Bringing University Research into the Underserved North Minneapolis Community

(avg: 4.00 of 5)

Objective: In this example, the University of Minnesota tries to identify a way to embrace its new institutional mission of engaging the local community. One way to do this, they found, was through the creation of a University Northside Partnership—of which the University’s Urban Research and Outreach/Engagement Center would serve as a community anchor.

Main Topic: Anchor Institution
Sub Topic: Community Infrastructure Builder
Sub-Sub Topic: Urban Revitalization

Geography: Minneapolis, MN
Major Participants: University of Minnesota, City of Minneapolis, U.S. Federal Government, local residents, community organizations throughout North Minneapolis

Background: The University of Minnesota had for a long time been focused solely on research and academics. There was a disconnect between the research and its applicability to the local community. In 2005, the University started having conversations with Mayor Rybak about how the University could join with the city to tackle some of the issues plaguing North Minneapolis—one of the most underserved areas in the region.

The challenge: Find a way to leverage the University’s research and resources to improve a neighboring community.

How it happened: The University began its recruitment of Dane Cicchetti, a well-known expert in developmental psychology who conducts research on family mental health and how to reverse the negative effects of poverty, neglect and other problems facing underserved communities. While generally approved by the North Minneapolis neighborhood, some vocal residents expressed their displeasure in having not been consulted prior to his recruitment. They felt that the University would come into their neighborhoods, use residents as case studies, then take off once all the data were collected.

To address these concerns, in 2006, the University created the University Northside Partnership to bring together community organizations, city and county representatives, and University faculty and staff. The goal was to create a broad-based partnership that builds on the community’s assets, ties together community and university expertise, and uses these to improve the neighborhood.

To quell fears of the University leaving once the research was complete, the University proposed developing the Urban Research and Outreach/Engagement Center (UROC) as the anchor mechanism through which the University would work with North Minneapolis. After two years of negotiation, 65% of voters approved of UROC through a ballot initiative.

The University purchased the UROC building at fair market value for $1.25 million from the Northside Resident Redevelopment Council. The 21,000 square foot building was an old strip mall that had become synonymous with drugs and crime. To improve the structure, the University invested an additional $2.8 million into it, including a $900,000 operating budget. A $300,000 Empowerment Zone grant allowed them to build a Business Tech Center within UROC.

Results for local economy: UROC opened in October 2009 and now houses several University-community programs. The Center for Early Education and Development’s “500 Under 5” early childhood intervention program serves 500 North Minneapolis children and their families. The School of Medicine’s Center for Health Equity runs out of UROC, as does the Urban Area Health Education Center that introduces young urban residents to health careers. The new Business Tech center provides programs in youth entrepreneurship, small business training and computer courses. These programs are open to all Twin Cities residents, but are specifically targeted to North Minneapolis residents.

Lessons Learned: The University quickly realized that their success depended on their ability to create mutually-beneficial partnerships with residents and community organizations. From the very outset, the language used mattered: University Northside “Initiative” was seen as too University-dominated, and thus was changed to University Northside “Partnership.” This title reflected the broad on-the-ground collaboration that was happening. Working groups regularly convene over 60 community members and 100+ faculty, students and staff to discuss topics around education, health care and economic development. This leads to a sense of shared ownership of projects and solidifies community support.

Remaining Challenges: The University has acknowledged that, while they can significantly improve North Minneapolis, its own resources are not enough: they need the support of the broader community; businesses, city and county government and other nonprofit organizations. Sustaining progress within the community will hinge on the ability to form additional partnerships.

Moreover, the University has been trying to develop a community benefits agreement (CBA) with the Northside neighborhood. However, differences in opinion have prevented the CBA to come to fruition.
 

Last Updated on February 21st, 2012

TAGS: university of minnesota | university northside partnership | anchors | urban revitalization | minneapolis | partnerships | community development | resident engagement | shared value