Creating effective partnerships between RELs and RCCs begins with intentional coordination around state priorities. Rather than operating independently, REL and RCC teams should align early with SEAs to identify complementary workstreams and determine how each program’s expertise can best advance state goals. For example, in a state where strengthening educator pipelines and district staffing strategies are high priorities, REL and RCC teams can intentionally co-design work at the direction of the SEA that connects research on pipelines and evidence-based staffing strategies to the subsequent capacity-building technical assistance that the RCC will provide. By getting clear understandings from the outset, REL and RCC annual plans that complement one another will amplify the respective independent workstreams in greater service to the SEA’s goals.

As we envision what comes next, we know that sustaining these partnerships will require dedicated and ongoing effort. REL and RCC teams must make time for structured coordination through joint planning sessions, aligned state outreach, and shared communication strategies. For example, before the new cycle begins, operators of both the REL and the RCC must schedule needs sensing together with their SEAs, collaborate with their SEAs on the makeup of the joint advisory board, and create regular meeting cadences to monitor and discuss progress, and identify additional ways to collaborate. More importantly the REL and the RCC should co-establish shared processes to route SEA requests for support to the REL or the RCC as appropriate in order to move the respective work forward without adding burden to the SEA.

This approach also requires a shift in mindset. Success will not be defined solely by deliverables and services, but by how effectively RELs and RCCs work together to support state priorities, while also reducing administrative burdens on SEAs and LEAs.

For SEAs and LEAs across the REL regions, the benefits of this coordination could be immediate.

First, there is less interruption. Agencies will not be required to manage separate outreach from multiple federally funded providers who are asking similar questions. Instead, engagement is streamlined, with REL and RCC aligning behind shared priorities and coordinating their requests.

Second, there is reduced duplication. States are not repeatedly explaining their initiatives, data systems, or strategic priorities. Teams approach engagements with a shared understanding, allowing conversations to move more quickly toward action.

Third, agencies receive faster, more targeted support. Because RELs and RCCs coordinate behind the scenes, they can direct needs to the appropriate program with greater efficiency.

Across contexts, coordination helps SEA and LEA staff get the right support at the right time, without having to sort through program boundaries on their own. It also creates the conditions for stronger Learning Agendas by connecting research and technical assistance around shared state priorities. Instead of operating as separate efforts, these activities reinforce one another. For example, if an SEA seeks REL support on measuring the impact and return on investment of a tutoring initiative pilot, the RCC can help support the implementation scale-up of that tutoring initiative across the state after it is found to be beneficial through the work of the REL. Likewise, the REL could further contribute to the evidence-base by studying the RCC supported scale-up. Over time, this more coordinated approach supports system improvement by building both knowledge and capacity.

Most importantly, this work reinforces a core principle: federal programs are most effective when they center the needs of states and districts. When coordination reduces burden, increases clarity, and aligns support to real priorities, the result is better service delivery and stronger, sustained impact. When organizations take an intentional, coordinated approach from award through implementation, they create a system that is more responsive, more efficient, and more aligned to the needs of the field. When these programs operate as a coordinated system, rather than parallel efforts, the result is more efficient engagement, more targeted services, and stronger outcomes for states and districts.

This new vision for collaboration between the RELs and RCCs is not simply an added layer of coordination, but a fundamental strategy for maximizing impact. 

Matthew Linick is a senior fellow at NORC at the University of Chicago and currently serves as senior advisor to the REL Pacific.

Kerry Hoffman is a senior director at ICF Incorporated, LLC and currently serves as a co-executive director of the Mid-Atlantic Comprehensive Center.