Collective Impact Models

Elements of a Collective Impact Model

The Kauffman Foundation believes that transformational change in our region will occur when organizations work together across sectors to have a collective impact. Evidence shows that this approach is effective in addressing systemic issues. We have supported collective impact work in the past and are excited to continue this work. An example is the City Alive Collective Impact Initiative in Albuquerque, New Mexico. Although the practice continues to evolve, the model has five conditions that guide a collective impact initiative:

Backbone Support — Creating and managing collective impact requires a separate organization(s) with staff and a specific set of skills to serve as the backbone, or intermediary, for the entire initiative and coordinate participating organizations and agencies.

In addition to stewardship of the funds, according to the Stanford Social Innovation Review, over the lifecycle of an initiative, a high-capacity backbone organization:
Guides vision and strategy
Supports aligned activities
Establishes shared measurement practices
Builds public will
Advances policy
Mobilizes funding

Common Agenda — All participants must have a shared vision, or North Star, for change including a common understanding of the problem and a joint approach to solving it through agreed-upon actions.
Mutually Reinforcing Activities — Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action.
Shared Measurement — Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable.
Continuous Communication — Consistent and open communication is needed across the many players to build trust, ensure mutual objectives, and create common motivation.

Characteristics of a successful application

Applicants for both Planning and Implementation funding should take an equitable approach by including beneficiaries most proximate to the problem, prioritizing gap-closing actions, and creating an inclusive culture.

Planning Grant

The planning grant provides funding for a coalition and its lead intermediary to develop a cogent, comprehensive and actionable plan for a systems-level change with significant potential to narrow economic mobility gaps in the greater Kansas City area. The implementation plan developed through this grant should detail the 3-5-year strategy and implementation requirements to execute the system-level change. At the conclusion of the planning grant period, the plan should provide the clarity and specificity to enable the coalition to begin implementing effectively and with an innovation lens, if they are approved for an implementation grant.

A coalition should demonstrate the key elements below for the planning application:

An existing or emerging coalition focused on a systems-level issue.
A clear problem statement with an articulation for why the applicant is well positioned to address the issue(s).
An evidence-informed rationale for a gap-closing strategy.
A shared planning budget among coalition members but led by one intermediary.
A learner mindset and an emerging learning strategy.
Intentional integration of target beneficiaries in design and engagement.

Implementation Grant

The implementation grant will open after the nine months of planning (anticipated Fall 2025).

Successful implementation plans will include:

Clearly defined problem, vision statement, approach to innovation, and intended impact.
Landscape analysis that clearly demonstrates the need for and feasibility of the proposed solution(s).
Defined theory of change and logic model, informed by research and those most proximate to the problem.
A plan for ongoing evaluation and monitoring, specifying shared goals, measurable impact metrics, and implementation milestones. Organizational and governance structure for the collective impact coalition that is clear and transparent.
Budget which demonstrates all sources and uses of funding and a path to sustainability.
Community engagement and communications strategy.
Evidence of stakeholder support.
Risk factor analysis and a shared approach to risk mitigation.

Collaboration with the Kauffman Foundation during the planning period

We want to support the planning process and, ultimately, the implementation readiness for intermediaries and their coalitions that receive the nine-month planning grant. Intermediary and coalition members are recognized as experts in the system-level change they are developing. The Foundation will serve as a connector to resources, learning, and national expertise based on the grantee’s guidance and interests, including potential technical assistance for needs applicants identify in the application and interview process.

All grantees will receive a dedicated point of contact at the Kauffman Foundation for grantee needs and questions. To ensure transparency and communication, we anticipate regular check-ins and periodic conversations between the Foundation and coalition leaders during the planning period, to create even greater opportunities for learning and impact. Additionally, the Research Learning and Evaluation team at the Foundation will collaborate with planning grant recipients in the development of learning and evaluation plans to ensure collective learning throughout.