It was April 17, 2020, the night before the vote, and Kelsey Wirth, co-founder and board chair of Mothers Out Front, a non-profit climate justice organization, wondered if its Massachusetts chapter had garnered sufficient support from its members to ratify their proposed new charter. It is essential to have our members bought into this, thought Wirth. The members have to feel like they own this next step in our evolution of Massachusetts. The charter development team, dubbed Path to Power (P2P), had tried to address all the outstanding issues and concerns that had led to the initiative, but questions about decision-making authority, accountability, and representation remained unresolved. When each chapter's delegates gathered for the State Assembly, two-thirds must vote yes if the charter were to be adopted. It wasn't perfect, but if the charter did not pass, Wirth worried about how they would overcome the challenges facing the Mothers Out Front in Massachusetts. The case goes on to detail the challenges which led the organization to undergo a months-long effort to develop a charter-namely, the need for a clear decision-making and leadership structure. Mothers Out Front had grown organically from a Massachusetts-based grassroots effort into a national organization, but its structure had not evolved to keep pace and as a result, tension began to build within the organization. Members began to question decisions made by the leadership team; the leadership team felt disempowered and lacking the authority to make strategic decisions. Without a clear structure and process, the organization lacked coordinated, strategic thinking driving decisions. The lack of clarity around decision-making and structure made it difficult for its volunteers to carry out the work of the organization. Mothers Out Front leaders hired a team of consultants to guide them through the process of re-designing its structure in a way that engaged staff and volunteers throughout the organization.

In Serbia, citizens are reluctant to become politically active but young leaders Babović and Stojicic, the case protagonists, are determined to prod their peers into taking a stronger role in the country's government. Using community organizing principles, they launch Serbia on the Move, a nongovernmental organization created to organize and energize citizens to drive change in Serbia. On several occasions, Serbia on the Move's leaders find themselves at odds with the Serbian government as they campaign for the adoption of anti-corruption practices, maternity benefits and other programs and policies. The case describes the organization from its founding through its quest to scale nationally and its goals of building a strong organizational structure, volunteer base and impactful campaigns. Case number 2108.0

This case describes how community leaders in Amman, Jordan used a community organizing framework to launch and manage a major campaign, 6 Minutes, to encourage residents to commit time to reading for pleasure. Using Marshall Ganz's framework for building civic leadership capacity, a local service organization, Ruwwad, based in the urban Amman community of Jabal Al Natheef, organized and coached hundreds of participants, encountering many challenges and milestones along the way-from cultural obstacles to community celebrations. Even before the 6 Minutes campaign concluded, the organizers were eager to launch a new campaign, noting that the success of 6 Minutes laid a firm foundation for the next campaign, building leadership, organizing power and capacity. At the end of the case, the protagonists question how to best apply the learning from 6 Minutes to their next campaign.