Anchor institutions are place-based, resource-rich institutions that intentionally work with the local community to help bring about positive change. Universities can be especially effective anchor institutions because of their economic, social, and cultural wealth, and there is enthusiasm among university leaders for anchor work. How can they assess and build support on campus for an anchor mission and fulfill it? This study used a case study of one university that is actively engaged in anchor work, the University of Pennsylvania, to demonstrate the usefulness of a cultural framework to inform and strengthen an institution’s approach to anchor work. The data revealed a diversity of on-campus opinions about Penn’s anchor culture and work and identified organizational factors that hinder anchor work. The data also supported the relevance of many cultural components (including beliefs, leadership, and metrics) to a study of anchor work. The recommendations to move the work forward, which emerged from the data, highlighted leadership, the tenure process, community relationships, and learning from other institutions.