| Abstract: | This articles uses case studies to explore the theory that nonprofit management support organizations (MSOs) should consider taking on the role of convener and facilitator of community collaborations. They can do this work by facilitating planning and change and providing data to inform decisions about how to improve communities. In acting as a community support organization, their primary mission would be to build the capacity of all sectors to work together to solve social problems rather than simply to build the management capacity of individual nonprofit organizations. |
