In this post, Guy Lodge and Will Paxton write about a new initiative to support think tanks in Zambia: the Zambian Economic Advocacy Programme (ZEAP). This initiative, comparable to the much larger Think Tank Initiative and Knowledge Sector Initiative (in Indonesia), aims to improve the quality of economic policy debate in the country by relying on the role of experienced peers to support a group of think tanks. It offers a promising alternative to much more expensive models.
Posts from the ‘Contributions’ Category
José Luis Chicoma, Executive Director of Ethos Public Policy Lab, reflects on a recent gathering of Latin American think tanks. He puts forward 'a theory of the evolution of think tanks' that leads to the formation of much more politically engaged organisations, working closely with grassroots and other actors that hitherto, think tanks have not been known for working closely with.
Neeta Krishna, Associate Professor, Father C Rodrigues Institute of Management Studies, Navi Mumbai, offers a fresh take at think tank effectiveness. She outlines a number of factors that may help describe and understand think tank effectiveness. She draws comparisons (sometimes possible, sometimes not) from the private sector offering interesting insights into how to assess think tanks value.
In this last post, Gjergji Vurmo, Programme Director at the Institute for Democracy and Mediation, in Albania, offers a final reflection on life after core funding. He discusses the effect that core funding has had on the organisation's governance, staffing decisions, and research agenda.
This post was written by Orazio Bellettini, Executive Director of Grupo FARO in Ecuador. It presents ideas and reflections generated on the panel “From Research to Impact, from Transparency to Independence” included in the Latin American Think Tanks Summit organized by the Getulio Vargas Foundation. Orazio considers some of the arguments for and against greater transparency.
Francesc Quintana has developed a model to monitor the impact of think tanks: A Tracking Outcome System, understood as part of the internal self-learning process by which a Think Tank defines its mission and goals, internal organisation, resources provision and allocation, communication plan and action plan. In this post he outlines the model and describes how it may be put into practice.
In this second post, Gjergji Vurmo, Programme Director at the Institute for Democracy and Mediation (IDM) in Albania, shares his experience in managing think tank funds. It is not about spending the money in existing or new researchers, he argues, but about developing the right skills and capacities that the organisation needs to deliver in the future -without core funding support.
Gjergji Vurmo, Programme Director at the Institute for Democracy and Mediation (IDM) in Albania, shares his experience in preparing an application for core funding from the Think Tank Fund. He reflects on the process and offers advice to others planing to follow a similar path. He argues that core funding cannot be treated as business as usual project funding.