Empowering youth: Building and managing effective think tank

Empowering youth

Building and managing effective think tank

Empowering youth

Building and managing effective think tank

Title: Empowering youth: Building and managing effective think tank

Authors: Katarzyna Żelek, Piotr Jaros, Daryna Kupriianova

Copyright © by autors, 2024

“Think Tank - chance for Youth” logo author: Wiktor Oleś

Cover design, interior design and book implementation

author: Wiktor Oleś

ISBN: 978-83-970707-8-3

License: CC-BY 4.0

The publication was produced as part of the “Think Tankchance for Youth” project, under the honorary patronage of: the Vice-Rector for Education and Students of the University of Silesia in Katowice

the Mayor of Katowice

the President of Bytom

the Chair of the Management Board of Metropolis GZM

Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them.

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INTRODUCTION

Welcome!

Welcome to our comprehensive guide designed for those interested in establishing or enhancing a youth think tank.

This eBook delves into the strategic nuances and practical steps necessary to create a vibrant platform where young people can actively participate in shaping their futures and contribute meaningfully to societal discussions. This guide is tailored for young leaders, educators, policy makers, and anyone passionate about youth engagement and development. Whether you are looking to start a new think tank or enhance an existing one, this eBook provides the tools and knowledge to empower youth and make a lasting impact in their communities and beyond.

We combine theoretical frameworks with practical examples, ensuring readers can relate concepts to real-world applications. Interactive elements like infographics and case studies make the learning experience engaging and insightful.

Join us in empowering the next generation of leaders and thinkers. This eBook is more than just a manual; it’s a roadmap to activating youth potential and driving change through thoughtful engagement and strategic action

Project background

The project, initiated under the international partnership in the frame of Erasmus+ Key Action 2: Strategic Partnerships, aims to significantly increase the real impact of youth on societal realities over medium and long-term perspectives. The strategy involves building youth think tanks in Europe as platforms for young people to actively participate in civic processes, make real decisions about their future, and address issues that often overlook the youth's position yet significantly impact them.

New Type of Youth Organizations

In collaboration with partners from the Czech Republic and Greece, the project sets out to develop youth organizations of a new type. These think tanks are envisioned as hubs where young people, supported by experts, take the lead in strategy and analysis, crafting development strategies for their regions and, collectively, for Europe This approach represents a paradigm shift in engaging young people in democracy, emphasizing their role as decision-makers.

Inclusion and Anti-Discrimination

A critical aspect of the project is its focus on inclusivity and addressing the marginalization of certain youth groups. Recognizing that social stratification often limits the reach of new democratic participation supports mainly to more affluent youth, the project incorporates methods of inclusion and anti-discrimination from the outset. The goal is to ensure a more representative cross-section of young people in European democracy.

Outcomes and Multiplication

The primary outcome of this initiative is the establishment of new think tank units led by young people, dedicated to developing long-term strategies and promoting youth participation at regional and international levels. These think tanks are not end goals but starting points for multiplying similar initiatives through educational tools, including a manual of good practices, an online course, and study visits. Additionally, the project seeks to develop innovative solutions for including youth with fewer opportunities in democratic processes.

Partnership

I. ANALYZING NEEDS AND DEFINING PURPOSE

Identifying Need

Youth Voice in Community and Future

Young people should have a bigger say in their communities and the future. They should be more involved in making decisions that affect them. Right now, they can join groups like youth councils, but these are mostly for local issues. We need to help young people get involved in bigger, regional problems and stay involved for a longer time, not just for short projects.

The share of young people in the EU’s population fell from 18.4% in 2010 to 16.3% by 2021, with projections indicating a further decline to 14.9% by 2052 ("Young people in Europe – a statistical summary 2022," page 8)(1). This demographic trend highlights the urgent need to engage the remaining young population in civic life actively, utilizing their insights and energy for societal development.

(1) https://pjp-eu.coe.int/documents/42128013/47261884/EUYD+Inclusion+paper++full+report.pdf/d8de4ec9-2ce2-121e-3685-db7c0c6e0e99?t=1679063440763

THINK TANK - CHANCE FOR YOUTH

Talking to Experts and Each Other

It's hard for young people to talk to experts or get their voices heard beyond school. They often only get to talk about these big issues when they are in college, and even then, it is limited by what they are studying or how much money they have. We need better ways for young people to share their ideas and learn from experts, not just in politics but in all areas of life. Right now, not enough young people get to share their ideas with politicians or public institutions, which makes it hard for their real needs to be understood and met.

The 2021 Youth Survey (2) indicates a high level of interest among young Europeans in politics, with 85% discussing politics with friends or relatives and a majority feeling they understand their national government's workings. Despite this interest and understanding, many young people feel they lack influence over significant decisions affecting them, highlighting a disconnect between their engagement in political conversations and their perceived impact on decisionmaking processes. This sentiment is more pronounced at the national (40%) and EU levels (30%) compared to local government (47%).

This is Martin, an ordinary boy like you and me. Like everybody else, he is dreaming about changing the World and bring something ingenious to allow the global societal prosperity. The problem is: does his voice matter? How can he make his voice hearable? Does he perceive his social role in an appropriate well? Let’s help Martin clarify the aforementioned issues together)

(2) https://data.europa.eu/en/publications/datastories/understanding-youthengagement-europe-through-open-data

These findings underscore the need for creating better ways for young people to share their ideas and learn from experts in all life areas.

It seems to us that the Youth Manifesto may be the first key-solution to Martin’s struggles…

The Youth Manifesto! (3) emphasizes the importance of including young people in decision-making and ensuring their perspectives influence policies across all areas. It highlights the necessity for structured mechanisms to incorporate young people's insights and ensure their needs are addressed in policy development. Moreover, the document advocates for sufficient and sustainable funding for youth organizations, recognizing their role in facilitating young people's engagement in civic activities and providing platforms for dialogue with experts and public institutions.

Learning to Lead in Non-political Ways

There is not enough support for young people to learn how to lead in areas that are not about politics. For example, youth councils need more help to do more than just local projects. We also need to make sure young people who work in nonprofits, volunteer groups, or public institutions get the training they need to do a good job.

(3) https://data.europa.eu/en/publications/datastories/understanding-youthengagement-europe-through-open-data

“To share one’s opinion with the outer World, one is supposed to be a leader. A leader is a politically engaged individual, is he not? And what if not?” - thinks Martin to himself.

The "Flash Eurobarometer 502: Youth and Democracy in the European Year of Youth" (4) highlights that a majority of young people have participated in at least one form of political or civic activity, demonstrating a willingness to engage and potentially lead in various capacities (Section 2.2). However, the reasons for not participating indicate barriers that could be mitigated through targeted support and training in leadership skills.

The interest in participating in a wide range of activities, including meet-ups, exchanges, workshops, and training sessions (Section 1.3), points to a desire among young people to develop skills and engage in experiences that are not solely political in nature. This interest could be leveraged to offer leadership development opportunities that cater to these diverse areas of engagement.

(4) https://europa.eu/eurobarometer/surveys/detail/2282

Making Sure Everyone is Included

One big problem is that not all young people get the same chances to be involved in making decisions. This is especially true for young people who don't have as many opportunities because of where they come from or how much money their families have. We need to find ways to make sure everyone is included and can share their ideas.

Do social backgrounds matter? Martin’s parents have divorced two years ago, his mother and he live in a scrutiny since then. Did I mention, that his parents are from another country? Can you imagine difficulties of integration in a new society? Well, he definitely can… But, what brilliant creative solution can he find for every issue up and down?! He wrote a novel about a brave cat, who saved a mouse from the cage just to raise money, and to help his classmate pay for medical treatment last summer! He made a model of a bike, which will help children learn riding cycle independently… in case, if there is another Martin, whose father left him… He draws so well, that bright pictures of his inspire old people to believe in a new spring…Even though he does not speak a local language as good as he supposed to… the World has a right to hear him! He wants to be heard! He wants to make this society better, to make a place, which became a new home for him, more sustainable, friendly and attractive. How can we let Martin’s voice reach the World?

The "Young people in Europe – a statistical summary 2022” report identifies that 25.3% of young people were at risk of social exclusion in 2021, underscoring the need for policies and strategies that ensure inclusive participation of all young voices, particularly those from marginalized communities, in planning for the community and future ("Young people in Europe – a statistical summary 2022," page 22)

While more than half of upper secondary pupils in the EU were learning at least two foreign languages, indicating a foundation for global communication, the data also shows a gender disparity in early education leavers and tertiary education attainment. This suggests a need for diverse and inclusive educational pathways that encourage continued engagement and dialogue beyond formal education settings ("Young people in Europe – a statistical summary 2022," pages 12-13).

Helping Youth Groups Get Better

Lastly, many groups that could help young people don't have the support they need to be really good at what they do. These groups have the chance to make a big difference, but they need clearer goals and more support to really change things.

The Eurobarometer report (5) reveals that almost nine in ten young respondents (87%) have engaged in at least one political or civic activity, indicating a high level of interest and potential for involvement in youth groups focused on societal change (Section 2.2). Yet, barriers such as a lack of interest, understanding of issues, and feelings of being unheard by decision-makers deter engagement, highlighting the need for youth groups to provide clearer guidance and more engaging opportunities.

The survey identifies several barriers that prevent young people from participating in civic activities, including a basic lack of interest (15%), a belief that decision-makers don’t listen (13%), and a lack of understanding of the issues (11%) (Section 2.3).

(5) https://www.europarl.europa.eu/at-your-service/en/beheard/eurobarometer/youth-survey-2021

These barriers suggest that youth groups require support in creating more accessible and relevant platforms for young people to express their opinions and engage with societal issues effectively. Respondents emphasize the importance of forming one's own opinions and engaging in voluntary groups as markers of good citizenship, with mean scores of 8.1 and 6.0, respectively (Section 2.1). This indicates a recognition among young people of the value of active involvement in civic life, further underscoring the need to bolster youth groups as vehicles for such engagement

Define think tanks

Think tanks are organizations that do research and provide ideas and advice on specific subjects, like politics, economy, or society. They work to come up with solutions to big problems and suggest new policies or changes to existing ones. Think tanks can be found all around the world, and they play a crucial role in shaping the decisions that affect everyone's lives.

When it comes to empowering youth, think tanks have a special role. They can help young people understand important issues, get involved in solving problems, and make their voices heard. Here's why think tanks are so important for youth empowerment:

Knowledge and Education: Think tanks create a lot of research and reports that can teach young people about important topics. By accessing this information, youth can learn about the world around them, form their own opinions, and get ready to take part in important discussions.

Skills Development: Being involved with a think tank, either by working for one, volunteering, or participating in their events, can help young people develop important skills. These include critical thinking, research, public speaking, and leadership. These skills are not only valuable for personal growth but also highly sought after by employers.

Influencing Policy: Think tanks often have connections with policymakers and government officials. They use their research to suggest changes in laws or policies By being part of a think tank, young people can have a direct impact on the decisions that affect their futures.

Creating a Platform for Youth: Some think tanks focus specifically on issues that are important to young people. These think tanks give youth a platform to express their views and work on solutions to their problems. This can be especially powerful in places where young people's voices are often overlooked.

Networking Opportunities: Think tanks bring together experts, policymakers, and passionate individuals from various fields. For young people, this is a great opportunity to meet mentors, find like-minded peers, and build a network that can support their future careers and endeavors.

Encouraging Civic Engagement: By engaging with think tanks, young people can become more involved in civic life. They learn the importance of participating in democracy, from voting to advocating for causes they believe in. This engagement is key to building a healthy, democratic society that listens to all its members, including the youngest ones

In conclusion, think tanks play a pivotal role in empowering youth by providing them with the knowledge, skills, and opportunities they need to shape their futures and the world around them. As we move forward, the connection between think tanks and young people will become even more important, making it crucial for these organizations to remain accessible, relevant, and responsive to the needs of the younger generation.

As a youth think tank, we are a group led by young folks who focus on studying issues and advocating for change. Our goal is to come up with new and creative ways to solve problems and impact policies that matter to both young people and society as a whole. We serve as a space where the energy, imagination, and viewpoints of young people are put to work to address today's challenges. We make sure that young voices are heard and play a key role in making decisions.

Wiktor Oleś SIPE Executive

Youth Think Tank vs. Youth City Council

By fostering a deep understanding of issues, providing professional development opportunities, and ensuring that young people's voices lead the policy agenda, youth think tanks represent a powerful complement to the existing ecosystem of youth engagement entities. Their unique contributions can enhance the collective effort to address the challenges facing young people and society as a whole.

Differences Similarities

Youth Empowerment: All aim to empower young people by giving them platforms to express their opinions, learn new skills, and contribute to societal change.

Engagement Opportunities: They provide opportunities for young people to engage in meaningful activities, including research, discussions, and projects.

Diverse Participation: They encourage participation from a wide range of young individuals, aiming for inclusivity and diversity in perspectives and contributions.

Primary Focus:

Youth Think Tanks: Specialize in conducting in-depth research and policy analysis to generate evidence-based solutions.

Operational Independence:

Youth Think Tanks: Often enjoy a degree of independence that allows flexibility in research and advocacy efforts

Method of Influence:

Youth Think Tanks: Influence policy through detailed research findings and evidence-based advocacy.

Defining Purpose

Youth think tanks could be useful structures for channeling the insights, innovation, and dynamism of the youth into meaningful contributions across various sectors. Here's how these entities serve as mechanisms for youth empowerment.

Sparking Change

At their core, youth think tanks believe young people are not just on the sidelines of policy but are key players in making policies. By diving into what their communities need, these think tanks help young people take charge of creating solutions. This means young people aren’t just talking about change – they're making it happen, pushing policies to focus more on what youth want and need.

Connecting Young People

These think tanks make sure there’s a clear line between what young people want and the people making decisions. They help set goals that are big but doable, making sure there’s a way for these ideas to really influence policies and bring about change. By bringing young people and decision-makers together, youth think tanks turn young people’s ideas into plans that those in power can get behind.

Making Sure Everyone’s Heard

From the start, these think tanks are all about including everyone. They make sure that a mix of voices, especially those often left out, are part of the conversation. This way, the work they do and the goals they chase reflect the true variety of what young people experience and care about, making their impact even stronger.

Specialized Focus on Research and Policy

Youth think tanks are all about digging deep into issues that matter to young people and society. They do a lot of research to really understand problems and come up with smart solutions. This means they can get to the heart of issues better than some other groups that might have to spread their attention across lots of different activities. Unlike broader youth councils or forums that might engage in a wide range of activities, youth think tanks concentrate on generating data, analyses, and policy recommendations This focus allows for a more in-depth understanding of issues, leading to more nuanced and effective solutions.

Independence and Flexibility

Youth think tank operate independently of governmental or organizational structures, granting them a degree of flexibility not always available to youth councils or NGOs tied to specific mandates or funding sources. This independence can empower think tanks to explore innovative ideas without being constrained by external agendas, allowing for truly youth-led advocacy and research.

Evidence-Based Advocacy

The core of a youth think tank's work is to influence policy through evidence-based research. This approach distinguishes them from other entities that might rely more on grassroots mobilization or general advocacy. By grounding their recommendations in solid research, youth think tanks can more effectively engage with policymakers and stakeholders, offering well-substantiated arguments for change.

Professional Development Opportunities

Participation in a youth think tank often involves a level of professional development that can be especially beneficial for young individuals looking to build careers in research, policy analysis, or advocacy. Members have the opportunity to develop specific skills related to data collection, report writing, and policy analysis that are highly valued in many professional fields.

Creating a Youth-Centric Policy Agenda

Youth think tanks are uniquely positioned to ensure that the concerns and priorities of young people are directly reflected in the policies they advocate for. Unlike some NGOs or forums that may serve broader constituencies, youth think tanks can focus specifically on elevating the voices and needs of young people, ensuring that their perspectives are central to the policy-making process.

Innovative Approaches to Engagement

Youth think tanks often use new and different ways to share their work and talk about issues, like social media or online forums. They can also organize events that bring young people and decision-makers together in fresh ways, which might not happen with more traditional groups.

Motivation for Youth Engagement in Think Tanks

Motivation drives young people to engage with think tanks, propelling them towards active participation in research, policy analysis, and advocacy. This motivation is crucial for sustaining involvement and ensuring that youth think tanks remain vibrant, innovative, and impactful.

II. PARTICIPANTS

Young leaders

Young leaders with experience could form a dynamic segment of potential participants for youth think tanks. The existing involvement of theirs in civic activities, leadership skills, and commitment to youth issues position them as invaluable assets.

By understanding their characteristics, motivations, and needs, think tanks can effectively engage and integrate these individuals into their operations, fostering an environment where young leaders can thrive and contribute to meaningful change.

Characteristics

These individuals have already dipped their toes in the waters of civic engagement, whether through NGOs, informal groups, youth councils, local governments, or other platforms. They bring a wealth of experience from these settings, having navigated the complexities of organizing, campaigning, or contributing to community projects

They exhibit strong leadership skills honed through their previous involvements. This includes the ability to inspire and mobilize peers, manage projects, and navigate the challenges that arise in activist or community settings.

A defining trait of this group is their commitment to issues affecting young people. They are driven by a desire to see tangible improvements in policies and practices impacting youth, ranging from education and employment to mental health and environmental sustainability.

Beyond just participating, they seek opportunities for personal and professional growth. They are individuals looking to expand their skills, knowledge, and influence, aspiring to roles where they can mentor others and become recognized experts in their fields of interest.

Needs

Clear opportunities for progression from participants to leadership or expert roles within the think tank are essential. They seek structured pathways that outline how they can grow and what milestones signify advancement. To effectively contribute and grow, they need access to resources such as research materials, funding for projects, and support from think tank staff and mentors.

Opportunities to influence policy, whether through direct advocacy, research dissemination, or engagement with policymakers, are crucial. They want platforms where their work and ideas can reach decision-makers and the broader community.

Recruitment Hints

Leverage existing networks within NGOs, local governments, and youth councils to identify potential young leaders who have demonstrated a commitment to civic engagement and youth issues.

Highlight the opportunities for personal and professional development that come with being part of a youth think tank. Emphasize the transition from active participation to mentorship and expert roles, appealing to their desire for growth.

Use social media and online platforms to reach young leaders actively discussing and engaging with societal issues. Tailored content that resonates with their experiences and aspirations can attract their interest.

Organize workshops and seminars on topics relevant to the think tank's focus areas. This not only serves as a recruitment platform but also allows potential participants to directly experience the value and impact of their involvement.

Provide examples of how think tank initiatives have influenced policy and brought about tangible changes. Young leaders are motivated by the prospect of making a real impact, and showcasing success stories can be a powerful recruitment tool.

For many young leaders, the chance to learn from established experts and eventually mentor others is highly attractive. Make mentorship opportunities a key part of your recruitment messaging.

Youth with Fewer Opportunities

Engaging youth with fewer opportunities in think tank activities presents a significant challenge but also a critical opportunity for enhancing representativeness and participation. Understanding the unique characteristics, motivations, and needs of this group is the first step towards developing effective strategies for their inclusion. By creating an inclusive environment, offering targeted support, and leveraging partnerships, think tanks can ensure that these young people not only participate but thrive and contribute valuable perspectives to the think tank's work.

Characteristics

This group includes young people facing various barriers to full participation in social, civic, and educational activities. These barriers may be economic, social, or health-related, impacting their access to opportunities

Economic Challenges

Young individuals from low-income families who may struggle with accessing resources that facilitate engagement in youth activities or think tank participation.

Social Barriers

This includes youth from marginalized communities, refugees (with a significant focus on integrating young Ukrainians into youth activities), and those facing discrimination or social exclusion.

Health-Related Issues

Many young people are still dealing with the mental health effects of the pandemic, which can hinder their ability to engage in community and civic activities.

Needs

Young people with fewer opportunities are motivated by the desire to be included, heard, and to contribute to discussions and decisions that affect their lives and communities.The opportunity to be part of a supportive community that understands and addresses their unique needs is highly motivating.

Efforts to reach and engage this group must be intentional, with strategies designed to overcome the specific barriers they face. This might include providing financial assistance, accessible venues, or digital platforms for those who cannot attend in person.

Creating spaces where these young people feel valued, respected, and included is essential. This involves sensitivity to their experiences and an openness to adapting activities to be more accessible.

Offering mentorship from individuals who understand their challenges can provide the encouragement and guidance needed to fully engage in think tank activities.

Recruitment Hints

Partner with organizations already working with these groups to facilitate introductions and build trust.

Offer various ways to participate. This could include remote participation options or flexible scheduling.

Clearly communicate how involvement in the think tank can directly benefit them, whether through skill development, networking, or influencing policies that impact their lives. Ensure practical support, such as language translation services or logistic help

Ensure that your think tank has a clear inclusion policy that is legally sound, protecting the rights and dignity of all participants. This policy should outline your commitment to creating a safe, welcoming, and equitable environment for everyone, especially those from marginalized backgrounds. To help you get started, consider using our inclusion policy template. This template offers a comprehensive guide to creating an environment that not only respects the legal rights of participants but actively promotes their inclusion and engagement.

Inclusion Policy template

The School Environment

Engaging school-aged youth in youth think tanks offers a valuable opportunity to tap into the dynamism and diversity of the school environment. By strategically partnering with educational institutions and designing activities that resonate with the interests and schedules of students, think tanks can effectively include young people in their efforts. This not only enriches the think tank's work with fresh perspectives but also empowers students to become active, informed participants in civic life from an early age.

Characteristics

School-aged youth represent a broad cross-section of young people, making schools ideal for achieving good representation in youth think tanks. Being already assembled in an educational setting, these young people are more accessible for initiatives related to think tanks Schools provide a structured environment where youth can be easily reached and engaged.

Needs

Schools are melting pots of diversity, providing a broad representation of youth from different backgrounds. Engaging with school-aged youth ensures that the think tank's initiatives reflect a wide range of perspectives, enhancing the relevance and inclusivity of its work. Schools offer an existing structure for engagement, with built-in networks of students, educators, and administrators. Utilizing this structure can facilitate easier and more effective outreach and involvement in think tank activities.

Recruitment Hints

Develop partnerships with schools to facilitate workshops, seminars, and think tank activities that align with the educational curriculum or extracurricular interests of students.

Utilize existing school networks and clubs, such as debate teams or environmental clubs, as entry points for introducing think tank initiatives and recruiting interested students

Clearly articulate how participation in the think tank provides educational benefits, such as practical application of learned skills, exposure to real-world issues, and opportunities for personal development.

Involve teachers and school administrators in the recruitment process. Their endorsement can lend credibility to the think tank's efforts and encourage student participation.

Design programs and activities specifically tailored to the interests and academic schedules of school-aged youth. Ensure that these initiatives are flexible enough to be integrated into the school calendar without overwhelming students

Youth City Councils

Members of Youth City Councils could be involved in youth think tanks, offering avenues for direct application of research and policy recommendations in local governance. By fostering partnerships and facilitating council members' active participation in think tank activities, think tanks can ensure that their work directly informs decision-making and political action, leading to tangible improvements in policies affecting young people.

While some members may engage with think tanks in a partnership capacity, benefiting from expert actions and analytical work to inform their decision-making, others may directly participate in the think tanks' activities, especially those with a keen interest in deepening their expertise or leadership skills.

Characteristics

Members of Youth City Councils are already actively engaged in civic and political processes at the local level. They have experience in decision-making, understanding community needs, and advocating for youth interests.

These young councilors stand as potential partners for youth think tanks, ready to act on expert analysis and incorporate it into political actions and decisions. Their involvement signifies a bridge between youth-led research and policy implementation.

Needs

Youth City Council members need timely, relevant, and accessible research and data to inform their decision-making processes. Building connections with experts, other youth leaders, and stakeholders is important for Youth City Council members. They seek to increase their visibility and influence within local governance and the broader community.

Beyond identifying problems and proposing solutions, Youth City Council members need support in implementing changes, including strategies for navigating bureaucratic processes and engaging with other decision-makers and the community.

Recruitment Hints

Utilize formal channels and meetings to present the value of the think tank.

For council members interested in a more hands-on role, clearly outline the pathways for involvement in think tank activities, emphasizing opportunities for skill enhancement and leadership development

Demonstrate previous activities where youth think tank research has influenced policy decisions, underscoring the practical impact of their work on local governance and youth advocacy.Propose specific projects or initiatives that require joint efforts from Youth City Councils and the think tank, fostering a partnership that benefits both parties and addresses common goals.

Young Experts

Engaging young experts by meeting their needs and leveraging their unique skills and motivations can significantly enhance the think tank's work on youth issues, ensuring that solutions are both innovative and grounded in the latest academic research.

Characteristics

This group consists of highly motivated students and earlycareer researchers from universities and analytical centers. Young experts are characterized by their desire to apply academic research and theories directly to real-world problems affecting youth. They seek to bridge the gap between academia and practical implementation. These individuals often bring fresh perspectives and innovative approaches to addressing youth issues Their academic training enables them to approach problems with a critical eye and propose evidence-based solutions.

Needs

Young experts seek platforms where they can apply their research and theories in practice, particularly in areas that directly impact youth. They value the opportunity to work alongside practitioners, policymakers, and other stakeholders to ensure their research is grounded in practical realities and can lead to tangible change. To continue their work, young experts need access to academic journals, databases, and other research resources that might be beyond their individual or institutional capacity.

They seek platforms that provide visibility for their work and recognition of their contributions to the field, enhancing their academic and professional profiles.

Recruitment Hints

Demonstrate how the think tank successfully translates research into action, emphasizing projects or policies influenced by academic work

Advertise workshops, seminars, and networking events hosted by the think tank that cater to the professional development needs of young researchers.Offer platforms for young experts to publish their findings or present their work, providing valuable recognition and visibility.

Decision-Makers

Engaging decision-makers is essential for ensuring that the research and advocacy efforts of youth think tanks translate into real-world changes and improvements in youth policies and initiatives.

Characteristics

Decision-makers hold positions within organizations, governments, or institutions where they have the authority to make changes, implement policies, and influence outcomes on various levels. Decision-makers value research and evidence that can substantiate the need for change or the implementation of new policies.

Needs

Decision-makers require detailed strategies and analyses that offer a roadmap for action, including potential outcomes and mitigation strategies for risks.

To change attitudes and garner support for initiatives, decision-makers need effective communication channels that allow for clear, persuasive messaging to a wide range of stakeholders

Recruitment Hints

Propose customized research services or policy analyses to decision-makers, directly addressing their current challenges or areas of interest.

Create opportunities for decision-makers to engage directly with young researchers and activists, fostering a dialogue that can enrich their understanding and approaches to youth policies.Share success stories and case studies where decisionmakers have effectively used insights from think tanks to implement successful initiatives, showcasing the potential for positive impact.

Youth Workers

Engaging with professionals who work directly with youth could be important. Youth think tanks can support these key influencers in fostering an environment that truly empowers and supports young people's development and engagement in societal issues.

Characteristics

These individuals interact with young people on a daily basis, whether in educational settings, through NGO programs, or in other capacities that focus on youth development and support.

They play a significant and influential role in shaping the perspectives, skills, and development of young people, guiding them through learning experiences and personal growth opportunities. Many are passionate advocates for youth empowerment, actively seeking resources, tools, and platforms that can enhance their work and positively impact the lives of the young people they serve.

Needs

Opportunities for their own professional growth, including workshops, training, and networking events that keep them updated on best practices in youth engagement and development.

Channels to collaborate with peers, share experiences, and learn from others working in similar fields

Assistance in applying new ideas and research findings in their work with youth, including pilot projects, toolkits, and guidance on best practices.

Recruitment Hints

Emphasize how collaboration with a youth think tank can enrich their work, providing them with research and innovative tools to better support the youth they work with.

Create forums and networking events that allow these professionals to connect with others in the field, fostering the community of practice that supports collective learning and collaboration.

Experts

Engaging academic and analytical center experts in youth think tank activities not only enriches the think tank's work with depth and credibility but also ensures that efforts to address youth issues are informed by comprehensive research and expert insights.

Characteristics

These are professionals with deep knowledge in their respective fields, often engaged in advanced research, teaching, and publication.

Many have a keen interest in connecting academic research with policy-making processes, aiming to ensure that policies affecting young people are grounded in solid evidence and scholarly insight.

Needs

Contribute their expertise to policy development processes, ensuring that policies affecting young people are informed by the latest research and best practices. Opportunities to mentor and interact with young researchers, sharing their knowledge and fostering the next generation of scholars and policy analysts.

Recruitment Hints

Present opportunities for joint research projects that align with their interests and expertise, emphasizing the potential for mutual benefit and shared impact.

Initiate mentorship programs that allow experts to guide young researchers and think tank participants, fostering a culture of learning and knowledge exchange.

Practitioners

By engaging practitioners from specific fields, youth think tanks can enrich their work with practical expertise and innovative solutions.

Offering these professionals opportunities for interdisciplinary collaboration, knowledge sharing, and direct engagement with youth initiatives not only enhances the think tank's projects but also supports the professional growth and fulfillment of the practitioners themselves.

Characteristics

These practitioners bring specialized knowledge and skills from their respective fields, such as urban planning, statistics, or education.

Needs

Involvement in youth-centered projects where they can apply their expertise directly to initiatives that benefit young people, offering practical insights and mentorship.

Recruitment Hints

Emphasize how their specialized knowledge and skills can significantly contribute to the think tank's projects and research, particularly in addressing youth issues.

Invite them to mentor young researchers and participants within the think tank, emphasizing the mutual benefits of knowledge exchange and professional development.

III. STRUCTURE

Organizational Structure

At the heart of every successful youth think tank lies a wellthought-out organizational structure. This foundational framework not only defines how tasks and responsibilities are distributed but also shapes the culture, efficiency, and overall impact of the think tank. When embarking on the journey of establishing or refining a youth think tank, one of the first critical decisions involves choosing an organizational structure that best supports the think tank's goals and values. This choice influences how flexible the organization can be, how decisions are made, and how members interact with each other and with external stakeholders.

The organizational structure of a youth think tank can take various forms, each with its own set of advantages. Whether opting for a hierarchical, flat, or network structure, the key is to consider how the chosen framework will impact the think tank's ability to innovate, respond to challenges, and engage young members in meaningful ways.

In this subchapter, we will explore the different organizational structures available to youth think tanks, examining the benefits and potential challenges of each.

Hierarchical Structure

A hierarchical structure is characterized by defined levels of authority, where decisions typically flow from the top down. This traditional model establishes a clear chain of command and delineates roles and responsibilities across different levels of the organization.

Example

Director: Oversees the entire think tank, setting strategic direction and making high-level decisions.

Managers: Each manager leads a specific department (e.g., Research, Advocacy, Operations) and reports to the director. They are responsible for overseeing projects, managing team members, and ensuring goals are met.

Staff: Comprises individuals working within each department on specific tasks, such as data analysis, content creation, or event planning. They report to their respective managers.

Volunteers: Assist with various tasks as needed, offering support to staff members on projects, events, and other activities. Volunteers are often involved on a more flexible basis.

Advantages

Clear lines of authority and responsibility make it easier to manage operations and hold members accountable. Centralized decision-making can speed up the process in situations requiring quick action.

Members can see a clear career path within the organization, which can motivate and retain talent.

The hierarchical structure is prevalent in many traditional organizations, including corporations, government agencies, and some non-profits. In practice, this structure supports efficient resource allocation, streamlined decision-making processes, and the establishment of standardized procedures, which can be particularly beneficial in stable environments or sectors where regulatory compliance and consistency are paramount.

Flat Structure

A flat structure, also known as a horizontal structure, minimizes or entirely removes middle layers of management, bringing top management and staff members closer. It emphasizes collaboration, autonomy, and a more egalitarian approach to decision-making.

Example

Director/Coordinator: Plays a more accessible and collaborative role, focusing on facilitating communication and ensuring resources are available rather than top-down decision-making

Teams: Instead of departments with managers, the organization is divided into teams based on projects or functions (e.g., Research Team, Advocacy Team). Each team self-manages its projects and tasks, with team members often taking turns leading based on their expertise or interest in a particular project.

Roles and Responsibilities: Within teams, roles are fluid, and responsibilities can shift based on the needs of the project and the skills of the team members. Decision-making is collective, with an emphasis on consensus or democratic voting.

Advantages:

With fewer levels of hierarchy, communication is more straightforward, fostering a culture of openness and innovation.

Flat organizations can adapt more quickly to changes or new ideas, as decisions do not need to pass through multiple layers of approval.

By having a say in decisions and the direction of projects, members feel more valued and motivated.

The flat structure is favored by startups, creative agencies, and some modern nonprofits and educational institutions. It emphasizes minimal layers of management, promoting a culture of equality and open communication.

Flat structures are particularly effective in rapidly changing industries or fields where adaptability and speed are critical to success.

Network Structure

The network structure is a more fluid and dynamic organizational model that connects individuals or groups based on project needs, expertise, and interests, rather than a fixed hierarchy. It often relies on digital platforms to facilitate collaboration across different locations and domains.

Example

Nodes: The think tank consists of nodes, which can be individuals or groups with specific expertise or resources (e.g., a university research group, an independent policy analyst, a community organization).

Project Leads: For each project, a lead is chosen based on their expertise and interest. The project lead coordinates with relevant nodes to gather input, conduct research, or implement advocacy strategies.

Collaborative Projects: Projects are developed and managed through collaboration among nodes. Communication and coordination often rely heavily on digital tools, allowing participants from various locations to contribute.

Dynamic Roles: Participants may take on different roles in different projects, depending on the needs of the project and their areas of expertise. Leadership is more about facilitation and coordination rather than top-down control.

Advantages:

Allows the think tank to rapidly adapt to new challenges and leverage specialized skills from across the network. Potentially lower operational costs, as the structure can scale up or down easily without the need for a large, permanent infrastructure.

Facilitates collaboration across borders, incorporating a wide range of perspectives and expertise

In practice, the network structure has been particularly effective in environments that are rapidly changing or where innovation is critical. For instance, technology companies, research collaboratives, and even social movements have utilized network structures to mobilize resources, share knowledge, and execute projects efficiently.

For a youth think tank, adopting a network structure could offer several benefits, especially in terms of engaging a diverse group of young people, adapting to the dynamic nature of youth issues, and leveraging digital tools for collaboration.

Formal Elements

Establishing a youth think tank involves much more than defining its mission and organizational structure. To lay a solid foundation for its operations and ensure its legitimacy and integrity, it's crucial to address several formal elements. These elements not only guide the think tank's activities but also protect it legally and ethically, fostering a trustworthy and effective organization.

Foundation Documents

One of the simplest methods to establish a youth think tank is to position it as an entity within the structure of an existing Non-Governmental Organization (NGO).

In this scenario, the NGO's board or governing body formally approves a statute that outlines the think tank's operational objectives and governance structure. Another approach is to establish the think tank as a separate legal entity

This option provides greater autonomy but involves navigating a legal process that varies significantly from country to country.

The statute acts as the legal backbone of a think tank, providing it with a formal structure and legitimacy. This document is legally binding and ensures that the think tank operates within the framework of the law, safeguarding its interests and those of its members and stakeholders.

Recognizing the complexity and critical nature of drafting a statute, we propose utilizing a free form template as a starting point. This template is designed to cover the essential elements of a think tank's statute, simplifying the process of establishment while ensuring legal and operational integrity.

Statute template

Key Policies

I. Inclusion Policy

For a youth think tank, the Diversity and Inclusion Policy is central to fostering an environment where all members feel valued, understood, and empowered to contribute. The policy underscores the think tank's commitment to embracing a broad spectrum of perspectives and educational initiatives.

Importance

The policy reflects the think tank's dedication to equity, diversity, and inclusion as core values. It demonstrates a commitment to creating a space where everyone, regardless of their background, can thrive

The policy ensures that all members work in a secure environment protected from discrimination and harassment. It upholds legal standards that safeguard individual rights and fosters a sense of security among the community.

A diverse and inclusive environment enriches the think tank's work by bringing together varied perspectives, experiences, and expertise, leading to more innovative solutions and impactful advocacy

By actively promoting diversity and inclusion, the think tank positions itself as a forward-thinking, credible, and relevant actor in policy discussions, attracting a wider audience and potentially more support and collaboration opportunities.

The policy contributes to building a positive, welcoming, and supportive organizational culture that attracts and retains talent, encourages collaboration, and minimizes conflict.

Implementation

The Diversity and Inclusion Policy should be an active component of the think tank's internal law, applied consistently across all levels of the organization The policy should be formally adopted by the think tank's governing body and integrated into the organization's operational guidelines and procedures. All members should be informed about the policy, its significance, goals, and the rules it establishes. Regular training sessions should be held to ensure understanding and compliance. The policy should be reviewed and updated regularly, ensuring it remains effective and relevant.

Free template

For organizations looking to develop or refine their Diversity and Inclusion Policy, our ebook, based on the Implementation guidelines of the Erasmus+ and European Solidarity Corps Inclusion and Diversity Strategy, offers a comprehensive template. This resource provides examples of policy paragraphs, mechanisms, procedures, and guidelines to aid in the creation of an effective and meaningful policy Organizations are encouraged to adapt this template to their specific contexts and needs, ensuring their commitment to diversity and inclusion is clearly articulated and effectively implemented.

By prioritizing diversity and inclusion, youth think tanks not only enhance their organizational effectiveness but also contribute to a more equitable, understanding, and inclusive society.

Data Protection and Privacy Policy

For a youth think tank, establishing robust Data Protection and Privacy Protocols is crucial to maintain trust and ensure compliance with legal standards, especially within the European context where the General Data Protection Regulation (GDPR) sets the benchmark for data privacy laws.

Importance

Trust and Credibility: Ensuring the privacy and protection of personal data is fundamental to maintaining the trust of members, employees, partners, and the broader community.

Legal Compliance: Adherence to GDPR and other relevant data protection laws is not optional; it's a legal requirement. Risk Management: Effective data protection and privacy protocols minimize the risk of data breaches..

Implementation

The policy should be explicitly designed to comply with GDPR requirements. Clearly define the purposes for which data is collected, processed, and stored. Limit access to personal data to authorized personnel only and ensure secure storage mechanisms are in place. Ensure that individuals are aware of their rights under GDPR, including access to their data, the ability to correct inaccuracies, and the right to request data deletion. Regular reviews and updates ensure that the think tank's protocols remain effective and compliant.

II. Other documents

Sustainability and Environmental Policy

This policy underscores the think tank's dedication to sustainability and environmental stewardship. It outlines principles and practices to minimize the ecological footprint of its operations and projects, aiming for eco-friendly choices in event planning, resource use, and overall organizational activities.

Code of Ethics

A Code of Ethics is fundamental for fostering an organizational culture of integrity, transparency, and accountability. This document sets the ethical standards for conduct within the think tank, guiding decisions and interactions both internally and externally.

It covers issues like conflict of interest, confidentiality, and respectful communication, ensuring that all members and staff act in the best interest of the think tank's mission and the communities it serves.

Intellectual Property Rights Policy

This policy provides a framework for managing intellectual property created within the think tank, from research findings to educational materials.

It clarifies issues related to ownership, use, and sharing of intellectual property, ensuring that creators are fairly acknowledged and compensated while facilitating the wide dissemination of knowledge.

IV. PARTNERSHIP

Identifying Potential Partners

For a youth think tank, forging strategic partnerships is not just beneficial; it's a strategy for amplifying impact, sharing knowledge, and leveraging resources. Partnerships can extend the reach of the think tank's work, introduce new perspectives, and open doors to opportunities that would be challenging to access independently. The right partnerships can transform the think tank’s capabilities, enabling it to tackle more significant, complex issues and engage with a broader audience.

Whether it's through shared research projects, joint advocacy campaigns, or collaborative events, partnerships enrich the think tank's efforts with diverse expertise and insights.

Identifying potential partners, therefore, becomes a first step. The process involves not only recognizing organizations and institutions whose goals and values align with those of the think tank but also understanding how a partnership can yield mutual benefits.

Finding the right partners requires a proactive approach, combining thorough research with strategic networking. Here are effective methods to identify and connect with potential partners that align with your think tank's mission and objectives:

Attending Events

Conferences and Seminars: Industry-specific conferences, seminars, and workshops are excellent venues to meet organizations and individuals with shared interests. These events often gather thought leaders, policy makers, and activists, providing a fertile ground for initiating conversations about potential collaborations.

Networking Events: Look for networking events within your sector, including roundtables, panel discussions, and informal meet-ups. These settings can facilitate more personal connections and direct discussions about partnership opportunities.

Trade Shows and Exhibitions: Participating in or attending trade shows and exhibitions related to your think tank’s focus areas can introduce you to a wide range of organizations, from NGOs and government agencies to academic institutions and private sector players.

Youth City Council Meetings: Participating in or observing youth city council meetings can provide direct insights into the concerns and priorities of young people at the municipal level.

Training Courses: Attending training courses and workshops, that align with your think tank's objectives is a strategic way to meet organizations and professionals with similar interests. These educational events can be platforms for sharing knowledge, networking, and identifying potential partners who are committed to capacity building in areas relevant to your think tank.

Networks

Start with your existing contacts. The personal and professional networks of your think tank’s members, board, and staff can be invaluable in identifying potential partners.

Alumni Networks: Utilize the networks of alumni, particularly if your think tank is associated with academic institutions Alumni often have extensive professional networks and can facilitate introductions.

Professional Associations: Membership in professional associations can provide access to a broader network of organizations and individuals interested in similar issues.

Joining national associations like PROM - the Polish Council of Youth Organizations, is an excellent strategy for expanding your network, staying informed about youth policy developments, and amplifying your voice in the public discourse on youth issues in the country.

Utilizing Online Platforms

LinkedIn is a powerful tool for researching organizations and reaching out to potential partners. Join relevant groups, participate in discussions, and use the platform to connect with organizations and professionals aligned with your think tank’s interests.

Online research databases and journals can help you identify academic institutions and researchers working in your field. These sources can provide insights into potential partners’ expertise and interests.

Social Media and Forums: Engage with potential partners through social media platforms and online forums dedicated to your areas of interest. These platforms can offer informal ways to initiate discussions and gauge interest in collaboration.

Utilize the Erasmus+ Project Results Platform (https://erasmus-plus.ec.europa.eu/projects) to search for projects in your think tank’s field of interest This comprehensive database offers insights into a wide array of projects funded under the Erasmus+ programme, covering education, training, youth, and sport.

Otlas (https://www.salto-youth.net/tools/otlas-partnerfinding/) is designed to facilitate the search for partners for international projects.

Building a Database of Potential Partners

As you research and network, create a database of potential partners, noting key information about their focus areas, past projects, and contact details. This database can be a valuable resource for your think tank, providing a ready list of contacts to explore for future collaborations

Engagement Strategies

Forging new partnerships begins with effective initial contact. Here are key strategies and tips for reaching out to potential partners and crafting proposals that capture interest and invite collaboration.

Initial Contact

Personalized Approach. Customize your communication to reflect an understanding of the potential partner's mission, recent projects, and how they align with your think tank's objectives.

Clarity. Whether it's an email, phone call, or a formal letter, ensure your initial contact is clear, concise, and to the point Outline the purpose of your outreach and what you hope to achieve through the partnership.

Professionalism. Maintain a professional tone, addressing the recipient appropriately and expressing gratitude for their consideration.

Use of Mutual Connections. If applicable, mention any mutual connections or references. A common acquaintance can lend credibility to your outreach and may increase the chances of a positive response.

Crafting Collaboration Proposals

The synergy. Start your proposal with an introduction that highlights the synergy between your think tank and the potential partner. Clearly articulate the mutual benefits of the partnership.

Clear Objectives. Define the specific objectives of the proposed collaboration and the expected outcomes

Evidence of Past Success. Provide examples of past projects or partnerships your think tank has successfully undertaken.

Flexibility. While it is important to present a clear vision, also express openness to the potential partner's ideas and adjustments.

Call to Action. Conclude your proposal with a clear call to action. Invite them to a meeting to discuss the proposal further, suggest a call for a preliminary discussion, or offer to send more detailed documentation upon request.

Follow-Up. After sending the proposal, have a follow-up plan in place If you haven't heard back within a reasonable time frame, a polite follow-up email or call can demonstrate your commitment and interest in the partnership.

Building Relationships

Developing and maintaining strong relationships with partner organizations is crucial for long-term collaboration success. These relationships are built on consistent communication, mutual trust, and a shared commitment to common goals.

Clear Communication Channels

Set up regular intervals for updating each other on project progress, challenges, and successes. Consistency in communication keeps all parties informed and engaged.

Ensure there are multiple channels open for communication, including email, phone, and in-person meetings. This flexibility allows for more straightforward and effective exchanges

Mutual Trust

Be transparent about your organization's capacities, limitations, and expectations from the partnership. Transparency fosters trust by ensuring that all parties have a clear understanding of each other's contributions and constraints. Follow through on commitments and deadlines.

Shared Values

Acknowledge and respect each partner's contributions and expertise. Valuing each other's input encourages a sense of shared commitment to the partnership.

Invest in the Relationship

Engage in informal networking and social events to strengthen relationships beyond formal meetings and work sessions. Personal connections can enhance teamwork and collaboration. Celebrate milestones and achievements together.

Evaluation and Long-Term Planning

Regularly evaluate the partnership's effectiveness and reflect on learnings together. Establish mechanisms for sharing constructive feedback regularly. Open feedback channels encourage continuous improvement and address potential issues before they escalate. Discuss and plan for long-term collaboration beyond immediate projects

Formalizing Partnerships

While trust and mutual understanding form the bedrock of any partnership, the importance of formalizing these relationships through written agreements cannot be overstated. Formal agreements, such as contracts, and collaborative project plans, provide a clear framework for cooperation, delineate responsibilities, and safeguard the interests of all parties involved.

Those are three basic types of formal agreements:

Memorandums of Understanding (MoU)

An MoU is a flexible document that outlines the intent of the partnership, including shared objectives, scope of collaboration, and general terms of cooperation. It sets the foundation for the partnership by making the mutual expectations clear. While MoUs are typically non-binding, they hold significant value in demonstrating commitment and can serve as a precursor to more formal contracts.

Contracts

Contracts go a step further than MoUs by establishing legally binding commitments between parties. They detail the specific obligations, timelines, financial arrangements, confidentiality clauses, and dispute resolution mechanisms.

By specifying the terms and conditions of the partnership, contracts help manage risks, providing a clear recourse in case of disagreements or unmet obligations.

Project agreements

Those agreements are detailed documents that outline the execution strategy for joint initiatives, including goals, activities, timelines, roles and responsibilities, resource allocation, and evaluation metrics.

These plans ensure all parties are aligned on the project's objectives, processes, and expected outcomes, facilitating smoother implementation and collaboration.

Importance of Formal Agreements

Formal agreements solidify the terms of the partnership, ensuring all parties have a shared understanding of their commitments and expectations, which fosters trust and reliability.

By clearly defining the terms of cooperation, formal agreements help prevent misunderstandings and provide a basis for resolving disputes should they arise.

Formalizing partnerships through written agreements contributes to their sustainability, offering a structured framework that can endure beyond individual changes in personnel or strategy.

Plain language

The use of plain language in contracts ensures these agreements are understandable, effective, and conducive to strong, collaborative relationships. Using plain language makes the agreement accessible to all parties, regardless of their legal expertise.

This inclusivity ensures that everyone involved has a clear understanding of their rights, responsibilities, and the agreement's terms. Simple, clear language minimizes the risk of misinterpretations, which can lead to disputes or disagreements down the line.

When all parties have a common understanding of the agreement, they are more likely to collaborate effectively.

Example: Clause from a Legal Agreement

Formal Legal Text:

"Notwithstanding any other provision of this Agreement, should there exist any discrepancies, contradictions, or conflicts between provisions observed herein and those stipulated in ancillary or subsequent addendums, the stipulations found within such addendums shall supersede and prevail as the operative provisions, to the extent of the discrepancy, contradiction, or conflict."

Plain English Translation:

"If there is a conflict between this Agreement and any later additions, the terms in the later additions will apply where there is a disagreement."

Maintaining Engagement

For youth think tanks and their partners, the sustainability of partnerships hinges on the ability to measure success and maintain engagement over time Doing so ensures that collaborations remain productive, fulfilling, and aligned with shared goals.

Success should be measured against predefined objectives and metrics agreed upon at the partnership's outset. These could include project outcomes, impact measures, engagement levels, or specific deliverables.

Conduct regular review meetings to assess progress against these metrics. This not only provides an opportunity to celebrate achievements but also to identify areas needing improvement or adjustment. Surveys, interviews, and focus groups can provide valuable insights into the partnership's effectiveness from different perspectives.

Evaluate the broader impact of the partnership's work. Beyond immediate project outcomes, consider the long-term effects on target audiences, policy changes, or contributions to the field.

Maintain open lines of communication beyond formal points. Regular updates, newsletters, or informal catch-ups can keep all parties informed and engaged. Be prepared to adapt roles, objectives, and methods as partnerships evolve. Flexibility can help sustain collaborations even as external conditions or organizational priorities change.

Engage in joint planning sessions to identify future collaboration opportunities. Acknowledge contributions and celebrate successes together. Invest in joint training sessions, workshops, or conferences. These activities can enhance skills, deepen relationships, and inject new ideas into the partnership.

Periodically revisit partnership agreements or MoUs to ensure they remain relevant and reflective of the current collaboration landscape. Renewing agreements can reinvigorate partnerships and reaffirm commitment.

V. IMPLEMENTATION

Action Plan

An effective action plan serves as a roadmap, guiding the think tank through the execution of its strategies and initiatives. By following these steps, think tanks can create structured and effective action plans.

Defining Objectives

Ensure each goal is well-defined, with a clear understanding of what success looks like. Objectives should be direct and concise, leaving no room for ambiguity. Attach indicators to each objective to allow for the tracking of progress and the assessment of outcomes. Set realistic goals that are attainable with the resources and time available to the think tank. Align objectives with the think tank's mission and the needs of the target audience or community. Establish deadlines for each objective

Developing Actionable Steps

Decompose each objective into smaller, manageable tasks. Assign responsibilities for each task to specific team members. Identify the resources needed for each task, including manpower, funding, and materials. Anticipate potential challenges or barriers to achieving the objectives. Develop contingency plans to address these risks.

Setting Timeline and Milestones

Develop a timeline that outlines when each task should be started and completed. Define key milestones within the timeline. Milestones act as checkpoints to review progress, celebrate achievements, and adjust plans as necessary.

Communication

Ensure all team members are aware of the action plan, understand their roles, and are committed to the timeline. Communicate with stakeholders, including partners, funders, and the target audience, to keep them informed and involved in the process.

Review and Adjustment

Set up regular meetings to monitor the progress of the action plan, compare actual achievements against planned objectives, and discuss any issues or challenges. Be prepared to make adjustments to the action plan as needed. Adaptability is key to addressing unforeseen challenges and taking advantage of new opportunities.

Capacity Building

Capacity building is an ongoing process that enhances the think tank’s ability to achieve its mission. By investing in skill development, networking, technology, and mentorship, a think tank can ensure its team is well-equipped, connected, and motivated to make a meaningful impact.

Skill Development

Encourage a culture of continuous learning within the organization. Identify skill gaps and arrange for training sessions, workshops, or online courses to address these needs. Invite experts from various fields to share knowledge and provide specialized training. This can include research methodologies, data analysis, public speaking, advocacy, and digital communication strategies

Promote cross-functional team projects to allow members to learn from each other’s expertise and experience, fostering a versatile skill set across the organization.

Networking

Build strategic partnerships with other think tanks, academic institutions, non-profits, and industry experts. Collaborations can lead to shared resources, joint research projects, and increased visibility. Encourage team members to join professional associations related to their field of work. This provides opportunities for networking, professional development, and staying updated on industry trends.

Technology

Invest in and train staff on using digital tools and platforms for research, collaboration, and communication. This includes project management software, data analysis tools, and social media platforms for outreach. Utilize online learning platforms to access a wide range of courses and resources for skill development.

Mentoring

Establish mentorship programs where experienced professionals can guide less experienced team members. Implement peer coaching sessions where team members can share knowledge, solve problems collaboratively, and learn from each other’s experiences. Create feedback mechanisms to evaluate the effectiveness of capacity building activities.

Innovation

By embedding adaptation and innovation into its core operations, a think tank can enhance its resilience, agility, and capacity to drive meaningful change. Staying adaptable and innovative ensures the organization not only responds effectively to the current landscape but also shapes the future of policy and public discourse.

Culture of Adaptability

Promote an organizational culture that values flexibility and openness to change. Encourage team members to be proactive in identifying opportunities for improvement and adaptation. Regularly review and adjust strategic plans to reflect changes in the political, social, and technological landscape.

Technological Advances

Stay informed about new technologies and assess their potential to enhance research, communication, and outreach efforts. This might include data analytics tools, social media platforms, or digital engagement strategies. Embrace digital transformation by digitizing operations and adopting online platforms for collaboration and dissemination. This not only increases efficiency but also broadens the think tank's reach

Innovation in Research

Explore and implement innovative research methodologies that can provide deeper insights or more comprehensive analyses. Consider interdisciplinary approaches that combine traditional research methods with new techniques. Develop creative strategies for advocacy and public engagement. This could involve multimedia campaigns, interactive online platforms, or novel approaches to stakeholder engagement. Create an environment where new ideas are encouraged, supported, and tested. Conduct meetings or workshops for new ideas, where team members can propose and develop innovative projects with potential to impact policy or practice. Seek collaboration with partners from different sectors, including technology, education, and the arts.

Learning from Failure

Recognize both successes and failures as valuable learning opportunities. Encourage team members to experiment with new ideas, understanding that not every attempt will be successful but each provides insights for growth.

Monitoring and Evaluation

Monitoring and Evaluation are processes that enable a think tank to assess the effectiveness of its activities, measure progress towards objectives, and understand the impact of its work. Implementing those practices ensures accountability, learning, and continuous improvement.

Examples for key techniques and strategies in a think tank.

Clear Indicators

Identify specific, measurable indicators that align with the think tank's goals and objectives. These should cover both the process (e.g., number of reports published, events held) and outcomes (e.g., policy changes influenced, awareness levels raised). Collect baseline data for each indicator to enable comparison over time and measure change.

Data Collection and Analysis

Utilize a variety of data collection tools, including surveys, interviews, focus groups, and web analytics, to gather qualitative and quantitative data. Implement a system for ongoing monitoring of activities and progress. This could involve regular team meetings, progress reports, and dashboards to track key metrics.

Feedback

Systematically collect feedback from stakeholders, including policymakers, partners, and the community, to gauge the effectiveness and relevance of the think tank's work. Foster a culture of reflection and learning within the organization, encouraging staff to review successes and challenges and to share lessons learned.

Reporting

Develop clear and accessible reports from monitoring and evaluation activities. Share these reports with stakeholders, funders, and the public to demonstrate accountability and impact. Highlight successes and explain how challenges are being addressed.

Non-Formal Methods in Youth Work

Non-formal methods in youth work are indispensable for engaging young people in meaningful learning experiences that contribute to their overall development. Unlike formal education settings, which often follow structured curricula, non-formal methods prioritize experiential learning, personal interests, and social interaction.

Non-formal settings provide a safe space for young people to interact, build relationships, and develop a sense of community. Engaging with diverse groups in informal settings promotes empathy, respect, and cultural awareness.

Supporting Participation

Voluntary Participation: Non-formal methods often rely on voluntary participation, which means young people choose to engage because they find the activity meaningful and enjoyable. This voluntary nature ensures a higher level of commitment and active involvement.

Adaptable and Responsive: Non-formal education can quickly adapt to the needs and interests of young people, making it highly responsive and relevant. This flexibility ensures that the activities remain engaging and effective.

Encouraging Creativity and Innovation

Creative Expression: Non-formal methods provide ample opportunities for creative expression, whether through art, music, drama, or digital media. These outlets allow young people to explore their identities and express themselves in unique ways.

Problem-solving and Innovation: Project-based learning and hands-on activities encourage innovative thinking and problem-solving. Young people learn to approach challenges creatively, developing solutions that have real-world applications.

Building Confidence and Self-esteem

Positive Reinforcement: Non-formal settings often emphasize positive reinforcement, celebrating achievements, and recognizing effort. This validation builds confidence and selfesteem, encouraging young people to take on new challenges.

Safe Environment for Failure: Non-formal methods create a safe environment where failure is seen as part of the learning process.

This approach helps young people develop resilience and learn from their mistakes without fear of judgment.

Facilitating Lifelong Learning

Fostering Curiosity: By making learning enjoyable and relevant, informal methods foster a sense of curiosity and a love for learning that can last a lifetime.

Preparation for Life: Informal education prepares young people for the complexities of life, equipping them with the skills, attitudes, and knowledge necessary to navigate adulthood successfully

VI. CASE STUDIES

This chapter delves into the creation and development of youth think tanks across three European countries: Czech Republic, Greece and Poland. Each think tank, though following a similar roadmap, emerged from different backgrounds and focused on unique subject areas. The genesis of these think tanks was motivated by a comprehensive survey conducted in these countries, which underscored the need for more systemic and innovative approaches to enhance youth participation in civic processes and democracy.

Youth think tank from Poland

SIPE (Śląski Instytut Edukacji Politycznej or Silesian Institute of Political Education) is an organization driven by young individuals for whom civic education and the Silesian identity hold immense importance. At SIPE, they believe that through civic education, they can significantly contribute to the development of a better civil society. An equally important aspect of their mission is the promotion and exploration of the Silesian identity.

Their think tank includes people who identify themselves as Silesians, but also Poles and other nationalities and those and are intrigued by the unique characteristics of this region.

Openness, tolerance, and engaging in discussions and debates about the issues they tackle are central to their ethos.

The survey outcomes

The survey outcomes from the report "Youth and Civic Education in Silesia" reveal significant insights into the engagement of young people in civic and social activities, their sources of civic knowledge, and their preferences in terms of educational methods. These findings underscore the potential impact of our youth think tank in Silesia in addressing gaps in civic engagement and education among young people

Engagement in Civic Activities

A notable portion of respondents feels minimally engaged in civic or social activities, highlighting a gap in active civic participation among youth. This indicates a need for initiatives that can enhance young people's involvement in societal matters.

Sources of Civic Knowledge

Digital media and the internet emerge as the primary sources of civic knowledge, underscoring the importance of leveraging online platforms for civic education. However, schools, family, and peer discussions also play vital roles, suggesting that multi-channel approaches could be effective in civic education.

Preferences in Educational Methods

The survey shows a preference for practical, interactive, and modern learning methods among respondents, such as international youth exchanges, volunteering, and self-guided learning through digital tools.

This points to the potential of youth think tanks to adopt similar engaging and practical approaches in their programs.

Barriers to Civic Engagement

Time constraints, lack of knowledge or skills, and low confidence are identified as significant barriers to civic engagement among youth. Youth think tanks can address these issues by offering flexible, educational, and empowering programs tailored to young people's schedules and needs.

Perceived Effectiveness of Civic Actions

Opinions on the effectiveness of civic actions are mixed, with a significant number of respondents unsure about the impact of their activities. This suggests a need for better communication on the outcomes of civic engagement and the role youth think tanks can play in making tangible contributions to society.

Accessibility of Support Institutions

There's uncertainty among respondents regarding the availability of institutions or organizations that can support their civic engagement Youth think tanks can fill this gap by serving as accessible and supportive platforms for young people looking to engage in civic activities.

Access to Information on Civic Engagement Opportunities

Many respondents face challenges in accessing information about opportunities for civic engagement, indicating a need for more effective dissemination of information and resources by youth think tanks.

Profiles of SIPE Participants

At its heart, SIPE is composed of students from various social science disciplines, primarily from the University of Silesia in Katowice, the University of Opole, and Collegium Civitas. While a significant portion of its members are engaged in International Studies in Political Science and Diplomacy at the University of Silesia, the institute's academic diversity extends further It encompasses students from law, psychology, national and international security, and international relations. This multidisciplinary approach enriches SIPE's discussions, strategies, and projects with a wide range of perspectives and expertise.

An integral aspect of SIPE’s membership is the inclusion of individuals who identify as Silesians, alongside those fascinated by the region's distinctive culture and history. This blend of regional identity with an openness to diverse viewpoints fosters a unique environment where tolerance, discussion, and debate flourish. It underscores SIPE’s commitment to celebrating regional heritage while engaging in broader civic and societal issues

SIPE is led by Wiktor Oleś, who embodies the think tank's dynamic and multidimensional nature. He is a student of International Studies in Political Science and Diplomacy, Deputy Chairperson of the KNEO Civic Education Scientific Club, and activist at the Jan Łaski Law Institute.

Supporting Wiktor is a dedicated team of coordinators, each specializing in different areas of SIPE's operations: Equality Coordinator – Piotr Muchowski, Student Coordinator –Dagmara Dąbek, Cooperation Coordinator – Oliwia De Vito, Content Coordinator – Agata Wosik, and Membership Coordinator – Aleksander Zięba. Their coordinated efforts ensure SIPE's initiatives are well-organized, impactful, and aligned with the think tank's goals.

The presence of an Expert Council, consisting of renowned figures from political science, international relations, social studies, social policy, and law, provides SIPE with a solid foundation of knowledge and guidance. Members like Dr. Renata Jankowska, Prof. UŚ, Dr. hab. Małgorzata Myśliwiec, Prof. UŚ, Dr. Tomasz Słupik, Dr. Paweł Grzywna, Prof. UŚ, Mgr. Ewa Chmielewska-Blady, Mgr. Alina Prochasek, and Mgr. Piotr Jaros, bring a wealth of expertise that supports SIPE's research, educational initiatives, and policy advocacy.

Beyond its core coordinators and council, SIPE prides itself on a broader team of over 20 committed members. This expanding group ensures that SIPE remains a lively and effective advocate for civic education and an active participant in the discourse on regional and national identity

Recruitment Methods of SIPE

The Silesian Institute of Political Education (SIPE) adopts a strategic approach to recruitment, focusing on integrating young, enthusiastic individuals into their fold. At the beginning of each academic year, SIPE holds an open recruitment process, particularly targeting first-year students.

This strategy aims to capture the interest of young individuals looking to enhance their university experience with meaningful, extracurricular engagement in civic education and regional identity discussions. By joining SIPE, students have the unique opportunity to complement their academic pursuits with real-world applications, deepening their understanding of social sciences through active participation in civic projects and discussions.

Beyond the annual recruitment drive, SIPE also offers enrollment opportunities during various events it hosts or participates in, such as seminars, conferences, and non-formal gatherings. These events allow potential members to experience firsthand the institute's work and ethos, enticing them to join.

While SIPE welcomes new members throughout the year, the core of the organization remains relatively stable, with significant changes in membership primarily occurring at the start of the academic year. This stability ensures continuity in SIPE's projects and initiatives, while the annual recruitment cycle injects new perspectives and enthusiasm into the think tank. By focusing recruitment efforts on the academic calendar's rhythm, SIPE ensures a sustained level of engagement and commitment from its members.

This approach allows for the planning and execution of longterm projects with a consistent team, while still remaining open to fresh inputs and ideas from new members.

SIPE's Activities and Achievements

The Silesian Institute of Political Education (SIPE) is at the forefront of promoting civic engagement, fostering awareness on critical social issues, and celebrating Silesian identity. Through a blend of online initiatives and in-person events, SIPE has carved a niche for itself as a dynamic force in civic education and cultural advocacy.

Civic Education and Advocacy

SIPE's team regularly posts content on democracy, state mechanisms, and current political events. This educational outreach is aimed at clarifying complex civic concepts for the general public and fostering informed discussions among young people.

Addressing Social Issues, Rights and Awareness

SIPE has taken a stand on various social issues, from period poverty to the exclusion faced by deaf individuals, highlighting their commitment to fighting exclusion and promoting respect and tolerance. Their initiatives aim to raise awareness and propose actionable solutions to these pressing challenges SIPE has actively engaged in raising awareness about the legal situation of LGBTQ+ people in Poland, highlighting the country's ranking in the LIGA-EUROPE index. By discussing the challenges faced by the LGBTQ+ community and the need for legal and social reforms, SIPE contributes to a broader dialogue on equality and non-discrimination. Their participation in the International Day Against Homophobia, Transphobia, and Biphobia further underscores their commitment to fighting for LGBTQ+ rights.

Empowering Women

SIPE actively engages in initiatives to address issues affecting women and to promote their representation and participation in political life. SIPE also organized a debate titled "Women in Local and Regional Politics: Ferns or Partners?" in collaboration with the European Affairs and Diplomacy Scientific Circle, the Equality and Diversity Scientific Circle, and the Civic Education Scientific Circle This event provided a platform to discuss the current situation of women in politics across various levels and actions to increase their participation in Silesia and throughout Poland. By organizing and participating in events focused on women's rights and political participation, SIPE contributes to the broader discourse on gender equality and the empowerment of women. Addressing gender disparities in political representation, SIPE sheds light on the low percentage of women leading municipalities in Silesia. By highlighting these statistics, SIPE contributes to the ongoing conversation about gender equality in political leadership and the need for a more inclusive political culture.

Celebrating Silesian Identity

SIPE proudly promotes Silesian identity, commemorating events like Silesian Flag Day and engaging in discussions about the region's unique culture and history. This focus on regional identity is integral to their mission, providing a platform for Silesians and those interested in the region to explore and celebrate their heritage.Through discussions on the composition of the Silesian Voivodeship and advocacy for a reformed understanding of regional identity, SIPE champions the cause of Silesian cultural recognition.

Launching a series on the Silesian language, SIPE works towards the preservation and promotion of regional dialects. By publishing mini-dictionaries and advocating for the codification of the Silesian language, SIPE fosters cultural heritage and encourages the community to embrace and learn the regional tongue.

International Collaboration

These opportunities allow SIPE members to experience diverse educational contexts and bring back valuable insights to their community. Participation in the Transform4Europe alliance, which includes universities across Europe, exemplifies SIPE's engagement in international collaboration. In 2023, members of SIPE embarked on an enriching study visit to Paris. This trip offered them unique opportunities to engage with prestigious institutions such as the Embassy of the Republic of Poland, the Polish Academy of Sciences’ Scientific Station in Paris, UNESCO headquarters, the Polish Institute, and the Polish Library in Paris.

"Women in Politics" Debate

On April 18, 2023, a debate titled "Women in Politics" was organized by the Silesian Institute of Political Education. This event emerged from the independent efforts of young members of the think tank, who autonomously selected the theme, organized contact with speakers, and ensured fair representation from the main political forces in the country.

The debate is available at SIPE’s YouTube channel.

The debate's success was notably enhanced by obtaining the patronage of the Government Plenipotentiary for Equal Treatment, support from the Mayor of Katowice, and cooperation with institutions such as the FEIS Foundation, International Studies in Political Science and Diplomacy at the University of Silesia, KNEO Civic Education Scientific Club, and the Equality and Diversity Scientific Club at the University of Silesia.

Panelists in the debate, including Members of the Polish Parliament, as well as Cities Councilors, engaged in discussions about women's representation in politics, equality mechanisms, and egalitarianism. Held at the Faculty of Social Sciences of the University of Silesia in Katowice, the venue underscored the academic nature of the debate and highlighted the role of education in shaping future leaders.

The primary goal was to emphasize the importance of women in politics and promote egalitarian values. The debate served as proof of SIPE's active engagement in discussions on women in politics and egalitarianism.

Their actions are instrumental in developing social and political awareness among young people, showcasing the youth think tank's commitment to fostering a more inclusive and equal society.

By publishing the full recording of the debate, SIPE ensured that the discussions on gender equality and women's representation in politics could be accessed and shared widely.

Best Practices from SIPE's

Adopting these practices from SIPE's experience can serve as a guide for other youth think tanks and organizations.

Youth think tank from Czech Republic

The survey outcomes

The comprehensive survey conducted to assess the impact of Mosaic Minds, Petrklič Help's youth think tank, has yielded valuable insights into the effectiveness of the initiative. Through a detailed analysis of survey responses, several key outcomes have emerged, shedding light on the tangible benefits experienced by participants and the broader community.

One significant outcome highlighted in the survey results is the increased awareness of social issues among participants. A majority of respondents reported a greater understanding of systemic barriers faced by minority groups, indicating that Mosaic Minds has succeeded in raising awareness and fostering empathy among its members.

This heightened awareness is a crucial first step towards meaningful social change, as it enables individuals to recognize and address injustices within their communities.

Furthermore, the survey revealed that participation in Mosaic Minds has led to the development of critical thinking skills among participants.

Many respondents noted that their involvement in the think tank had challenged them to critically analyze complex issues, evaluate different perspectives, and formulate evidence-based arguments.

This outcome underscores the educational value of Mosaic Minds, as it provides participants with opportunities to engage in rigorous intellectual discourse and develop essential cognitive abilities.

Another notable outcome identified in the survey is the increased confidence in expressing opinions among participants. Many respondents indicated that their involvement in Mosaic Minds had empowered them to voice their ideas and opinions more confidently, both within the think tank and in other contexts. This enhanced selfconfidence is a valuable asset for young people, as it equips them with the skills and courage to advocate for themselves and others in various social and professional settings.

While the outcomes highlighted in the survey analysis demonstrate the overall effectiveness of Mosaic Minds, it's important to acknowledge that there are also some challenges and limitations associated with the initiative. Despite its success in raising awareness and fostering critical thinking skills, Mosaic Minds struggles to reach certain marginalized communities or individuals who face barriers to participation. Factors such as geographic location, socioeconomic status, or language barriers hinder access to the initiative, potentially excluding those who should benefit most from our activities.

Despite these challenges, Mosaic Minds remains committed to its mission of fostering inclusivity and driving positive change in society. By acknowledging these potential limitations and taking proactive steps to address them, the initiative can strengthen its impact and ensure that it continues to empower young people to create a more equitable and harmonious future.

Profiles of Mosaic Minds Participants

Mosaic Minds comprises a group of eight active members, each bringing unique perspectives, experiences, and expertise to the think tank. The team's composition reflects a blend of academic backgrounds, leadership experiences, and cultural diversity, enriching the collaborative process and ensuring a comprehensive approach to addressing social issues.

At the helm of Mosaic Minds are the two coordinators, David Kaszper and Sampras Femi Robert. David, a university student and President of the Youth Council of Ostrava, brings project coordination skills and valuable knowledge in youth engagement. Sampras, a master's student in business at Silesian University, possesses expertise in technology management and project coordination. He also serves as the Director of the Talk Club, a platform that fosters conversations and enhances speech competence among students.

The youth members of the think tank play a vital role in shaping Mosaic Minds' initiatives. Jakub Šrámek, a youth trainer and Founder-Director of Koinonia Philosophica, brings a deep understanding of philosophy and contributes to the intellectual discourse within the think tank

Martin Jastrembski, a high school IT student and former president of the Youth Council of Karvina, brings leadership and a tech-focused perspective. Sebastian Gabler, another high school IT student and regional board member of the Youth Council Moravskoslezský region, contributes his insights as a representative of a broader region.

Martin Zmija, also a high school IT student, actively contributes to the Youth Council of Karvina. Adéla Šelová, a high school student and member of the Youth Council of Ostrava, brings her youth perspective to the team.

Supervising the overall operations of Mosaic Minds is Petr Kantor, the Founder and Chairperson of the Petrklic Help Organization. With extensive experience in developing youth competencies and serving as a guest lecturer in universities, Petr provides guidance and mentorship to the team.

He also serves as an advisor to various firms, bringing a practical perspective to the think tank's endeavors.

The academic board from the Department of Business Economics and Management at Silesian University in Opava, Faculty of Business Administration in Karviná, consisting of Associate Professor Jarmila Šebestová Duháček, Assistant Professor Petra Krejčí, and Assistant Professor Zuzana Palová, provides valuable academic expertise and guidance.

Their contributions ensure that the think tank's research and policy recommendations are grounded in scholarly rigor.

Collectively, this diverse management team combines leadership, coordination skills, expertise in various fields, and academic guidance.

The team is committed to the mission of Mosaic Minds and plays a vital role in driving the think tank's activities, fostering inclusivity, and empowering young people to create positive change in society.

Recruitment Methods of Mosaic Minds

Recruitment efforts for Mosaic Minds utilize a multifaceted approach aimed at attracting a diverse range of participants. The recruitment process begins with targeted outreach via social media platforms, where information about the think tank and its objectives is shared with potential candidates. This approach ensures that the opportunity to join Mosaic Minds is accessible to young people from various backgrounds and communities.

In addition to social media outreach, Mosaic Minds collaborates with local schools, universities, and community organizations to promote the initiative and recruit participants. Information sessions and presentations are organized to introduce interested individuals to the think tank's mission, goals, and activities, providing them with an opportunity to learn more about the project and express their interest in participation.

Furthermore, Mosaic Minds leverages its existing networks and partnerships to identify potential candidates who may be interested in joining the think tank.

Through collaborations with organizations such as Business Gate, the Youth Councils of Karvina and Ostrava, and the Silesian University of Opava Faculty of Business Administration in Karvina, Mosaic Minds taps into existing community networks and engages with young people who are already involved in social activism and community development initiatives.

Overall, the recruitment methods employed by Mosaic Minds are designed to ensure inclusivity, diversity, and accessibility, aligning with the think tank's commitment to fostering a welcoming and supportive environment for all participants. By leveraging multiple channels and partnerships, Mosaic Minds is able to attract a diverse range of candidates who bring unique perspectives, experiences, and expertise to the think tank, enriching the collaborative process and enhancing the impact of its initiatives

Mosaic Minds's Activities and Achievements

Mosaic Minds serves as a progressive youth think tank committed to fostering inclusivity and driving positive change in the Czech Republic.

The think tank's objectives include conducting in-depth research to identify systemic barriers faced by Czech minorities, advocating for evidence-based policy reforms, engaging with local communities through outreach programs and educational workshops, and amplifying marginalized voices through art and digital media.

One of the key successes of Mosaic Minds is its ability to engage young people in meaningful dialogue and collaborative action on social issues. Through a combination of research projects, advocacy campaigns, and community engagement initiatives, Mosaic Minds provides participants with opportunities to contribute to the development of evidence-based policy recommendations, raise awareness about social injustices, and mobilize support for positive change.

Additionally, Mosaic Minds has successfully amplified marginalized voices through art and digital media, using creative expression as a tool for social advocacy and awareness-raising.

Through art exhibitions, digital storytelling projects, and art campaigns, Mosaic Minds has provided a platform for individuals from marginalized communities to share their stories, perspectives, and experiences, challenging stereotypes, combating discrimination, and fostering empathy and understanding among wider audiences through Talk Club.

Mosaic Minds has achieved notable success in building partnerships and collaborations with government and nongovernmental organizations, academic institutions, and community groups.

These partnerships have enhanced the think tank's research capabilities, expanded its reach and impact, and facilitated the dissemination of its findings and recommendations to key stakeholders and decision-makers.

Overall, Mosaic Minds has made significant strides in advancing its objectives and achieving tangible outcomes that contribute to the creation of a more inclusive and equitable society.

Through its collaborative approach, innovative initiatives, and commitment to empowering young people, Mosaic Minds serves as a model for youth-led social activism and community engagement, inspiring positive change and fostering a culture of inclusivity and solidarity.

Best Practices from Mosaic Minds

The Impact of Mosaic Minds on Petrklič Help Organization

The impact of the Mosaic Minds project on the Petrklič Help organization has been profound and far-reaching, yielding significant results across various areas. Through partnerships, research efforts, advocacy, and community engagement, Mosaic Minds has advanced the mission of Petrklič Help to foster an inclusive society and empower young people to create positive change

Mosaic Minds' community engagement initiatives have had a tangible impact on local communities, raising awareness about social issues and encouraging discussions on topics related to diversity, equality, and inclusion.

By partnering with schools, universities, and community organizations, Mosaic Minds has empowered young people to become change agents within their own communities, fostering a sense of ownership and responsibility for creating positive change.

Through its amplification of marginalized voices, particularly through art and digital media, Mosaic Minds has challenged stereotypes, combated discrimination, and built bridges of understanding between different communities.

By providing a platform for individuals from marginalized communities to share their stories, perspectives, and experiences, Mosaic Minds has given voice to those who have traditionally been unheard, fostering empathy and promoting a more inclusive narrative in society.

Youth Think Tank from Greece

The survey outcomes

The survey outcomes "Youth and Civic Education in Greece" reveal great insights on various aspects of young people's involvement in civic and social activities, their sources of civic knowledge, and their preferences in terms of educational methods.With these results we can really pinpoint the gaps of civic education in today's Greece and see where our think tank can help and at least try fill some of these gaps.

Preferences regarding civic education

Most of the respondents don’t feel engaged in civic or social activities and feel especially uninformed being today's youth in Greece From these results we can understand that there is a big need for better engagement and involvement of young people with social and civic activities.

Sources of Civic Knowledge

Today we can safely say that social media and digital platforms are the main source of civic knowledge. Although in Greece a huge part of information in social and civic matters comes from school, family and mouth to mouth discussions.

Preferences in Educational Methods

The survey shows a great preference to Online learning methods with audiovisual elements such as videos, quizzes, social media etc. The respondents show a great interest in these types of methods mostly because they save time and provide an efficient learning method that keeps pace with modern practices. This points to the potential of youth think tanks to adopt similar engaging and practical approaches in their programs.

Barriers to Civic Engagement

One of the biggest barriers are limited time to give on civic matters, there is not sufficient knowledge and many young people don’t receive the appropriate education but also they don’t learn the importance of participating in social and civic matters because not enough attention is paid to these matters.

Perceived Effectiveness of Civic Actions

The results of the survey on the effectiveness of civic actions are a bit confusing in terms of the different opinions Many don’t really know exactly what the best actions would be or what would be the best impact on young people.

Accessibility of Support Institutions

This is also a matter of conflicted responses because in Greece there is not a clear Institution regarding civic matters so young people wouldn’t know who to approach or how without the proper education. Youth think tanks can fill this gap by serving as accessible and supportive platforms for young people looking to engage in civic activities.

Access to Information on Civic Engagement Opportunities

For many young people who responded to the survey it is difficult to access reliable information regarding civic matters and would be very interested in a platform with information and resources by a youth think tank.

Profile of Embrace All Hub participants

The Embrace All Hub team consists of participants from all backgrounds (social, economical, educational etc.) and with a variety of interests. Most of the participants are university students, studying different subjects in different universities in Athens and already being an active part of the community working full time or part-time and bringing to the team different social and educational aspects. The educational background of the participants consist of art, music, archaeology, law, engineering, geography, economic studies, social and political sciences.

Furthermore it is evident that the heart of the team is all about inclusion and giving voice to all, regardless of their interests.

An integral aspect of Embrace All Hub is to provide a safe space for all to feel comfortable expressing their opinions and beliefs and evolve through constructive discussion without the fear of being judged about their opinions. The team is built in mutual understanding, all members are active parts of the local community and therefore are able to dive into the social mechanisms of inclusion regarding today's youth.

The team is being led by Suzanna Michailidi, a Survey & Rural Engineering graduate from National Technical University of Athens and an individual with much experience in educational and volunteering projects not only in Greece but also in many European countries.

The rest of the team consists of different individuals with different educational backgrounds that are very important for the completion of its work.

Some of them are Ioanna Papadaki a greek literature graduate, Natassa Machpoup a theater major, Despoina Xenikaki a professional musician, Gregory Filosoglou an archaeology student, Maria Papadopoulou and Katerina Foudotou, social and political sciences students and a team of ten more participants that help evenly with all the tasks and organizational aspects of the think tank project.

With the support of youth organization EUphoria Youth Lab and its experts in education and European youth projects the Embrace All Hub extends a network of many people and information that helps get more knowledge through research and education initiatives on matters considering today's youth.

Recruitment methods of Embrace All Hub

Embrace All Hub is trying to use new and active recruitment methods throughout the year focusing on attracting young people from all backgrounds that are interested in promoting inclusion in today's society, are not afraid to speak their mind and bring new ideas and perspective to the team.

At the beginning of the academic year the team holds an open recruitment process targeting mainly young people with the time, energy and knowledge to give to the team and each of the new recruits go through an interview process that estimates their background, interests and what are willing to contribute to the team and its goals.

Throughout the year Embrace All Hub is open to new participants and in every event, workshop, seminar or nonformal gathering gives various opportunities to whomever shows an interest to the team's actions and is willing to join. While the team may be open to new recruits, the main core members remain stable and active throughout all the activities and long term projects so we can ensure the stability and effectiveness of the team's work.

The additions throughout the year give new energy and a fresh perspective to the team's goals and ideas along with enthusiasm and new outreach.

Embrace All Hub Activities and Achievements

Embrace All Hub is a think tank whose main occupation is social inclusion and integration of young people into society. The vision of the team is to provide safety and warmth, just like an embrace does.

The social inclusion of young people aims to ensure equal opportunities for development and progress, regardless of gender, ethnic origin, social class and economic status. As the problem of social inclusion has multiple layers, the think tank decided to dedicate to four main areas to focus on: social inclusion of young immigrants, social inclusion of young unemployed people, social inclusion of young people of the LGBTQI+ community and social inclusion of young people with disabilities.

Social inclusion of young immigrants

The think tank analyzes and proposes policies for the social inclusion of immigrants. The aim is to create an environment that promotes mutual understanding, multiculturalism and equality for newcomers. Under this focus area, the think tank organized a conference, with the objective to share information on the current immigration issues that Athens’ faces and raise awareness against xenophobia. In the conference, it was presented the statistical analysis of young immigrants in Greece and particularly in Athens, the origins of the immigrants and the reasons they had to allocate county, as well as the issues of the different communities, such as lack of opportunities and the cultural differences between communities.

An interesting aspect of the conference was a presentation from the guests of the Polish think tank that presented their migration issues from the Russian-Ukrainian war.

Social inclusion of young unemployed people

The think tank seeks to address the social inclusion of young people facing difficulties and unemployment. It promotes policies and programs that will create employment and educational opportunities for these young people. Under this focus area, the think tank did research on the subject of unemployment and the economic crisis that Greece was in during the decade of 2010’s. Result of this research was an ebook concerning social inclusion and unemployment, how one derives from the other creating a never ending cycle. Furthermore, a social media campaign followed to showcase the infographics that were found during the research in order to raise awareness on the subject even more.

Social inclusion of young people of the LGBTQI+ community

One of the areas that the think tank deals with is the social inclusion of young people of the LGBTQI+ community. It aims to promote acceptance, equality and respect for different sexual orientations and identities. This particular area was very close at heart with the members of the think tank, as some are part of the community and had personally experienced exclusion and isolation due to their identities and/or orientation. Many of the social media campaigns that took place were about this subject and the team made sure to create a safe space for everyone to express themselves.

A movie night was organized where a LBGTQI+ movie was played that sparkled a respectful and productive conversation about the many difficulties that people in the community face in the present but also in the past.

Social inclusion of young people with disabilities

The think tank deals with promoting the social inclusion of people with disabilities Its goal is to create an environment that is accessible and offers equal opportunities for all. Under this goal, the think tank had events organized with the aim to raise awareness on the circumstances people with disabilities live in and with. One of the events was a visit to a home with people with mental issues. There the team was able to witness the isolation those people are in and the exclusion from the society.

During the visit, the patients were very engaged and happy to participate in something that aims for their inclusion. The dissemination of the visit happened via social media posts. Another event organized on the topic of limitations of disabilities was a tennis training session with reduced mobility.

The conclusion from the training session was that people with disabilities face difficulties from the start, as it was very hard to even access the tennis field, as well as it was an extremely challenging workout.

However, it was concluded that despite the difficulties, it is possible to do sports with the right help.

Best Practices from Embrace All Hub

In order for Embrace All Hub to provide the best possible qualitative results, the following practices were applied that improved the impact and efficiency of the think tank.

VII. PROMOTION AND DEVELOPMENT

Marketing Strategies

Techniques and tools of promoting main think tank activities shall be primarily divided into two categories: formal and informal. Even though every single tank is supposed to be a tool of engaging young leaders through non-formal education and other fundamental methods of ERASMUS plus, the analyzed kind of social engagement of youngsters may also become a great foundation for them for leveraging leading competences. Therefore, we distinguish:

Formal techniques

Creating a brand

The first step in creating a brand is developing a visual identity that resonates with both the mission of the think tank and the interests of its target audience This includes designing a logo that is not only visually appealing but also emblematic of the think tank's goals and values.

The logo should be versatile enough to be used across various mediums, from digital platforms to print materials. Alongside the logo, a color scheme and a set of fonts should be chosen to maintain consistency in all communications, ensuring that every piece of content reflects the brand's style and ethos.

A landing page serves as the virtual front door to the organization and needs to provide a succinct yet engaging overview of what the think tank stands for. The landing page should highlight the key areas of focus, recent achievements, and how visitors can get involved or learn more.

It's essential that the content is accessible, using clear, jargonfree language that can appeal to experts and laypeople alike.

The design of the landing page should be clean and navigable, making it easy for visitors to find the information they need. Integration of the visual elements from the brand’s identity, such as the logo, colors, and typography, is crucial to create a cohesive look.

Additionally, the landing page should be optimized for search engines to increase visibility and attract more visitors.

Professional research platforms

Since TT initiatives enable young people to lead their both academic/research and non-formal activity in a hybrid (combined) way; the research and practical activities’ results may be shared, disseminated through the ways typical for both non-formal education methods, and academic ones.

Thus, among academic ways of promotion, we may name publishing results of one’s activities in national/international peer-reviewed scientific journals, which are accessible on the research platforms as OpenAir, Scopus, Copernicus, Web of Science, Google Scholar, Semantic Scholar and others, as well as establishing a respective account of a member on the globally recognized scientific/academic platforms as Research Gate, Semantic Scholar, Google Academia (Google Scholar), ORCID etc with a respective identification of belonging not only to the research institution (University), but also to the independent Think Tank group (it is possible to identify as it was signalized, even in the current state of affairs).

It will lead to multiple positive outcomes under the prism of general TT activity promotion, namely:

Such an attitude will promote research/academic activity processed by youngsters not only in the frame of their academia, but also in the frame of TT as an extracurriculum non-formal education engagement; 1. Existence of TT activities’ results on the globally known scientific platforms will make TT even more recognizable as a “tool/source” of good practices, knowledge and skills even for people belonging to the academic/research sphere 2.

Email Marketing

Newsletters are a common and effective format within email marketing, especially for think tanks. They can be used to summarize recent research findings, highlight upcoming events, and share news and articles that resonate with your audience's interests. The first step in effective email marketing is to build a mailing list. This involves collecting email addresses from individuals interested in your work, typically through sign-up forms on your website, at events, or via social media platforms. It's important to obtain these addresses ethically, ensuring compliance with data protection laws like GDPR, which emphasize consent and privacy.

Tools like Mailchimp, MailerLite, Sendinblue and others offer functionalities to create customized sign-up forms that can be embedded on your landing page or shared across social media. These forms can also be integrated with other tools or platforms you use, ensuring seamless data collection and management.

Public Relations

Effective PR helps position these organizations as thought leaders, ensuring their insights and research contribute to public debates and reach decision-makers. A strong PR strategy involves crafting clear, impactful messages that resonate with both the media and the target audience.

This includes developing sustained relationships with journalists and media outlets to promote the think tank's work through press releases, interviews, and opinion pieces.

Moreover, leveraging public events such as seminars and roundtables can attract media attention and showcase the think tank's expertise. Such visibility not only enhances the organization's credibility but also facilitates wider influence on public policy and potential partnerships.

Think tank youth reports

Allow to present in the form of infographics and short articles/abstracts/descriptions main achievements of the think tank, strategies, concepts and/or research results of the think tank group that were processed in a given period of time.

Reviews and reports allow to additionally communicate TT activities, especially to people with zero-tolerance to basic SM platforms and/or other modern applications and tools like podcasts tools etc.

It allows to briefly describe results of scientific, research and practical activity of the whole TT group of individuals engaged into the work of TT and therefore involve both new leaders/active youngsters, or financial, scientific and educational supporters, supervisors, talent scouts.

Reports and reviews may be published both digitally and in a traditional way. Thus, we motivate the youth engaged into TT promoting through these informational ways develop their digital, editing, writing skills, as well as creative thinking.

Informal techniques

Social media

Engaging activities through main social media platforms, like Instagram, Facebook, TikTok and X are a basis for informal promotion of young people’s activities due to numerous reasons.

The variety of platforms engage a variety of age categories of listeners, viewers and readers. Basically, TikTok may engage auditoriums from 14 to 20 y.o., Instagram: 20-30, Facebook: 3050 and X involves people from 25 and without upper age limit.

There are no “strict age borders” but according to social surveys conducted on these platforms, the audience of exactly this age range was represented on the analyzed platforms.

Thanks to sharing project’s and activities’ results, as well as reels/streams from main think tank activities through social media platforms, we reach young people in the most “typical” way for them to be contacted.

Youngsters, who may wish to be involved in the think tank feel motivated, want to engage and are able to find “fast and easy” way to contact the think tank representatives in their city/town/region etc;

Social media platforms share results of “serious work in the engaging and entertaining way”, which most probably will attract attention of young auditorium, who will also wish to join;

Nowadays SM platforms can be fairly recognized as a litmus test of “productivity/activity and success of any given activity or group/organization in general”. The more young people are reaching and are actually interesting in the activities of the think tanks on SM platforms, the more appropriate way was chosen to lead/held/promote and/or disseminate this activity. The “promotional success” of any given activity, confirmed through SM platforms allows also to “confirm” and/or to “communicate” general success of the think tank activity to (in particular) outer financial donors;

SM platforms - are the prospective educational tools of nowadays. “Serious” matters of social engagement, equality, egalitarianism, fighting against discrimination and for human rights and other absolutely important social postulates shall be now delivered in an interactive way to be actually “audible” among think tank’s “main target group”. So, to make young people “hear and will to act”, we shall deliver our activities and their results in the most accessible and reachable way;

SM tools allow viewers sharing, re-sharing, re-posting of main activities promoted by think tanks, what will rapidly engage even wider circle of youngsters, who may be willing to join its activities, and, what is more, SM platforms allow easy way to participate in interactive flash mobs and activities dedicated to promoting and protecting, in particular, main social and societal values among wider groups of youth. One very engaging flashmob through SM platforms, which we can actually take here as an example, will be one of the Council of Europe dedicated to CoE Days. Find more here: https://www.coe.int/en/web/coe-story/background

Podcasts

These are easy ways to reach its audience by being at the same time “easy way to share significant amounts of important information”. Unlike SM platforms, through podcasts and radio-programs based on results of think tank activities, young people engaged in the TT may communicate their successes, achievements in a more complete, but at the same time interesting and interactive way;

TT podcasts communicating new portions of knowledge based on activities’ results will definitely become a great alternative for typical radio-programs, and/or good companion for wellknown podcasts such as ones from the University of Oxford, University of Cambridge, BBC etc.

Podcasts and radio-programs may more properly communicate results of youth’s scientific and research activity, which is promoted and led within the frame of TT, which will help to involve into research area not only potential listeners, but also interested supervisors, University lecturers, scientists and researchers. Therefore, such an attitude will create a basis for even broader professional networking.

For better communication and international promotion, it is advisable to lead any kind of activity at least in English as well. The better option is to share activity results in any language, which is accessible for any single TT .

Necessity to share main TT activities’ results in various languages will also motivate TT participants to widen their cooperation network with international students studying currently in their local areas, or getting in contact with TT from abroad. This will also create a positive climate for developing main inclusion and integration values among communities of engaged youngsters.

Young people engaged in creating podcasts and/or radio programs based on results of the TT activities will be able to develop their speaking and plain writing skills i.e. abilities to speak clearly and write about difficult matters in simple and inclusive language. These abilities enhance direct academic and social skills of youngsters, who are engaged. Therefore, it is advisable to involve as many youngsters from within TT as possible, the best option: make everyone participate in a row.

Live Streams and Videos

Interactive webinars and live streaming events provide an excellent platform for engaging directly with your audience in real-time. These can be used to discuss recent research findings, explore topical issues, or host Q&A sessions. Platforms like Zoom, YouTube Live, and Facebook Live offer easy ways to reach global audiences. Creating a series of short, informative videos that can be shared on YouTube, social media, or your website is a great way to engage audiences who prefer visual content.

These videos can simplify complex topics, highlight key findings from your research, or introduce your team and their work.

Creation of Think Tank (YouTube/Instagram) blog/vlog

For everyone, which will combine good practices, skills, knowledges, research/academic findings, developments, explorations made by the TT activists around a given country, to a) share education, knowledge, information within people interested in a respective issue; 2) engage young leaders from within to join Think Tank activity, 3) promote TT both as a platform for non-formal and academic personal development of individual; 4) enhance level of social inclusion and integration of persons who may not be able to attend any other kind of activity, which may be organized by TT groups around the country on-spot; 5) leverage optimal level of stable cooperation and networking, as well as enabling a constant sharing of good practices processes around the country and/or internationally through various digital tools that are accessible for a given YTT.

ProTips for leading TT blog:

Present your material in the most creative way you can.

Ordinarily, YTT brings together young leaders who possess a rich toolkit of skills Maybe someone in your group is a brilliant specialist in digital tools? Or someone can paint and/or draw by using graphic design applications? Modern digital tools include a huge range of useful instruments to create and present your online product in the most attractive way.

If you doubt, start with Canva and practice your creativity by writing first posts/edit first videos for your blog/vlog;

Try not to overwhelm your audience with a wave of information you would like to share.

Typical attention of modern users lives for 1 min, later on, however, the content may be exchanged with annoyance. Remember: your task is to attract and make person think about the issue you investigate/research about/present, additional information every individual who will be interested in it, should be able to find by using other digital tools of your YTT;

Alternate video/photo and audio content to share a necessary scope of information with your audience;

Introduce a systematic character into your posting process. Be sure that necessary updates appear every specific amount of time on your page. You do not have to film/write/edit/post something new every single day, but keep your finger on pulse, let your blog/vlog introduce a new set of info in the following way, for example: 1 longer video/audio material per week +2-3 short vlogs per week;

Clarity and conciseness is the clue of blogging/vlogging. Be sure to apply plain English, and convert your thoughts into short sentences. Do not overwhelm your readers/listeners with millions of idioms and difficult phrases. Who knows, maybe someone will be interested in your YTT’s activity as a result of learning English with you.

Clarify the structure, naming and labeling of your blog/vlog’s topics. Be sure to identify “the topic of the week”, and number the sequence of videos/audios (if necessary additional reading materials) in a proper sequence to make representatives of a new audience check “the older material” in a one click;

Be resilient regarding the popularity of your content. Exactly like every single blogger and/or celebrity worldwide, you will face different stages of “fame” of the content you are sharing within any platform you lead in your YTT. Sometimes, your posts/videos/vlogs/blogs will be reached by hundreds or even thousands (or even maybe millions) of people, sometimes, however, you will face “complete lack of attention”. Be resilient and persistent! Keep going, so that sooner or later you will definitely reach stability in your audience. Remember: lack of attention to materials you are talking about is not a fail, it is a litmus paper of prospective changes you may introduce into design/meritum (general sense) and/or way of presenting the scope of your unique findings.

Development Opportunities

Structural development

As we have identified above in a respective chapter regarding legislation prerequisites of establishing and implementation of Think Tank in a general framework of the youth’s activity, there are numerous difficulties which may be faced by youngsters before they will be ready to join/establish TT.

Thus, by the current state of affairs, depending on a country, young leaders may either establish a new TT like a legally separate initiative, or to create an independent cell of initiatives within an already functioning NGO. In our opinion, however, there should exist also a third possible solution for the aforementioned legal and practical issue to optimize the process of engagement of young people into TT activities i.e.

Thus, we suggest a creation of a legal possibility to establish a Think Tank initiative not as a part of an actively functioning NGO (or any single other institution), as well not as an independent legal body; but as a legal body functioning “under protection” of an already successfully guided NGO. Thus, the youngsters who may need an “enough level of independence” will gain it, but, at the same time, this kind of “independence” will never mean “being alone in the limitless sea of legal misunderstandings” what may lead to the fact that a lot of young people, after not finding an NGO that shall correspond their professional/academic/research or practical interests, as well as because of being not ready for taking the whole responsibility for an absolutely new legal body, would refuse setting up any activity at all. By creating the initiative as follows, we will engage as many young people as possible to set up their own activities in the form of Think Tank, feeling constant support and assistance from a respected and experienced NGO, as well as feeling free to initiate/develop every single initiative of their interest.

Prospectively, the aforementioned scheme may be transformed into either an independent legal body (an independent Think Tank without a structural NGO as a patron), or may be fully included into the structure of the NGO, if leaders of the Think Tank would find themselves incapable of leading any activity independently.

Anyway, the following scheme will definitely bring more “fresh air”, independence and development to the young leaders’ sector of ideas than the schemes/opportunities that exist in the EU legislation in respective spheres nowadays.

Educational Development

Educational development is essential for providing TT members with the skills and qualifications needed to advance their careers and enhance their contributions to the organization. Enrolling team members in relevant educational programs or certification courses is a core component of formal development. These programs are often provided by universities or professional organizations and are designed to build expertise in specific areas such as data analysis, policy analysis, or leadership.

Certifications can also add to the credentials of team members, enhancing both their personal resumes and the organization's credibility. Hosting or sending employees to professional development workshops (such as Erasmus+ training courses) allows them to deepen their expertise and stay updated with the latest trends and practices in their field. These workshops also provide a platform for networking with other professionals, which can lead to collaborations and new ideas.

Regular training sessions that are scheduled throughout the year can provide ongoing learning opportunities for staff These sessions might focus on technical skills, software training, research methodologies, or even soft skills like communication and leadership.

Structured training ensures that all team members receive the same level of instruction and information, maintaining a standardized skill set across the organization.

Community development

Organizations can ensure their initiatives are not only relevant but also directly address the specific needs and challenges faced by these communities. This section explores various strategies and best practices for community engagement that enhance the impact of research and policy advocacy, fostering a collaborative environment where both the community and the organization benefit from shared knowledge and resources.

Open Conferences

Following the example of World Open Innovation Conferences (conferences dedicated to present main World’s scientific, technical and research innovations and invite research, academic professionals, practitioners, young leaders, NGOs and many other representatives who shall be interested in the respective Conference Topic (https://worldopeninnovation.com/). Taking into consideration the scale of an ordinary TT: such a conference may have either local, or national and/or in a longer perspective an international scale, by inviting a wider circle of representatives of youth, academic/research professionals, practitioners in a respective sphere, as well as representatives of other TT groups to share their precious professional experience within a framework of the analyzed event.

Thus, we suggest here: “Think Tank Open Platform for Initiatives of Young Leaders” (as a name of a potential annual conference/event/symposium/congress of your YTT);

Annual “Festival of Think Tank initiatives”

A family event for young leaders, academic and research professionals, practitioners of a respective sphere, governmental authorities’ and business’ representatives, as well as every person that may be interested in the problematic/leading issue of the event (*every participant is highly encouraged to invite members of his/her family to the event) We highly suggest that the event propose a wide range of activities (better outdoors) dedicated to a) sharing good practices, tools, skills, knowledges created basically by representatives of a given Think Tank Groups (or alternatively every single Think Tank Group invited for the event); b) encouraging speeches of the other invited representatives; c) informal networking platform involving particularly team building activities, respective energizers and family activities; d)engaging activities for children and adolescents, promoting their future engagement into society building, Think Tank initiative participation, obtaining an active role in a society building in his/her local/national and international community, enhancing hard and soft skills, and taking social responsibility for building sustainable society of the future since the very childhood/adolescence.

We suggest also that the Festival will not be led separately by every individual Think Tank initiative, but in the aim of widening general networking opportunities and engaging outer community/speakers in a more effective way, Festival may be led once a year by all Think Tank groups/initiatives simultaneously on one spot chosen anonymously by representatives of TT initiatives in the country.

The locality of leading the event is supposed to be changed to enhance the probability of engaging new members/volunteers/auditorium/speakers as well as representatives of social groups possessing limited/decreased/fewer opportunities under any prism etc;

Think Tank Volunteers - initiative dedicated to engaging young people who may probably have lack of time/possibility/motivation of taking part in the TT event stably, but are interested to be non-regular members, therefore, these people should be encouraged to become TT Volunteers (assisting in outdoors event (e.g. Think Tank Open Platform for Initiatives of Young Leaders, Festival of Think Tank Initiatives), but also in every single event (even of an ordinary Think Tank group’s schedule) by the first convenience of theirs.

What is more, the position of TT volunteer also considers an opportunity to become a regular member/leader/expert etc. Think Tank volunteer shall be also encouraged into proposing/realizing their own ideas/initiatives and/or helping in realizing initiatives of regular TT members;

Think Tank Ambassadors - initiative dedicated to engage a wider circle of young leaders, children, adolescents, but also academic/research professionals, practitioners, business and governmental authorities’ representatives. TT Ambassadors (although it is an alternative membership of an ordinary Think Tank), is represented by the most active TT members who are ready to promote the activity of a given Think Tank through social media campaigns, anonymous social surveys, interactive quizzes, school visits, fairs, online bingos, ideathons, vlogs and many other events.

Traditionally, TT ambassadors are expected to visit schools, universities, academic and research institutions, governmental organs, business institutions, and promote activities of a given Think Tank within the aforementioned institutions.

Moreover, the TT Ambassadors initiative may be limited to one TT group, or (as we suggest) may be connected into a local, regional, national, international networking group of TT Ambassadors to enhance productivity of the Think Tank initiatives’ networking (leading example to follow: Young European Ambassadors initiative: https://euneighbourseast.eu/young-european-ambassadors/);

Open workshops/presentation of TT initiatives/developments/good practices - good practices, methods, concepts, researches, ideas, theoretical and practical tools which will be processed and produced within the frame of activity of any given TT, we suggest to present to a local/regional public (mostly active youngsters/children/adolescence, but also to potential financial supporters, representatives of academic/research institutions, businesses and/or governmental authorities to make “the outer world” know about stable and continuous activity of a given TT group.

It will evolve both strategic continuity, stability and sustainability of a given TT initiative, and will enhance productivity of its cooperation network under the prism of potential members, and potential supporters as well.

VIII. NETWORKING

This chapter delves into the significance of building and maintaining a robust network, exploring strategies for connecting with other think tanks, academic institutions, industry leaders, and policymakers. Effective networking not only enhances the visibility and influence of an organization but also opens up avenues for resource sharing, collaborative research, and collective advocacy efforts that can lead to more substantial and sustainable outcomes.

About networking

Do you remember apps and websites which allow us to stay connected with our friends, relatives and people who are dear and/or important to ourselves? But, imagine that the online network disappeared for a moment what would we have at the end? Would we stop communicating with each other? Or, maybe the communication would be back to the format of 100 years ago? It would rather be like that! Networking, therefore, exists since the very beginning of our existence on Planet Earth.

Networking, thus, is the ability of representatives of every living being to stay in contact with the other representative of its species. Exactly like animals do, we, as humans, communicate with each other in the aim of sharing new knowledge, exchanging experience and “updating” necessary toolkit of skills to overcome challenges and/or survive life’s difficulties.

Moreover, in the more modern world, sometimes we talk about “exchanging good practices” or “sharing hacks” on how to apply for great projects, take part in youth exchanges, trainings, and move forward along our professional career. Networking serves for every single aforementioned idea and goal. Eventually, we need networking to communicate our brilliant achievements, render other people motivated by our example, and stay motivated ourselves!

However, what does it mean to “build a proper network with other people?”. Do we need a toolkit even for talking to each other “in an appropriate way?”.

Well, imagine you are attending an official meeting/conference/congress/symposium/an important lecture with a person, whom you are so fascinated by for a long time! You should always remember that literally every person brings his/her own experiences/knowledge/skills and abilities they would love to share with you and, what is more, the experience of whom you would likely need to proceed with your both professional and private life journey in a more successful way! Most people are used to forgetting that selfisolation leads to disruption of successful networking, while lack of successful networking renders our professional and/or private life’s road even more difficult, as it could be.

What shall you do? How shall you behave to build your social network?

Attend events of interest! Nowadays, it does not matter, if you go somewhere personally, or visit a conference/symposium/ideathon/meeting through online platforms, just do it! As often as it is just possible!

Pay special attention to events which make you work in an interactive way: remember: lectures are fine, but practice is always better! Especially, if you have a chance to apply new skills and knowledge in an international team!

Try to widen your professional, scientific and personal circle of interests! Most probably, not every event that you will attend is supposed to strictly belong to the professional/scientific field you are mostly active in Successful networking is an ability of individuals to build interpersonal relations within a wide branch of persons who possess different professional, scientific and personal interests. Various interests bring a wide perspective onto every single question of yours. Wide perspective consequently may lead your team to a more optimized, more objective solution to a given issue in your agenda!

Learn to think outside the box and exit your social bubble! Are you afraid of going out, showing out, stepping out and talking about yourself? - Just speak out and let the whole World listen to and know about you! Believe us, you are a very interesting, interactive individual who possesses as many breathtaking talents and skills, as every single amazing person on the Earth!

Learn to listen to other people! Listen actively! 80% of your time you should spend by listening to others! They have a lot to tell you! They have an incredible amount of life hacks and knowledge to share with you! Other 20% speak about and for youself! Be an active listener, be an engaged listener! Do not wait for your turn to speak, enjoy listening, and you will know ALL THINGS OF THE WORLD!

Cannot listen to others…? Because… you are thinking about your non-verbal behavior, aren't you? You did not attend dancing, singing or musical classes, did you? And even if so, you still feel unsure about your role in “life-changing events'', don’t you? - Well, it is ok, it is a typical feeling of most people worldwide! Even world known celebrities, singers, writers and bloggers feel sometimes unsure when they are supposed to step out and speak to other people within the real life situations - Our advice: just do it (yes, exactly, like a famous sports brand suggests us to!), just go and talk to others and listen to your inner voice! Listen to your body, and in one moment to another your inner mind will resonate with your movements! Do you need more practical advice, by any chance? - Well, we suggest taking dancing classes, singing lectures, or….even drama circle lessons! - Never mind your age, social status, societal role, anything! Just do it! Learn to listen to your inner fears! Once you know how to listen to yourself, you will definitely listen to others with an absolutely different precision compared to previous times!

Sometimes people whom we need are ones who fear to step out themselves… Yes, that is true! Within the frame of social events, there are numerous individuals who still feel insecure, unsure and try to “escape” inconvenient grasps and conversations with strangers. Probably, this person is you, or maybe you in the past, or…maybe someone of your friends… Anyway, every person may potentially become a precious member of our exquisite networking chain! Ask yourself “Why does this person feel insecure?”, “How can I help her/him?” , “Maybe I shall become a friend of his/hers at this event and support him/her?”. Help others to overcome their social fears!

By doing this, you will overcome yours two times faster! What is more, remember, the more silent people in the hall, are ones who may bring the most precious knowledge for us!

Last but not the least, practice, talk, step out and speak out as often as possible! Listen to other people, make friends, share your thoughts and listen to others! The best networking chain is one which originates from friendship and respect!

Think Tank Talks (TTT)

To share information on current TT activities, initiatives, developments, good practices, knowledges, methods & models created by a given TT team, as well as in the aim of encouraging research/academic professionals, practitioners, representatives of businesses, governmental authorities, NGOs, international activists, independent youth leaders etc to take part in the highly practical and prospective networking within the groups of qualified professionals of various spheres, we suggest that leading annual Think Tank Talks follow the example of the effective method of sharing valuable skills/abilities/knowledge and experiences within TedTalks (https://www.ted.com/about/programs-initiatives/ted-talks).

Thus, the local, regional, national and even international network of Think Talk initiatives, in a longer perspective, will also both inform and educate people that are interested in this event about valuable practices, good methods/concepts/researches led/delivered/created/explored by TT representatives of a various scale (Experts, Leaders, Volunteers etc).

But will also engage both a wider circle of interested youngsters, as well as shall be a great foundation for networking with representatives of potential grant/scholarship institutions, foundations and other donors who may be ready to provide either financial funds or practical tools/platforms/areas to lead appropriate developments/researches/initiatives further.

Collaboration Platforms

Hereby, we suggest to focus our attention on three main platforms which will act as a pushing mechanism of TT activities in a given country, as well as globally on a larger scale i.e. edX, Coursera, Udemy.

EdX, Coursera, Udemy were chosen by us, because there were founded by World’s best educational institutions, universities and practical organizations in the aim of sharing good practices, skills, knowledge and educational materials with any single person who may need it, or will simply be interested in enhancing his/her professional/private skills/knowledges. The courses within the analyzed platforms are continuously and stably updated, so that such kind of self-development remains one of the best alternatives to formal education, and sometimes brings even better levels of professional competences than one may apprehend within the framework of traditional studies.

To the point, the following platforms may also be used for obtaining traditional Bachelor, Masters and Doctor’s degrees in numerous fields of science.

edX https://www.edx.org/search?

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Coursera https://www.coursera.org/courseraplus/?

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Udemy https://www.udemy.com/?

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The list of such platforms cannot be named as exclusive, however, edX, Coursera and Udemy already constitute a significant tool and brilliant platform both for international networking, and studying (enhancing hard and soft skills, as well as competences in any given sphere of knowledge and practice).

In the frame of Think Tank activity, we suggest that the cooperation with aforementioned educational platforms looked like as follows:

Studying: the stage, in which members of Think Tank initiative (of every scale) take courses on the aforementioned platforms in the aim of enhancing their soft/hard skills in any given sphere of their respective professional interest and obtain respective confirmation of the competences that were obtained;

Cooperation and networking: within this stage, youngsters are suggested to get in contact with coordinators of the courses they were taking on the aforementioned platforms (coordinators, mentors, lecturers and other people who are responsible for the courses are always reachable among students around the World), so that young people will be able to communicate respective curses’ leaders/mentors/lecturers their main fields of academic/research/professional/practical interests, get feedback on the matter, and discuss probable opportunities of cooperation on leveraging the results of their activity;

Practical implementation of networking’s results: after successful completion of two aforementioned stages, we suggest to promote general results of the TT activity in the form of online workshops/courses or, in a longer perspective, in the form of a spectrum of educational courses/practical online activities dedicated to implementation of good practices, skills, abilities and knowledges that were processed and produced by the TT team.

*The following attitude will undoubtedly be one of the most successful and prospective way of promotion of Think Tank activity in general, will enhance networking cooperation abilities of TT group members, as well as will become a successful way of practical implementation of activities’ results that were obtained by any given TT team on the international and/or even global arena.

Events

Networking at real events such as conferences, seminars, and workshops can be incredibly productive for building meaningful professional relationships. Here are some essential tips and strategies to remember, along with guidance on how to organize effective networking efforts.

Before the Event

Identify Objectives

Determine what you want to achieve from the event, whether it is meeting specific people, learning about certain topics, or finding potential collaborators

Research Attendees

Know Who Will Be There

Review the attendee list if available. Research key individuals you want to connect with, including speakers, organizers, and participants.

Prepare Your Introduction

Materials

Bring any necessary materials such as a notebook, pen, or brochures about your organization. Carry plenty of business cards to hand out.

During the Event Be Approachable

Show interest in others' conversations, ask questions, and listen attentively. Use openers like “What brought you to this event?” or “I really enjoyed the talk on [topic]; what did you think?”

Don't hesitate to join groups of people who are already talking. Look for friendly, open groups rather than closed circles

Attend Sessions and Workshops

Engage in sessions and workshops, as these are excellent opportunities to meet people with similar interests. During Q&A sessions, asking insightful questions can make you more visible to other attendees.

After the Event

Follow Up

Send follow-up emails to people you met, thanking them for their time and reiterating any discussed points or future plans. Connect on LinkedIn or other relevant social media platforms to maintain contact.

Plan Future Interactions

Arrange to meet again, whether it is for a coffee, a video call, or at another event. Keep the relationship warm by staying in touch.

Organizing Networking Efforts

Set a Networking Schedule

Schedule regular attendance at industry events to continually expand your network. Keep a calendar of upcoming events and set reminders to prepare and follow up for all members of TT.

Join Committees and Volunteer

Join organizing committees or volunteer at events to increase your visibility and meet more people.

Host Your Own Events

Consider organizing your own networking events, such as meetups, panel discussions, or workshops. This positions you as a leader in your field and attracts like-minded professionals.

School of leaders

For young leaders and all representatives of youth who are being involved into TT activities, we highly encourage to create initiatives within the framework of “School of leaders” (in different countries we may see: “What if I were a major of my city” - annual school of leadership in Kharkiv, Ukraine for young leader of 15-18 years old realized by O.M. Beketov National University of Urban Economy in Kharkiv; Akademia Liderów Rzeczypospolitej - annual School for Leaders of Republic of Poland realized for students of 17-30 years old.

In case of TT and promotion of its activities, we suggest annual “School of Think Tank Leaders” involving both lecturers from national universities to deliver lessons/moderate open-space discussions, lead Oxford Debates, deliver open lessons on leadership and/or enhancing soft and hard skills + lectures led by young leaders themselves dedicated to sharing results of their academic/research/social and societal activities within the framework of TT + involvement of leaders engaged into activities on the basis of other Think Tanks initiatives, or young people that are interested in either joining TT or enhancing respective skills + probable involvement of representatives of the governmental authorities and/or social initiatives/NGOs, businesses, academic/research institutions;

Such schools will additionally promote TT activity in general among respective professionals throughout a given country. TT schools will subsequently lead to enhancing the level of respect, social, academic and governmental recognition of a given TT group, and TT activity as it is in the country.

Erasmus+

Nowadays, there is still a high percentage of young people who stop themselves from taking part in non-formal educational activities or any other extra-curriculum activities that do not directly belong to academia. This percentage is even lower if we speak about youngsters who decided to follow their ways as researchers and/or scientists. Not to mention academic staff, professional researchers, academic teachers and other highly qualified professionals.

Informally, unfortunately, multiple non-formal educational activities which are being realized in the frame of Erasmus plus projects are being underestimated among young researchers and academic professionals. Thus, the basic practical division, which we can emphasize after social surveys led by us among representatives of active youth, appears to be as follows:

45% of people who are actively engaged in the academic and scientific life of their Alma Mater prefer only university’s extracurriculum activities, explaining these preferences by either scarcity of free time, or “non-relevance of out-of-university engagement”;

23% of our respondents declare that they are ready to take part in Erasmus plus activities, because it is a good chance of selfdevelopment, but by “Erasmus plus” they understand either long-term university exchanges or Jean Monnet module initiatives

(*Jean Monnet module initiatives are almost completely academic activities dedicated to enhancing awareness on the postulates like social engagement, societal values, sustainable development and others, including fostering education, learning, teaching and researching in this field. Practically, these are educational study courses with an increased intensity, which allow students to apprehend study material 23 times faster compared to an ordinary semester of student’s studies, pass respective tests by the end and obtain a certificate with designated ECTS points. Jean Monnet module included mostly highly academical activity, theoretical lectures, materials for extra-curriculum research, literature overviews, sometimes defending of group projects and common analysis of academic issues);

15% of our respondents declare that they at least once have participated in “other Erasmus plus activity”, by obviously meaning youth exchanges, trainings, non-formal seminars, workshops, and even humanitarian/voluntary missions in the frame of European Solidarity Corps initiative; 17% were not aware of even basic functioning of Erasmus plus projects for the moment of anonymous survey, which was led for the good of this manual.

(*The aforementioned survey was led in the frame of the respective activity of non-formal international group DAR for peace and equality, Ukrainian-Italian initiative, based in Milan, Italy).

As main reasons of obtaining exactly the results we have gotten we suggest as follows:

Lack of general awareness on complexity and profoundness of Erasmus plus program, which make a lot of students refuse participating in non-formal initiatives, like youth exchanges, trainings, workshops etc;

Common academic fears, biases, prejudices and prevalent tendency to divide competences (literally “certificates”) into “valuable enough” and “non-valuable enough”. Thus, for youngsters trying to pursue “more academic road”, it is highly typical to limit themselves to stricto academic activities i.e. university conferences, symposiums, academic workshops and, therefore, build exceptionally hard competences and ignore soft ones;

The tendency to build “soft competences”, however, is mostly noticed among people who are predominantly not pursuing academic/research positions, and “obtain/train” their soft skills as a “nice bonus” to willingness to act societally, socially, build sustainable society, engage themselves into international networking and get to know people from different cultural, national, religious, historical and other backgrounds;

Division of competences and certificates into “good” and “bad” is sometimes supported/tolerated by the academic teachers, who are not aware enough on complexity and profoundness of the Erasmus plus program frameworks, and “advise” their students to “sacrifice time” only to “academically precious” (in their opinion) activity.

*Hard skills are related to specific technical knowledge and training while soft skills are personality traits such as leadership, communication or time management.

The aforementioned attitude lead to multiple negative consequences. Discrepancy between “academically engaged” and other students/youngsters because of different interests, activities they take part in, social and societal biases which “require ones to do exactly something, what was asked, while others are not required to”.

The two analyzed groups of young people, at some period of their self-development face a significant scarcity of valuable competences. However, this scarcity is more profound in the case of “academically directed youth”.

Thus, because of general underestimation of broad opportunities of non-formal education within “strictly academic/research youth” and intolerance of non-formal development among some academical teachers, this group of young people face underdevelopment of main soft skills dedicated to building strong networking foundation, getting to know people originating from various cultural, national and historical backgrounds, leadership abilities as well as ones enabling young people successfully build works in the group, effective division of responsibilities among group members etc.

Finally, the lack of fundamental soft skills lead to disruption of leading main scientific and research activities outside of students’ societies, once the young researcher enters “real academia”

(*Real academia is a term that we will use here as a description of a research academic network, where all researchers, scientists function/cooperate on a local/national and international scale to lead academic activity). Therefore, lack of knowledge/ability to build strong national/international network, not being able to cooperate with people possessing various cultural, national and historical backgrounds, closemindedness, low leaderships skills and others, lead to difficulties in collecting financial sources, inability to apply successfully for research grants and scholarships, “wasting/losing opportunities” because of not being aware of all opportunities available in one’s sphere etc.

Therefore, the idea of building a strong and prosperous network of think tanks in any given country is not only connected with the fact that the TT is a generally prospective and highly successful platform of youth’s development, but also with the “necessity of nowadays realities”.

The aforementioned state of affairs postulates a necessity to enhance the spectrum and “general look” of basic Erasmus plus program pattern. Think tanks therefore appear to be unique and only (by now) prospective of engaging literally people of various academic backgrounds, interests and knowledge, build a strong understanding of both soft and hard skills in every individual joining the TT, as well as developing knowledge, which will be both precious as under the prism of building sustainable society and leading/guiding one’s scientific research.

Not to mention involving a wider spectrum of youth into the issues of integration, social inclusion, diversity and multiculturalism.

The uniqueness of Think tank initiative under the prism of Erasmus plus shall be explained as follows:

TT involves young leaders into activities, which are interesting both under the academic/research development field and societal one, dedicated to building and empowering sustainable society. Here, we are mainly speaking about social challenges, like optimizing integration, social inclusion of people who possess migrational backgrounds, developing multiculturalism in local, national and international societies, promoting and strengthening diversity, but also protecting cultural and national heritage, fighting with environmental pollution, promoting Sustainable Development Goals (SDG) (*https://sdgs.un.org/goals), the European Green Deal (*https://commission.europa.eu/strategy-and-policy/priorities2019-2024/european-green-deal_en) and many others;

Basic activities within the framework of ordinary TT activity are based on cooperation of tools and practices of non-formal education (energizers, workshops, practical activities, openspace discussions, brainstorming etc) and strictly didactic research methods to lead one’s scientific exploration;

The dissemination of activities’ results involves both traditional flash mobs, sharing of good practices which were processes in the frame of that activity as a positive life hack for ones who may be interested in advices, but also traditional academic writing including research articles, abstracts, presentations of activity’s results within national and international conferences etc.

Therefore, we have at least bilaterally directed positive impacts of TT activities for young people, which allow them to fulfill academic and social desires of youth:

Following specifics of TT activity under the prism of potential “Erasmus plus 2.0”, we can potentially consider the fact that the TT will need to involve not strictly academic professionals or youth leaders (as we see in Jean Monnet Module and ordinary non-formal education activities including trainings, youth exchanges, workshops etc), but a symbiosis of ones (hybrid leader for hybrid non-formal education).

It means that for leading research/scientific activities based on practical workshops, non-formal education methods and soft skills.

Not only youngsters but also representatives of academic/research staff and professionals will be motivated to leverage their competences to become either academic professionals with strong non-formal education background/attitude, or non-formal education practitioners with an enhanced academic/research background.

Policy briefs

Thank to combining leveraging both soft and hard skills, i.e. both scientific analysis and research methods, on one hand, and practical applications of the methods in the aim of implementing a given activity, young leaders that are involved into TT work are enabled to overview a “complete image” of a given professional/scientific/social/societal/environmental and other spheres

Thus, for example, if one is working in the sphere of optimizing integration/social inclusion of migrants, refugees and/or forcibly displaced persons, or environmental protection, or fighting against discrimination, harassment and for equality, equity, multiculturalism and diversity etc; this individual obtains a complete vision on the potential theoretical and practical ways of possible optimization of a given state of being. Therefore, this person, in the cooperation and with support of respective specialists, may propose policy briefs to respective political forces/governmental parties and/or local authorities in the aim of real enhancing a probability of a positive solution of the analyzed issue.

A policy brief is a short publication specifically designed to provide policy makers with research evidence relating to a policy issue. Policy briefs provide a summary of findings for an issue or problem, targeted analysis, and, often, recommendations for policy. They are a strategy for promoting the use of evidence-informed policy and decision making.

Writing a policy brief is a useful way to raise awareness of the current research conducted on a policy need and to succinctly communicate evidence-based recommendations.

Such an attitude will foster more rapid and more appropriate changes from within ones, which were able to be introduced into a given policy, because they will be based on both practical and theoretic envisioning of a given issue, and youth’ motivation/desire to change our society for “better future”;

Types of policy briefs

Policy briefs vary in their purpose These include synthesising academic research in one place, providing policy makers with policy options and to inform briefings for Government ministers and officials. There are two main types of policy brief:

An evidence-focused brief providing balanced information to support policy makers’ decision making An advocacy brief arguing in favour of a particular course of action

Source: Antonopoulou, V., et. al (2021). Research engagement with policymakers: a practical guide to writing policy briefs. Policy Research Unit in Behavioural Science. Accessible at: https://doi.org/10.31219/osf.io/m25qp

PRO-TIP: How to write your own policy brief? Take a look at the example (https://www.oecd.org/dac/evalu1ation/dcdndep/47107434.pdf) - The policy brief on Norway’s Whole-of-Government Approach!

According to the summary’s introduction to the aforementioned document: “Norway lacks a comprehensive strategy for engaging in fragile states in general, as well as a whole-of-government strategy for any particular country, including Afghanistan.

This policy brief recommends that Norway should consider adopting a law, or high-level policy document, that make it a requirement for Norway to have a national whole-ofgovernment policy towards every country where it is engaged in initiatives related to peacekeeping, peacebuilding or con ict resolution”.

Thus, there is a political issue to solve postulated at the very beginning, and the author (potentially each of you in the future) is supposed to propose his/her own attitude and, consequently, an appropriate solution to it”.

Therefore, how shall we write a policy brief? What chapters/parts do we include? What kind of language shall we apply? Are there any other useful tips we shall remember while writing such “political advice”? Let us have a look at the following practical advice!

According to advices provided by the specialists of the University of Birmingham (source:https://www.youtube.com/watch?v=i-qFbAxfGP4) we should remember as follows:

The ideal policy brief is two pages long with a set of practical recommendations written in a plain (almost simple) English, that are ready to be followed by policy makers;

Set clear goals. What would you like to achieve as a result of your policy brief?

Write an executive summary, explain main points in a concise way (do you remember the summary we have been talking about before? Norway's case? Ok, right, we did not mention that it was actually an “executive summary”! Anyway, now you know!

Write the body of your policy brief. Try to eliminate academic references, but it is useful to add necessary hyperlinks to follow and get to know a little bit more about the case;

Do you remember the practical goals of your policy brief? What do you want policy makers to do as a result of analyzing your writing? Set clear calls to action!

Include your contact details so that policy makers would be able to contact you in case they wanted to clarify additional details and/or ask about further advices;

Go back and provide a “catchy title” i.e. a title which will immediately attract attention and raise awareness to the analyzed issue of everybody who may potentially read your policy brief.

And now, you are ready to practice!

Funded by the European Union Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them