more about the Investment Map’s selection of Initial Target Regions.

In Alamance County, Healthy Alamance (an organization of Cone Health) is in a good position and interested in participating in this work; other local hospitals could also participate. According to the 2015 Farm to School Census, 13 colleges & universities, nine Tech schools, and Community Colleges, and over 400 public K-12 schools in the Triad region have farm-to-school programs—this includes 10 out of 17 school districts with a total annual purchasing power of $33,035,454. Regional Councils are already engaged in workforce development, transportation, food, planning, and other community infrastructure issues. North Carolina Health Foundation and Duke Endowment are bringing together area hospitals and community-based organizations to develop the Carolina Health Innovation Institute. Community Food Strategies is offering to bring stakeholders together.

No existing working groups of community organizations and key nonprofits (“anchor tables”). A high poverty rate means residents may not have the capacity to participate in community projects (for example, in Guilford County 20% of residents live below the poverty line and 38% of households have no vehicle access). More research is needed to assess community needs and opportunities for workforce and for-profit business development.

Assets: Healthy Alamance

Description: Examples of Anchors in Resilient Communities

Measures: Living Income Standard

FOR COMMUNITY + ANCHOR TABLE

Engagement of diverse community voices. Metric = % of participants at the Table who are directly from within the community (>50%).
Anchor institution engagement. Metric = number of participating institutions.
Institutional purchasing potential. Metric = total $ spent on goods and services by participating institutions.
Decrease in the % community below 200% Federal Poverty Level. Metric = HNC 2030: individuals below 200% FPL (broken down by race).
Increase in the % community meeting or above NC Living Income Standard for relevant NC city or county. Metric = individuals at or above NC LIS (broken down by race).

FOR PROJECTS EXECUTED BY THE TABLE

Increased institutional procurement of local/regional foods. Metric = % of institutional spend ($) on local/regional food products.
Increased living wage/benefited employment opportunities for members of the community. Metric = number of FTE generated through food systems projects (farm, community kitchen, food bank, etc).
Increased markets and viability of small and mid-size local farms. Metric = % increase in sales for farm, and % increase in overall profit for farm.
Increased markets and viability of BIPOC, women, or veteran-owned food and farm businesses. Metric = % increase in sales for business, and % increase in overall profit for business.
Access to appropriate/responsive capital for food and farm businesses. Metric = business owner reports of access to capital (qualitative).
Market access for small and mid-size local farms and food businesses. Metric = number of institutions (hospitals) using alternative purchasing pathways to increase spending with small and mid-sized farms and food businesses.
Market access for BIPOC owned food and farm businesses. Metric = number of businesses owned by BIPOC and relative percentage to all engaged businesses.
Increased land ownership by BIPOC owned farms. Metric = % increase in land owned by BIPOC.
Community ownership in the food system infrastructure or business. Metric = # increase in supported community member(s) owned enterprises.
Increased community voice in decision-making. Metric = number of interventions/projects with community governance structures that enable shared decision-making (i.e. a community board).
Increased $ invested by institutions into existing identified community assets. Metric = amount of additional $ invested.

North Carolina Healthcare Foundation and Duke Endowment are collaborating to engage area hospitals and community-based organizations in developing the Carolina Health Innovation Institute; local hospitals are available to engage. The majority of local school districts have farm-to-school programs. Community Food Strategies is offering support to bring stakeholders together.

Research is needed, particularly among anchor institutions, to identify gaps and opportunities, establish direction, and determine how to apply this promising strategy model.

Assets: Community Food Strategies

Description: Examples of Anchors in Resilient Communities

Measures: Living Income Standard

FOR COMMUNITY + ANCHOR TABLE

Engagement of diverse community voices. Metric = % of participants at the Table who are directly from within the community (>50%).
Anchor institution engagement. Metric = number of participating institutions.
Institutional purchasing potential. Metric = total $ spent on goods and services by participating institutions.
Decrease in the % community below 200% Federal Poverty Level. Metric = HNC 2030: individuals below 200% FPL (broken down by race).
Increase in the % community meeting or above NC Living Income Standard for relevant NC city or county. Metric = individuals at or above NC LIS (broken down by race).

FOR PROJECTS EXECUTED BY THE TABLE

Increased institutional procurement of local/regional foods. Metric = % of institutional spend ($) on local/regional food products.
Increased living wage/benefited employment opportunities for members of the community. Metric = number of FTE generated through food systems projects (farm, community kitchen, food bank, etc).
Increased markets and viability of small and mid-size local farms. Metric = % increase in sales for farm, and % increase in overall profit for farm.
Increased markets and viability of BIPOC, women, or veteran-owned food and farm businesses. Metric = % increase in sales for business, and % increase in overall profit for business.
Access to appropriate/responsive capital for food and farm businesses. Metric = business owner reports of access to capital (qualitative).
Market access for small and mid-size local farms and food businesses. Metric = number of institutions (hospitals) using alternative purchasing pathways to increase spending with small and mid-sized farms and food businesses.
Market access for BIPOC owned food and farm businesses. Metric = number of businesses owned by BIPOC and relative percentage to all engaged businesses.
Increased land ownership by BIPOC owned farms. Metric = % increase in land owned by BIPOC.
Community ownership in the food system infrastructure or business. Metric = # increase in supported community member(s) owned enterprises.
Increased community voice in decision-making. Metric = number of interventions/projects with community governance structures that enable shared decision-making (i.e. a community board).
Increased $ invested by institutions into existing identified community assets. Metric = amount of additional $ invested.