Comprehensive multi-sector community initiatives are currently regarded as the preferred strategy to use when trying to address social problems at the local level. However, this article suggests that faced with political uncertainty, low-income communities may derive benefits from the strategy of starting small. Findings are presented from an organizational analysis of a seven-member community-based collaboration formed to reduce child abuse and neglect. They suggest that starting small allowed the interorganizational structure to evolve over time in three phases of access, differentiation, and connectiveness. The characteristics and impacts of each phase will be described and analyzed. The article draws four lessons for community-based organizations interested in collaborating: flexible structure matters; neighborhoods differ; a strong nonprofit sector is needed; and collaborating is a learned behavior. Finally, implications are drawn for human services management and community practice.

Mode of access: Internet.