Hawkesbury CWB Anchor Collaborative

Community Wealth Building (CWB) brings together local anchor institutions—organisations with significant influence, assets, and spending power—to drive sustained, positive change within the community.

When anchor institutions operate as a purposeful network, they combine substantial resources with a long‑term commitment to the communities they serve. Their impact is not incidental; it is the result of deliberate, coordinated action. The value lies in aligning what already exists, strengthening connections, and unlocking outcomes that exceed the capacity of any single organisation.

Establishing an anchor collaboration entity will reinforce the local economic ecosystem by intentionally coordinating and leveraging the activities of Hawkesbury’s anchor institutions. These activities include local employment and procurement, place‑based investment that generates jobs and career pathways, initiatives that increase incomes, leadership development, enhanced volunteer participation, and support for community‑driven investment.

A collaborative approach enables anchor institutions to amplify their collective impact by developing and implementing shared goals and initiatives that promote equitable and inclusive economic strategies. When institutions align their resources to build stronger, more inclusive economies and healthier communities, meaningful and enduring local change becomes achievable.

Securing early commitment from all partners is essential to establishing trust and a shared purpose. The objective is to align community wealth‑building priorities with Hawkesbury City’s Strategic Plan and maintain consistent engagement across internal teams and key external stakeholders.

It’s important to emphasis the “community case,” not just the “business case,” for anchor work.

An initial analysis by Anchors of their procurement activities to establish a baseline of expenditure within the local government area (LGA) compared to expenditure outside the LGA. Having this baseline allows Anchors to monitor progress and build on spending more locally.

Anchors then conduct a second analysis of procurement data for their top 300 suppliers. This establishes a baseline position as to the extent to which the supply chain ‘re-spends’ within the Hawkesbury. It will draw some conclusions about directions for procurement adjustments, including where there appear to be gaps in obvious local ‘capture’ of spending or where opportunities for local SMEs to expand their role exist.

Experience from Preston City indicates sub $50,000 contracts/orders compared to larger contracts offer greater flexibility in terms of using the procurement process to create successful tender opportunities for local business.

Anchor decision-making can be conducted through a tiered structure:

• A leadership group, of the most senior managers, meets annually

• A co-ordination group meets bi-monthly

• Thematic working groups meet as required to progress identified projects

A Hawkesbury-based CWB Project Facilitator will need to be engaged by the Hawkesbury City Chamber of Commerce, who will then serve as a neutral third party, organising and coordinating the work of the “Anchor Collaborative” and maintaining consistent, open communication with all key internal and external stakeholders

The CWB Project Facilitator will need to support anchor procurement officers—who already have many demands—by identifying quick-win projects to swiftly enhance collaboration. It’s hoped that a Hawkesbury CWB Project Facilitator can act as a neutral convener, balancing branding of the anchor collaboration and providing visibility for the anchors’ suppliers.

The Anchor Collective will progressively embed all five pillars of Community Wealth Building.

Recognising the achievements of anchor institutions and their suppliers is essential, with success stories shared across the organisation and the wider community to reinforce progress and engagement.

The ultimate aim is to establish the Hawkesbury CWB Project as a fully institutionalised, long‑term approach to local economic development.

More information on Community Wealth Building and Anchor Collaboratives visit CLES in the UK