“Start with what you have”: Unlocking social value through existing assets
Anchor institutions have a vital role to play in strengthening local economies and improving community wellbeing - but we know from our work supporting anchors across all sectors that changing whole-organisation policies or getting new “anchor initiatives” off the ground can be challenging due to limited capacity and competing priorities.
One important way that anchors can often drive quick progress is by “starting with what they have” - by that we mean starting with a focus on how existing resources, spaces or platforms might be re-purposed to unlock social value for local communities. These activities are often easier to progress and, as well as generating impact for local people, can play an important role putting anchor initiatives on the map and building organisational buy-in for additional anchor initiatives.
In this blog we explore a number of ways that anchors can “start with what they have”, as well as showcasing some of the organisations that can support anchors to do this.
A Good Thing: Turning surplus into social value
Every organisation has items that are no longer needed but could bring tremendous value elsewhere. A Good Thing, a UK-based nonprofit, demonstrates how simple asset-sharing can transform potential waste into community wealth. Their straightforward app connects businesses with surplus items to local charities in need.
The impact can be remarkable: notebooks destined for landfill supporting care packages for cancer patients; redundant projectors training mental health workers; and even plant pots and paint tins finding new homes. It's a small step for the donating business, but a big help to underfunded community organisations, and it reduces waste.
For businesses taking their first steps into social impact work, this approach offers a low-barrier, high-value entry point. The process couldn't be simpler: list what you've got, wait to see who wants it, and choose the match.
Sharing spaces for social benefit
Given the decline in publicly-funded social infrastructure in recent years (1) , one of the most valuable yet often underutilised resources organisations can offer is physical space. Office meeting rooms, training facilities, or open-plan areas can provide crucial venues for community groups struggling to find affordable, safe and accessible locations.
The potential uses are diverse and impactful:
Weekend skills workshops that build local capabilities
Health outreach services outside office hours
Warm spaces during winter months
Community gatherings to reduce isolation
Supermarkets, with their widespread presence in communities, have recognised this opportunity. Asda's ‘Community Cuppa’ campaign exemplifies what's possible, offering café space and free refreshments in 100 stores nationwide for community groups facing high rental and energy costs. Additionally, their dedicated community rooms in 10 locations provide free spaces for local organisations (2), demonstrating how retail infrastructure can serve broader social purposes .
The innovative "Shops" initiative by Neighbourly Lab further explores this potential, transforming vacant retail spaces into vibrant community hubs for local events, workshops and essential services - simultaneously revitalising high streets and strengthening community connections.
Using media channels to promote community initiatives
Many organisations, such as business anchors, can also add social value by promoting community services or programmes through their existing platforms or networks. Possessing powerful communication channels that can amplify community initiatives with minimal effort, organisations can use their social media channels, newsletters, or physical real estate to amplify the work of local community groups, events, or wider health initiatives.
Overcoming the awareness gap
For anchors looking to take this approach, the key challenge to overcome is around raising awareness. Many community organisations remain unaware of resources available from local anchor institutions, creating a paradoxical situation where resources sit idle while needs go unmet (3). To overcome this it’s important that anchors are able to promote opportunities for asset sharing beyond their immediate networks, in a way which reaches the community groups that stand to benefit the most.
Local anchor networks can play a crucial role in addressing these challenges by creating pathways for information sharing and relationship building. These networks have the potential to provide the connections between resource holders and those who could benefit.
Asset sharing as everyday practice
Despite the pressures facing both public-sector anchors and business anchors across the country, anchor initiatives don't have to require financial investment or long-term commitments.
Simple actions such as donating unused equipment, offering facilities, or amplifying local voices can be easily integrated into daily operations. By evaluating existing resources and finding ways to share them, anchors can address local needs and help build stronger communities.
The benefits of doing this extend beyond local community groups and residents. Organisations consistently report increased employee engagement, stronger local trust, and enhanced reputation (4).
Driving impact on anchor initiatives can feel challenging, but taking that first step can be as simple as looking around your organisation and asking: what do we have that others might need?
Health Anchors Learning Network is supporting local authorities, health organisations, businesses and others to develop anchor action. Interested in learning more? Register for our newsletter to receive the latest case studies, events and resources, or get in touch at hello@haln.org.uk.
References
https://www.economicsobservatory.com/rebuilding-social-infrastructure-how-should-we-invest-in-communities
https://manchestercommunitycentral.org/news/asda-community-cuppa-initiative-are-you-looking-free-community-spaces
https://pubmed.ncbi.nlm.nih.gov/35506700/
https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0269400