Purpose: This paper aims to build on notions of a higher level of organizational learning to suggest another dimension: interorganizational learning that emerges in a cross-sector partnership. Design/methodology/approach: A case study was conducted with the DC Central Kitchen (DCCK) partnership with for-profit and governmental entities. Research methods included interviews with the founder, CEO, and manager responsible for the relationship with partners; direct observation during volunteer work at DCCK; and review of archival data and physical artifacts. Findings: At the organizational level, DCCK was a learning organization because the principal variables--culture, strategy, shared vision, and knowledge management--were focused on learning. At the interorganizational level, the network was like a constellation of organizations. DCCK had many dyadic relationships with its partners, but the partners were not always interconnected with one another. Triple-loop learning occurred in DCCK but was not yet developed among partners. DCCK benefited the community both tangibly, as seen in its education projects, and culturally, by giving a more central role to the nonprofit organization in the economic system. Originality/value: The paper illustrates the value of interorganizational learning across two or more sectors of organizations. (Contains 1 table and 4 figures.)