C. Wright Mills would be a friendly critic of service learning, acknowledging its benefits for providing students with experiential learning opportunities to connect personal troubles with social issues. Yet he would be critical of service-learning practices that perpetuate institutional power inequalities and that do not advance the social change objectives of community-based organizations. We offer an innovative approach that helps to address some of these concerns which, when used in conjunction with "best practices" of service learning, has the potential to make a greater impact on the community than most service-learning projects. This paper highlights how two sociology programs in two urban universities--a large, elite university and a smaller, minority-serving university--have completed significant community-based research projects by having classes of students at both universities work on projects both consecutively and simultaneously across several semesters to complete substantial research projects with and for community partners. We use a case study approach to identify five key practices that have enabled the two universities to effectively collaborate across institutions. (Contains 2 footnotes.)