As funders, we are expected to measure things: how many dollars given, how many grants distributed, how many organizations served, and what results from the funded dollars. These are all familiar metrics we use to determine our impact. But what if we reconsidered our attachment to these metrics? What if instead of expecting a specific outcome, we pursued a promising hypothesis? This is an accepted practice in other fields, such as business and science, and they call it Research and Development, or R&D.

In addition to R&D, leadership development programs have a long history in the private sector, but the consulting firm McKinsey found that there is a “chronic underinvestment in leadership development within the US social sector.” After analyzing 20 years of foundation spending, McKinsey found that most allocate 1 percent of annual funding to leadership development, or $400 million in 2011. The Center for Nonprofit and Public Leadership at the Haas School of Business of the University of California, Berkeley estimates that $12 billion was spent in 2011 on skills building for private sector leaders. This corresponds to about $120 per employee annually in the private sector versus $29 per employee in the social sector

The Stanton Fellowship puts an R&D spin on leadership development.

This 10th Anniversary report looks at people and organizations that have created a cross-disciplinary network to share ideas and resources that have made tangible improvements to Los Angeles. Stanton Fellows look at adaptive strategies rather than technical fixes – although of course, many problems do get fixed in the process. The Stanton journey may not be linear and will likely involve both known stakeholders and new partners. It requires patience, perseverance, and flexibility. And whether or not the question is solved, Stanton Fellows share their lessons learned with colleagues in the field, so others can build upon that knowledge.

Read the full article about philanthropy research from Durfee.org