In the early 2000s, senior-care nonprofits in the Pittsburgh area faced one serious challenge: competing for shared resources. Recognizing this problem in 2004, the Jewish Federation of Greater Pittsburgh partnered with three other organizations to apply for Naturally Occurring Retirement Community (NORC) funding. These organizations were the Jewish Association on Aging, the Jewish Community Center of Pittsburgh, and Jewish Family and Community Services in Pittsburgh. Together, their partnership formed AgeWell

by: Katelyn Zilke How do leaders with a great evidence-based practice take it to scale? The challenge of getting organizational leaders across an entire field to adopt innovations remains one of the most daunting management dilemmas of our time. New research from the Network for Nonprofit and Social Impact at Northwestern University unlocks why it’s just so hard to scale up and what leaders can do about it.   How does

At the turn of the century, just as the Internet was becoming mainstream in the United States, five legal services organizations in New York came together to make the law more accessible to New Yorkers. These five collaborators were the City Bar Justice Center, the Legal Aid Society, Legal Services NYC, Pro Bono Net, and Volunteers of Legal Services. Together, they recognized how low-income and other vulnerable New Yorkers often

In the nonprofit world, where resources are often shared, limited, and sometimes even restrictive, one phrase is common in boardrooms and project meetings: let’s get creative. However, creativity sometimes seems to be a gift that some people have, and others don’t. The phrase “let’s get creative” never really answers how to get creative and practice it for what it is: a valuable skill in every workplace.  At NNSI, many of

View the Resource By Anne-Marie Boyer, Katherine R. Cooper, Shaun M. Dougherty, Rong Wang, Michelle Shumate Collaborative governance research examines the role of individuals, organizations, and partnerships within a community to understand why particular interorganizational networks emerge. We take a different tact, arguing that communities adopt collaborative governance models based upon exposure to the models and the individual and organizational resources in a community. We conducted a web-based national-level scan

The Summit Education Initiative (SEI) began in 1996, when leaders of the community surrounding Akron, Ohio, came together to form the original framework of the network.  In 2006, around 50 community leaders met again to discuss the direction of SEI and its role in the community.  Since then, SEI has been leading the community’s commitment to supporting the success of children in Summit County.  Through intervention that helps to empower