“This case highlights the array of issues facing a government organization that wishes to engage a cultural community to reform service delivery for disadvantaged citizens. It shows how giving this community an active role in addressing the problems required a fundamental change to the way the government did business. It also provides a glimpse into the challenges of collaborative management in two organizations with dramatically different goals and methods of going about their work. The case can be used in master’s public and non-profit management classrooms and for executive education.”