Our Story

When a group of St. Paul social service agencies began gathering informally in the mid-90s, their mission was simple: to share information. All had roots in the settlement house movement, and they quickly discovered the value of collaboration. By 1997, they reached out to Minneapolis partners to expand their collective knowledge. In 1999, they formally incorporated as the Metropolitan Alliance of Community Centers, focused on peer learning, joint conferences, and leadership training.

How Our Journey Began

The early 2000s changed everything. Facing a $4.5 billion state shortfall, nonprofits braced for deep cuts. In this moment of crisis, a group of courageous MACC organizations chose to collaborate – not just to survive, but to increase their collective impact.

Thus began the MACC Alliance. Beyond sharing information, members explored bold initiatives like managed benefits, then took the unprecedented step of sharing staff. It was an act of self-determination: building the tools and resources the market couldn’t provide and funders wouldn’t invest in.

In 2005, MACC CommonWealth formed. For a decade, it pooled HR, IT, and other administrative expertise, giving nonprofits a strong back-office foundation so they could focus on their missions. As members’ needs evolved, combining forces made sense. In 2016, the organizations merged into the Metropolitan Alliance of Connected Communities (MACC).

Today, MACC still makes collaboration real – leveraging our network’s collective wisdom to build new solutions and a more equitable society.

Related Resources

Case Study: MACC CommonWealth

Case study on MACC CommonWealth, founded in 2007 by Minnesota nonprofits, provides shared administrative services to reduce costs, improve quality, and support collaboration. It emphasizes standards, trust, and partnership, expanding into programmatic services like youth truancy. Its governance ensures equal member representation, fostering deep collaboration, scaling growth, and serving as a model for similar initiatives nationwide.

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Trust as an Asset: Part A

Case Study on how MACC, a coalition of Minnesota nonprofits, aims to deepen collaboration by building trust, sharing administrative functions, and developing a managed service organization. Leadership emphasizes strategic growth, relationship-building, and shared values, but faces challenges balancing efficiency with social mission preservation, especially amid funding constraints and organizational diversity.

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Trust as an Asset: Part B

Case study on how MACC explored forming a managed service organization to deepen collaboration, focusing on shared systems, legal structures, and trust. They chose a limited liability company to protect assets, emphasizing culture and mission engagement. Success depends on recruiting new members, with ongoing challenges in space, staff transition, and balancing costs, trust, and mission passion.

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    Our Journey

    2026 + Beyond

    Today, MACC provides our members a place to learn from one another, share resources, and develop solutions to operational challenges that human service nonprofits share so that that members can focus on what they are best at- strengthening the communities they serve. The MACC network believes in the transformational power of human services, the strength of our communities, and that everyone has the right to well-being.
    Building Our Bold Future

    2025

    With a new strategic framework MACC laid the foundation for deeper advocacy, systems change and DEI infrastructure- the work is focused on activating and growing skills, building external partnerships, and investing in organizational learning.
    Pandemic Clarifies MACC’s Voice

    2020

    MACC becomes a unique voice representing community-based human service nonprofits during a time when human services were continuing to show up at a time of great need in the community.
    Recommitment to Purpose

    2016

    Realignment and rebrand complete – doubling down on the importance of the shared core values of collaboration the importance of the membership business model.
    First Steps

    1990s

    A small group of leaders from St. Paul neighborhood & community centers begin meeting to connect.
    Strategic Evolution Begins

    2013

    MACC CommonWealth and MACC Alliance underwent strategic planning in parallel and as the two related organizations had evolved, it became apparent that the divide between them was no longer necessary. 2015: One MACC Organization- The two entities merged and then began strategic planning for the realigned/merged organization.
    Operationalizing Service Collaboration

    2011

    MACC Service Network is launched to provide infrastructure for formal service delivery collaboration, followed by several joint county contracts with Hennepin County aligning multiple members together to build efficiencies and expand geographic and operational reach.
    Growth and Expansion

    2010s

    Both MACC Alliance and MACC Commonwealth continue to grow and evolve with membership doubling between 2010 and 2012. Growing pains emerge alongside understanding the critical importance of continuing to invest in relationships and reinforcing collaboration as a core value.
    Launch of MACC CommonWealth

    2007

    4 members (Pillsbury United Communities, Plymouth Christian Youth Center, The Family Partnership, Phyllis Wheatley Community Center) decided to pilot the shared administrative services approach, they developed an elegant system to share core functions including IT, HR, and Finance by combining their systems and their staff into a separate, but related organization called MACC Commonwealth with 10 employees and with one member incubating the organization by sharing office space.
    Collaboration Deepens Amidst Crisis

    2005

    Facing a state budget crisis and funding shortfall, MACC members take a bold brave dive into the unknown and begin exploring the feasibility of a cooperative shared administrative services organization. MACC conducts capital campaign to start a shared admin service organization.
    Collaboration Expands

    2000s

    As membership and energy grows- so does opportunity and challenge. MACC hires its first executive director, MACC affinity teams spin up initiatives such as a groundbreaking GOTV program – the Community Power Vote campaign, and MACC publishes several years of “MACC Report on Communities” providing thought leadership & trend data on community need.
    An Alliance

    1999

    The group, calling themselves the Metropolitan Alliance of Community Centers expands to Minneapolis and explores more collaborative opportunities including affinity groups for staff, sharing the cost of staff development, and launching a shared employee benefits program.