Aims: To describe how new public management practices, a global public service management trend, and a provincial community of practice, a group of people who learn from each other by interacting on an ongoing basis, affected a group of 240 community-based organisations. Methods: We conducted a holistic single case study of 240 grassroots, community-based organisations called Family Resource Centres in the province of Québec, Canada. Data was collected from 36 research interviews, 6 years of participant observation, institutional documents and a research journal, and analysed qualitatively. Results: New public management practices foster social injustice and endanger the integrity of the communitybased organisations, whereas the provincial community of practice empowered them to fight back deleterious new public management practices and reclaim their identity. Conclusion: A provincial community of practice allowed 240 independent community-based organisations in Québec, Canada to become empowered on a macro level while remaining faithful to their small scale community orientation. We hope this model can serve as an example of alternatives to current (new public) management practices.