Author: Andrea

In Module 2, the trainer guides participants on how to share and distribute videos. He discusses how many organisations put all of their attention and resources into the production of a video, assuming that once created the video will just go viral. In this session, he explores ‘the myth of virality’ and discusses the importance of putting together an overarching distribution and outreach strategy to ensure the video’s success.

In the first module session, the trainer focuses on producing effective videos, and gives an overview of the production process and guidelines for both the pre-, post- and production stages. He discusses best practices related to identifying goals and audiences and adapting your research to make a compelling story. Finally, there is a discussion of practical concerns related to quality, budget and timelines.

As our global media landscape changes, think tanks that hope to have an impact on both policy decisions and public opinion must engage their audiences in diverse ways. Video has become an increasingly critical part of a comprehensive think tank communications strategy. When used well, video can be an effective way to communicate ideas through powerful stories and images that influence a wide range of audiences – from policy makers and experts to the general public.

However, due to a lack of internal capacity and limited resources, many think tanks struggle with video and remain unsure how to take advantage of its many strengths. This course aims to arm think tankers and researchers with knowledge and strategies that will allow them to confidently manage the production and distribution of high-quality videos about their work.

The life cycle of any video is typically broken down into three phases: pre-production (the idea is conceived and a plan is created), production (the video is created), and distribution (the video is disseminated in accordance with a well-laid strategy). This short course covers all three phases during two sessions. The first focuses on pre-production and introduces production. The second session finishes the discussion of the production process and then focuses on distribution.

Module 2 focuses on understanding policy problems, and how to plan the type of research a think tank produces based on the types of policy problems it aims to deal with. The different types of policy problems and the role of research in each of them are explained, and case studies are used to demonstrate this approach to developing policy-relevant research.

In Module 1, the trainer introduces the concept of policy-relevant research and discusses its seven principles, which are relevant both at the organisational level and to individual research projects. She highlights that policy-relevant research is context specific. As think tanks aim to produce evidence that leads to change, being in tune with the context and taking advantage of the windows of opportunity that might arise will help organisations achieve impact. Andrea presents the cycle of drafting a research agenda, and later discusses the steps involved.

A think tank’s research agenda is a vital part of its DNA; it reveals several aspects of an organisation. External audiences, whether donors, government officials, or other think tanks that may either be competing or searching for alliances, will try to make sense of your research agenda to determine your unique value.

How can you – an active think-tanker – benefit from a course on policy-relevant research agendas? This course is two sided. On the one hand, it explores the concepts and principles that can guide the strategic decisions of a research agenda. On the other, it reviews a detailed process to implement these principles.

Funding is a key concern for every think tank due to how it affects its sustainability, the way people work, and the type of research that is conducted, as well as the potential for having sustained policy influence.

Even though there is an ample offering of capacity building activities that focus on how to do effective fundraising, little has been done in terms of systematising diverse existing funding models, along with their implications and consequences on think tanks’ performance, relevance, identity, and sustainability.

This course systematises what is known about the funding models that currently prevail in the South and analyses its implications and consequences so as to provide participating think tanks with better evidence to identify and implement changes.

In Module 1 the facilitators describe what a funding model is, and what is unique about them in the case of think tanks. They lead listeners into reflecting on where their organisations are at the moment and how they can re-think their funding models. The facilitators also discuss what implications a change in the funding model can have on the core functions of any think tank: research, policy relevance and communications.

Module 2 focuses on the main avenues to change a funding model and potential ways for generating new income, including their advantages and risks. Some of the options discussed are re-structuring or shifting cost allocation, investing in fundraising, building income-generating structures, and developing local sources of funding. The trainers specially describe options for diversification of funding resources, such as accessing government resources and local philanthropy. Finally, they explore a set of policies and

strategies to soundly manage the diverse sources of funding.

The subject of think tank governance and management rarely gets the attention that the fields of research and communications receive. However, poor governance arrangements and limited management capacity are most likely to explain any shortfalls in research quality and communication impact. Executive director transitions can put the survival of the think tank at risk if the governance is not strong enough. And even well-designed fundraising campaigns can fail to deliver their objectives if an organisation’s management is unable to cope with the sudden increase in funds and responsibilities.

This short course is composed of two modules that discuss the governance and management of think tanks and policy research organisations. This topic encompasses many aspects: governing bodies, boards, senior management and line management, fundraising and the allocation of funds, communications, human resources, finance experts, and more.

This course focuses on two crucial elements: boards and the management of research teams. In the first module, the trainer discusses three main types of boards and the roles they play within organisations. In the second module, the trainer focuses on research team structures and line-management within research teams and projects.