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This chapter explores different governance models for student-led think tanks, weighing the advantages and disadvantages of being university-affiliated versus independent. It also examines leadership roles, team structures, and strategies for recruitment and retention.
Student-led think tanks are typically membership-led organisations. This reflects the nature of academic organisation (e.g. research groups, student clubs or student unions). Membership-led organisations tend to have more complex governance and management structures which depend on frequent and robust deliberation and consensus building.
Key features of the governance and management of a student-led think tank often include:
- Elected Leadership: Student leaders, often with titles like President, Vice President, Secretary, and Treasurer, are typically elected by the think tank’s members.
- Boards or Councils: Some student-led think tanks have a board or council that oversees the organisation’s activities and makes important decisions. The board may be elected or appointed, and it may include students, faculty, and alumni.
- Specific Roles: Within the structure, there are often specific roles for research, communications, events, and other key functions. This ensures that all aspects of the think tank’s work are managed effectively.
- Term Limits: Leadership positions often have term limits to ensure turnover and provide opportunities for new students to get involved.
- Handover Processes: As student-led think tanks change leadership, and recruit new members constantly, they need to ensure smooth leadership transitions.
- University Involvement: The level of university involvement in governance varies. Some student-led think tanks are independent, while others are closely affiliated with their university and may have faculty advisors or other university representatives on their board.
Choosing a Governance Model
While some student-led think tanks are affiliated to a university there are others that are independent.
- Independent student-led think tank: These organisations enjoy complete autonomy, giving them full control over their research and how they operate. This allows for flexible collaboration with various institutions and the ability to forge a distinctive identity and purpose. A key challenge is securing reliable funding, as they’re reliant on external fundraising.
- University-Affiliated student-led think tank: Being linked to a university provides valuable access to academic expertise and credibility. Plus, they benefit from a ready-made pool of student recruits. They may face constraints on the topics they can explore and the advocacy they can undertake, due to university regulations. However, there are university-affiliated student-led think tanks that are given complete autonomy over their research topics. These organisations are subject to the university’s administrative procedures, which can be slow and bureaucratic.
The table below showcases the pros and cons of being an independent student-led think tank, and being a university-affiliated student-led think tank.
| Governance Model | Pros | Cons |
| Independent Think Tank | Full autonomy over research and operations | Requires significant external fundraising efforts |
| Ability to establish unique identity and mission | Can be challenging to maintain long-term sustainability
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| Freedom to have non student team members | ||
| Ability to recruit members worldwide | ||
| University-Affiliated | Access to university resources (including academics) and credibility |
Subject to the university’s administrative processes |
| Easier to secure initial funding and space | ||
| Structured oversight within the university system | ||
| Built-in student recruitment pool and identity | Lack of complete independence in governance |
“The support provided by a university can be key in the development of a think tank (access to venues to organise events, financial support, advice from senior academics, etc). Nonetheless, our non-affiliation comes with benefits, notably we are fully independent, and we get to internally decide on the research topics on which we want to work. It also allows for more flexibility in the work, as we are not confronted with a vertical-hierarchical model that could slow down decision-making, and which affiliated think tank may have to face.”
– Generation for Rights over the World (GROW)
“We often work with university organisations and recruit mostly with universities, with some representing multiple members. However, given the multi-regional breadth of the organisation, we are not affiliated with specific universities. This grants the ability to still attract members worldwide, without any concerns for a university’s country’s political position. Student-led think tanks that are within a university may face limitations because they almost always prevent alumni from staying in the organisation. STEAR members are automatically allowed to stay on after graduating, or to interview for a different role.”
– Student Think Tank for Europe-Asia Relations (STEAR)
“The University provides us with support such as finances and advice but also ensure that student organisations are keeping to their commitments and staying within guidelines. Even there to mediate conflict. Provides more credibility.”
– Warwick Think Tank
Leadership and recruitment
Leadership is critical in any think tank. More so when members of the think tanks are likely to rotate every few years. When setting up the think tank, its founders need to consider the following important questions:
- How will you select your leadership team?
- What are the responsibilities of each role?
- How will you recruit and retain members?
Key positions in student-led think tanks can include:
- President/Executive Director: Overall leadership and strategic direction.
- Vice President: Supports the President and may focus on internal operations.
- Secretary: Manages administrative tasks, member communications, and outreach.
- Treasurer: Oversees financial matters and budgeting.
- Research Director/Head of Research: Leads research projects and teams.
- Communications Director/Head of Communications: Manages communication strategy and channels.
- Events Coordinator: Organises and executes events.
- Specific roles based on the think tank’s focus: For example, an Advocacy Director for a think tank focused on policy change.
“Our Internal Affairs division is highly active in creating social and education activities for our members, a great motivator for participants. New members are recruited through our growing visibility and usually welcome student applications from prestigious universities worldwide…Leaders’ terms last one year, however, most terms can be re-confirmed for another year with the consent of the board. Selection processes are multi-phase and usually quite competitive.”
– Student Think Tank for Europe-Asia Relations (STEAR)
“Maintaining motivation among members is a key priority, as we rely entirely on volunteers working remotely, many of whom are students navigating pivotal stages of their lives and careers. Regular opportunities for collaboration and shared learning are provided, fostering growth and mutual support among members. Informal interactions are also encouraged to build stronger personal connections beyond work-related tasks. This supportive and inclusive environment helps us retain a motivated and dynamic team committed to its mission, although not always a success.”
– Generation for Rights over the World (GROW)
CASE STUDY:
Warwick Think Tank holds elections every year in March to select leaders, with a term period of one year. The team structure of Warwick Think Tank:
- Core Leadership Team (Executive Team): Responsible for overseeing the society’s strategic direction and day-to-day operations.
- President: Leads and represents the society, oversees all activities.
- Vice President: Supports the President, may handle internal operations.
- Secretary: Manages admin, member communications, welfare and global outreach.
- Treasurer: Oversees financial matters, budgeting, and expense management.
- Head of Sponsorship: Acquires sponsors, manages sponsor relationships.
- Head of Marketing: Develops and executes marketing strategies.
- Head of Events: Plans and organises society events.
- Careers Officer: Organises career-related events, manages mentorship system.
- Head of Research: Oversees research projects, supports Research Analysts.
- Lead Editor: Manages blog, podcast and editorial content, and supports Policy Analysts.
- Supporting Exec Team: Appointed Positions selected by the Core Leadership to provide additional support in various areas.
- Research and Policy Analysts: Produces research reports, blogs, and editorials.
- General Members: Student members who participate in events and activities without formal roles.
How do they recruit and manage transitions of so many positions? They reach potential new members through its Instagram page, society fairs, word of mouth, providing them exciting incentives that will help develop their personal and professional skills. Handover packs are given to each new member of the executive team and the Student Union at the University of Warwick prepares in person and virtual training courses for executive members to complete.
Further reading: