grantees\u2019 work and relevance through the networks they share<\/a>.\u00a0<\/span><\/p>\nA key characteristic of these funders is that supporting the think tank is an objective in of itself. Their theory of change is simple: the likelihood that their values will inform decisions will increase if more organisations adhere to them.\u00a0<\/span><\/p>\nArchetype 2: Technical cooperation \u2013 Pathways, processes, and proof<\/b><\/h3>\n
These funders, often bilateral or multilateral cooperation and more technocratic foundations, operate under a different set of pressures and guidelines. For bilateral or multilateral funders, their primary audience is not just the grantee, but the public treasuries that fund them; for technocratic foundations, there are increasing layers of oversight and advice that demand evidence to demonstrate a return on investment.<\/span><\/p>\n\n- Operating within strict(er) frameworks:<\/b>\u00a0Their work is guided by specific objectives (sectoral or geographical), impact frameworks, indicators that must be reported against and a greater concern for the wider sectors in which they operate. As one funder explained: <\/span>\u2018We ourselves have\u2026 a project ourselves. We also have an impact matrix. We also have to fulfil indicators, and we also have an impact logic and have to assess impact and report to the ministry about it.\u2019<\/span><\/i> Their own project logic dictates which think tanks and initiatives they can support. Another funder explained that their mandates come from either sectoral (e.g. climate change, economic development, education) or geographical (e.g. Latin America or West Africa) programmes and therefore funding decisions are subject to those programmes\u2019 objectives.\u00a0<\/span><\/li>\n
- Outcomes are the new outputs: <\/b>There is a clear and welcome shift away from simply counting publications and towards documenting outcomes. One agency defines an outcome as <\/span>\u2018an observed change influenced by the research partner in changes in behaviour, actions, relationships, policies, programmes or technology.\u2019<\/span><\/i>\u00a0<\/span><\/li>\n
- Ex-post assessments:<\/b> Where political philanthropists seem relatively satisfied with a much lighter-touch ex-post assessment of their grantees\u2019 impact, technocratic funders require ex-post demonstration of a plausible link of \u201ccontribution\u201d or even \u201cattribution\u201d between the think tank\u2019s work and a real-world change.\u00a0<\/span><\/li>\n
- Defined impact pathways:<\/b>\u00a0Impact is often categorised into levels. One agency, for instance, looks for three tiers: contribution to decision-making (e.g., publications influencing debates), strengthened relationships (e.g., new partnerships with policymakers), and, most ambitiously, the co-creation of solutions between think tanks and decision-makers.<\/span><\/li>\n
- \u2018Stories of change\u2019 as advocacy tools:<\/b>\u00a0Beyond the data, these funders increasingly value compelling narratives that demonstrate why their investment matters. A single story about a community paralegal, for example, can resonate more strongly than a statistic about training hundreds of people. As one funder put it, these <\/span>\u201cimpact stories\u201d<\/span><\/i> help to <\/span>\u201ccontextualise the hard impacts of the research\u201d<\/span><\/i> and make the case for continued investment.<\/span><\/li>\n<\/ul>\n
This archetype relies on more formalised channels: interim and final reports are crucial, but they also monitor grantees through their websites, newsletters, and social media presence. A well-maintained digital footprint is often seen as a marker of credibility.<\/span><\/p>\nAcross all of these funders, we found a growing tension: between what the individual programme officers know (e.g. that change is unpredictable, think tanks should decide how best to use the resources, learning is more important than impact, etc.) and what their organisations demand (e.g. a focus on pre-defined outcomes, a demand for increasingly elaborate MEL frameworks, etc.).<\/span><\/p>\nNavigating the divide: What does this mean for think tanks?<\/b><\/h3>\n
Neither approach is inherently \u201cbetter\u201d – they serve different types of funders, although some think tanks do ask \u2018which is <\/span>better for us<\/span><\/i>?\u2019. They serve different purposes and respond to different institutional needs. Think tanks need to be aware of these.\u00a0<\/span><\/p>\nThe crucial questions for think tanks are: <\/span><\/p>\n\n- Are they tailoring their impact communication to the right audience?\u00a0<\/span><\/li>\n
- Are they spending months developing a complex MEL framework for a political philanthropist who would rather have a 45-minute phone call to catch up on their progress?\u00a0<\/span><\/li>\n
- Or are they relying on a strong personal relationship with a programme officer at the funder who, ultimately, needs a documented \u201cstory of change\u201d and report to feed into their own reporting system?<\/span><\/li>\n<\/ul>\n
The challenge is not only to become bilingual (or trilingual) to understand the language, motivations, and pressures of each funder, but also to recognise the trade-offs each relationship entails and how to keep a balance. <\/span><\/p>\nPolitical philanthropists may offer flexibility and long-term commitment, but often provide less funding and expect strong ideological alignment, which can compromise intellectual autonomy and reduce think tanks\u2019 room for manoeuvre in complex political environments. Technocratic funders, on the other hand, sometimes demand more rigid frameworks, yet are less concerned with ideology, which creates the space for think tanks to pivot when contexts shift. Navigating this balance is as important as learning to adapt to different languages and cultures when traveling.<\/span><\/p>\nFunders, too, can draw lessons from these contrasting approaches. A sound theory of change begins with investing in people and organisations, not just projects. Prioritising support over measurement frees up resources that would otherwise be consumed by monitoring, evaluation, and reporting, enabling think tanks to focus on their core work. It also repositions MEL as an internal tool for strengthening strategic planning and organisational performance, dimensions that are often underestimated but critical for long-term effectiveness.<\/span><\/p>\nUltimately, the eternal debate is not about adopting the perfect metric or framework, but about recognising these trade-offs, learning from each other, and fostering conversations that strengthen both the evidence base and the organisations that produce it.<\/span><\/p>\n
\nTo organise the sources, assist in structuring the findings and sharpening the contrasts presented here, we used NotebookLM, an AI-powered tool <\/span><\/i>that summarises uploaded sources, makes connections, and provides precise citations, powered by Gemini models.<\/span><\/i><\/p>\n","protected":false},"excerpt":{"rendered":"The eternal debate about \u2018impact\u2019 is a familiar one for any think tank leader. Think tanks invest significant time, energy, and resources into monitoring, evaluation, and learning (MEL) efforts, striving to document and communicate their value. But, when it comes to impact, are think tanks always speaking a language their funders understand, or even want […]<\/p>\n","protected":false},"author":30,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"tags":[3725,233,196,182],"class_list":["post-2852993","post","type-post","status-publish","format-standard","hentry","tag-advisory-programme","tag-impact","tag-leadership","tag-monitoring-and-evaluation","article-types-opinion","article-types-research","people-camila-ulloa-torres","people-enrique-mendizabal","series-mel-for-think-tanks","theme-communications","theme-funding-and-support-think-tanks","theme-understanding-think-tanks"],"acf":[],"_links":{"self":[{"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/posts\/2852993","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/users\/30"}],"replies":[{"embeddable":true,"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/comments?post=2852993"}],"version-history":[{"count":4,"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/posts\/2852993\/revisions"}],"predecessor-version":[{"id":2853068,"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/posts\/2852993\/revisions\/2853068"}],"wp:attachment":[{"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/media?parent=2852993"}],"wp:term":[{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/onthinktanks.org\/wp-json\/wp\/v2\/tags?post=2852993"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}