ReConnectRondo
Report date
November 2021
What has been most instrumental to your progress?
In July 2020, the Rondo Land Bridge (RLB) Feasibility study was developed for RCR to evaluate a potential land bridge above Interstate I-94, adjacent to Victoria Street, in the historic Rondo neighborhood of Saint Paul, Minnesota. Based on the feasibility analysis, the overarching recommendation for the RLB, from a design/engineering and planning perspective, is to follow a phased approach for implementation. Various aspects of the land bridge may be developed in a phased manner over time, as funding becomes available for specific elements. It was important for us to gather this information because it has guided funding discussions and key strategic plans for project implementation. The study also identified potential challenges, as well as opportunities and ways to address them. Finally, the study identified potential sources of funding from local, state and federal sources (and what type of coordination would be required) for this project.
Rondo Past Prosperity Study— Yorth Group - An analysis of transactional loss to Rondo that resulted from 700 homes being bulldozed = $35M (1980). Concludes that Rondo has never recovered and ranks negative in 18 of 18 equity measure.
Rondo Past Prosperity Study— Yorth Group - An analysis of transactional loss to Rondo that resulted from 700 homes being bulldozed = $35M (1980). Concludes that Rondo has never recovered and ranks negative in 18 of 18 equity measure.
In August 2018 ReConnect Rondo, working with a study team, conducted more than 50 listening sessions and one-on-one meetings with more than 250 residents, business owners and other stakeholders. The team learned that communities along the corridor value the following top priorities:
1) Be transparent about projects, and about how and when community input will be used.
2) When seeking input, provide communities enough time to develop a community point of view.
3) Help connect communities to MnDOT but also within themselves.
4) Meet community members at locations where they already live, work and gather.
5) There are hard to reach groups across the corridor, not just in under-resourced areas.
6) Neighborhood association and district council resources vary.
7) Clarify the role of MnDOT for any given project or issue.
8) Be present and listen
The sessions helped us gather important information by understanding the values and beliefs of the community. This was an extremely important and significant part of planning that needed to be done prior to developing any implementation planning efforts.
1) Be transparent about projects, and about how and when community input will be used.
2) When seeking input, provide communities enough time to develop a community point of view.
3) Help connect communities to MnDOT but also within themselves.
4) Meet community members at locations where they already live, work and gather.
5) There are hard to reach groups across the corridor, not just in under-resourced areas.
6) Neighborhood association and district council resources vary.
7) Clarify the role of MnDOT for any given project or issue.
8) Be present and listen
The sessions helped us gather important information by understanding the values and beliefs of the community. This was an extremely important and significant part of planning that needed to be done prior to developing any implementation planning efforts.
ReConnect Rondo completed a Health Impact Assessment (HIA) study in partnership with Saint Paul Ramsey County Public Health. Process was to engage residents in efforts to consider the potential impacts of a land bridge on health and well-being. While many issues surfaced as community concerns and desires, the HIA committee selected the following three topics as primary focus areas: green space, opportunities for physical activity, and local economy. Recommendations were developed through HIA to mitigate potential negative health impacts and optimize community well-being. Building on the priorities identified through the HIA, ReConnect Rondo has since expanded its focus to explore additional potential impacts through a series of studies focused on gentrification, neighborhood reconnection, affordable housing, and equitable development, among other topic areas. Key findings and recommendations from these studies were also summarized in the HIA Study.
A Place Based Study of Gentrification: Anna Dolde. - Examines and defines gentrification and how the community as/is addressing it. It defines tools, resources and methods used to counter the negative effects of development.
A Place Based Study of Gentrification: Anna Dolde. - Examines and defines gentrification and how the community as/is addressing it. It defines tools, resources and methods used to counter the negative effects of development.
Key lessons learned
Leadership transitions early into the grant impacted our work and created challenges in daily administrative operations although not in program work. Board member Keith Baker became RCR’s Managing Director in 2018. In 2019 the Executive Director and other staff of RCR resigned. Keith Baker continued his role as Managing Director while carrying out the duties of Executive Director until 2021 at which time Keith was hired by the Board as the full-time RCR Executive Director.
In addition, in 2018 Marvin Scroggins, RCR’s Accountant and Operations Manager, suffered a stroke and was unable to continue his duties. Due to Mr Scrogins illness, ReConnect Rondo was unable to access the accounting data and some files and information for a period of time. During this time, Laura Gaitan joined RCR as the Accountant and in 2019 became RCR Operations Manager/Office and Finance Administrator. It was during this time the need for better internal systems, controls, and administrative operations was identified and implemented.
In addition, in 2018 Marvin Scroggins, RCR’s Accountant and Operations Manager, suffered a stroke and was unable to continue his duties. Due to Mr Scrogins illness, ReConnect Rondo was unable to access the accounting data and some files and information for a period of time. During this time, Laura Gaitan joined RCR as the Accountant and in 2019 became RCR Operations Manager/Office and Finance Administrator. It was during this time the need for better internal systems, controls, and administrative operations was identified and implemented.
During the leadership and staffing transitions, RCR identified challenges and risks impacting our daily operations. We identified and put in place systems to mitigate these challenges and risks. Primarily to make sure RCR was in compliance and internal controls were in place.
We also realized the need to ensure we have strong grants tracking and administrative processes for grant reporting as we were seeking federal and state funding. With systems in place and in full compliance, we will secure additional general operating funds to help us strengthen our operations and technology infrastructure, along with hiring additional staff.
We also realized the need to ensure we have strong grants tracking and administrative processes for grant reporting as we were seeking federal and state funding. With systems in place and in full compliance, we will secure additional general operating funds to help us strengthen our operations and technology infrastructure, along with hiring additional staff.
RCR learned that leading a large-scale Land Bridge project in a community where trust has been damaged, has its challenges. It requires organizational leaders and staff who understand the heart and history of the community; and how to engage the community in ways that will rebuild and repair trust. It also requires that once trust is given again, it be respected. The Rondo Community has and continues to experience the aftermath of what happened when I-94 ravaged the community. Through the community conversations we hosted, we learned what it will take, not only to build the Land Bridge, but also to rebuild and heal the heart of the community.
Reflections on the community innovation process
We spent a fair amount of time ensuring that our process for involving the community in identifying the needs and having a say in the solution, was truly inclusive. We did not want to move on without making sure we had done this right, because this community has been injured previously and lacked trust. We continue to involve community throughout this project. We will not move forward with any phase of the RLB without ensuring we continue with this model of engagement. We also spend time to increase the collective understanding of the project benefits to the community. How this project will revitalize the community by creating an African American Enterprise District connected by a land bridge.
Progress toward an innovation
By leveraging transportation policy in creating and using a land bridge as a vehicle for community restoration. Incentivizing and reframing the ecosystem of a non-profit service provider and also influencing alignment for a scalable respond to the needs of the community. ReConnect Rondo's land bridge project sets the conditions to be a national transformative model on how to address social, economic and environmental matters within communities. A first and innovating way in which to end racial disparities in the state of Minnesota.
We are closer now because we have done the following: Conducted community ecosystem mapping. Created a technical advisory team of 12 individuals (Friends of Rondo), with combined expertise in transportation policy and operations. Solidified and aligned jurisdictional relationships including Met council, MnDOT and the City of St Paul. This also includes working with congressional leaders to frame and shape federal legislation. In addition, advocated through submission of formal position paper to the department of transportation and FHWA division office. Through this work, $6.2 million dollars were secured at the legislature for predevelopment work.
We are closer now because we have done the following: Conducted community ecosystem mapping. Created a technical advisory team of 12 individuals (Friends of Rondo), with combined expertise in transportation policy and operations. Solidified and aligned jurisdictional relationships including Met council, MnDOT and the City of St Paul. This also includes working with congressional leaders to frame and shape federal legislation. In addition, advocated through submission of formal position paper to the department of transportation and FHWA division office. Through this work, $6.2 million dollars were secured at the legislature for predevelopment work.
What's next?
We have successfully secured $6.2 million in legislative funds for predevelopment work for this project; however, those funds are restricted in how they can be used. Therefore, we continue to seek other sources of funding for both the project, as well as internal organizational capacity to manage the work.
Important next steps:
1. Establish Team: Recruit staff and consulting experts in the next 60 to 90 days, to fill organization gaps and provide strategic lift to processes. 2. Activate master planning process & Finance Vehicle by working on reaching funding goals in the next 12 to 24 months. 3. Increase neighborhood awareness: Increase resident's awareness proximate to the land bridge in the next 12 months. 4. Confirm partnerships: Increase and formalize strategic partnerships and alliances in the next 12 months. 5. Community impact: In the next 12 months will identify anti-displacement measures to mitigate gentrification and other negative community impacts.
Important next steps:
1. Establish Team: Recruit staff and consulting experts in the next 60 to 90 days, to fill organization gaps and provide strategic lift to processes. 2. Activate master planning process & Finance Vehicle by working on reaching funding goals in the next 12 to 24 months. 3. Increase neighborhood awareness: Increase resident's awareness proximate to the land bridge in the next 12 months. 4. Confirm partnerships: Increase and formalize strategic partnerships and alliances in the next 12 months. 5. Community impact: In the next 12 months will identify anti-displacement measures to mitigate gentrification and other negative community impacts.
If you could do it all over again...
Our advise to ourselves would have been to know this project would happen for this community, although the reality is that no one could have known the magnitude of the potential impact this project could realize, as it is the first of its kind in the country. First of its kind in terms of using transportation policy and investment to reconnect and revitalize a community devastated by past transportation policy, which resulted in the destruction of the community of Rondo. Important to know because, in knowing and believing, the community will heal and will trust that those advocating and investing in them, have their best interest and, indeed, intend on righting a past wrong.
The second advise: Have plan B ready to implement. The effects of Covid-19 did not allow for our crystalized vision and mission to be articulated at optimum level. Important to know: Face to Face Community engagement and outreach is sometimes irreplaceable.
On your question 9 advise, moving forward, we think greater emphasis in the planning process and master planning process, is imperative.
The second advise: Have plan B ready to implement. The effects of Covid-19 did not allow for our crystalized vision and mission to be articulated at optimum level. Important to know: Face to Face Community engagement and outreach is sometimes irreplaceable.
On your question 9 advise, moving forward, we think greater emphasis in the planning process and master planning process, is imperative.