In the last twenty years, anchor institutions such as universities and academic medical centers have been addressing societal problems in building a more democratic, just, and equitable society (Taylor, 2013). Anchor institutions are those nonprofit or corporate entities that, by reason of mission, invested capital, or relationships to customers or employees, are geographically tied to a certain location (Porter, 2002; Taylor, 2013).
This study sought to understand what organizational capacity is needed by urban universities in order to undertake large-scale neighborhood revitalization efforts. This study used qualitative research methods to examine the University of Chicago’s Washington Park Incubator project, established in 2011, and Johns Hopkins University’s East Baltimore Development Initiative, established in 2001. Through 22 interviews with executive and senior university officials, leaders of community-based organizations and neighborhood residents, this study sought to answer two research questions: What strategies do anchor institutions use to seed, support and sustain their anchor initiatives? What are the barriers or complexities to forming sustainable agreements and cohesion around partnership collaboration?
This study found that IHE anchors use three critical strategies to sustain their work: the role and actions of a university’s president, the role of the board of trustees, and the use of community boundary spanners as leaders of partnerships. A major barrier to sustainability and a primary challenge to achieving cohesive partnership agreements with partners is historical mistrust. The findings were situated within a university real estate investment model (Austrian & Norton, 2005), an engaged institutions leadership model (Sandmann & Plater, 2009), and a framework for community boundary spanners (Weerts & Sandmann, 2010) to explain how these models impact the sustainability of IHE anchor initiatives.
Conclusions drawn from this study will equip urban college and university executive and senior leaders and operational administrators as well as community leaders with insight into how to sustain anchor institution partnerships.
|Advisor:||Hartley, J. Matthew|
|Commitee:||Maurrasse, David, Moneta, Lawrence|
|School:||University of Pennsylvania|
|Department:||Higher Education Management|
|School Location:||United States -- Pennsylvania|
|Source:||DAI-A 77/01(E), Dissertation Abstracts International|
|Subjects:||School administration, Public policy, Urban planning|
|Keywords:||Anchor institutions, Boundary spanner, Historical mistrust, Neighborhood revitalization, University community partnership, Urban universities|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be