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ANCHOR INSTITUTIONS
Michigan Municipal LeagueSeptember 23, 2009
Examining the Relationship
• Anchors’ role in the intellectual life of cities is well understood– Relationship with
community/city/region has shifted from Town-Gown to Economic Engine
– Today commonly identified as part of a city’s narrative and a point of civic pride
• Less understood:– Economic impact– Industry and business creation– How they shape the built
environment– Influence the Social Fabric at
the Neighborhood Level
Understanding the Interdependencies
• The business of Higher Education:– Employment Base– Procurement of Goods– Capital Investment– Generator of Service Economy
• Institutions are major land and property owners
• Institutions attract significant research funding
• Impact both supply and demand side of real estate
Anchor Strategies
• Community Builders
• Planners and Developers
• Engines for Driving Economic Growth
A Community BuilderDr. Martin Luther King Library, San Jose State
University
Dr. Martin Luther King Library, San Jose
The King Library is the library for San José State University and the Main Branch of the City of San José Library System
Opened August 1, 2003
Project cost of $177.5 million was shared by the State of California, the City of San José Redevelopment Authority, San José State University, and private fundraising
Planner / DeveloperThe University of Pennsylvania
Penn in the early 90’s
By the early 1990’s West Philadelphia and the University faced a multitude of problems
– Crime
– Migration to Center City
– Alienation from community
– Deteriorating neighborhood
…and moving forward
By rediscovering its historic relationship with the City, Penn energized the full potential of its academic and institutional resources to both contribute to a great city and sustain a vibrant urban campus.
Building on a shared vision
– Make neighborhoods safe and secure
– Attract a year-round housing community
– Develop destinations for shopping, dining, and entertainment
– Invest in public education
– Integrate the Campus into the urban fabric
Penn, along with community partners, developed the West Philadelphia Initiatives to improve the University City neighborhood:
Mixed Use And Retail
The University has embraced a strategy to attract a diverse mix of businesses to campus
• University Square: 300,000 sf, $90 million mixed-use development composed of national retailers
• 40th Street: a retail corridor connecting campus and community, built around a mix of local businesses, community amenities, international cuisine, and cultural and entertainment venues
Market Rate and Student Housing
• Left Bank, $70 million• Domus, $100 million• The Hub, $23.5
million• 3900 walnut, $75
million
Commercial and Entertainment
The Bridge Cinema, $53 million
Translational Research Laboratory, $75 million
WXPN / World Café, $13 million
An Engine for Economic Growth
Detroit Neighborhood Anchors, Detroit, Michigan
Context• Detroit needs a new strategy to address
disinvestment and deteriorating socio-economic conditions
• Foundations have assumed a leadership role in neighborhood sustainability and revitalization
• Right-sizing will reduce the City’s footprint, requiring the identification of viable districts
• Declining public, private, and philanthropic resources requires a more effective decision-making process
• Despite such challenges, anchor institutions continue to exhibit stability and growth
HIGHER EDUCATION
Wayne County Community College(Northwest Campus)
College for Creative Studies
University of Detroit - Mercy
Marygrove College
Wayne State University
UDM School of Dentistry
Wayne County Community College(Eastern Campus)
Lewis College of Business
WCCC (Downtown Campus)
UDM School of Law
STUDENTS
Total: 51,673 students
~300
2,756
4,652
31,016
~3,500
~3,500
~3,500
736
1,358
355
Sources: University representatives & websites, IPEDS
HEALTHCARE
Detroit Medical Center
Henry Ford Hospital System
Detroit Hope Hospital
St. John Detroit Riverview Hospital
DMC Sinai-Grace Hospital
St. John Hospital & Medical Center
St. John / Conner Creek Village
HOSPITAL BEDS
Total: 3,379 beds
404
~120
751
1,300
804
Sources: Hospital representatives and websites, American Hospital Association, U3 Ventures modeling
EMPLOYMENT
Total Direct Employment: 36,200 Employees
2,432
~720
8,045
450
5,036~90
204
~720
8,115~230
~230
~230
~110
9,532
~60
Sources: Hospital & University representatives and websites, IPEDS, American Hospital Association, U3 Ventures modeling
OPERATING BUDGET
Total Direct Expense:
$6.4 Billion
$331
~$127
$1,740
$33
$508_~$2
$34
$84
$2,060~$20
~$10
$1,276
~$6
~$20
~$20
Sources: Hospital & University representatives and websites, IPEDS, American Hospital Association, U3 Ventures modeling
STUDENT RESIDENTIAL CAPTURE
• Analyzed three institutions:–Marygrove College–University of Detroit – Mercy–Wayne State University
Students
Employees
Total Number 39,094 2,725
% living in Detroit 34% 30%
% living 1 mile from Campus
13% 9%
• Over 32,000 students and employees living outside of Detroit
• Represents $211 million in discretionary income leaked outside city limits
GOODS AND SERVICES PURCHASED
• Anaylzed three major Detroit anchors:–Wayne State University–Detroit Medical Center–Henry Ford Hospital
• All goods and services purchased: $1.8 Billion
• Purchased in Detroit: $257 Million
• 84% of all purchases leaked outside of Detroit
HIGHER EDUCATION
REGIONAL POPULATION(July 1, 2005)
RANK
1
2
3
4
5
6
7
8
9
1011
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Source: Impact of Higher Education in Greater Philadelphia by Select Greater Philadelphia (2007)
TOTAL ENROLLMENT (2005/06)
RANK
1
2
3
4
5
6
7
8
9
10
11
12
1314
15
16
17
18
19
20
21
22
23
24
25
Source: Impact of Higher Education in Greater Philadelphia by Select Greater Philadelphia (2007) – Derived from IPEDS
BACHELOR’S DEGREES OR HIGHER AWARDED(2004/05)
RANK
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
1920
21
22
23
24
25
Source: Impact of Higher Education in Greater Philadelphia by Select Greater Philadelphia (2007) – Derived from IPEDS
R&D FUNDING PER STUDENT(Federal, State and Local, Industry, and other, in millions – 2005/06) RANK
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
2223
24
25
Source: Impact of Higher Education in Greater Philadelphia by Select Greater Philadelphia (2007) Derived from National Science Foundation
CORE EXPENDITURES PER STUDENT(University operating expenses in millions 2005/06)
RANK
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
2324
25
Source: Impact of Higher Education in Greater Philadelphia by Select Greater Philadelphia (2007) – Derived from IPEDS & Surveys
% OF STUDENTS FULL-TIME(2005/06)
RANK
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Source: Impact of Higher Education in Greater Philadelphia by Select Greater Philadelphia (2007) – Derived from IPEDS
HEALTHCARE
City of Detroit
Wayne County
Detroit Metro
Michigan
912,000
1,950,000
4,425,000
10,000,000
9% of Michigan's Population
Population
Source: Detroit Medical institution Representatives; American Hospital Association
City of Detroit
Wayne County
Detroit Metro
Michigan
3,379
5,212
10,720
25,540
HEALTHCARE Hospital Beds
13% of Michigan's Hospital Beds
Source: Detroit Medical institution Representatives; American Hospital Association
City of Detroit
Wayne County
Detroit Metro
Michigan
25,900
34,700
67,130
164,300
HEALTHCARE Hospital Employees
16% of Michigan's Hospital Employees
Source: Detroit Medical institution Representatives; American Hospital Association
City of Detroit
Wayne County
Detroit Metro
Michigan
$4,275
$5,510
$9,825
$21,200
HEALTHCARE Operating Budget (in millions)
20% of Michigan's Hospital Budget
Source: Detroit Medical institution Representatives; American Hospital Association
EXAMPLE: MIDTOWN ANCHOR DISTRICT
Detroit:Midtown
Pittsburgh:Oakland
Cleveland:University Circle
IndianapolisCanal District
EXAMPLE: MIDTOWN ANCHOR DISTRICT
INPUTS
Ed’s 12,451 40,80532,300
70%Med’s485,404 536,180524,533
77%Culture550,000 1,800,00
0
100%
OUTPUTS
Population
5,231 22,45819,285
82%
Density 6,750 26,0008,600
10%Income$21,500
0%
30,100
Age 36
0%
23
Education
30%
0%
63%
RECOMMENDATIONS• Within the anchor districts, programs to “ live, buy and
hire local” should be initiated and institutionalized– definition, sizing and institutionalizing of local programs within
each anchor – creating a sustainable structure to collaborate between anchors – provide an infrastructure of support through CDCs to meet the
demand generated by Local Programs
• Anchor district projects must be managed and coordinated holistically – institutional changes– physical interventions– comprehensive set of support services
• Midtown has the greatest potential to redefine Detroit with eventual economic benefit for all neighborhoods
Leveraging Local Impact
• Live Local, Buy Local, Hire Local• Creating desirable neighborhoods• Increasing economic impact
– 7% of total vendors from Detroit– 16% of dollars spent with vendors from
Detroit • Increasing capture in Detroit means
– $28 million with 10% increase– $71 million with 25% increase– $142 million with 50% increase
Conclusion
Engaged anchors form a strong and mutually beneficial bond with neighborhoods and cities
For the anchor, engagement helps produce more enlightened community enhances the opportunity for “real and impact-ful”
institution provides greater opportunity to disseminate its
intellectual discourse to the public For a City, an engaged institution
anchors a neighborhood providing a long term and sustainable employer, developer and citizen
creates a unique district that integrates academic life in the public realm