Data-Driven Collaboration for a Better Future

Hope grows when collaboration is paired with clarity. That was the idea behind the Kauffman Foundation’s recent decision to fund six high-capacity coalitions in Kansas City. These groups are working across sectors to improve education, workforce development, digital equity, and economic opportunity. Each coalition received a planning grant of up to $500,000. Those with strong action plans may later receive multi-year implementation funding ranging from $5 million to $20 million.

This is more than a new grant cycle. It reflects a shift in how funders and nonprofits think about impact. Instead of focusing on isolated programs, these coalitions are aligning people and organizations around a common purpose, shared goals, and measurable outcomes. Data is at the center of it. Not for compliance or reporting alone, but as a practical tool to stay focused and make better decisions.

This is the type of collaboration that leads to healthier and more prosperous communities. And it is already happening.

What Collective Impact Looks Like

Each of the six coalitions is built around five core principles that shape how the work is structured:

• A separate organization provides backbone support and coordination

• All members commit to a shared agenda

• Activities are distinct but intentionally aligned

• Metrics are consistent and shared

• Communication is ongoing and direct

These are the same elements that have long defined collective impact. But the difference here is the scale and the structure. These groups are being given time and resources to work through their plans before implementation begins.

One coalition, The Teach KC Collaborative, focuses on education and economic mobility. It brings together organizations such as BLAQUE KC, Teachers Like Me, Starting Early, and the Urban League. Their goal is to diversify the teaching workforce and increase support for educators of color. Each partner addresses a different part of the challenge. What brings them together is a shared definition of success and a plan to reach it.

Another group, KC Tech Council, is building a tech workforce pipeline. Partners include companies like Garmin and H&R Block, training providers such as WeCodeKC and i.c. Stars, and local colleges. The coalition works to close the gap between available jobs and local talent by aligning education, training, and employer needs.

The Regional University Research Collective is tackling something different: the gap between academic research and local decision-making. With KC Digital Drive as the lead organization, this group is developing a structure for researchers and community leaders to work together, using shared data to guide priorities and policies.

Each coalition is taking a slightly different approach. But they are all using the same basic structure to keep their work aligned and accountable.

The Role of Shared Measurement

Partnerships fall apart when people work from different assumptions. Metrics solve that problem. Shared measurement allows each organization to see how their efforts fit into the bigger picture. It also makes it easier to spot what is working and where things need to shift.

Too often, data is used to check a box. Here, it plays a more active role. These coalitions are expected to track results in real time. They need to know what kind of outcomes they are creating, how those outcomes connect to their larger goals, and how to adjust their approach when the numbers fall short.

This is where SureImpact fits in. We help organizations and partnerships collect consistent data, define shared outcomes, and produce clear reports that show progress over time. Whether you are one organization or part of a larger group, shared measurement turns data into a tool for action.

Practical Lessons for Other Communities

Kansas City is not the only place where this model could work. These ideas can be applied at different scales and budgets. Here are a few ways to get started.

1. Set goals before designing programs - Many collaborations start with a list of activities. A better starting point is to define what success looks like. Pick one or two long-term outcomes. Work backwards from there.

2. Give someone the job of coordination - Backbone support does not always mean a new organization. It could be a staff role, a shared position, or a rotating responsibility. The key is having someone manage logistics, data, and partner communication.

3. Pick a small set of shared metrics - Focus on two or three indicators that all partners can agree to track. Use those to guide decisions, not just reports. Over time, the data will get better. But only if you start.

4. Talk often and honestly - Frequent updates build trust and keep the work on track. Talk about what is changing, what you are learning, and where you need help. Do not wait for formal meetings to share important updates.

Looking Ahead

The Kauffman Foundation’s model focuses on long-term change. These coalitions are not trying to fix symptoms. They are working to shift the systems that shape how people access education, work, and opportunity. That kind of change requires trust, coordination, and real data.

This funding model gives coalitions the time and space to build a solid foundation before jumping into implementation. It also gives them the resources to build data infrastructure from the start, instead of trying to patch something together later.

At SureImpact, we work with partnerships like these across the country. What they share is a belief that outcomes matter, and that collaboration requires more than good intentions. It takes structure. It takes clear goals. And it takes consistent information.

These coalitions in Kansas City are giving us a working example of what is possible when organizations align their efforts and hold themselves accountable to results. They are showing that shared purpose, supported by shared measurement, can lead to stronger communities.

Final Thought

If your organization is part of a collaborative or considering joining one, now is a good time to ask some basic questions. What are you trying to achieve? Who else shares that goal? How can you work together, and how will you know if it is working?

Those questions are the starting point. The structure, coordination, and data come next. And when they do, progress becomes much easier to track.