Think tank state of the sector 2023 1

THINK TANK STATE Open Think Tank

DIRECTORY

OF THE SECTOR 2023

Andrea Baertl
Stephanie Nicolle
Dustin Gilbreath

OCTOBER 2023
 Think tank state of the sector 2023 2

This report provides an annual snapshot of the state

of the think tank sector across the globe. Drawing
on data from the Open Think Tank Directory and
THINK TANK a think tank survey conducted by On Think Tanks,
this year’s report offers insights to questions such as:
STATE OF THE  How do think tanks view their political and funding
SECTOR contexts? What big challenges are they facing?
2023 What are the most pressing policy issues they identify?
Is it getting harder or easier for think tanks to operate?
Are think tanks planning to grow? What’s the average
think tank size, age and turnover? And how do
all these answers vary across regions?
Explore the report to find out.
 Think tank state of the sector 2023 3

Acknowledgements
We are very grateful to those that make the
Open Think Tank Directory and this report
possible; to users of the directory for making
our work relevant; to our extended network
of associates, friends, colleagues and funders
for lending a hand in the scoping exercises
and for helping us make sense of the data; to
data collectors; and to think tanks themselves
for engaging with us and responding to our
consultations.

Funding
The development and maintenance of the
Open Think Tank Directory has been, and
remains, possible thanks to many funders.
The Open Society Foundations gave us the
initial grant that made the directory possible
in 2016; the Regional Programme Energy
Security and Climate Change Latin America
from Konrad-Adenauer-Stiftung e.V. funded
a scoping of organisations in Latin America
with a specific focus on environment and
climate change in 2017; UNICEF funded a
scoping of organisations working in their
priority regions and issues in 2019–2020;
Robert Bosch Stiftung funded a scoping of
organisations worldwide focusing on topics
related to migration, peace and security,
inequality and environment in 2019–2020,
and now provides On Think Tanks with
long term programme support; USAID
supported the scoping of data on think tanks
in the USA and Panama in 2021; and most
importantly, long-term funding from the
Hewlett Foundation makes the management,
improvement, update and analysis of the
Open Think Tank Directory possible.
 Think tank state of the sector 2023 4

On Think Tanks set up the Open Think Tank Directory in 2016 to

respond to the lack of publicly available information on think tanks
and other policy research centres worldwide. Today, it features public
information1 on more than 3,700 organisations from around the world.

The Open
The directory supports sector transparency. It enables think tanks and
those in the evidence-informed policy world to find and connect with
one another. Think tanks can identify potential partners and funders
can identify potential grantees. It is also a useful resource for those who

Think Tank study think tanks. The database is public and is downloadable here.

Defining which organisations are to be included in the Open Think Tank

Directory
Directory is a difficult task, as thinks tanks themselves are difficult to
define. For the Open Think Tank Directory, we have defined think tanks
as a diverse group of knowledge and engagement organisations with the
(main) objective of undertaking research, generating knowledge and/or
using evidence-informed arguments to inform and/or influencing policy
and its outcomes.
Is your organisation
The directory has been compiled and is updated using a mixed
in the directory? approach: web searches on Google to find existing think tank lists and
organisations; suggestions by country and regional experts; and direct
submissions by think tanks. All organisations are reviewed to verify they
fit the inclusion criteria and are either accepted, accepted but deemed
Register here ‘boundary’,2 or not accepted. Information is retrieved from think tanks’
websites and, in some cases, submitted by organisations themselves.

It is important to note that the nature of the database and the

information it holds makes it a live tool. The directory does not claim to
have a complete list of ALL think tanks worldwide. But it does feature a
good sample, one which is continuously updated: with new think tanks
coming in, defunct ones being taken out, and data being added. Hence,
while the data is not perfect, its analysis offers an interesting overview
of the trends and patterns in the sector.

1. The list of variables can be accessed here.

2. Read the FAQs for the definition of a boundary organisation.
 Think tank state of the sector 2023 5

Contents
Highlights. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 What are the most pressing Data snapshots. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
policy issues for think tanks?.. . . . . . . . . . . . . . . . 30 Global.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
About the report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
What are the biggest Africa. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Growth forecast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 challenges facing think tanks?. . . . . . . . . . . . . . . 34 Americas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

How is the political context changing?. . . . 14 Asia. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

What competencies do
think tanks want to invest in?. . . . . . . . . . . . . . . . 39 Europe. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
How is the funding context changing?. . . . . 21
Oceania. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Is it getting harder or easier
How is media freedom for think tanks to operate?. . . . . . . . . . . . . . . . . . . . 44 Annexes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
and the legal context changing?. . . . . . . . . . . . . 27
Think tank state of the sector 2023 | Highlights

44% of think tanks 15% Money

globally say it is getting Operational
41%
Easier
troubles persist
context over
harder to operate the past year
Harder

44% No change
And that rises to over 50% in Africa
and Latin America & the Caribbean.
Funding context outlook

2022 2023 2024

Will worsen Worsened Will worsen

Pessimism over the political 13% 29% 34%

context increases 50%
Political context 46%
41% of those surveyed observed a worsening over the past year
political context over the last 12 months. 41%
And 51% foresee further decline in the year ahead –
a rise from 39% in last year’s report. Last year, 29% of respondents predicted that
the funding context would worsen. This year,
Improved Worsened No change 34% told us it had indeed got worse, and
50% predicted even further worsening in the
Political context over past year by region year ahead.
Responses from African thinktankers are most
optimistic of all the regions, same as last year. West & Northern Europe and Asia are most
Africa 33% 33% 33% However, more respondents in the region concerned about the funding outlook in their
predicted a worsening political context in the respective regions. In Europe, this is in part
Asia 17% 26% 57% coming year than they did last year. More African due to reduced government funding.
thinktankers also reported a worsening in the legal In Asia, increased government control is a
South & Eastern Europe 9% 37% 54% context compared to respondents in other regions. driving factor.

West & Northern Europe 10% 50% 40% Scarcity of core funding, achieving financial
For the second year in a row, Latin American & sustainability and diversifying funding
Latin America & the Caribbean 11% 66% 23% Caribbean think tanks gave the most pessimistic sources while staying aligned to long-term
answers of all the regions. They also reported one priorities and research agendas were among
USA & Canada 5% 46% 49% of the biggest declines in media freedom and legal the biggest challenges reported by think
changes affecting think tanks. tanks globally.
Think tank state of the sector 2023 | Highlights

Yet 49% of think tanks The most pressing policy The biggest challenges
plan to grow issues according to think facing think tanks are...
tanks globally are…
Just 2% expect to downsize and 48% plan to Fundraising & financial issues
stay the same. Planned growth is consistent This came out top for nearly all regions, the
with last year, suggesting an overall positive Trade/economics/finance (22%)
exception being South & Eastern Europe.
trend. Top priority for Asian think tanks; less so for Thinktankers cited reduced funding
Europeans and, in contrast to last year, opportunities; navigating funder interests,
Older think tanks (founded before 2000) are mentioned by very few African thinktankers. requirements and agendas; and operational
much more likely to report planned growth costs as specific challenges.
(53% vs 13%). Governance (21%)
A high priority in Africa, but less so than Governance & management
Think tanks’ growth plans don’t appear to be last year.
influenced by their perceptions of the More thinktankers in West & Northern
political context. But they are influenced by Europe cited this as the biggest challenge
International affairs/development (21%) facing their organisations, followed by those
the funding context. Those who predict an
improvement in the latter largely plan to grow Top priority in West & Northern Europe in South & Eastern Europe. Globally, most
their organisations, while those who predict (although mentions of the Russia–Ukraine thinktankers mentioned the challenges of
deterioration mostly plan to stay the same size. war have decreased) and lower priority in hiring and maintaining staff and dealing with
Africa and Latin America & the Caribbean. organisational growth and development.

Female-led, smaller, and Africa Asia Europe

younger think tanks have Thinktankers want

a more negative outlook to strengthen their
competencies in… Management Human Communications
& Leadership Resources
More male respondents and respondents
from male-led think tanks report plans to
grow and an improved political and funding Latin America & the Caribbean USA & Canada
context compared to female respondents and
respondents from female-led think tanks.
There’s also a higher sense of apprehension
and uncertainty among younger think tanks,
which also tend to have a lower turnover and
smaller staff size. Research Networking Strategy Management Strategy
& Engagement & Leadership
 Think tank state of the sector 2023 8

About The Think tank state of the sector is an annual report

providing an overview of the think tank sector across the
world. The 2023 report is the fourth publication in the series.3

the report The report draws on our annual survey of global think tanks,4
and data from the Open Think Tank Directory. It provides
a descriptive overview of how think tanks see their current
contexts (political, funding, media, legal, overall operations)
and how they forecast the future; the key challenges they
are facing; the competencies they need to work on; and the
policy issues they are paying attention to.

The report does not aim to provide a deep explanatory

analysis of its findings; rather, it presents a rich and useful
overview of the think tank sector across the world. We
invite readers to explore the insights and share their own
perspectives, analyses, and explanations of our findings, either
on our social media channels, by writing an article for OTT, or
by joining one of the events at which we will be presenting
the report.

↑ Table of 3. Past reports are available here.

contents 4. See the survey in Annex 1.
 Think tank state of the sector 2023 9

Data
The 2023 annual think tank survey was sent out to all contacts at eligible Similarly, responses from the USA & Canada, although sufficient for inclusion
organisations in the Open Think Tank Directory and shared in OTT’s social in the charts, were found to have a very large margin of error.9 Therefore, we
media and newsletter.5 The survey was open for two months (from 3 May to have refrained from making strong statements about these results and we
13 July) and received 251 responses. Respondents mostly hold senior-level urge readers to interpret them with care.
positions (64%) and either are involved in the governance and management
of their organisations (49%) or hold a research-related role (35%).6 This Chart 1
implies that the responses come from experienced thinktankers, who are
knowledgeable about their organisation and its context.
REGION OF RESPONDENTS
Chart 1 shows responses per region. We made considerable efforts
Africa 13%
to obtain responses from a representative number of think tanks in
each region, but ultimately the sample obtained does not reflect the Asia 25%
exact distribution of think tanks in the Open Think Tank Directory (in
terms of number per region, age or staff size). To make the results and South & Eastern Europe 16%

analysis more representative, we weighted the data using the Open West & Northern Europe 19%
Think Tank Directory as a reference.7 This resulted in a (well-informed)
weighted, convenience sample.8 Latin America & the Caribbean 18%

USA & Canada 7%

This year, the data for Europe was strong enough to be able to separate it
into two subregions, allowing for a more nuanced analysis. Unfortunately, Oceania 2%
we once again did not get enough responses from Oceania to be able to
confidently include them in the charts; however, whenever possible, we have
n=251
offered a qualitative analysis of their responses in the report’s narrative.
Note: These are unweighted results.

Responses have been analysed and compared by the following variables:

5. Organisations were not eligible for inclusion in the sample if they were defunct (i.e., region, seniority of respondent, organisational area of respondent,
no longer active) or deemed to be ‘boundary’ organisations – that is, organisations that reported gender of respondent, turnover of organisation, founding date of
carry out some form of research to inform public policy, but not as the central focus of its
priorities and activities. organisation, and business model. Region consistently emerged as a key
6. See Annex 2 for details of respondents’ personal and organisational profiles. variable with which to assess differences and contextualise the findings;
7. The weighting considered the interaction between a think tank’s region; the age of therefore a regional analysis is given for each question alongside an
the think tank (founded before 2000; 2000 or after; or at an unknown date); and size in overview of the answers. The other variables are only mentioned within
terms of employee count (20 or fewer; 21 or more; or unknown employee count). These
variables were selected as they have been correlated with responses in past waves of the report when differences were found.10
the study, and overrepresentation by region was anticipated due to differential levels of
awareness of On Think Tanks in different regions.
8. To our knowledge, the Open Think Tank Directory is the most comprehensive database
of think tanks across the world. But it is important to note that it does not claim to be a
complete list of ALL think tanks worldwide, and it is known to underrepresent think tanks in
the USA and China (the countries with the most think tanks). Nevertheless, it does feature a
good sample, one that is continuously updated as new think tanks are added, defunct ones
↑ Table of are taken out, and data points are expanded. Thus, while the data is not perfect, its analysis 9. See Annex 3 for a table listing margins of error for each of the comparison variables.
contents nonetheless offers an interesting overview of the trends and patterns in the sector. 10. The database and all analyses can be accessed here.
Growth
forecast
 Think tank state of the sector 2023 11

Growth forecast
The think tank sector’s growth plans SURVEY QUESTION Chart 2
(measured in terms of staff size) In terms of staff, is your think tank planning
to grow (increase its staff numbers), reduce
remain stable and with a positive or stay the same in the year ahead?
PLANNED STAFF GROWTH 20232024
trend. Respondents’ organisations
are either planning to grow in staff size (49%) or planning to stay the same
(48%), while only a very small group is planning to downsize (2%). Grow 49%

Compared to last year’s report, growth plans seem to be consistent with Reduce 2%
no major changes apparent. Last year, 46% of think tanks planned to grow,
while 51% planned to stay the same.
Stay the same 48%
Overall, the results show a somewhat positive trend and forecast,
indicating that despite the challenges and uncertainties it faces, the sector
overall will continue to grow. n=187
Note: 63 respondents said that they did not know or could not say whether their
organisation’s staff size was going to grow, reduce or stay the same. The total
for the chart shown (187) does not include these responses.

Chart 3

PLANNED STAFF GROWTH 20232024 BY REGION

Africa 55% 46%

Asia 53% 6% 41%

South & Eastern Europe 33% 67%

West & Northern Europe 51% 3% 46%

Latin America & the Caribbean 44% 56%

USA & Canada 60% 40%

Grow Reduce Stay the same

n=187

↑ Table of
contents
 Growth forecast Think tank state of the sector 2023 12

Grow
The reasons respondents gave for the growth of their organisation are that growth aspirations are in fact still present, but the capacity to
many but are best grouped into two categories: proactive or reactive realise them is lacking, depending heavily on financial circumstances
growth. Growth as a forward-looking strategy (proactive) emerged as and the ability to attract and manage skilled personnel. However, some
the most prominent reason, with organisations focusing on enhancing organisations, particularly in South & Eastern Europe (the region with
effectiveness, forming alliances, and increasing staff numbers to augment the highest response rate in the ‘remain the same’ category), reported
capacity, increase visibility and credibility, secure new projects, and that they consider their current team size adequate for their activities
engage with new stakeholders. Many organisations are also driven by and emphasised the importance of consolidating recent growth before
the prospect of new projects, aiming to leverage these opportunities for embarking on further expansion.
expansion. Meanwhile, the other group showed a more reactive response
towards growth, mentioning the need (and desire) to meet increasing ‘[Our organisation] has already grown in past years. [We have]
demand for specialised services and expertise due to fundraising decided to consolidate this growth rather to continue growing’.
Serbian respondent
successes, as well as not being able to meet their current workload
with existing staff numbers. Although the question focussed on growth
measured in terms of staff numbers, a few respondents also mentioned Reduce
planned geographical and thematic expansion. The reasons for growth The few think tanks (2%; n=187) that are planning to reduce in size
cited by thinktankers were similar across the world, and no significant mentioned funding uncertainties and constraints, completion of major
differences emerged between regions. projects, limited funding opportunities, and political constraints. It
is notable that most organisations planning to shrink are in Asia; in
‘We believe that our organisation will grow in the near future, due to
Pakistan, in particular, responses evidenced strong pessimism about the
our strategic redirection process. We are focused on attracting more
funding scenario.11
allies and collaborators who have the capabilities and resources to
help us fulfil our mission. We believe that this strategy will allow us
to increase our visibility and reputation and, in turn, allow us to Don’t know
participate in larger-scale projects’. Colombian respondent
A significant group (63 respondents) said that they did not know whether
their organisation was planning to grow or not. Reasons given for this
Stay the same answer expressed uncertainty brought about by political and civic space
Funding emerged as a pivotal factor influencing think tanks’ decision to changes, organisational restructuring, or a lack of capacity to scale up.
remain the same size for the coming year. Many think tanks are cautious Most who responded in the ‘don’t know’ category were mid- or entry-level
about expanding due to uncertain funding landscapes, reflecting their thinktankers, but there were also senior-level staff and board members
strategic approach to sustainability. The context also plays a role in who were unsure or unable to comment on growth plans. All responses in
decision-making around expansion, with some organisations referring this category (‘don’t know’) have been taken out of the charts for clarity.
to geopolitical factors affecting their operations and limiting their scope
for growth. Although respondents were able to articulate the reasons for
their think tanks’ plan to remain the same size, most answers suggested

↑ Table of 11. One outlier is a respondent from West & Northern Europe, who mentioned reduction
contents plans being made due to a staff member going on maternity leave.
 Growth forecast Think tank state of the sector 2023 13

Differences
Box 1. Gender of respondent:
GENDER GENDER Understanding the potential reasons for differences in responses
OF RESPONDENT OF LEADER Throughout the survey we found that male respondents had a more positive
assessment of their organisation’s funding and political context compared to
female respondents and more males than females reported organisational growth
→ More male respondents reported → More thinktankers from female-led plans. To understand this, we must first look at the makeup of the data.
that their organisation is planning organisations reported not knowing
to grow (48% vs 26% female whether they were going to grow The survey had more male than female respondents (57% vs 43%), but they were
respondents) (48 % vs 14%) not evenly spread across the different comparison variables. The differences, albeit
small in some cases, are interesting:
→ More thinktankers from male-led
organisations reported that their • Organisational area: More women respondents are in communications roles
organisation is planning to grow (13% vs 7 %); more men in governance and management (51% vs 48%); and
(47% vs 26%) more men in research (37% vs 33%).
• Seniority: More male respondents are board members (11% vs 7%); more men
are in senior-level positions (67% vs 61%); and substantially more women are
$
FINANCIAL TURNOVER DATE FOUNDED in mid-level positions (30% vs 18%).
Above or below USD 500k Before or after 2000 • Turnover: There is a very a small tendency for male respondents to be part of
organisations with a turnover of more than USD 500k (55% vs 53%).
• Founding date of organisation: There is a very a small tendency for male
→ A higher percentage of smaller → More older organisations are respondents to be part of organisations founded before 2000 (34% vs 31%).
organisations are planning to grow planning to grow compared to • Region: The survey had considerably more male (than female) respondents in
compared to larger organisations younger ones (53% vs 13%) Africa, Asia (particularly South & South-Eastern Asia) and West & Northern
(46% vs 25%) Europe.
• Gender of leader: Men are more likely to be part of male-led organisations
than female-led ones; 76% of men in the survey belong to male-led
ORGANISATIONAL AREA SENIORITY organisations, while only 42% of women who responded are part of male-led
OF RESPONDENT OF RESPONDENT organisations.

The above indicates a trend whereby men in the sample are likely to hold more
→ Communications staff were the → Board members were the most likely senior positions, to be from larger, older, and higher-turnover organisations, and –
least likely to report growth plans to report that their organisation most significantly – to be part of male-led organisations.
(only 17% did) planned to grow (64% respondents
who are board members gave this This latter characteristic could be a key factor behind the differences in responses,
answer) as an analysis of the Open Think Tank Directory shows that organisations with
male leaders have higher turnover, are older, and employ fewer women in senior
positions. Alternatively, it may be the case that male respondents are simply
No significant differences were found by business model. more confident (or at least say they are) about their ability to fundraise/deal with
problems, while women are perhaps more cautious on average.

In summary, and at this stage, we can only describe the data and trends we find; we
invite the sector to join the discussion and continue unpacking this trend with us.
↑ Table of
contents
How is the political
context changing?
 Think tank state of the sector 2023 15

How is the political context changing?

Overall
Respondents’ overall assessment of SURVEY QUESTIONS However, it is not surprising that none of the organisations with plans
the political landscape is marked Reflecting on the last 12 months, did the to downsize are anticipating an improvement in the political context,
political context in your country change?
by a prevailing sense of pessimism. How do you foresee the political context and, furthermore, those who reported a positive assessment of last year’s
A substantial 41% of respondents in your country in the year ahead? political climate are more inclined to have plans for growth.
reported observing a worsening
of the political context over the past year. This negative perception Chart 4
was echoed by the majority of respondents (51%) who anticipate a
continuation of this trend over the next 12 months.
POLITICAL CONTEXT 20222023

In contrast, there was a smaller but notable group of respondents that

did report perceiving positive changes. Approximately 13% of participants Improved 13%
have noted improvements in the political environment over the previous
year, with an equal 13% expressing cautious optimism for sustained
Worsened 41%
advances in the year ahead.

Despite this minority perception, there does on the whole appear to be an No change 46%
increase in the expectation of a bleaker future compared to last year’s report
(39% of think tanks anticipated worsening conditions last year compared to
51% this year). However, it is important to note that these responses are not n=250
directly comparable, because this year, unlike last year, we did not provide an
option to report/forecast a mixture of both positive and negative changes. Chart 5

Comparing assessments of the political context over the past year with
respondents’ expectations for the future (as depicted in Charts 6 and 7), POLITICAL CONTEXT OUTLOOK 20232024
an expected pattern emerges whereby those who hold a positive view of
the past foresee a brighter future, or, at least, expect things to stay the Will improve 13%
same. Conversely, those who have observed a decline in conditions to date
anticipate a continuation of the negative trend, and finally, those who
have seen no change anticipate a generally stable political context ahead. Will worsen 51%

Surprisingly, there are only relatively minor differences in organisations’

growth plans in relation to their forecasts for the political context. It No change 36%

seems, therefore, that organisations’ growth plans are not significantly

influenced by their expectations about the political environment.
n=250
↑ Table of
contents
 How is the political context changing? Think tank state of the sector 2023 16

Chart 6 Worsened/will worsen

The context-dependent nature of these questions makes it difficult
POLITICAL CONTEXT 20222023 BY POLITICAL OUTLOOK 20232024 to draw overarching global conclusions; however, in general, those
reporting and predicting a worsening/negative political context are citing
concerns over growing far-right influence, polarisation, and authoritarian
Improved 47% 16% 38% tendencies. These issues are seen as threats to political stability and
discourse. Worries about democratic erosion, challenges to civil liberties,
and economic crises loom large. The potential for unresolved conflicts,
amplified by upcoming elections, raises fears of instability. Geopolitical
Worsened 9% 65% 26%
tensions are also a point of concern and their implications for political
stability are acknowledged within thinktankers’ responses.

No change 7% 16% 77% Improved/will improve

Some respondents who reported/anticipated positive changes to the
political context credited their optimism to a newly elected government
Will improve Will worsen No change
that they expected to bring enhanced political stability; others cited
n=249 reduced protests and raised expectations for better governance and policy
reforms. The role of smooth electoral transitions in facilitating effective
Chart 7 governance was also highlighted. Additionally, the shift towards data-
driven decision-making, coupled with an increased focus on think tanks
and research institutions, was identified as a positive trend by some.
POLITICAL CONTEXT OUTLOOK 20232024 BY GROWTH PLANS Looking forward, the optimists among the respondents emphasised
small signs of progress and positive trends – often linked to opportunities
stemming from upcoming elections and government reforms – that they
Will improve 56% 0% 44%
expected to contribute to an improved political context.

No change
Will worsen 51% 4% 44%
Respondents who anticipate no changes to the political context largely
share the negative sentiments of those who expect conditions to worsen.
Their outlook is characterised by scepticism about significant change,
No change 44% 2% 53%
often rooted in an assessment of unaddressed challenges and an enduring
status quo.

Grow Reduce Stay the same

n=187

↑ Table of
contents
 How is the political context changing? Think tank state of the sector 2023 17

Regional analysis12 Chart 8

Any assessment of political context is, as its name implies, deeply

contextual and representative only of a specific situation within a given POLITICAL CONTEXT 20222023 BY REGION
timeframe.13 Statements in this section aim to provide as much detail as
possible given the limitations as well as the characteristics of this report. Africa 33% 33% 33%

This is by no means a comprehensive study of each region, and far from a

Asia 17% 26% 57%
detailed country-by-country analysis.
South & Eastern Europe 9% 37% 54%
African thinktankers have maintained the most positive outlook for the
second consecutive year, although a shift towards pessimism is evident, West & Northern Europe 10% 50% 40%
with nearly half of respondents anticipating a worsening political context.
Meanwhile, thinktankers in Latin America & the Caribbean consistently Latin America & the Caribbean 11% 66% 23%
– and again for the second year in a row – reported deteriorating
political contexts in the highest numbers, paired with an expectation USA & Canada 5% 46% 49%

of no change in the near future. European regions showed divergent

trends: respondents from West & Northern Europe reported a decline in Improved Worsened No change

conditions – particularly attributed to concerns over far-right influence –

n=250
while South & Eastern Europe’s unchanging, negatively perceived political
context points towards a predicted worsening.
Chart 9
Similar patterns emerged in Asia, where a static, negatively perceived
political landscape is projected to deteriorate even further. Charts 8 and POLITICAL CONTEXT OUTLOOK 20232024 BY REGION
9 provide a more detailed look at the regional survey findings on political
context. Africa 33% 47% 20%

Asia 13% 65% 22%

South & Eastern Europe 13% 61% 26%

West & Northern Europe 18% 38% 45%

Latin America & the Caribbean 14% 23% 63%

USA & Canada 53% 47%

Will improve Will worsen No change

n=250

↑ Table of 12. A list of respondents’ countries can be seen in Annex 4.

contents 13. The survey collected responses between May and July 2023.
 How is the political context changing? Think tank state of the sector 2023 18

Africa Asia
Compared to their counterparts in other regions of the world, African Asian thinktankers also reported a mainly unchanging (negative) political
thinktankers expressed the most positive impressions about changes in context over the last year and were the largest group of respondents to
the political context over the last year (33% reported an improvement), and predict a worsening for the year ahead (65%). Their responses revealed a
projected the same optimism for the coming year. However, the overall noticeable concern towards rising authoritarianism, with governments
perspective within Africa was balanced, with exactly the same share of suppressing civil society, media, and opposition voices, and cooperating
responses (33%) falling into the ‘worsened’ and ‘no change’ categories less with think tanks. This erosion of democratic norms raises concerns
respectively. Looking to the year ahead, a sombre outlook prevails, with about the future of free expression and individual rights. The war between
almost half (47%) foreseeing a worsening of the political context. Russia and Ukraine is also being felt in the region as a source of political
instability, alongside other regional conflicts that affect decision-making
African respondents (mostly those in Kenya, Nigeria and Somalia) and policy outcomes. Elections, regional conflicts, and geopolitical
mentioned a number of factors that have had – or are expected to have instability all contribute to the complex political landscape and this
– a positive effect on the political context, including the impact of new concerning forecast.
government leadership, engagement with research institutions, and
proactive public participation. Others mentioned positive contextual ‘Instead of targeting external threats, the government openly
changes due to political transitions, elections, and reforms initiated by attacks democratic institutions – CSOs, media, the opposition and
new governments. While acknowledging the challenges, respondents even Western strategic partner countries that undermine threat
reported that these changes are leading to informed decision-making. perception in society’. Georgian respondent

Conversely, the factors cited as having a negative influence on the West & Northern Europe
political context (mostly by thinktankers in South Africa, Uganda and
Europeans, and particularly those in West & Northern Europe, reported
Zimbabwe) were economic challenges (inflation, unemployment, resource
a decline in their political context, with 50% of respondents indicating
scarcity); social unrest; governance issues; concerns about elections and
that the political context has worsened over the last year. The specific
their aftermath, including tensions, contestations, and the potential for
concerns cited by West & Northern European thinktankers centred on
instability; and constraints on civil society and freedom of expression.
the rise of the far-right and political polarisation; apprehensions about
‘A more progressive government was sworn. The new government upcoming elections, including the potential for instability and infighting
has more demand and use for data and research evidence to inform and challenges in forming governments due to polarisation; geopolitical
government decisions. This is coupled with public participation’. tensions; economic challenges; climate change concerns; and the
Kenyan respondent diminishing credibility of the policymaking process and the potential
impact of think tanks.
‘There has been a worsened level of dictatorship in Uganda, with
contraction in civil society space, and limited freedom of expression Thinktankers in West & Northern Europe are concerned about the
coupled with an overall violation of human rights’. challenges that climate change policies face due to the rise of far-
Ugandan respondent right and conservative parties. Ongoing crises fuel populism and
divert resources from climate initiatives, while political polarisation
and distrust intensify climate debates.

↑ Table of
contents
 How is the political context changing? Think tank state of the sector 2023 19

South & Eastern Europe Differences

South & Eastern European thinktankers reported an unchanged (negative)
political context over the last year, coupled with a forecasted worsening GENDER GENDER
ahead. Common concerns cited included continued attacks on civil OF RESPONDENT OF LEADER
society; corruption; erosion of public trust in institutions; continued
geopolitical tensions and war; electoral dynamics; and the rise of far-right
parties and the spread of extreme ideologies, causing polarisation and → More male respondents reported → Respondents from organisations led
reshaping political discourse. Finally, electoral dynamics were also said to an improvement from last year’s by men were more likely to report
be driving changes in the political context. political context (22% vs 5% of female a positive change over the past
respondents) year (19% vs 7% from female-led
‘[We are seeing] hostility towards civil society, with the introduction organisations)
→ More female respondents reported
of regulations that limit the work of civil society organisations’. no change from last year’s political → Respondents from male-led
Italian respondent context (57% vs 36%) organisations were also more likely
to predict no change in the year
→ There is a slight trend for female ahead (44% vs 20%)
Latin America & the Caribbean
respondents to give a more negative
The region with the highest share of thinktankers reporting worsened forecast of the political context → More respondents from female-
political contexts was Latin America & the Caribbean (66%); these ahead (58% of female respondents led organisations forecasted a
respondents also anticipated that this would not change in the coming vs 44% of male respondents expect worsening political future
year (63%). This overall negative assessment of the political context a worsening context) (64% vs 45%)
reflects the spiralling feelings of the region over the unchanging political
(social and economic) turmoil of the last couple of years. The explanations
$
FINANCIAL TURNOVER DATE FOUNDED
given for the negative assessment were many: political instability and
Above or below USD 500k Before or after 2000
polarisation, particularly linked to electoral processes and the uncertainty
they generate; governance challenges; the absence of programmatic
agreements or proposals from the government and opposition parties → There is a slight trend for → Respondents from older
to address critical problems; changes and challenges to civil society more respondents from larger organisations showed both more
organisations (stigmatisation of CSOs, co-optation of the opposition, and organisations to perceive an positive assessments of the previous
limitations on public discourse); economic challenges; and the continued improvement in their political year’s political context (16% from
weakening of institutions. Overall, the responses depict a region grappling context (14% vs 8% from smaller older organisations vs 7% from
organisations) younger organisations reported an
with a wide array of challenges, from governance and economic issues to
improvement) and more negative
democratic institutions and international influences. These challenges → More respondents from smaller assessments of the same (47% vs
collectively contribute to a complex and often uncertain political context organisations reported a worsening 27% reported a worsening context)
in Latin America & the Caribbean. of the political context
(54% vs 39%) → The majority (66%) of respondents
‘The political situation has worsened due to serious setbacks in from younger organisations reported
democracy and is turning into an authoritarian regime. The checks seeing no change in political context
and balances system has disappeared, and civic space has shrunk at
a fast pace. The government controls the different institutions and
concentrates all the power’. El Salvadoran respondent No significant differences were found by organisational area of respondent, seniority
↑ Table of
of respondent, or business model.
contents
 How is the political context changing? Think tank state of the sector 2023 20

Box 2. Differences in outlook by gender of leader

Throughout the survey, we consistently found differences in responses between These findings indicate a trend for thinktankers from female-led organisations to
thinktankers from male- versus female-led organisations. Some key differences hold an overall gloomier assessment and forecast of their context. To contextualise
include: this, however, we also need to look at the makeup of the sample data.

• Respondents from organisations led by men were more likely to report a • Turnover: There are more female-led (vs male-led) organisations in the
positive change in their political context over the past year (19% male-led vs sample with a turnover of less than USD 500k (52% vs 42%).
7% female-led).* • Founding date of organisation: Female-led organisations in the sample are
• Respondents from male-led organisations were also more likely to predict no younger; 74% of female-led organisations in the sample were founded after
change in the year ahead (44% vs 20%). 2000, while 65% of male-led organisations were older by the same measure.
• More respondents from female-led organisations forecasted a worsening • Region: Overall, the sample consists of a higher number of male-led
political future (64% vs 45%). organisations (62%), but some regions differ greatly from this average. In Africa,
• More thinktankers from female-led organisations reported that they did not male-led organisations account for a significantly larger share of the sample
know whether their organisation was going to grow (48 % vs 14%). (86%) while in Latin America & the Caribbean, more organisations than average
• More thinktankers from male-led organisations reported that their are female-led (51%).
organisations were planning to grow (47% vs 26%).
• Thinktankers in organisations with a male leader had a more positive more In Box 1, we mentioned that the Open Think Tank Directory shows that
positive assessment of last year’s funding context (20% vs 6%) as well as a organisations with male leaders tend to have a higher turnover, to be older, and
positive forecast of the funding context for the year ahead (24% vs 16%). to employ fewer women in senior positions. So what we are seeing is an interplay
• More thinktankers from female-led organisations reported financial and of variables within the findings – the overlap between the size and age of the
fundraising challenges (70% vs 43%). organisation and the gender of its senior staff members – and how that could be
• More thinktankers from male-led organisations reported governance and affecting the way organisations perceive and deal with challenges.
management challenges (50% vs 31%).
* Within this box, all percentages in brackets from this point represent
• Respondents from organisations led by women mostly reported no change
in the difficulty of operating a think tank, while there was more diversity in organisations led by one gender versus organisations led by the opposite gender.
the answers of respondents from organisations led by men, who reported
both easier (20% vs 12%) and worse conditions (45% vs 31%), although the
differences were not statistically significant.

↑ Table of
contents
How is the funding
context changing?
 Think tank state of the sector 2023 22

How is the funding context changing?

Overall Chart 10

Like the political context, thinktankers’ SURVEY QUESTIONS

overall assessment of the sector’s funding Reflecting on the last 12 months, did FUNDING CONTEXT CHANGE 20222023
the think tank funding context in your
landscape is also marked by a continued country change?
sense of concern. The majority of How do you foresee the funding context Improved 15%
respondents (51%) reported no significant in your country in the year ahead?
changes over the last year but also (50%) expect a worsening funding
scenario in the year ahead. There is a notable increase in concerns around Worsened 34%
funding conditions for think tanks compared to 2022. Last year, only 29%
of respondents anticipated a worsening of the funding context in the year
No change 51%
ahead; in the current survey, the share of respondents holding this view has
increased to 50%.14
n=250
In the 2022 report, 15% of respondents expected an improvement in the
funding context for 2022–2023, which exactly matches the 15% reporting
Chart 11
an actual improvement over that period. Notably, compared to the 2022
survey, there is also a slight increase in optimism about the year ahead,
with 21% of respondents now envisioning a positive outlook. FUNDING CONTEXT OUTLOOK 20232024

As in the assessment of the political context, an expected pattern emerges

Will improve 21%
when comparing respondents’ perceptions of the funding context over the
past year with their expectations for the future (Chart 12): those who hold a
positive view of the past foresee a brighter future, or at the very least expect Will worsen 50%
things to stay the same. Likewise, those who observed a decline in funding
conditions over the past year anticipate even worse conditions in the year
ahead. No change 29%

Unlike the findings comparing political context with growth plans, the
survey revealed that organisations’ plans are somewhat influenced by n=250
their expectations for the funding context (Chart 13). Most of those that
expect an improvement are also planning to grow, while those that expect
a worsening funding context mostly plan to stay the same size.

14. Last year, we included an additional response option encompassing both positive
↑ Table of and negative changes. This makes direct comparisons complex and results should be
contents interpreted with caution.
 How is the funding context changing? Think tank state of the sector 2023 23

Chart 12 Improved/will improve

Respondents who reported improvements in the funding sector over the past
FUNDING CONTEXT CHANGE 20222023 BY FUNDING OUTLOOK 20232024 year cited better economic conditions within their countries that have led to
a broader reactivation of funding and increased support from external and
domestic funders. Others reported that enhanced relationships with decision-
Will improve 56% 11% 33% makers, who are now recognising the value of think tanks, as well as improved
collaborations with other civil society organisations, have enabled better fund
acquisition and management. Finally, respondents mentioned that donors’
heightened interest in certain issues or in response to particular crises have
Will worsen 8% 73% 19% made funds more available for certain countries and organisations.

Looking ahead to the 2023–2024 forecast, some thinktankers cited

technological advances as prompting governments to recognise the
No change 20% 45% 35%
need for research support, while others pointed to a rise in domestic
philanthropy due to improved economic conditions.
Improved Worsened No change
Changes in donor priorities are both a welcome and an unwanted
n=249 situation. On one hand, they can enable a rapid response to emerging
crises, allowing think tanks to address pressing issues promptly.
Chart 13 However, these shifts can also divert resources from ongoing
challenges that require sustained attention and funding. Striking the
right balance between immediate and long-term, persistent problems
FUNDING CONTEXT OUTLOOK 20232024 BY GROWTH PLANS is crucial. Adaptability and strategic planning become essential to
navigate this dynamic landscape.

Will improve 83% 3% 15%

Worsened/will worsen
The factors mentioned as causing the worsening of the funding sector
Will worsen 29%
over the past year included government regulations (for foreign
4% 67%
contributions and laws governing NGOs, particularly in Central Asia);
economic conditions; and global events that shifted funds and changed
donor priorities. The reasons cited for expecting a worsening context over
No change 53% 2% 45% the year ahead were similar, with respondents anticipating that economic
difficulties will continue to affect their domestic funding sector. They also
mentioned shifting priorities for international funders and increasing
Grow Reduce Stay the same competition for scarce resources among think tanks.

n=187
No change
↑ Table of Very few reasons were given by respondents who said that the funding
contents context had not or would not change.
 How is the funding context changing? Think tank state of the sector 2023 24

Regional analysis Chart 14

The regional analysis broadly aligns with the global overview, with a
few exceptions. Fewer thinktankers in South & Eastern Europe reported FUNDING CONTEXT CHANGE 20222023 BY REGION
a worsening funding context compared to the global average, while in
Latin America & the Caribbean, thinktankers’ perceived worsening of the Africa 14% 36% 50%
funding context exceeded the global average. Again, and consistent with
Asia 17% 34% 49%
last year’s findings, African thinktankers are more optimistic than any
other region. And finally, a slight trend emerged suggesting that Asian and South & Eastern Europe 13% 24% 63%
South & Eastern European think tankers are becoming more pessimistic
compared to their responses last year.15 West & Northern Europe 10% 35% 55%

A comparison of the 2022 results and this year’s findings shows that Latin America & the Caribbean 11% 49% 40%
across all regions fewer respondents expected an improvement to come
in the year after the 2022 survey than actually reported an improvement USA & Canada 19% 32% 49%

when they looked back at that period in the latest survey. Meanwhile, the
opposite was true for those who forecasted worsening conditions, with Improved Worsened No change

this year’s results showing that the reality of the funding context was
n=250
worse than expected.

Chart 15

FUNDING CONTEXT OUTLOOK 20232024 BY REGION

Africa 33% 33% 33%

Asia 11% 59% 30%

South & Eastern Europe 19% 47% 34%

West & Northern Europe 18% 62% 21%

Latin America & the Caribbean 21% 50% 29%

USA & Canada 44% 31% 25%

Will improve Will worsen No change

n=250

↑ Table of 15. Comparisons to the 2022 report must be made carefully, as the 2023 survey did not
contents include the option to report a mixture of both positive and negative changes.
 How is the funding context changing? Think tank state of the sector 2023 25

Africa
The trend for worse-than-expected funding conditions over the past year, ‘Most donors narrowed down the fields/sectors for research, mainly
discussed above, is particularly salient among African thinktankers. In following certain trends (e.g., energy transition or climate change
2022, 29% of respondents predicted there would be an improvement in the adaptation/resilience)’. Indonesian respondent
funding context, whereas in the current survey only 14% reported that an
improvement had taken place. West & Northern Europe
West & Northern European thinktankers also share this increased
Those who both reported and forecasted an improvement attributed it
sentiment of pessimism, with 62% expecting a negative funding context
to shifting perceptions of think tanks and a growth in the demand for
to get even worse. The prevailing pessimism in West & Northern Europe
evidence-based decision-making leading to increased support from
is a key difference from the 2022 report, in which Europeans were less
government and private-sector organisations. The anticipated increase in
concerned about future funding. Several respondents cited reductions
funding for the year ahead was driven by expectations of economic and
and changes in government funding as a reason for their negative
demographic growth, improved civic space, post-election funding shifts,
assessment. Connected to this, others quoted economic factors and
and heightened awareness of the importance of evidence-based research.
recessions affecting funding and shrinking budgets.
The reasons cited by respondents who reported a worsened and
‘It appears to me that the funding landscape has slightly worsened
worsening context included a perception of diminished funding streams, because of the other fiscal demands in the country. From what I
with funds diverted to pressing global issues; ongoing conflicts in have heard from organisations that demand more than we do on
Africa; competition with international think tanks; changes in funding government funding, funding has stagnated, which normally means
architecture; and political situations that affect fund allocation. that projects cannot be renewed or new projects launched’.
German respondent
‘The funding streams have significantly diminished, with funds being
presumably diverted to other pressing issues…’. Kenyan respondent
South & Eastern Europe
‘The situation in the country is improving; the importance of the Respondents from South & Eastern Europe were less likely to report a
work of think tanks is being acknowledged by the government’. worsened or worsening funding landscape, with most responding that it
Tanzanian respondent had not changed at all. From an overall assessment of their responses, we
infer that this lack of change relates to a currently difficult context, and
Asia that respondents are also pessimistic about the future. The reasons these
Thinktankers in Asia are the most pessimistic, with 59% expecting a respondents gave for their pessimism included economic challenges that
worsening funding context (and only 11% predicting an improvement). will limit funding; struggles within organised civil society in general; lack
This is a significant change from last year, when only 18% expected the of interest from governments; and more funding availability to larger
funding landscape to get worse. The key factors driving the negative institutions, causing challenges for smaller ones (this subregion has a higher
perception are increased government control; political instability; proportion of lower-turnover organisations than West & Northern Europe).
government pressure on, or rejections of, donors; distrust of civil society
‘There is very limited funding for think tanks in the country and
organisations; and economic issues that negatively affect funding.
unfortunately I believe this will continue to be the case’.
Bulgarian respondent
‘The government puts pressure on foreign donors’.
Asian respondent (country omitted)
↑ Table of
contents
 How is the funding context changing? Think tank state of the sector 2023 26

Latin America & the Caribbean Differences

Consistent with the 2022 report, more thinktankers from Latin America
& the Caribbean (49% in the 2023 survey) perceived a worsening funding GENDER GENDER
context compared to the global average (34%). Reasons cited for this OF RESPONDENT OF LEADER
pessimistic trend highlighted that several Latin American countries fall
under the middle-income bracket; international funders are moving away
→ Male respondents had a slightly → Thinktankers in organisations
from the region but the countries’ economies are not strong enough to
more positive view of the funding with a male leader had a more
support domestic funding. Some mentioned that the political turmoil context over the past year (25% vs positive assessment of last year’s
and challenges of working with the government limit the funding coming 4% women respondents reported an funding context (20% vs 6%) as
from that source; others highlighted a reduction in the budgets for improvement) and also of the forecast well as a more positive forecast
science, technology, and innovation and a general lack of support for the for the year ahead (29% vs 14%) of the funding context compared
work of think tanks. It was also mentioned that funders tend to support to respondents from women-led
→ More female respondents reported organisations (24% vs 16%)
work that is more similar to consultancy (also with very tight budgets)
no change to the funding context
rather than providing programme or core support. over the past year to (63% vs 39%)
and a more negative expectation
‘International funding is decreasing in Peru, a trend that started
of the future (64% vs 35% of male
some years ago. We are moving forward creating new areas that
respondents predicted worsening
will support self-funding in the medium run (public opinion and conditions)
consultancy, mainly)’. Peruvian respondent

$
FINANCIAL TURNOVER DATE FOUNDED
Box 3. The challenges of smaller and younger organisations Above or below USD 500k Before or after 2000

There is a prevailing sense of apprehension and uncertainty among younger

think tanks, which also tend to have a lower turnover. Organisations with longer → Thinktankers from larger → Thinktankers from organisations
histories might have established networks, more stable funding relationships, and organisations (turnover above founded before 2000 have a more
a track record that influences their more balanced expectations. Conversely, newer USD 500k) were more likely positive outlook overall
think tanks might be navigating a more challenging environment, leading to higher to report fewer changes in the
levels of pessimism about the funding landscape. funding context (either positive or → More thinktankers from older
negative) than those from smaller organisations perceived an
This trend echoes what we found in the 2022 report, where smaller organisation organisations improvement in the funding context
also reported greater change (either positive or negative) in their funding contexts. over the past year (22% vs 4% from
younger organisations)
Smaller think tanks are less prepared to navigate economic shifts, as their
smaller-scale operational structure relies on more frequent fundraising, often for → Respondents from younger
projects of shorter duration. Consequently, even minor fluctuations in the funding organisations mostly anticipate a
landscape could disproportionately impact them, in contrast to organisations with worsening of the funding context
high turnovers that often enjoy backing from substantial funders and donors. (71% vs 37% from older organisations)

However, and in spite of these challenges, the survey results indicate that a higher
percentage of smaller organisations are planning to grow compared to their larger No significant differences were found by organisational area of respondent, seniority
↑ Table of counterparts (46% vs 25%). of respondent, or business model.
contents
How is media
freedom and the
legal context
changing?
 Think tank state of the sector 2023 28

How is media freedom and the legal context changing?

Across the world there has been mostly SURVEY QUESTIONS Chart 16
no change to the media freedom and legal Reflecting on the last 12 months,
has the media in your country
context in which think tanks are operating. changed?
MEDIA FREEDOM CHANGES 20222023
There is, however, more concern about a Reflecting on the last 12 months,
deteriorating media landscape than about has the legal framework for
think tanks in your country
the legal context (Charts 16 and 17). It is experienced any changes? Improved 6%
important to note that No change does not
convey whether the context is positive or negative, just that there have
Worsened 29%
been no changes to it.

As expected, regional analysis shows significant differences across the No change 64%
world. While respondents from some regions expressed optimism, most
reported seeing an unchanging media landscape and some others showed
significant concerns about deteriorating media freedom. Perceptions n=250
of the legal landscape are more varied; respondents from some regions
reported a worsening legal context, which evidences new pressures or Chart 17
restrictions being imposed on the sector.

LEGAL FRAMEWORK CHANGES 20222023

Improved 2%

Worsened 12%

No change 87%

n=250

↑ Table of
contents
 How is media freedom and the legal context changing? Think tank state of the sector 2023 29

Chart 18 Africa: More African thinktankers reported improvements in media

freedom (27%) compared to respondents from other regions, which
is consistent with African thinktankers’ overall positive evaluation
MEDIA FREEDOM CHANGES 20222023 BY REGION
of their political and funding contexts. However, more African
thinktankers reported worsening in the legal framework (33%) compared
Africa 27% 13% 60%
to respondents from other regions. This contrasts with the positive
evaluation of the media and political context among African respondents.
Asia 12% 13% 75%

South & Eastern Europe 4% 28% 67%

Asia: On the question of media freedom, a modest degree of optimism is
shared among Asian thinktankers, with 12% noting an improvement and
West & Northern Europe 3% 38% 60% 75% reporting no change. Most of the respondents (92%) also reported no
change in their legal framework.
Latin America & the Caribbean 41% 59%
Europe: Across European regions, most respondents reported no change
USA & Canada 50% 50% in either media or legal landscape, but a notably higher proportion
reported worsening conditions (28% and 38%, respectively) compared
Improved Worsened No change to improvement (4% and 3%). The legal framework remains consistent,
underscoring the stable environment in which think tanks operate across
n=250
European subregions.

Chart 19 Latin America & the Caribbean: Consistent with the worsening political
and funding landscape in Latin America & the Caribbean, this region also
LEGAL FRAMEWORK CHANGES 20222023 BY REGION reported worsening in both media freedom and the legal context (41% and
32% respectively). This suggests concerns about the constraints faced by
Africa 7% 33% 60%
think tanks in terms of legal regulations.

Asia 3% 5% 92% USA & Canada: The legal context remains stable (83% reported no
change) but most respondents reported a worsening in media freedom.
South & Eastern Europe 4% 96%

West & Northern Europe 5% 95%

Latin America & the Caribbean 32% 68%

USA & Canada 3% 14% 83%

Improved Worsened No change

n=250

↑ Table of
contents
What are the
most pressing
policy issues for
think tanks?
 Think tank state of the sector 2023 31

What are the most pressing Chart 20

policy issues for think tanks?16 KEY POLICY ISSUES

Overall
Overall, the key policy areas have not SURVEY QUESTION
changed much from last year; issues What do you see as the most pressing
policy issues that research can help
within the fields of trade/economics/ to address in your country?
finance; governance; environment/ Trade/
resources/energy; and international affairs/development remain at economics/
the forefront. However, there has been a reduction in the number of finance Governance
respondents citing defence/peace/security topics (and fewer mentions of 22% 21%
the Russia–Ukraine war). There have also been some slight changes to the
specific issues identified as key within each of these broad topics.

Social policy
International affairs/ 18%
development
21%

Environment/ Research
resources/ Defence/ & policy
energy peace/security landscape
19% 12% 10%

n=250
Note: Topics with less than 10% of responses have not been included in the chart.
These are food/agriculture (1%); law/justice/human rights (3%); media/culture/sport (2%);
16. This survey question was open ended, meaning respondents wrote their ideas and
private sector development (3%); transport/infrastructure/urban (1%); education (3%);
↑ Table of recommendations directly into the survey. Individual responses were then analysed and
gender (4%); health(5%); and science/technology/innovation (6%).
contents categorised using the State of the Sector topic breakdown.
 What are the most pressing policy issues for think tanks? Think tank state of the sector 2023 32

Policy issues within trade/economics/finance are considered a significant Social policy issues (18%) continue to feature prominently this year
challenge worldwide (22%, almost the same as last year). Respondents and underscore the importance of equitable societal development.
specifically highlighted the issue of economic growth, followed at Inequality, poverty, social protection, and labour informality are key areas
some distance by fiscal policies and trade issues. Fiscal policy and debt where research can help create policies that foster equal opportunities
management issues, although still mentioned, featured less prominently and well-being for all members of society. Housing issues, which were
than last year. not mentioned last year, were also cited by many in this year’s survey.
Conversely, neither employment and working conditions nor the issue
Governance issues (21%) emerged as a crucial concern across the globe of an aging population appeared in this year’s results, despite featuring
(same as last year), encompassing topics like democracy (challenges to it prominently last year.
and supporting strengthening processes), corruption, transparency, state
effectiveness, public institution strengthening and reform, and citizen The number of respondents citing issues related to defence/peace/
participation. Although elections and the challenges that they pose security (12%) has seen the highest reduction compared to last year.
for good governance were mentioned in responses to the political and Thinktankers who did report research in this area predominantly cited
funding context questions, they were not widely cited as key policy issues. social cohesion, citizen security, and dealing with political polarisation
as particular issues of focus. Defence issues, which were a key priority
The topic of international affairs/development (21%) continues to last year, were hardly mentioned this year; this was also the case with the
feature prominently on research agendas, but it was cited as an area of Russia–Ukraine war.
focus slightly fewer times compared to last year; in particular, there were
noticeably fewer mentions of the Russia–Ukraine war and crisis (a concern Research & policy landscape issues (10%) were mentioned by a small,
mostly raised by European think tanks). Respondents who reported but significant, group of respondents, who highlighted the importance of
undertaking research in this area mentioned the topics of migration strengthening data and evidence use for policy decisions.
and refugee crises, but also foreign policy and inter-state relationships.
Connectivity, EU accession, and integration and development cooperation
policy were also cited to a lesser degree. There were also fewer mentions
of sustainable development (as an international dynamic).

The pressing need to address environmental challenges is evident

from thinktankers’ responses, and although slightly less prominent
than last year, environment/resources/energy is still a top concern
(19%). Thinktankers primarily cited climate change (crisis and policies),
sustainability, and energy (sustainable and renewable) and water
security resource management as issues that necessitate research-driven
solutions to address the problems faced by their countries. Disaster risk
management and preparedness was considerably less prominent among
responses this year.

↑ Table of
contents
 What are the most pressing policy issues for think tanks? Think tank state of the sector 2023 33

Regional analysis
An analysis of regional answers shows how thinktankers’ perceptions of key issues differ across the world (Table 1).

Table 1

South & Eastern West & Northern Latin America

Key policy issues Global Africa Asia Europe Europe & the Caribbean USA & Canada

Trade/economics/finance 22% -- ++ - - = =

Governance 21% ++ = = = = -

Environment/resources/energy 19% = - - + = ++

International affairs/development 21% - = = ++ - =

Social policy 18% - - + - + +

Research & policy landscape 10% = + = = = =

Defence/peace/security 12% = - = = ++ =

Note: = represents 5% or less difference from global average; + and - represent a difference of between 6% and 15% from global average; ++ represents 16% or more difference from global average.

Trade/economics/finance was reported as being the highest priority priorities in Europe last year; this year it is a priority for thinktankers
among Asian thinktankers, but less so among Europeans (both regions) and, in West & Northern Europe, who cited climate change, energy security
surprisingly, was mentioned by very few African thinktankers. These results (related to reliance on Russian gas), environmental protection, renewable
contrast significantly with last year’s report, when African respondents energy, and food security as key issues of focus.
identified trade and economic issues as their second topmost priority.
International affairs/development, although relatively important for
Governance issues emerged as the key priority among African thinktankers most regions, was of higher priority for think tanks in West & Northern
this year (it was also a prominent issue in 2022), with respondents citing Europe than in any other region (this trend continues from 2022, although
general governance issues as well as corruption and the need to strengthen the Russia–Ukraine war was mentioned considerably less within this
public institutions and rebuild public trust in democracy. For Latin year’s responses). Key priorities cited for this topic included strengthening
American & Caribbean thinktankers, governance is still a priority but to international cooperation and managing a changing geopolitical scenario
a lesser extent than last year; responses continue to highlight corruption, (both the question of how to shape it and the implications of change).
electoral processes, transparency, and civic education.
Defence/peace/security issues emerged as the top concern for Latin
Environment/resources/energy issues emerged as a key focus in the USA American & Caribbean thinktankers (a significant change from the
& Canada, as well as West & Northern Europe, and of lower priority in Asia 2022 report). Respondents reported focusing specifically on citizen
and South & Eastern Europe. Interestingly, this policy issue was not cited security, rising internal violence, the creation of safer communities,
↑ Table of as a high priority in the USA & Canada last year (although sampling issues and displacement and migration – which represent potential sources of
contents
make analysis and comparisons difficult). It was also one of the highest conflict if not addressed adequately.
What are the
biggest challenges
facing think tanks?
 Think tank state of the sector 2023 35

What are the biggest Chart 21

challenges facing think tanks? KEY CHALLENGES

Overall
Financial issues and fundraising continue SURVEY QUESTION
to be most important challenge for think What are the key challenges your
tanks (54%), followed by governance and organisation has faced over the
last 12 months?
management challenges (46%). Additionally, Political
respondents cited political challenges (19%), challenges
evidence use and decision-making processes by government, and domestic 19%
economic difficulties.17 Overall, the biggest challenges that think tanks face
are exogenous, contextual factors that lie outside their direct sphere of
influence but nonetheless impact the think tank’s ability to achieve its goals.

Evidence use
& decision-
making Domestic
Financial issues processes by economic
& fundraising government difficulties
54% 12% 9%

Governance
& management
46%

Contextual challenges Organisational challenges Both contextual & organisational challenges

17. Contrary to last year’s survey, this was an open-ended question inviting respondents
to share the key challenges that their organisation has faced over the last 12 months.
n=250
Responses were then analysed and categorised; the newly created categories were then
↑ Table of Note: Topics with less than 9% have not been included in the chart. The topics not included
incorporated into the database.
contents are: safety & security (7%), legal (4%), media (6%) and technological (less than 1%).
 What are the biggest challenges facing think tanks? Think tank state of the sector 2023 36

Financial issues & fundraising continue to be primary concerns for Evidence use & decision-making processes was mentioned by a group
thinktankers (54%) for the second year in a row. Specifically, respondents of respondents (12%), who pointed to challenges related to building a
cited challenges in funding acquisition and the lack of core funding common understanding of the value of evidence use. They highlighted the
available; ensuring financial sustainability and navigating budget cuts; difficulties of building relationships/partnerships with actors in the policy
diversifying funding sources and aligning funding availability with long- ecosystem (including governments, the private sector, policymakers) and
term priorities and research agenda; managing bid-writing and short-term working with them to increase the use of evidence in decision-making.
projects; increased competition; and building internal fundraising capacity. This also implies that researchers need to strengthen their understanding
of policymaking processes and realities.
Governance & management issues were mentioned by nearly half of
the respondents (46%), with human resources highlighted as a key area Domestic economic difficulties were identified as a challenge by a small
by most. Specific issues mentioned within this category included hiring, proportion of thinktankers (9%). These respondents specifically cited
retaining and managing staff; challenges around renumeration, with national economic crises – recession, inflation, and the rising cost of
highly skilled staff often leaving for jobs in more lucrative sectors; and living – as creating uncertainty about the economic trajectory of their
higher workloads than staff can manage. Other problem areas cited were respective countries. These issues are also driving the funding and political
staff capabilities and knowledge; adapting to changes in organisational challenges seen in earlier sections. Although closely related to the financial
strategy; leadership; dealing with the aftermath of the pandemic; and fundraising challenges faced by think tanks on an organisational
balancing growth and efficient operations; managing partnerships; level, we have defined this as a standalone category to highlight that
streamlining internal coordination and decision-making; communicating economic instability or financial constraints within the broader domestic
brand identity and impact; and addressing reputational risks. environment can impact the sector’s operations and effectiveness.

‘[Challenges include] having enough resources to cope with the level These multifaceted challenges underscore the intricate nature of think
of work. Growth and expansion mean more operational support is tank operations, the importance of sustainable funding options, and the
needed. Change in culture from start-up to growing think tank’. need for strategic approaches that bolster resilience, adaptability, and the
USA respondent effective pursuit of research and advocacy objectives.

Political challenges that were highly prominent last year continue to be

important but have been cited in lower numbers this year (19%). This might
be due to the differences in the type of question, so we do not want to make
direct comparisons. Specific issues mentioned within this category include
political instability and uncertainty; government changes; polarisation; and
repressive and restrictive political contexts (e.g., government officials using
state-controlled media to label think tanks as spies or critics, or restrictive
laws that pose a threat to civil society).

‘The rapidly changing political environment [is a challenge], which

forces us to usually reconsider our time schedules and the items of
our research projects’. Spanish respondent

↑ Table of
contents
 What are the biggest challenges facing think tanks? Think tank state of the sector 2023 37

Regional analysis
Thinktankers across the world share similar challenges, particularly financial and fundraising issues. However, there are significant regional variations, as
shown in Table 2.

Table 2

South & Eastern West & Northern Latin America

Key challenges Global Africa Asia Europe Europe & the Caribbean USA & Canada

Domestic economic difficulties 9% = = + = - -

Evidence use & decision-making 12% + = - = + -

processes by government

Political challenges 19% = ++ = = + =

Financial issues & fundraising 54% + = -- = ++ +

Governance & management 46% - - + ++ = =

Note: = represents 5% or less difference from global average; + and - represent between 6% and 15% difference from global average; ++ and -- represent 16% or more difference from global average.

Financial issues & fundraising challenges are prominent globally, with and how decision-makers take decisions. Respondents mentioned that
almost every region citing this as their top concern. Latin America & the they are finding it difficult to engage with policymakers or to persuade
Caribbean and the USA & Canada stand out as having particularly high them to make evidence-informed decisions, and that decision-makers are
levels of concern, while South & Eastern European respondents expressed focusing on political survival or personal interests.
relatively less apprehension.
Conversely, Asian thinktankers overwhelmingly reported political challenges
Governance & management challenges were reported widely across as the key problem facing their organisations. Many responses emphasised
Europe (both West & Northern Europe and South & Eastern Europe). the intensifying political environment marked by increased polarisation,
Responses suggest that the space for engagement between think tanks attempts to curtail opposition and critical voices, and the challenges posed
and policymakers and politicians is getting narrow, and that government by the ruling government’s attempts to restrict civil society and think tanks
actors value ‘politics’ more than ‘facts’. through regulation or legislation. Some respondents mentioned receiving
threats and attacks on their work, including fact-checking activities, and
Evidence use & decision-making within governments is a challenge attempts to discourage engagement and label them as spies. The presence
mostly reported by African and Latin American & Caribbean thinktankers, of a hostile political climate is leading to challenges in engagement,
highlighting their concern over the state of evidence use in their countries collaboration, and advocacy.

↑ Table of
contents
 What are the biggest challenges facing think tanks? Think tank state of the sector 2023 38

Differences
GENDER DATE FOUNDED
BUSINESS MODEL
OF LEADER Before or after 2000

→ More thinktankers from female-led → More thinktankers from younger → More thinktankers from non-profit
organisations reported financial and organisations reported financial and organisations reported financial and
fundraising challenges compared fundraising challenges compared to fundraising challenges compared
to respondents from male-led those from older organisations to respondents from organisations
organisations (70% vs 43%) (61% vs 47%) with other business models
(63% vs 31%)
→ More thinktankers from male-led → More thinktankers from older
organisations reported governance organisations reported political → More thinktankers from
and management challenges challenges (28% vs 10%) organisations of all types except
(50% vs 31%) non-profit reported governance
and management challenges
compared to those from non-profit
organisations (63% vs 40%)
→ More thinktankers from non-profit
organisations reported political
challenges compared to those from
organisations with other business
models (25% vs 3%)

No significant differences were found by organisational area of respondent, seniority of respondent, gender of respondent, or turnover.

↑ Table of
contents
What competencies
do think tanks want
to invest in?
 Think tank state of the sector 2023 40

What competencies do Chart 22

think tanks want to invest in? ORGANISATIONAL COMPETENCIES TO STRENGHTEN

Overall
There are seven key competencies that SURVEY QUESTION
thinktankers see the need for their Which organisational competencies
does your organisation need to invest in
organisation to invest in and work to deal with its context and challenges?
on to deal with both the context and
the challenges they face.18 These are: human resources; communications;
strategy; finance and fundraising; networking and engagement; research Human
capabilities; and management and leadership skills. Overall, the responses resources Communications
were a balanced mix, with no area standing out above the others. 22% 22%

Strategy
20%

Networking Research
& engagement capabilities
18% 18%

Finance & Management

18. This question was approached differently in this year’s survey. Instead of offering a list fundraising & leadership
of options to respondents, we asked for an open-ended response and then categorised 19% 14%
and analysed the individual responses. This provides a different, and perhaps more
↑ Table of nuanced, view of the organisational competencies that thinktankers feel the need to
contents strengthen. n=250
 What competencies do think tanks want to invest in? Think tank state of the sector 2023 41

Human resources: In line with the challenges identified in the previous Finance & fundraising: Already identified as a key challenge, finance
section, respondents emphasised the need to strengthen their human and fundraising also emerged as one of the key competencies that think
resources function, particularly around recruiting and retaining staff. tanks need to work on. Thinktankers emphasised the need to enhance
The need to work on staff was mentioned consistently in relation to all their capacity to secure diverse funding, with some respondents citing
organisational areas and staff levels, but there was a particular reference an interest in working more with the private sector. The focus was not
to building up the expertise of mid- to senior-level staff (programme only on fundraising skills but also how to manage finances effectively and
directors, business developers, researchers, advocacy positions, etc.). thereby strengthen the business. Some respondents linked their need to
improve marketing and communication skills with their fundraising skills.
Communications: Thinktankers consistently emphasised the importance
of communications to achieve their goals. They highlighted the need to Research capabilities: Respondents also mentioned the need to
work on communication and marketing strategies and to enhance their strengthen and expand their research capabilities. They seek to invest in
digital and social media presence. Others mentioned the need to work overall research skills, data-driven analysis, and quantitative solutions.
on effective messaging, to make their content more accessible, and to Some particularly mentioned improving the relevance of their research
improve their ability to influence public debates. and the ability to identify policy research needs, while others cited an
interest in being better able to customise their research capabilities.
Strategy: Given the challenges outlined in the sections discussing
political context, organisational growth, and challenges, it is fitting that Management & leadership: In line with the challenges identified
respondents identified strategy as a key competency. Thinktankers and discussed in the previous section, a group of respondents cited
prioritise strategic thinking and planning; improving skills in decision- management and leadership – including overall leadership skills, team
making and problem-solving; improving contextual understanding; and and project management, and improving organisational processes – as key
particularly adaptability in the face of constant change. competencies that their organisations needed to work on.

Networking & engagement: Building strategic partnerships and Other competencies mentioned by less than 5% of respondents include:
engaging with political actors also stand out as priority competencies. monitoring, evaluation and learning; credibility/intellectual integrity;
The responses emphasised the importance of networking, partnerships, and technology (acquisition and use, cyber security, adoption of AI tools).
and engagement for think tanks; particularly the need for strategic It is interesting that technology did not feature more prominently in
networking and alliances and building relationships with similar responses to this question, as the digital landscape is evolving rapidly and
organisations and key stakeholders. Improving engagement with thinktankers have cited this as a key concern in other fora.
government officials, political parties, and other stakeholders is seen as
essential, along with fostering trust and awareness of evidence-based
ideas. Expanding networks and establishing dialogues are common goals
to enhance influence and impact.

↑ Table of
contents
 What competencies do think tanks want to invest in? Think tank state of the sector 2023 42

Regional analysis
The regional analysis of the data showed substantive differences in responses across the world (Table 3).

Table 3

South & Eastern West & Northern Latin America

Global Africa Asia USA & Canada
Key competencies Europe Europe & the Caribbean

Human resources 22% - ++ - = - -

Communications 22% - -- ++ + = +

Strategy 20% - + = - + ++

Finance & fundraising 19% = -- + = = -

Networking & engagement 18% + - = - + +

Research capabilities 18% + = = - + +

Management & leadership 14% ++ = - = - ++

Note: = represents 5% or less difference from global average; + and - represent between 6% and 15% difference from global average; ++ and -- represent 16% or more difference from global average.

Africa: Respondents from Africa highlighted their interest in building, and staff retention. To a lesser degree, Asian respondents
improving management and leadership skills, research capabilities, also mentioned needing to adapt to evolving contexts and regulatory
and networking and engagement. Responses particularly mentioned challenges, foster strategic collaborations and strengthen research
improving organisational and financial management, team management, programmes.
and collaboration and engagement (strategic partnerships). African
thinktankers also cited the need to improve their use and understanding West & Northern Europe: Although a slight majority of answers from
of technology to stay ahead. this region mentioned communication-related competencies, responses
varied widely overall, pointing to a diverse set of priorities and challenges.
‘In today’s rapidly changing world, organisations must invest in
digital transformation, data-driven decision-making, collaboration, South & Eastern Europe: Thinktankers in South & Eastern Europe
sustainability, and adaptability to stay ahead of the competition and primarily cited the need to improve communication skills, followed by
thrive. By utilising technology to improve processes, products, and finance and fundraising skills. Although to a lesser extent than was the
services, organisations can identify trends, make better predictions, case in West & Northern Europe, thinktankers in this region revealed a
and build stronger relationships’. Somalian respondent diversity of needs rather than a single key priority. Responses included
competencies related to hiring and retaining researchers and mobilisation
Asia: Human resources emerged as a key competency at a global level,
experts; improving communications and marketing; addressing
but this result seems to be mostly driven by Asian thinktankers, whose
regulatory challenges; and refining organisational vision and leadership.
↑ Table of answers predominantly featured investing in recruitment, staff capacity
contents
 What competencies do think tanks want to invest in? Think tank state of the sector 2023 43

Latin America & the Caribbean: Strategy, networking, and engagement

and research capabilities emerged as the key competencies thinktankers
in Latin America & the Caribbean want to improve on. Like African
thinktankers, respondents from this region also highlighted the need
to work on improving their respective organisation’s use of technology.
Overall, responses called for improved funding strategies, technology
adoption and strategic adaptation, and staff development.

USA & Canada: Strategy and management and leadership emerged as

the key priorities for thinktankers in this region; responses focused on
understanding contexts and improving internal capacity to respond
to challenges. Key areas cited also include teamwork, fundraising,
partnerships, and digital media utilisation.

Oceania: The few responses from Oceania emphasised the need for
competencies related to digital audience engagement, streamlining
operations, and enhancing management infrastructure. Additionally,
thinktankers in this region underscored the importance of academic
appointments and engaging effectively with policy contexts.

The diverse range of competency-related priorities disclosed by

respondents is evidence that challenges are multifaceted and require
tailored strategies. While some competencies were shown to demand
universal attention – such as networking, human resources, and
communication – others exhibited regional variations depending on the
local context, the organisation’s research priorities, or the issues that the
organisation is engaged in addressing.

↑ Table of
contents
Is it getting
harder or easier
for think tanks
to operate?
 Think tank state of the sector 2023 45

Is it getting harder or easier for think tanks to operate?

Over the past year, think tanks have SURVEY QUESTION Chart 23
encountered mixed challenges in their Overall, and reflecting on the last
12 months, would you say that it
operational landscapes. At the global level, has become easier or harder for
MANAGING A THINK TANK 20222023
44% reported that it is getting harder to your think tank to operate?
operate versus just 15% who said they are
finding it easier. The remaining 41% reported no change. Easier 15%

As with previous questions, a regional breakdown provides a more

Harder 44%
nuanced perspective. Overall, the regional results generally follow the
global trend, but with a few exceptions.
No change 41%
More Latin American & Caribbean (60%) and African (53%) think tanks
reported increased challenges in running their operations over the
past year. Asia revealed a different pattern, being the region with the
n=250
lowest percentage (26%) of respondents reporting increased operating
difficulties. The majority of Asian thinktankers stated that conditions
Chart 24
remained unchanged. It is essential to clarify that ‘no change’ does not
imply that conditions are favourable – just that they have not changed
for either the better or the worse. In fact, our analysis of responses MANAGING A THINK TANK 20222023 BY REGION
throughout the survey indicated that ‘no change’ in reality means a
continuously precarious situation. Africa 13% 53% 33%

Asia 13% 26% 61%

West & Northern Europe 13% 40% 48%

South & Eastern Europe 13% 49% 38%

Latin America & the Caribbean 20% 60% 20%

USA & Canada 22% 61% 17%

Easier Harder No change

n=250

↑ Table of
contents
 Is it getting harder or easier for think tanks to operate? Think tank state of the sector 2023 46

Differences
GENDER ORGANISATIONAL
OF LEADER AREA OF RESPONDENT

→ Respondents from organisations → A large percentage of respondents

led by women mostly reported no with roles in governance and
change in the ease or otherwise of management (54%) said that they
operating a think tank. had found it harder to operate a
think tank over the last year.
→ There was more diversity in
answers from respondents whose → Researchers and communications
organisations are led by men; the staff mostly reported no change
majority of these thinktankers (over 60% in each area gave this
reported either easier (20% vs 12% response).
of respondents from women-led
organisations) or worse conditions
(45% vs 31%) – although the
differences are not statistically
significant.

No significant differences were found by seniority of respondent, turnover, business

model, date founded, or gender of respondent (males show a slight tendency to report an
easier operating environment, but the data is not clear).

↑ Table of
contents
Data
snapshots
Data Snapshots Think tank state of the sector 2023 48

Global
SECTOR OVERVIEW FINANCIAL TURNOVER
AVERAGE THINK TANK AGE (YEARS) EXPECTED STAFF GROWTH
YEAR FOUNDED BY GENDER Below USD 500k Above USD 500k
Grow Reduce Stay the same
34 27 Female Male Male & female
co-founders Africa 55% 46% BY REGION (2022)
38 $
Other entities
Asia 53% 6% 41% Africa
30
Before 2000
23 South & Eastern Europe 33% 67% 52% 48%
4% 60% 10% 27%
31 West & Northern Europe 51% 3% 46%
30 Asia
After 2000 Latin America & the Caribbean 44% 56% 51% 49%
8% 48% 22% 23%
31 Global average USA & Canada 60% 40%
South & Eastern Europe
49% 51%
DESIRED COMPETENCIES KEY POLICY ISSUES KEY CHALLENGES
West & Northern Europe
→ Human resources → Networking & engagement Last year Year ahead → Financial issues & fundraising 24% 76%
(staff retention and recruitment) (building partnerships, (acquiring funds, lack of core
engaging politicians, → International affairs → Trade/economics/finance
→ Communications (economic growth, trade funding, and budget cuts)
and forming alliances) (foreign policy, EU integration, Latin America & the Caribbean
(communication and marketing and Ukraine–Russia war) issues, and inflation) → Governance & management
strategies, and enhanced → Strategy (limited human resources, 30% 70%
digital presence) (strategic thinking and → Environment/natural → Governance
resources/energy (democracy, corruption, staff capabilities, and adapting
→ Finance & fundraising planning, problem-solving, to change)
(climate, energy, strengthening institutions, USA & Canada
(fundraising skills and and adapting to change)
and disaster management) and civic participation)
managing finances) → Management & leadership 10% 90%
(leadership skills, project → Peace/security/defence → International affairs
→ Research capabilities (national security and (migration, refugee situation,
(research skills and management, and enhancing Oceania
organisational processes) peacebuilding) and foreign policy)
research relevance)
100%

COMMUNICATIONS
SOCIAL MEDIA PRESENCE MEDIAN PUBLICATIONS BY LEADER’S GENDER (2022)
$

South & Female

Global Africa Asia
Eastern Europe

14 11 15 8
32% 68%

75% 72% Male

35% 65%
West & Latin America USA &
Oceania
Northern Europe & the Caribbean Canada Male & female co-leaders

55% 55% 30% 22 9 17 10 29% 71%

Data is based on the Open Think Tank Directory and 251 responses to the 2023 OTT think tank survey. Sample size varies for each chart: age: n=2,962; year founded by gender: n=1,789; financial turnover: n=231; publications: n=1,717.
Data Snapshots Think tank state of the sector 2023 49

Africa Africa Global

AVERAGE THINK
TANK AGE (YEARS) 23 31 EXPECTED STAFF GROWTH POLITICAL CONTEXT OUTLOOK

20%
COUNTRIES WITH 33%
THE MOST THINK TANKS 46%

55%
42 South Africa
47%

CITIES WITH THE

MOST THINK TANKS Grow Reduce Stay the same Will improve Will worsen No change

31 Nairobi

DESIRED COMPETENCIES Reported a

→ Management & leadership
(organisational and financial management,
33% worsening
legal context
team management and strategic partnerships)

Said their operational context

53% has become harder in the last year KEY POLICY ISSUES FUNDING CONTEXT OUTLOOK
→ Governance
(corruption, strengthening institutions,
and strengthening public trust)
AVERAGE FEMALE STAFF (%)
FEMALE LEADERSHIP (%) 33% 33%
MEDIAN MEDIAN KEY CHALLENGES
STAFF SIZE PUBLICATIONS
→ Financial issues & fundraising
(fundraising, project-based funding,

17 27
50
27
11 and limited funds)
→ Evidence use & decision-making
33%

19 14
23 (engaging with policymakers and
increasing evidence-informed decisions) Will improve Will worsen No change

Data is based on 230 African think tanks in the Open Think Tank Directory and 33 responses from African thinktankers to the 2023 OTT think tank survey.
Data Snapshots Think tank state of the sector 2023 50

Americas USA & Canada Latin America & the Caribbean Global

AVERAGE THINK
38 31 31
EXPECTED STAFF GROWTH 50% Reported a
worsening
41%
TANK AGE (YEARS)
Grow Reduce Stay the same media context

COUNTRIES WITH USA & Canada

THE MOST THINK TANKS
60% 40% POLITICAL CONTEXT OUTLOOK
460 USA
71 Brazil Latin America & the Caribbean Will improve Will worsen No change

44% 56%

CITIES WITH THE USA & Canada

MOST THINK TANKS
53% 47%
154 Washington, D.C. DESIRED COMPETENCIES
46 Buenos Aires → Management & leadership
(teamwork, and improving internal
46 Santiago de Chile capacity to respond to challenges)
Latin America & the Caribbean
→→ Strategy 14% 23% 63%
(context adaptation)
→ Networking & engagement

61%
(strengthening institutional partnerships)

Said their operational context → Research capabilities

(staff development)

60% has become harder in the last year

KEY POLICY ISSUES
FUNDING CONTEXT OUTLOOK
→ Environment/resources/ energy
(climate change and renewable energy) Will improve Will worsen No change
→ Defence/peace/security
AVERAGE FEMALE STAFF (%) (citizen security, violence,
FEMALE LEADERSHIP (%) and creating safer communities)
USA & Canada
MEDIAN MEDIAN KEY CHALLENGES
STAFF SIZE PUBLICATIONS 44% 31% 25%
→→ Financial issues & fundraising
(fundraising and limited funding)
72
21 18 51
35 37
50
27
17 9 → Political challenges
(polarisation, curtailing critical voices, and
restrictions to civil society and think tanks)
Latin America & the Caribbean

19 14
→ Evidence use & decision-making processes 21% 50% 29%
(enhance evidence-informed decisionmaking
in government)

Data is based on 530 active US & Canadian think tanks and 453 active Latin American & Caribbean think tanks in the Open Think Tank Directory and 16 and 46 responses (respectively) to the 2023 OTT think tank survey.
Data Snapshots Think tank state of the sector 2023 51

Asia
Eastern Asia South & South-Eastern Asia West & Central Asia Global

EXPECTED STAFF GROWTH POLITICAL CONTEXT OUTLOOK

AVERAGE THINK
TANK AGE (YEARS) 34 28 23 31
13%
22%
41%
53%

6%
65%

Grow Reduce Stay the same

Will improve Will worsen No change

COUNTRIES WITH
THE MOST THINK TANKS DESIRED COMPETENCIES
CITIES WITH THE
189 China MOST THINK TANKS → Human resources
(staff hiring and retention,
82 India 60 Beijing and capacity building)
FUNDING CONTEXT OUTLOOK
34 Saudi Arabia 49 New Delhi
33 Armenia 30 Yerevan
KEY POLICY ISSUES
11%
→ Trade/economics/finance
30%
(economic reform and
AVERAGE FEMALE STAFF (%)
economic policies)
FEMALE LEADERSHIP (%)
MEDIAN MEDIAN
59%
STAFF SIZE PUBLICATIONS
KEY CHALLENGES

67 22 57
46 50
27
17 15 → Political challenges
(political polarisation,
restricted civic space, and policies

12 19
24 23
8
22
12 14 curtailing think tank activities) Will improve Will worsen No change

Data is based on 363 active Eastern Asian think tanks, active 295 South & South-Eastern Asian think tanks, and 248 active West & Central Asian think tanks in the Open Think Tank Directory and 62 responses from Asian thinktankers to the 2023 OTT think tank survey.
Data Snapshots Think tank state of the sector 2023 52

Europe West & Northern Europe South & Eastern Europe Global

Reported a
38%
AVERAGE THINK EXPECTED STAFF GROWTH
TANK AGE (YEARS) 34 27 31 worsening
Grow Reduce Stay the same media context
West & Northern Europe
COUNTRIES WITH
THE MOST THINK TANKS 51% 3% 46%
POLITICAL CONTEXT OUTLOOK
188 Germany South & Eastern Europe

56 Spain 33% 67%

Will improve Will worsen No change

West & Northern Europe

CITIES WITH THE
MOST THINK TANKS 18% 38% 45%
DESIRED COMPETENCIES
113 London →→ Communications
(improving communications and marketing)
30 Madrid South & Eastern Europe

13% 61% 26%

KEY POLICY ISSUES
→ International affairs

40% Said their operational context

(strengthening international cooperation
and the changing geopolitical climate)

49%
→ Environment/resources/energy
has become harder in the last year (climate change, energy security FUNDING CONTEXT OUTLOOK
and environmental protection)
→ Social policy
(social protection, inequality, Will improve Will worsen No change
AVERAGE FEMALE STAFF (%) and poverty reduction)

FEMALE LEADERSHIP (%)

West & Northern Europe
KEY CHALLENGES
MEDIAN MEDIAN
STAFF SIZE PUBLICATIONS → Governance & management 18% 62% 21%
(engaging policymakers and politicians,
staff turnover, organisational growth,

22 12 52
29
52
29
50
27
22 8 and organisational strategies)
→ Governance & management
(engaging policymakers and politicians)
South & Eastern Europe

19 14 → Domestic economic difficulties

(inflation and the rising cost of living)
19% 47% 34%

Data is based on 719 active West & Northern European think tanks and 369 active South & Eastern European think tanks in the Open Think Tank Directory and 48 and 41 responses (respectively) to the 2023 OTT think tank survey.
Data Snapshots Think tank state of the sector 2023 53

Oceania Oceania Global

COUNTRIES WITH CITIES WITH THE AVERAGE THINK

THE MOST THINK TANKS MOST THINK TANKS TANK AGE (YEARS)

63 Australia 17 Sydney DESIRED COMPETENCIES EXPECTED STAFF GROWTH

17 Melbourne 30 31 → Leveraging international Mixed responses
& national partnerships → Those planning to grow intend to hire
→ Digital audience engagement specialised staff and undertake new projects
→ Those planning to downsize aim to
concentrate on their core competencies

KEY POLICY ISSUES POLITICAL CONTEXT OUTLOOK

→ Economic issues → Positive assessment of 2022–2023 period
→ Foreign policy due to government changes and sympathetic
view of collaborations with think tanks
→ International trade policy
→ Negative forecast for the year ahead, with
some reporting ineffective governance and
possible political polarisation

AVERAGE FEMALE STAFF (%)

FEMALE LEADERSHIP (%)

MEDIAN MEDIAN KEY CHALLENGES FUNDING CONTEXT OUTLOOK

STAFF SIZE PUBLICATIONS → Reduced internal funding Mixed responses
→ Tightening international laws → Those with a positive outlook perceived

16 53
26
50
27
10 → Staff retention
→ Increased pace of delivery
their research topics as being in
alignment with the national agenda

19 14
→ Those with a negative outlook
→ Changes in online audience anticipated a worsening economic
engagement context due to changes in trade policies

Data is based on 85 active Oceanian think tanks in the Open Think Tank Directory, 4 responses to the 2023 OTT think tank survey, and qualitative insights based on those responses.
Annexes
 Annexes Think tank state of the sector 2023 55

Annex 1. Survey
PERSONAL AND ORGANISATIONAL PROFILE

1. Which of the following best 3. What is your gender? 7. When was the organisation
describes the division/area you work • Male founded?
in within your organisation? • Female • Founded in or before 2000
Select the most suitable answer • N/A • Founded after 2000
from the options given below.
4. In which country is your 8. What was the organisation’s
• Research (e.g. analyst, research
organisation based? turnover in 2022?
coordinator, research fellow)
• Governance & management (e.g. Amount of money received/
5. What is the gender of the leader/
director, board member, manager) generated by the organisation in the
director/chief executive?
• Communications ( e.g. last year (in USD; converted using
communications head, editor, • Male the official exchange rate on 31 Dec
communicator) • Female 2022).
• Other organisational divisions • Both (if a joint leadership)
• Less than 500k
(e.g. Finance, HR, IT) • N/A
• Over 500k
• External engagement (e.g. advisor, • N/A
consultant) 6. How is the organisation registered?
• For-profit
2. Which of the following best • Government
describes your position within your • Non-profit
organisation? • University institute/centre
Select the most suitable answer • Other
from the options given below.
• Board member (e.g. president
of the board, member)
• Senior level (e.g. CEO, director,
senior executive)
• Mid-level (e.g. project manager,
research analyst)
• Entry level (e.g. junior manager,
project officer)

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 Annexes Think tank state of the sector 2023 56

SURVEY QUESTIONS

1. Reflecting on the last 12 months, did 6. Reflecting on the last 12 months, has 10. What are the key reasons that make 15. Why do you think your organisation
the think tank funding context in the legal framework for think tanks you think that the funding context in will grow/reduce/stay the same?
your country change? If so, how? in your country experienced any your country will worsen/ improve? What is the biggest contribution
• No change changes? factor for the growth or reduction (in
11. How do you foresee the political
• It has worsened • No change staff numbers) within your think tank?
context in your country in the year
• It has improved • It has worsened
ahead? 16. What do you see as the most
• It has improved
2. What are the key reasons that make • No change pressing policy issues that research
you say that the funding context in 7. What are the key challenges your • Negative, the context will worsen can help to address in your country?
your country worsened/improved? organisation has faced over the last • Positive, the context will improve
12 months?
3. Reflecting on the last 12 months, did 12. What are the key reasons that makes
Please list both internal and external
the political context in your country you say that the political context in
challenges.
change? If so, how? your country will worsen/ improve?
• No change 8. Overall, and reflecting on the last
13. What organisational competencies
• It has worsened 12 months, would you say it has
does your organisation need to
• It has improved become easier or harder for your
invest in to deal with its context and
think tank to operate?
4. What are the key reasons that make challenges?
• No change
you say that the political context in
• Harder 14. In terms of staff, is your think
your country worsened/improved?
• Easier tank planning to grow (in terms of
5. Reflecting on the last 12 months, has increased staff numbers), reduce, or
9. How do you foresee the funding stay the same in the year ahead?
the media in your country changed?
context in your country in the year
(Media freedom, plurality, quality of • Grow
ahead?
the debate, etc.) • Reduce
• No change • Stay the same
• No change
• Negative, the context will worsen • Don’t know/can’t say
• It has worsened
• Positive, the context will improve
• It has improved

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 Annexes Think tank state of the sector 2023 57

Annex 2. Personal and organisational profiles of respondents

Chart 25 Chart 27 Chart 29

SENIORITY OF RESPONDENT GENDER OF RESPONDENT DATE FOUNDED

Board member (e.g. president

9%
of the board, member)
Male 57% Founded in or 33%
Senior level (e.g CEO, before 2000
64%
director, senior executive)

Mid-level (e.g. project

23%
manager, research analyst)
Female 43% Founded 67%
after 2000
Entry level (e.g. junior
4%
manager, project officer)

n=251 n=251 n=232

Note: These are unweighted results. Note: These are unweighted results. Note: These are unweighted results.

Chart 26 Chart 28 Chart 30

ORGANISATIONAL AREA OF RESPONDENT GENDER OF LEADER TURNOVER

Research 35%
Male 62%
Above 54%
Other areas USD 500k
4%
(e.g. Finance, HR, IT)

Governance &
49% Female 31%
management

External engagement
2% Below
(e.g. advisor, consultant) 46%
USD 500k
Both (if a joint 7%
Communications 10% leadership)

↑ Table of n=251 n=241 n=181

contents Note: These are unweighted results. Note: These are unweighted results. Note: These are unweighted results.
 Annexes Think tank state of the sector 2023 58

Annex 3. Margins of error for comparison variables

Frequency Margin of error
Overall Overall 250 6.0%
Region Africa 33 17.0%
Asia 62 12.3%
South & Eastern Europe 41 15.2%
West & Northern Europe 48 14.0%
Latin America & the Caribbean 46 14.4%
USA & Canada 16 24.4%
Oceania 4 49.0%
Organisational area Communications 24 19.9%
of respondent
Governance & management 124 8.6%
Other 15 25.3%
Research 88 10.3%
Seniority Board 23 20.4%
of respondent
Entry/mid-level 67 11.9%
Senior 161 7.5%
Gender of respondent Female 107 9.3%
Male 144 8.0%
Turnover Unknown turnover 70 11.6%
Below USD 500k 83 10.6%
Above USD 500k 98 9.8%
Founding date Unknown founding date 19 22.4%
Founded pre-2000 156 7.7%
Founded post-2000 76 11.1%
Business model Alternative business model 56 13.0%
Non-profit 195 6.8%
Gender of leader N/A 10 31.0%
Both (joint leaders) 17 23.7%
Female 75 11.2%
Male 149 7.9%
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 Annexes Think tank state of the sector 2023 59

Annex 4. Respondents’ countries

Africa 33 Asia 62 South & Eastern Europe 41 West & Northern Europe 48 Latin America
& the Caribbean 46
Benin 1 China 1 Bosnia and Herzegovina 1 Austria 1
Argentina 2
Hong Kong 1 Bulgaria 2 Belgium 8
Ethiopia 1 Bolivia 3
Japan 2 Croatia 1 Denmark 3
Ghana 1 Brazil 5
South Korea 1 Czech Republic 1 Estonia 1
Guinea-Bissau 1 Chile 2
Bangladesh 1 Greece 1 Finland 1
Kenya 4 Colombia 6
Cambodia 1 Hungary 2 France 4
Costa Rica 1
Morocco 1 India 9 Italy 4 Germany 5
Curacao 1
Nigeria 5 Indonesia 3 Kosovo 2 Ireland 1
Dominican Republic 1
Lao People’s Macedonia 3 Lithuania 1
Senegal 1 1
Democratic Republic Ecuador 1
Moldova 1 Luxembourg 1
Somalia 4 Malaysia 6 El Salvador 2
Poland 2 Netherlands 4
South Africa 2 Myanmar 1 Guatemala 2
Portugal 1 Norway 2
Swaziland 1 Nepal 3 Haiti 1
Romania 3 Switzerland 1
Pakistan 4 Honduras 1
Tanzania 3 Serbia 5 United Kingdom 15
Philippines 1 Jamaica 1
Tunisia 1 Slovakia 1
Singapore 1 Mexico 6
Uganda 3 Spain 10
Sri Lanka 3 Panama 1
Ukraine 1
Zambia 1 Thailand 2 Paraguay 2
Zimbabwe 3 Afghanistan 1 Peru 3
Armenia 6 Uruguay 3
Azerbaijan 3 Venezuela 2
Georgia 4
Israel 1 USA & Canada 17
Jordan 1 Canada 2
Kazakhstan 1 United States of America 15
Lebanon 1
Qatar 1 Oceania 4
Turkey 2 Australia 4

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Credits
Editing and proofreading:
Sophie Gillespie

Design and typesetting:

Magda Castría

Advice and commentary:

Louise Ball, Emma Broadbent
& Enrique Mendizabal

Production coordination:
Syranno Baines