New Book Argues That Strengthening Management Is Critical For Think Tanks' Viability And Leadership In The Policy Arena

WASHINGTON, May 5, 2015 /PRNewswire-USNewswire/ -- In the past five decades, public policy research organizations, or think tanks, have emerged as a forefront leader within the policy formulation sphere. Indeed, data reveals there are more than 6,800 think tanks worldwide across 120 countries, with the vast majority concentrated in the Americas, U.K., Asia and Africa. As these organizations continue to grow in number, mounting institutional challenges, such as the competition for excellent analysts, are threatening some think tanks' viability. Think tanks must reassess their processes to meet changing expectations—making strong internal governance crucial to ensure their place as a major driver behind policy development.

Released today at the Woodrow Wilson International Center for Scholars, Improving Think Tank Management: Practical Guidance for Think Tanks Research Advocacy NGOs, and Their Funders—an authoritative guide authored by leading economist and senior fellow at the D.C.-based Results for Development Institute Raymond Struyk— finds that:

• Management matters. Strong management that retains skilled researchers and analysts, and invests in capable staff enables think tanks to contribute quality research products.

• In today's competitive and dynamic landscape, think tanks face the challenge of remaining a relevant authority. Strong research is delivered by top talent, nurtured by efficient management and, if correctly communicated, funded by donors aware of the realities of the high costs behind managing a think tank. 

• To drive policy change, think tanks must strengthen their engagement with key partners and internal audiences. Think tanks must relay messages to donors, think thank managers and the boards of directors to ensure internal operations are in synch with external expectations.

• Tailored best practices—from quality control to motivational incentives—will tighten internal functions to drive effective results. This includes establishing baseline overhead rates, implementing systems to track a think tank's spending and creating structures to effectively train and guide managers.  

"Today's landscape is teeming with third-party sources vying for a position to inform and influence policy. This should be a wake-up call for think tanks around the world," said Raymond Struyk. "Efficient internal governance, which is far from the rule, is essential for think tanks to meet their objectives of producing quality research and shaping the greater policy dialogue."

The book, for example, illustrates effective think tank management practices in Latin America by examining processes at the Argentina-based Centro de Implementacion de Politicas Publicas para la Equidad y el Crecimiento (CIPPEC). CIPPEC's editorial and quality control processes have sped up and improved in quality through the addition of new positions, involvement of its highest governance body, and taking stock of annual expected production.

"I've seen the challenges think tanks face firsthand in the developing world. Strong management is the core of ensuring a think tanks' positioning within the center of today's policy dialogue," said David de Ferranti, Results for Development Institute President. "'Improving Think Tank Management' pools the critical components behind effective operations to provide applicable suggestions that will boost management and, consequently, guard an institution's voice within the policy development space."

Improving Think Tank Management was informed by more than 50 interviews with think tank managers; 59 think tank surveys administered by global donors and practitioners; 24 success stories on think tank practices; eight case studies; and many think tank institutional statements.

The Washington D.C. launch is the first in a series of three events to be held in partnership with leading think tanks in Asia and Africa, including Jakarta, Indonesia based think tank Article 33 and the African Center for Economic Transformation (ACET) in Accra, Ghana.

Book Pre-Orders

You can pre-order the book here: http://bit.ly/1dIjB2T.

About Raymond Struyk

Struyk is a Senior Fellow at the Results for Development Institute and an economist with significant experience in developing and transition countries. As a resident advisor he has led housing and housing finance development projects in Indonesia, Russia, Hungary, an Eastern Europe regional project based in Frankfurt and Egypt. Dr. Struyk helped create think tanks in Hungary and Russia and has worked in detail with a dozen more on management, communications, and research issues. Among his publications concerning think tanks are Reconstructive Critics: Think Tanks in Post-Soviet Bloc Democracies (Urban Institute Press, 1999); and Managing Think Tanks (Open Society Institute and Urban Institute, 2nd ed., 2006), among a dozen additional journal articles. Dr. Struyk holds a PhD in Economics from Washington University in St. Louis and has published widely on housing, housing finance, and evaluation topics. You can view his full profile here: http://linkd.in/1IG84gc.

About Results for Development Institute

Results for Development Institute (R4D) is a non-profit organization whose mission is to unlock solutions to tough development challenges that prevent people in low- and middle-income countries from realizing their full potential. Using multiple approaches in multiple sectors including, Global Education, Global Health, Governance and Market Dynamics, R4D supports the discovery and implementation of new ideas for reducing poverty and improving lives around the world. For more information: www.r4d.org.

SOURCE Results for Development Institute

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