This article addresses two practical and theoretical issues: the role of nonprofits in the implementation of social policies and studies of organizational development. It considers two questions: (a) What is the impact of differential levels of community resources on the founding and evolution of new organizations? (b) Does the classic organizational life cycle model apply to new organizations or are there other patterns of organizational development? Drawing on case studies ofl6 nonprofit organizations that were established to 'fight" the HIV/AIDS epidemic, the article points to the synergistic relationship between nonprofits and social policy development and the impact of varied levels of resources and social capital in the creation of new nonprofit organizations.
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