这份商业分析趋势报告涵盖了2021年最顶级商业的分析趋势和2020年总结，它还强调了未来几年公司所需要的顶级工具和技能。作为世界陷入大流行的一年，2020年见证了世界各地许多组织的根本性转变。客户的需求和习惯发生了突然的变化，公司不得不找出调整日常工作和战略方向的新方法，以服务于新的目标。商业分析趋势主要包括：1.到2025年不再有仪表板，数据叙述将成为最流行的利用分析的方式，75% 的数据叙述将通过增强分析方法自动生成。2.2021年，大多数大型企业将招募分析师进行决策情报执行，包括决策建模。决策智能领域包括各种实时决策能力和复杂适应系统等应用。3.专家认为在分析和数据领域，区块链技术将在推动高度先进的数据驱动倡议方面发挥重要作用。采用区块链为基础的智能合同(自愿采用或最终强制执行)的企业到2023年将会看到质量过高的数据增长50% 。4.人工智能技术被用于次优行动建议，元数据自动发现，或者管理自动监控。这种结构利用了超越现有和可发现的元数据资产的连续智能。5.到2022年，35% 的大公司将通过在线平台上的正式数据市场销售或购买数据比2020年的25% 增长了10% 。数量的显著增长表明了人们对云计算，机器学习，人工智能和数据科学的迅速接受。
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受新冠病毒肺炎打击的主要经济体正在恢复国内生产总值（GDP），但让他们重回“正常”可能是一个缓慢的过程。疫苗就要研发出来了。但是随着重复封锁，以及家庭和公司更倾向于修复资产负债表，同时重新利用杠杆效应.
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技术正在成为帮助加拿大老龄化人群的重要工具，为此应用的技术也在不断增多。采用新技术的产品和服务的配置经常涉及到用户个人数据的收集，人们也越来越担心关于收集和管理隐私数据的问题。隐私协议是用户隐私信息的主要来源，而所有的隐私协议必须遵从加拿大个人信息保护及电子文档法案列出的具体制度。出于责任方面的考虑，这经常会导致文件冗长复杂，对公众来说往往难以理解。本研究的目的是让当今的隐私协议更加透明，让公众更易于理解。本文描述了一个新提出的隐私协议版式的开发和认证过程，该版式应用了象形图来表示协议中对用户最重要的部分。本报告主要包括：1.研究采用双钻石设计方法，在反复的设计过程中设计出了象形图。2.本项目创建一种替代方式来向用户传达隐私规则，设计和评估一个包括图像和象形图的全新隐私协议版式。3.第二个调查旨在评估新开发的象形图呈现隐私协议信息的有效性。研究结果表明使用象形图的隐私协议有效提升读者对内容的理解，减少了阅读检索信息上花费的时间以及失败感。因此，建议增加目前使用象形图的隐私协议，以提高用户对复杂文件的可访问性和理解力，并使他们能更好掌握自己的数据是如何被使用和共享的。
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2019 THINK TANKSTATE OF THE SECTOROpen Think Tank DirectoryAndrea Baertl Published November 2020CREDITS ReportCoordination,data analysis and report writing:Andrea BaertlData visualisations:Gonzalo UrbinaCopy edit:Sophie GillespieDesign:Magda CastraAdvice and review:Enrique Mendizabal and Erika Perez-LenData collectionThe following people have done data collection for the Open Think Tank Directory:Abby Apollo,Abdelhamid Benhmade,Anara Alymkulova,Andrea Baertl,Andrea Ordoez,Andrew Snell,Angela Pajuelo,Ani Mnatsakanyan,Anna Ludwig,Beka Kiria,Bermet Imanalieva,Brigid Laffan,Carolina Alvarez,Chen Ou Yang,Chndy Rogel,Claudia Peschiera,Cristina Ramos,Daniele Milani,Eilish Hart,Estefana Charvet,Huang Lin Ting,Iliana Ninahualpa,Jee Suyo,Jeff Knezovich,Jessica Chu,Josephine Tsui,Julio Lopez,Luise Schurian,Lynn Tin Hwang,Mabel Andrade,Rebecca Clements,Spandana Battula,Stephan Paulsen,Swastika Kasaju and Timothy Liptrot.Additionally,and in collaboration with Southern Voice,more than 400 individuals all over the world have been contacted to ask for suggestions of organisations to include in the database.Website developmentQuaternary Consulting(Jeff Knezovich)developed the first version of the website and Soapbox updated the website and integrated it into the On Think Tanks site.ACKNOWLEDGEMENTSWe are very grateful to the team that made the Open Think Tank Directory and this report possible;to users of the directory for making our work relevant;to our extended network of associates,friends,colleagues and funders for lending a hand in the scoping exercises and for helping us make sense of the data;and to think tanks themselves for engaging with us and providing data for their profiles.FUNDINGThe development and maintenance of the Open Think Tank Directory has been,and remains,possible thanks to many funders.The Open Society Foundations gave us the initial grant that made the directory possible in 2016;the Regional Programme Energy Security and Climate Change Latin America from Konrad-Adenauer-Stiftung e.V.funded a scoping of organisations in Latin America with a specific focus on environment and climate change;UNICEF funded a scoping of organisations working in their priority regions and issues;Robert Bosch Stiftung funded a scoping of organisations worldwide focusing on topics related to migration,peace and security,inequality and environment;and finally our grant from the Hewlett Foundation makes the management,improvement,update and analysis of the Open Think Tank Directory possible.CONTENTS1.INTRODUCTION 72.OVERVIEW OF THE DATA 123.REGION 16a.Overview .17b.Country.184.TOPICS OF FOCUS 21a.Overview.22b.Region.23c.Topic specialisation.255.DATE FOUNDED 28a.Overview.29b.Region.316.GENDER OF FOUNDERS 33a.Overview .34b.Region.35c.Date founded.367.GENDER OF LEADERS 38a.Overview .39b.Region.39c.Topics of focus.40d.Gender of founder.418.BUSINESS MODEL 43a.Overview .44b.Region.44c.Topics.45d.Date founded .46e.Gender of leader .479.SOCIAL MEDIA CHANNELS 49a.Overview .50b.Region.51c.Date founded.52d.Gender of leader and founder .5310.STAFF 56a.Overview .57b.Region .58c.Date founded.60d.Gender of leader and founder.61e.Business model.6311.TURNOVER 65a.Overview.66b.Region.67c.Date founded.69d.Gender of leader and founder.69e.Business model.7212.CONCLUSIONS 75ANNEXES 82Annex 1.Description of variables included.83Annex 2.Description of topics of focus.84Annex 3.Link to database and other charts.85QUESTION LISTINTRODUCTION How did this report come to be?Why does the Open Think Tank Directory exist?What are the inclusion criteria?What is the methodology for gathering data?How is the report structured?REGION How many organisations are there per region?What is the median number of think tanks per country?Which countries feature more think tanks in the directory?Which city has the most think tanks worldwide?DATE FOUNDED What is the average think tank age?What is the average by region?In what regions were think tanks founded earlier?When were most think tanks founded?Does this vary by region?OVERVIEW OF THE DATA How representative are the findings?How complete is the data for organisations included?Are there any differences in data completeness by region?TOPICS OF FOCUS Which topics do think tanks mostly focus on?Which topics are more,or less,predominant by region?How many topics do organisations usually focus on?GENDER OF FOUNDERS Who founds think tanks?Which regions have more female founders?Are older think tanks predominantly male founded?The following is an alternate content list based on the questions that are answered in each section.135246GENDER OF LEADERS How many men and women lead think tanks?Which regions are more equal?Is there a difference in the topics of focus by gender of the leader?Are there differences in the gender of the leader based on the age of the think tank?Are female-founded think tanks more likely to be led by women?SOCIAL MEDIA CHANNELS Which social media channels are think tanks more predominantly on?Which social media channels are more popular by region?Do younger think tanks have more or fewer followers?Are there differences in the follower numbers by the gender of the leader?Or by the gender of the founder?TURNOVER What are the average and median turnover figures for think tanks?Which regions have the highest and lowest turnover?Do older think tanks have more turnover?Is there a difference in turnover by the gender of the leader?Or the gender of the founder?BUSINESS MODEL What is the most common business model for think tanks?How does this differ by region?How do business model and date founded relate?Are there differences in business model by the topics of focus or the gender of the leader?STAFF What is the median staff size of think tanks?What is the percentage of women working in think tanks?How does this differ by region?Do older think tanks have more,or less,staff?Do male-led think tanks have more staff?Do female-led think tanks have a higher percentage of female staff?Is there a difference in staff size by business model?79118101INTRODUCTIONQuestions answered in this chapter How did this report come to be?Why does the Open Think Tank Directory exist?What are the inclusion criteria?What is the methodology for gathering data?How is the report structured?182019 Think Tank State of the SectorINTRODUCTIONThe problem with think tank data.The Open Think Tank Directory was born because information about think tanks,and other policy research centres,expertise bodies,etc.was difficult to find.Data on them is often disorganised with several sites and projects compiling incomplete lists.And when seemingly detailed information exists it tends to be not available to the public.So,it is difficult for think tanks to find each other,for the public to know which centres exist and for funders to know which ones work on which topic.It is therefore problematic,if not impossible,to answer questions like:What is the average staff size of a think tank?How many women lead think tanks?How many followers does the average think tank have?Are there any differences by sector,country,region or the gender of the leader?And without these answers we cannot begin to ask the most important question:why?Our solution.To overcome the of shortage of publicly available information,we at On Think Tanks began working in 2016 in an Open Think Tank Directory that was open,public and maintained through the participation of think tanks themselves.The directory was developed,and is maintained,to be a public good,and aims to benefit the entire think tank and evidence-informed-policy community.Through it,centres can identify potential collaborators and connect with peers,funders and other stakeholders;for the growing body of scholars who study think tanks,the directory provides a sample frame for their investigations;interested people can browse the profiles of think tanks and also get an overview of the sector;and funders can identify organisations that focus on their agendas.Additionally,the public and open nature of the database(downloadable through this link)helps increase the sectors transparency.What is a think tank?Thinks tanks are difficult to define as the term applies to various organisations with different characteristics,development pathways and even different business models and structures.Organisations labelled think tanks include for-profit consultancies,university-based research centres,non-governmental organisations(NGOs),public policy bodies,foundations,advocacy organisations and membership-based associations,to name a few.But despite their differences and for the purpose of the Open Think Tank Directory we have defined think tanks as a diverse group of knowledge and engagement organisations that have as their(main)objective Table of contents92019 Think Tank State of the SectorTable of contentsto undertake research,generate knowledge and use evidence-informed arguments to inform and/or influence policy and its outcomes.To do this,they perform a range of functions,including undertaking research,aiming to influence the public agenda,monitoring how specific policies are carried out,suggesting,or advocating for policy changes,and so on.1 Criteria for inclusion.Given this definition the inclusion criteria for the directory is broad:The organisation must carry out some form of research with the aims of informing public policies those doing research without a public policy angle are not included,neither are organisations mainly focusing on advocacy and not carrying out research.The organisation must have an independent identity(this is particularly relevant in the case of university-affiliated centres).The organisation needs to be formally registered in a country(but it can undertake research or influence anywhere in the world.Description of the database.The directory currently2 features public information(or information that should be public)on more than 3,440 organisations from around the world.This number includes organisations that are now defunct and organisations that have been deemed boundary organisations.3 It registers information on almost 100 variables for each organisation,4 including their name,website,brief description,the topics they focus on,contact details,business model,founders names,current leaders,staff numbers,social media channels and followers,publication numbers,turnover and more.5 The nature of the Open Think Tank Directory.Developing and maintaining the Open Think Tank Directory is no easy task.We continuously work on its improvement(both the database and the website)for it to be as complete and up to date as possible.It is important to note that the nature of the database and the information it holds make it a live tool.Organisations grow,evolve,branch out,merge or close,they also experience changes in leadership,focus,and functions,hence data on them is always changing.Consequently,the database is never fully complete,but always being updated.1 For more on the definition and functions of thinktanks see our series on Think Tanks:definition and terminology.2 At the time of publishing in November 2020.3 Boundary organisations are those that somewhat met the criteria for inclusion but cannot be deemed think tanks as their characteristics and main functions are different.4 Some of which are longitudinal data since 2016 e.g.name of leader 2016,2017,2018 and 2019.5 Full list of variables can be seen here.102019 Think Tank State of the SectorTable of contentsData collection.The directory has been compiled and populated using a mixed approach:web searches in google to find existing lists;web searches to find organisations(looking for terms such as think tank,policy research centre or thought centre in different languages)in each country;suggestions of inclusion by country and regional experts;and by direct submission by think tanks.All organisations are reviewed to verify they fit the inclusion criteria and either accepted,accepted but deemed boundary,or not accepted.Information is retrieved from think tanks websites and in some cases submitted by organisations themselves.We have established a review criterion for transparency of the quality of the data and include the sources of the information in the profile of each organisation.Chart 1 Data collection methodologyThe Open Think Tank Directory does not make any evaluation of the organisations it features.Identify organisationsVerify organisationsGather informationVerify information Consulted public databases Web searches Consulted think tank experts Submissions by think tanks Consulted think tank experts or think tankers in specific countries Quick review of organisations website to check if it fits the criteria Organisations websites Direct contact with organisations Maintain oversight of entries and establish a review criteria:Imported,Authenticated and Reviewed112019 Think Tank State of the SectorTable of contentsFeatured organisations.We have made efforts to offer a complete overview of think tanks worldwide,but we do not claim for this to be a final and complete list of think tanks in each country.The sample of think tanks it holds might be biased as these are organisations that we either have identified or that have reached out to us,and hence are part of our extended network.This does risk missing out some think tanks that are not included in our expanded network;however,we are always receiving and looking for suggestions of organisations to add.And we urge readers and users of the Open Think Tank Directory to identify any issues in the data and suggest the inclusion of organisations we have inadvertently omitted.Additionally,and due to the directorys inclusive nature,there are many small centres featured not only the best or most well-known ones.Nevertheless,we believe that the organisations the directory holds represent a good overview of think tanks and is a step towards a comprehensive database.We hope that with each passing year we can provide an increasingly accurate representation of the sector.The report.This report is the first one we have produced using data from the directory and it is based on an analysis of 20196 data from 2,802 active think tanks.78 The report is structured as follows:first we give an overview of the data and the level of completeness of each variable;we then move on to describe the regional breakdown,topics of focus,date founded,gender of founder,gender of leaders,business models,social media,staff,publications,turnover,and an analysis of descriptions and straplines.We compare and analyse each variable with each other to provide a detailed analysis of the data.The report ends with key conclusions and ideas for further development of the database.We hope that this report provides a rich and useful overview of the sector across the world.As we continue to update the database,we will produce a yearly report.6 The data is from the previous year to that in which the report is published as we need to wait for the end of the year for some variables such as turnover and publication numbers.7 It does not include organisations that featured in the directory but that are defunct or deemed boundary.8 The cut-off date for inclusion in the report was August 2020.Organisations registered after this date have not been included in the analysis.2OVERVIEW OF THE DATAQuestions answered in this chapter How representative are the findings?How complete is the data for organisations included?Are there any differences in data completeness by region?2132019 Think Tank State of the SectorOVERVIEW OF THE DATAThis report is based on an analysis of 2019 data from 2,802 active think tanks9 that feature in the directory.The directory has information on almost 100 variables for each organisation,(the full list of variables is available here)and for this report we have used a selection of those(see Annex 1 for the list and description of variables used in this report)that offered the most interesting findings and results.Given the nature of the methodology and the data available,the findings are representative at the sample level.The report is not a complete sector analysis,but an analysis of the sample of think tanks that the Open Think Tank Directory holds.We hope that with time we can accrue data for all think tanks worldwide and produce a representative analysis.However,the report does present an interesting overview of the sector and gives useful indications of existing trends.The data in the directory has been sourced from available information on organisations websites and social media profiles,and a small number of organisations(6%)supplied the information themselves.The information that think tanks offer on their websites varies greatly;some offer little more than a short description,while others display great detail.Moreover,the structure of websites is diverse;some websites are easily navigated,and information can be found after one or two clicks,while in others further digging is needed.All think tanks aim to show on their websites what they do and how,but not all do so thoroughly or even clearly,and in many cases information is missing(e.g.who founded the organisation,staff profiles,contact information etc.10)Because of this,sourcing and completing data for each organisation is difficult and the database holds more information on some variables than others,and for some regions more than others.Chart 2 shows the total percentage of data completeness for key variables.Those with the lowest levels of completeness are turnover 2018(8%)and founders name(48%).Financial information data(turnover)has been the most difficult to source for many reasons:organisations dont always share 9 As mentioned,the results and analysis in this report do not include defunct or boundary organisations.10 For more on differences on the information offered by think tanks on their websites see our article“What we learned from looking at more than 3000 websites”Table of contents142019 Think Tank State of the SectorTable of contentstheir financial information or annual reports,11 or they bury the information deep inside their websites.Information on founders has also been difficult to source as not all organisations display this on their website.Chart 2Note:Basic information is:name in original language,name in English,website,description,city,country,address,general contact email,operating language(s),topics and date founded.Table 1 shows data completion by region and it shows that most have a similar percentage of completeness,with a few variations.On social media,Eastern Asia has a markedly smaller percentage of data completion,this is because we register platforms that are not widely used Eastern Asia(e.g.Twitter,Facebook,LinkedIn,Instagram),and even banned in the case of China.The charts,tables and analysis in this report are based on those variables on which we have the most information.11 See the publications by Transparify for more references on this.Percentage of key variable data completeness02040608010077H%8sic informationcompleteName of leader(any year)Turnover 2018Topic of focusDate foundedFounder nameAny social media152019 Think Tank State of the SectorTable of contentsTable 1 Data completeness in regions by key variablesRegionVariablesBasic information completeName of leader(any year)Turnover 2018 Topic of focus Date founded Founder nameAny social mediaAfrica85sstern Asia92095%Latin America&the Caribbean89d%804%Oceania78%1P%South&Eastern Europe87iFx%Southern&South-Eastern Asia89v%50W%USA&Canada82%2Uw%Western&Central Asia93b%70c%Western&Northern Europe80%9R%Note:Basic information is:name in original language,name in English,website,description,city,country,address,general contact email,operating language(s),topics and date founded.3REGIONQuestions answered in this chapter How many organisations are there per region?What is the median number of think tanks per country?Which countries feature more think tanks in the directory?Which city has the most think tanks worldwide?3172019 Think Tank State of the SectorREGIONa.Overview To provide a nuanced overview of geographical differences we have not opted to use continents as the key comparison variable but have chosen regional groups.We defined these using a mixed approach based on continent,UN subregional divisions and the number of think tanks in each.The resulting regional grouping(henceforth called region)is shown in Chart 3 and enabled us to compare different contexts without atomising the data excessively.Western&Northern Europe is the region with most think tanks featured in the directory(694 organisations,25%of the database)followed by Latin America&the Caribbean(442,16%),USA&Canada(395,14%),Eastern Asia(335,12%),Southern&Eastern Europe(310,11%),Southern&South-Eastern Asia(217,8%),Western&Central Asia(167,6%),Africa(157,6%)and Oceania(88,3%).Based on our knowledge of the sector and comparison with other think tanks lists,there is a higher than expected representation of think tanks in Latin America&the Caribbean,and of West&Northern Europe,and a lower representation of the USA&Canada,and of Eastern Asia.This is due to how the organisations have been sourced and the methodology followed,12 nevertheless,the database and the results do offer interesting results and comparisons.12 See the introduction for details on the methodology and the funding and support note for information on the funding sources that enabled the scoping of organisations.Table of contents182019 Think Tank State of the SectorTable of contentsChart 3 n:2,802b.CountryAn analysis by country provides a more nuanced view of the sector and uncovers even greater differences between regions.The average number of think tanks per country is 19,but there is great country variability,evidenced in the widely different numbers shown by region(Table 2).For example,Africa five think tanks per country on average and Eastern Asia has 56.But,beyond than the raw numbers,what is interesting are the regional differences that show the relative sizes of the sector,and evidence that the think tank sector is biggest in USA&Canada,West&Northern Europe and Eastern Asia.Think tanks by region0100200300400500600700800694 256 695 14!7 809 11 3D2 1635 126 6ricaEastern AsiaLatin America&the CaribbeanOceaniaSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&NorthernEurope?frica?Amricas?Asia?Europe?Oceana192019 Think Tank State of the SectorTable of contentsTable 2Average number of think tanks per country by regionRegionAverage#of hink tanks per countryAfrica5Eastern Asia56Latin America&the Caribbean18Oceania29South&Eastern Europe13Southern&South-Eastern Asia13USA&Canada198West&Central Asia8West&Northern Europe41n:2,802A closer look at the number of think tanks by country in each region shows that that there are regions with a higher concentration of think tanks in some countries and less in others(Chart 4).For example,in Africa,South Africa features 29(19%of Africa)and Kenya 26(16%).In Oceania,Australia tops the region with 66 organisations(77%of the region).In Latin America,Brazil leads the region with 66(15%)followed by Argentina with 55(12%),Chile with 51(11%)and Mexico with 46(10%).13 India with 43 organisations(20%)has the most think tanks in Southern&South-Eastern Asia,followed by Philippines(12%),Pakistan(10%),Malaysia(9%)and Indonesia(8%).Southern&Eastern Europe shows a somewhat balanced distribution,with Italy leading(12%)and several countries following with a similar number:Spain,Hungary,Ukraine,Russia,Poland and Czech Republic.Eastern Asia is heavily led by China with 57%of the organisations featured,and Japan(17%)and South Korea(12%)follow far behind despite having numbers higher than the world average.Israel(47)is the country with the highest number of think tanks in Western&Central Asia(28%of the total of the region).The country with the highest number of think tanks in the directory is the United States,which features 331 think tanks,representing 84 of think tanks in USA&Canada.Next comes China with 191(57%of Eastern Asia),followed by Germany(185),United Kingdom(148)and France(96)representing 27%,21%and 14%respectively from Western&Northern Europe.13 Within Latin America&the Caribbean,South America(and Mexico)feature more think tanks per country than Central America and the Caribbean.14 All percentages and averages shown are rounded.INTERESTING DATALondon(UK)and Washington DC(USA)top the charts of most think tanks in city with 112 and 115 respectively.202019 Think Tank State of the SectorTable of contentsChart 4Note:The numbers in the bars are the number or think tanks in the country featured in the database.REGION HIGHLIGHTS The average number of think tanks per country in the database is 19.There is great variability within regions and countries.Some regions show a higher concentration of think tanks in some countries and less in others.The think tank sector is biggest in countries in USA&Canada,Western&Northern Europe and Eastern Asia(taking into account both the total number of organisations and the average number per country).Countries?Armenia?Georgia?Israel?OthersWest&Central Asia0,000,250,500,751,0015194785Countries?Canada?United States0,000,250,500,751,0066329USA&CanadaCountries?France?United Kingdom?Germany?Others0,000,250,500,751,0096148185265West&Northern EuropeCountries with most think tanks by regionCountries?South Korea?Others?Japan?ChinaEastern Asia0,000,250,500,751,00404559191Countries?Nigeria?Kenya?South Africa?Others0,000,250,500,751,00Africa11262990Countries?Papua New Guinea?New Zealand?AustraliaOceania0,000,250,500,751,0020266Countries?Chile?Argentina?Brazil?Others0,000,250,500,751,00Latin America&the Caribbean515566270Countries?Pakistan?Philippines?India?OthersSouthern&South-Eastern Asia0,000,250,500,751,00212643127Countries?Hungary?Spain?Italy?Others0,000,250,500,751,00Southern&Eastern Europe2323372264TOPICS OF FOCUSQuestions answered in this chapter Which topics do think tanks mostly focus on?Which topics are more,or less,predominant by region?How many topics do organisations usually focus on?4222019 Think Tank State of the SectorTOPICS OF FOCUSa.OverviewThe list of topics included on the Open Think Tank Directory has been developed to provide an overview of the issues15 that an organisation focuses on,and to enable comparisons between them.Think tanks in the directory can focus on any number of issues,with the majority(85%)focusing on more than one.16Most organisations focus on(Chart 5):social policy(50%)which includes issues such as poverty,social protection,social inclusion and inequality;trade/economics/finance(44%);governance/transparency(43%)which comprises citizenship,democracy,transparency,decentralisation and related issues;and environment/natural resources/energy(42%).Chart 5n:2,78415 See full list of topics and description here.16 See section topic specialisation within this chapter for more data on this.Percentage of organisations by topic02550751008#$14BCDP%Social PolicyTrade/Economics/FinanceGovernance/TransparencyEnvironment/Natural Resources/EnergyLaw/Justice/Human RightsInternational Affairs/DevelopmentEducationDefence/Peace/SecurityHealthTechnology/InnovationFood/AgricultureGenderPrivate Sector DevelopmentMedia/Culture/SportTransport/Infrastructure/UrbanTable of contents232019 Think Tank State of the SectorTable of contentsb.RegionA regional analysis(Chart 6)shows the proportion of think tanks that focus on each topic by region(relative to the number of think tanks in the region).The chart shows the extent to which each topic is covered in each region.In general,regions follow the same trends as the global averages(see the introductory overview to this chapter,)but there are interesting differences and patterns that emerge that represent the priorities of the countries within each region.African think tanks work predominantly on the top four global issues:governance/transparency(51%),environment/natural resources/energy(50%),social policy(48%),trade/economic/finance(46%).But they also focus largely on food/agriculture(44%):they are the region with the highest percentage of think tanks(relative to the number of think tanks in the region)working on this issue,which is an indication of how important this issue is to the region.In addition,gender(31%)and health(35%)have a higher predominance in Africa than in other regions.Think tanks in Eastern Asia also focus largely on the top worldwide topics,except environment/natural resources/energy,which is proportionately less dominant(only 25%specialise in this area).Unlike Africa,gender(7%)health(7%),and food/agriculture(17%)are less prominent,but they place a stronger emphasis on private sector development(21%)and media/culture/sport(28%).Latin America&the Caribbean show a strong emphasis on environment/natural resources/energy17(53%),social policy(44%),and law/justice/human rights(41%),but are a weaker presence in the areas of transport/infrastructure/urban(4%)and media/culture/sport(3).Think tanks in Oceania show a strong emphasis on social policy(44%),followed by trade/economics/finance(32%).Technology/innovation(5%)is the topic that the least number of think tanks focus on.Oceania has the highest percentage of organisations working across three topics or fewer(70%),which might the explain the lower percentages across topics.Think tanks in Southern&Eastern Europe follow the world average pattern,with a few variations:the top areas of research are social policy(65%),international affairs/development(40%),governance/transparency(52%),and trade/economics/finance(46%),and the least studied topic is food/agriculture(5%)17 The strong predominance of environment/natural resources/energy in this region might be an effect of the funding we received from the Regional Programme Energy Security and Climate Change Latin America from Konrad-Adenauer-Stiftung e.V.to scope organisations in Latin America with a specific focus on environment and climate change.Table of contents24Table of contents2019 Think Tank State of the SectorThink tanks in Southern&South-Eastern Asia focus predominantly on social policy(45%),environment/natural resources/energy(48%),governance/transparency(41%),and trade/economics/finance.The least studied topic in this region is transport/infrastructure/urban(5%).Think tanks in the USA&Canada also follow the world average pattern,with trade/economics/finance(46%)and environment/natural resources/energy(49%)being the most popular topics.But a below-average percentage of think tanks work in social policy in this region(38%vs.global average 50%).Western&Central Asian think tanks have a somewhat different pattern and show a stronger emphasis(compared to world averages)on international affairs/development(43%)and defence/peace/security(41%,the highest worldwide).Additionally,they have a higher than average percentage of think tanks working in private sector development(21%)and education(31%)and a lower than average number working in environment/natural resources/energy(23%).Think tanks in Western&Northern Europe follow the world priorities(and are probably setting them giving their high numbers in the sample):social policy(53%),environment/natural resources/energy(46%),governance/transparency(45%),and trade/economics/finance(45%).The region also has the highest percentage of think tanks focusing on transport/infrastructure/urban(12%).This descriptive analysis of the data in Chart 6 highlights the issues that are more,or less,important in each region.For example,food/agriculture is a high priority in Africa but is seldom the focus of think tanks in Europe(both regions)and Western&Central Asia.International affairs/development is another issue that is more predominant in some regions(Europe and Asia)than in others(Latin America&the Caribbean and Oceania),indicating a more outward-looking perspective in those where it is studied.1818 Given the sample,methodology we dare not offer many explanations and inferences as to why each topic is more,or less,studied in each region,but we hope to strengthen this analysis in further editions of the report.252019 Think Tank State of the SectorTable of contentsChart 6n:2,784c.Topic specialisationThink tanks can focus on any number of topics.Chart 7 shows that think tanks working on up to three topics19 account for 51%of the database.This indicates that most organisations focus on a few core issues and specialise in them.Chart 7n:2,78719 Topics have been defined by the Open Think Tank Directory and have within them several issues,so think tanks focusing on a single topic can research many issues within them.Proportion of organisations by region and topic?Transport/Infrastructure/Urban?Trade/Economics/Finance?Technology/Innovation?Social Policy?Private sector development?Media/Culture/Sport?Law/Justice/Human rights?International Affairs/Development?Health?Governance/Transparency?Gender?Food/Agriculture?Environment/Natural Resources/Energy?Education?Defence/Peace/Security0255075100AfricaEastern AsiaLatin America&the CaribbeanOceaniaSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&Northern EuropeThink tanks by number of topics0510152015 %9%6%9%8 or more7654321262019 Think Tank State of the SectorTable of contentsChart 8 shows topic specialisation by region.Oceania has the highest percentage of think tanks focusing on three or fewer topics(73%).Conversely,Africa is the region with the highest percentage of think tanks working on more than three topics(66%).Chart 8n:2,801 Note:Percentages have been rounded and might not add up to a 100.Despite the high proportion of organisations working on more than one topic(85%),a correlation analysis showed no strong global pattern revealing the topics that tend to be studied together.The analysis exposed only a medium correlation(0.32)between private sector development and trade/economics/finance,and between food/agriculture and environment/natural resources/energy(all other correlations were below 0.3).Therefore,there is no strong worldwide pattern showing the combinations of topics that organisations study.20TOPIC OF FOCUS HIGHLIGHTS The topics that most think tanks in the database focus on are social policy(50%),trade/economics/finance(44%),governance/transparency and environment/natural(43%)resources/energy(42%).20 We also ran topic correlations within regions,but no correlation above 0.5 was found.The analysis can be accessed here.Think tanks by region and number of topic of focus?1 topic?2 topics?3 topics?More than 3 topics02040608010051RFQIARf !1%!ricaEastern AsiaLatin America&the CaribbeanOceaniaSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&Northern Europe272019 Think Tank State of the SectorTable of contents A descriptive analysis of topics by regions shows the issues that are more,or less,important in each.For example,food/agriculture is a high priority in Africa(44%)but is seldom the focus of think tanks in Europe(both regions)and Western&Central Asia.International affairs/development is predominant in Europe and Asia,but less so in Latin America&the Caribbean and Oceania).Only small correlations were found between topics(less than 0.5).5DATE FOUNDEDQuestions answered in this chapter What is the average think tank age?What is the average by region?In what regions were think tanks founded earlier?When were most think tanks founded?Does this vary by region?5292019 Think Tank State of the SectorDATE FOUNDED21 a.OverviewThe global average age for think tanks in 2019 was 29,22 with great variability between countries(22 years standard deviation).23 Chart 9 shows the number of think tanks founded each year.A steady increase in think tanks from the 1940s onward can clearly be seen,reaching a peak around the 2000s,followed by a slow decline in the last decade.Chart 9n:2,46921 We found no differences or interesting results when analysing the date founded in relation to topics of focus,and hence are not reporting this data.The charts and analysis can be accessed here.22 Information on the founding date of 2,470 organisations.23 See Date founded region for more details on the average age by region.1850190019502000Number of think tanks founded by year020406080Date foundedTable of contents302019 Think Tank State of the SectorTable of contentsFor ease of comparison we divided organisations into groups(based on their founding date):up to 1914,19151945,19461969,19701979,19801989,19901999,20002009 and 20102019.The first three groups correspond to historical moments.The first is up to the first world war when the world order was very different;the second covers wartime from World War 1 until the end of World War 2;and the third runs from the end of World War 224 to 1969.From then on there is a sharp increase in the number of think tanks founded each year(Charts 9 and 10 show this clearly).The first group(up to 1914)saw 22 think tanks founded,the 19151945 group had 61,the 19461969 group had 272,and the 19701979 group had 238.Because of this increase in numbers,from 1969 on we established the groups by decades.Chart 10 shows that the decades when most think tanks were founded worldwide were 19901999(583)and 20002009(633),when the chart reaches its peak.The following decade,20102009,shows a decrease(331)in the number of think tanks founded.The next section discusses this trend by region.Chart 10n:2,47024 For a discussion on the history of the label think tank see Rich,A.(2004),Think tanks,public policies and politics of expertise.Cambridge University Press.Additionally Hauck,J,(2017)in What are Think Tanks?Revisiting the Dilemma of the Definition,presents a good overview of the literature.INTERESTING DATAThe oldest organisations featured in the Open Think Tank Directory were not founded as think tanks(the label was not coined until the 1950s)but evolved to become such.Such is the case of the Royal Society of Arts(RSA)(United Kingdom)founded in 1753.The second and third oldest featured are the Royal Danish Defence College(Denmark)and the Royal United Services Institute for Defence and Security Studies(United Kingdom)founded in 1830 and 1831 respectively,and probably as a response to these countries defence concerns at the time.Number of think tanks founded by date group010020030040050060070022612722383415836223312010-20192000-20091990-19991980-19891970-19791946-19691915-1945Up to 1914312019 Think Tank State of the SectorTable of contentsb.RegionChart 12 shows the distribution for each region and the differences found between them.Think tanks in the USA&Canada are the oldest on average(37)and reach a peak around the 1980s(the median is in 1987).Eastern Asian organisations in the database were also founded earlier on average,but unlike organisations in USA&Canada,these peak around 2010.Rather than being distributed across different countries within the region,the statistic of earlier founding dates for organisations in Eastern Asia is driven by China,where several organisations that now fulfil think tank functions are Regional Party Schools.25 These were instituted after the 1933 founding of the Marxist Communism School(now the Party School of the Central Committee of C.P.C.the National Academy of Governance).Additionally,Academies of Social Sciences,which now also fulfil think tank functions,were founded beginning from the establishment of the Peoples Republic of China in 1949.Western&Northern Europe has the same average think tank age as Eastern Asia but shows a slower and steadier climb until around 2010,when the most think tanks in this region were founded.Conversely,Southern&Eastern Europe has one of the youngest averages and shows a steep increase from the 1980s onward,peaking in the late 1990s.This pattern could relate to the lifting of the iron curtain in 19891990s and the subsequent increase in the civil society sector in Eastern Europe.26Western&Central Asia also show an increase in the number of think tanks being founded around the 1980s,but the curve is less pronounced and shows a plateau rather than a peak in the 2000s.Conversely,Southern&South-Eastern Asia show a slower and steadier increase since the 1970s and reach a soft peak in the late 1990s.Oceania shows a curve similar to Western&Northern Europe,and also reaches a peak around 2010.Latin America&The Caribbean and Africa,albeit being different in the average age of their respective think tanks,show a somewhat similar distribution:a plateau with two soft mounds.These mounds both occur a little earlier in Latin America&The Caribbean.25 See Shambaugh,D.(2018)Training Chinas Political Elite:The Party School System.The China Quarterly26 See Vandor et al.(2017)Civil Society in Central and Eastern Europe:Challenges and Opportunities for a discussion of civil society actors in this region.322019 Think Tank State of the SectorTable of contentsChart 11n:2,470 Note:The line shows when half the think tanks in each region have been founded.The number is the average age of think tanks in the region.Date range starts in the 1960s for comparison purposes.DATE FOUNDED HIGHLIGHTS The global average age for think tanks in 2019 was 29 years.There has been a steady increase in the number of think tanks founded by year,and the average peak is around the 2000s.The last decade has seen a slow decline in the number of think tanks founded across regions.Think tanks in the USA&Canada are the oldest on average(37)and reached their peak in the 1980s.Western&Central Asia,Africa and Southern&Eastern Europe are the youngest on average(22,23 and 24 respectively).Think tank foundation date and average age by region1960198020002020AfricaEastern AsiaLatin America&the CaribbeanOceaniaSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&Northern Europe 23 32 28 28 24 28 37 22 326GENDER OF FOUNDERSQuestions answered in this chapter Who founds think tanks?Which regions have more female founders?Are older think tanks predominantly male founded?6342019 Think Tank State of the SectorGENDER OF FOUNDERS27a.Overview The directory holds data on the names of the founders for 1,338 organisations and has identified their gender,establishing the following categories:all male founders,all female founders,both male and female co-founders,and not applicable.Not applicable is used when the think tank self-reports that it was founded by another organisations or groups(e.g.governments,universities,companies,religious orders,international organisations)and does not recognise any named individual founder.28 Chart 12 shows that 58%of organisations were founded by men only,13%by both male and female co-founders,5%by women only,and 24%not applicable(most of these being government level entities like ministries and universities).Chart 12 27 We found few differences when analysing the gender of the founder in relation to the topics of focus and hence are not reporting this data.The only small difference was that think tanks with female founders focused a little more on gender issues.The charts and analysis can be accessed here.28 This is an interesting category and further editions of the report will explore in more depth the types of organisations that found think tanks.INTERESTING DATAThere are seven organisations in the directory that have been founded by a religious organisation,six of which have been founded by the Society of Jesus of the Catholic Church(four in Latin America,one in Africa and one in Europe).Gender of think tank foundersNumber of think tanks01002003004005006007008005X$%Not applicableBothAll maleAll femaleTable of contents352019 Think Tank State of the SectorTable of contentsb.RegionA regional comparison uncovers interesting findings.Despite the overall low percentage of think tanks founded by women,Latin America&the Caribbean and Africa have a higher than average percentage of think tanks29 with women founders(counting both all-female and both male and female co-founded).One of the reasons for this could be the younger age of think tanks in these regions,as most were founded after the 1990s when progress towards gender equality was slowly being achieved.The United States&Canada is the region with the most think tanks founded by men only,and this is driven by the USA only.We assessed whether the date of the foundation might explain this,as more than 50%of think tanks from this region were founded before 1987 when women had lower levels of political participation.But even after 1990 the percentage of think tanks founded by only men was higher30 in the USA than in all other regions.A possible explanation might lie in the strength of the revolving door between former politicians and policy research institutes,or vice versa.Given the access to power that think tanks offer in the country,they are still a more largely male dominated sector.31 Eastern Asia shows a particular distribution pattern:it has a lower average of think tanks founded by all male(31%),all female(4%)and both female and male co-founders(5%),and a very high average of think tanks founded by entities(60%).This result is driven by all countries in the region,except Hong Kong32(which follows a pattern similar to the world average).An analysis of the entities that have founded think tanks and policy research centres shows that in China most have been funded by universities and the Communist Party.In Japan,founders include government ministries,universities and educational institutions and business groups.In South Korea and Taiwan,the main founding entity is the government.29 Percentage based on the number of think tanks in the region.30 Percentages based on the number of think tanks in each region.31 See Kenny&Duggan(2019)Gender Equality in US Think Tank Leadership:Data from Tax Records for more on gender equality in think tanks in the USA.32 Hong Kong is treated as a separate country in the directory for comparison purposes despite it being a Special Administrative Region of the Peoples Republic of China.362019 Think Tank State of the SectorTable of contentsChart 13n:1338 Note:Percentages have been rounded and might not add up to a 100.c.Date foundedMost think tanks are solely male founded.But the percentage of all-male-founded think tanks has slowly decreased year by year,giving way slightly to all-female-founded think tanks,but mostly to both male and female co-founded think tanks.The decrease in all-male-founded think tanks and increase in those co-founded by both speaks of the increasing equality between men and women,33 but the fact remains that even in the 20102019 decade almost 50%of think tanks were founded by only men.The percentage of think tanks founded by entities has remained somewhat stable since the 1940s and no region has seen a sharp change in this either.Interestingly,the regions that saw the earliest increase in both male and female co-founded think tanks were Africa and Latin America&the Caribbean,which since the 1970s have consistently shown the highest percentages of think tanks being co-founded by both genders(relative to the number of think tanks in each regions).From the 1990s onward,both Southern&Eastern Europe and Southern&South-Eastern Asia have also begun to see an increase in both male and female co-founded think tanks(relative to the number of think tanks in the region).33 See UN Women(2020)Gender equality:Womens rights in review 25 years after Beijing for details on gender equality indicators and progress.Proportion of founders gender by regionFounders gender?All female?All male?Both?Not applicable0255075100AfricaEastern AsiaLatin America&the CaribbeanOceaniaSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&Northern Europe5%8%5%5%4%7%7%4%5#0055(#%8%8%9%9&%5%5ddPPFFQQaaRR11TT%3%372019 Think Tank State of the SectorTable of contentsChart 14n:1,240 Note:In the database 65 think tanks have been founded by all female founders,726 by all male,153 by both male and female co-founders and 296 by entities or groups.Percentages have been rounded and might not add up to a 100.GENDER OF FOUNDER HIGHLIGHTS 58%of organisations in the directory were founded only by men,13%by both male and female co-founders,5%by women only,and 24%were founded by other entities(e.g.governments,universities,companies,religious orders,international organisations etc.).The percentage of all-male-founded think tanks has slowly decreased year by year,giving way slightly to all-female-founded think tanks,but mostly to both male and female co-founded think tanks.Regardless of this,even in the 20102019 decade almost 50%of think tanks were founded by only men.Latin America&the Caribbean and Africa have a higher than average percentage of think tanks with women founders.The United States&Canada has the highest percentage of think tanks founded by only men.Eastern Asia has a lower average of think tanks founded by all male(31%),all female(4%)and both female and male founders(5%),and a remarkably high average of think tanks founded by entities(60%).We found little differences when analysing the gender of the founder against topics of focus and hence are not reporting this data.The only small difference was that think tanks with female founders focused a little more on gender issues.Proportion of founders gender by date foundedFounders gender?All female?All male?Both?Not applicable02040608010027#&%03GSagds%Up to 19141915-19451946-19691970-19791980-19891990-19992000-20092010-20198%7%6%3%2%1%3%7%7%6%5%7GENDER OF LEADERSQuestions answered in this chapter How many men and women lead think tanks?Which regions are more equal?Is there a difference in the topics of focus by gender of the leader?Are there differences in the gender of the leader based on the age of the think tank?Are female-founded think tanks more likely to be led by women?7392019 Think Tank State of the SectorGENDER OF LEADERS34 a.Overview Following the trend seen in the last chapter(gender of founder),76%of think tanks are led by men,22%by women,and there is a small percentage of organisations(2%)in which leadership is shared by men and women35(Chart 15).The data on leadership considers the role that each organisation identifies as being the overall leader,and this position can take many names:president,chairperson,director,chief executive officer,secretary general etc.Chart 15n:2,268b.RegionThe data available on the name and gender of the leader varies greatly between regions;in some regions up to 35%of think tanks give no data on the name and gender of their leader(Latin America&The Caribbean 35%,Southern&Eastern Europe 31%,and Western&Central Asia 34%).Regional comparisons could be misleading because of this,so we have chosen to also show the missing data as unknown,to help read the results more transparently.34 No data on the gender of leader analysed against date founded is presented as no differences or interesting results were identified.The charts and analysis can be accessed here.35 The data presented is for the latest year available;the breakdown by year is 2019 1,880 records,2018 23 records,2017 215 records,and 2016 42 records.The percentages for the 2019 data are almost the same as for the aggregate data,hence we report aggregate data to have a wider representation of think tanks in the database.Percentage of think tanks by gender of leader050010001500200022v%2%Both male and femaleMaleFemaleTable of contents402019 Think Tank State of the SectorTable of contentsAcross all regions think tanks appear male led from the data available(Chart 16).This trend is more prominent in Asia(all regions)and especially in Eastern Asia where the percentage of female-led think tanks is substantially lower(7%)and the percentage of male-led organisations is the highest across all regions(91%).Western&Northern Europe has the highest percentage of female leaders(26%),followed by Oceania(24%)and the USA&Canada(22%).Chart 16n:2,268 Note:55 think tanks are led by both men and women,494 by women,and 1,714 by men.There are 539 think tanks with no information on the gender of the leader.Percentages have been rounded and might not add up to a 100.c.Topics of focusWe assessed the gender of the organisation leaders against the topics they focus on,and found that think tanks that focus on defence/peace/security and trade/economics/finance are in a higher proportion led by men(78%and 81%respectively).Think tanks that focus on education,health and gender are proportionally more led by women(28%,29%and 35%respectively).This might be due to gender stereotypes that steer women into specific fields.Their choices of careers are influenced by stereotypes,and from that choice on they consequently develop and gain more experience in these fields.Thus,when they have accrued enough experience to take on leadership roles,they are prepared to do so in tracks aligned with the choices they made for their undergraduate degrees.3636 See our women in think tank series and the article Why Arent More Policy Experts Female?Percentage of think tanks in each region by gender of leader0255075100AfricaEastern AsiaLatin America&the CaribbeanOceaniaSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&Northern Europe63%5#1%65(%4%1%2%2%1%2%2%1%1hPrYRpDtQ!%6 %Leaders gender?Female?Male?Both male and female?Unknown412019 Think Tank State of the SectorTable of contentsChart 17 n:2,257 Note:Percentages have been rounded and might not add up to a 100.d.Gender of founder A comparison of the gender of the leader by the gender of the founder of the organisations shows that think tanks founded by females(either all female founders or both male and female co-founders)have a higher percentage of female leaders.On the contrary,organisations founded by all-male founders have a smaller percentage of female leaders.Finally,organisations founded by entities(other/not applicable in the chart)closely follow the world average for the leaders gender.Percentage of think tanks by leaders gender and topics of focusLeaders gender?Female?Male?Both male and female 0255075100Defence/Peace/SecurityEducationEnvironment/NaturalResources/EnergyFood/AgricultureGenderGovernance/TransparencyHealthInternational Affairs/DevelopmentLaw/Justice/Human RightsMedia/Culture/SportPrivate sector developmentSocial PolicyTechnology/InnovationTrade/Economics/FinanceTransport/Infraestructure/Urban3%2%4%3%1%2%3%2%1%2%3%3%3%2%3utuyrxpwbstpx % )!5$#(B2019 Think Tank State of the SectorTable of contentsChart 18 n:1,168GENDER OF LEADER HIGHLIGHTS 76%of think tanks in the database are led by men,22%by women,and in a small amount(2%)leadership is shared by men and women.Across regions think tanks are male led.This trend is more prominent in Asia(all regions)and especially in Eastern Asia where the percentage of female-led think tanks is substantially lower than average(7%)and the percentage of male-led organisations is the highest across regions(91%).Western&Northern Europe have the highest percentage of female leaders(26%),followed by Oceania(24%)and the USA&Canada(22%).Male-led think tanks focus more on defence/peace/security and trade/economics/finance in(78%and 81%respectively),while think tanks that focus on education,health and gender are proportionally more likely to be led by women(28%,29&and 35%respectively).Think tanks founded by females(either all female founders or both male and female co-founders)have a higher percentage of female leaders.On the contrary,organisations with all-male founders have a smaller percentage of female leaders.Percentage of think tanks by leaders gender and founders gender025507510022# $%97f%2%2%3%3%Both male and female(more than one person)MaleFemaleFounders gender?All female?All male?Both?Other/Not applicable8BUSINESS MODELQuestions answered in this chapter What is the most common business model for think tanks?How does this differ by region?How do business model and date founded relate?Are there differences in business model by the topics of focus or the gender of the leader?8442019 Think Tank State of the SectorBUSINESS MODELa.Overview The Open Think Tank Directory lists the business model of organisations,understood as how they are registered and operated.For comparability,as in the other variables,we have limited the number of options to for profit,non-profit,government organisation,university institute or centre,and other.In many countries,as expected,the majority of think tanks for which we have business model data are non-profit organisations(67%),followed by university institutes or centres(16%),government organisations(10%),for-profit organisations(5%)and a small group of other(2%)(Chart 19).Chart 19n:2512 Note:Percentages have been rounded and might not add up to a 100.b.Region There is great variability in the business models found in the database by region(Chart 20).Oceania and Africa have a higher than average percentage of for-profit think tanks(22%and 16%respectively),because several consultancies there fulfil think tanks functions.Percentage of think tanks by business model02040608067%5%2%OtherFor profitGovernmentUniversity institute/centreNon-profitTable of contents452019 Think Tank State of the SectorTable of contentsConversely,Eastern Asia has the highest percentage of government think tanks(54%),but as in other cases this is mostly driven by China,where the percentage of government think tanks is 74%,and to a smaller degree by South Korea(40%government think tanks).37 38The USA&Canada has the largest percentage of non-profit think tanks(97%)and the lowest of other types,which is consistent with the history of think tanks in the region,as well as the legal framework.39Latin America&the Caribbean have a higher than average percentage of university institute/centre think tanks(20%),but it is unclear if this is due to the methodology of the scoping exercises or an underlying trend in the region.Chart 20 n:2,512 Note:Percentages have been rounded and might not add up to a 100.c.TopicsWe found no noticeable correlations between the topics of focus and think tanks business models in the most prevalent topics,but there were some in the least-studied ones(Chart 21 only shows these latter ones).For example,for-profit think tanks focus more predominantly on private sector development(13%)and transport/infrastructure/urban(11%)than on any other topic.37 See the section Regional Comparison in Chapter 6.38 For a discussion of think tanks in China see Xufeng Zhu(2013)The Rise of Think Tanks in China.39 For more details on think tanks in the USA See Rich,A&Weaver,K.(2011),Think tanks in the political system of the United States.Friedrich Erbert Stiftung.Briefing Paper Special Issue.Percentage of think tanks by region and business model?For profit?Government?Non-profit?Other025507510083f3b%6%8%9%6%5%7T%7%3%5%3)%3ricaEastern AsiaLatin America&the CaribbeanOceaniaSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&Northern Europe1%1%4%3%4%1%1%1%2%7F2019 Think Tank State of the SectorTable of contentsGovernment think tanks in the sample focus less on health and gender issues(6%and 7%respectively)than on others(they account for closer to 10%on most issues);on the contrary they focus more on media/culture/sport(27%)and food/agriculture(15%).But as mentioned in the previous section,government think tanks in the database are mostly from Eastern Asia(and China specifically).So,it is not that all government think tanks focus more,or less,on the aforementioned issues,but that Eastern Asia government think tanks do.Chart 21n:2503d.Date founded A comparison of business model and founding date(Chart 22)shows that their proportions have remained somewhat stable through the years:a high number of non-profits,followed far behind by university institutes/centres,government,for profit,and other.But there has been a slight downward tendency for government think tanks,driven mostly by Eastern Asia,and in particular Chinese organisations,as the majority that feature in the database were founded in the early years of the establishment of the Peoples Republic of China.Selected topics by business model?For profit?Government?Non-profit?University institute/centre?Other0255075100HealthFood/AgricultureGenderPrivate Sector DevelopmentMedia/Culture/SportTransport/Infrastructure/Urban4%2%3%3%3%2%3%3%4%4%6%6%4%4%8%7%6ggVViibbuuG2019 Think Tank State of the SectorTable of contentsChart 22 n:2,225e.Gender of leader Chart 23 shows the differences in the gender of the leader by business model and reveals that non-profit and university institute or centres follow the same pattern in terms of the gender of the leader,that is around 74%are male led and 23male led.But government think tanks tend to be more male led(86%)and although this is mostly driven by Eastern Asia,it is also seen in Africa and Latin America&the Caribbean.Interestingly,organisations labelled as other appear to be somewhat more equal,with a higher percentage of female leaders,but the low occurrence of this type of organisation makes it difficult to establish any inferences or further analysis.Chart 23n:2,008 Note:Percentages have been rounded and might not add up to a 100.Proportion of think tanks by date founded and business model02550751002010-20202000-20091990-19991980-19891970-19791946-19691915-1945Up to 19142%1%3%2%3%2vhdirii$%7%4%6%5%3%5%4%6%6%7%?For profit?Government?Non-profit?University institute/centre?OtherGender of leader by business model025507510027#$%Non-profitUniversity institute/centreGovernmentFor profitOther2%4%1%7%5fxst%Leaders gender?Female?Male?Both male and female482019 Think Tank State of the SectorTable of contentsBUSINESS MODEL HIGHLIGHTS The majority of think tanks in the Open Think Tank Directory are non-profit organisations(65%),followed by university institutes/centres(15%),government organisations(10%),for-profit organisations(5%)and a small group of other types(2%).Oceania(22%)and Africa(16%)have a higher than average percentage of for-profit think tanks.Eastern Asia has the highest percentage of government think tanks(54%),but this result is mostly a reflection of Chinese organisations in the database,where the percentage of government think tanks is 74%,and to a smaller degree by South Korea(40%).The USA&Canada has the largest percentage of non-profit think tanks(97%).For-profit think tanks focus more predominantly on private sector development(13%)and transport/infrastructure/urban(11%)than on any other topic.Government think tanks in the sample focus less on health and gender issues(6%and 7%respectively)than in others(they account closer to 10%in most issues),on the contrary they focus more on media/culture/sport(27%)and food/agriculture(15%).Non-profit and university institute or centres follow the same pattern in the gender of the leader,that is around 74%are male led and 23male led.But government think tanks tend to be more male led(86%)and although this is mostly driven by Eastern Asia,it is also seen in Africa and Latin America&the Caribbean.9SOCIAL MEDIA CHANNELSQuestions answered in this chapter Which social media channels are think tanks more predominantly on?Which social media channels are more popular by region?Do younger think tanks have more or fewer followers?Are there differences in the follower numbers by the gender of the leader?Or by the gender of the founder?9502019 Think Tank State of the SectorSOCIAL MEDIA CHANNELSa.Overview The Open Think Tank Directory registers an organisations presence on the following social media channels:Facebook,Twitter,YouTube,LinkedIn,Instagram,and Vimeo,as well as the number of followers on each channel.40 Social media channels needed to exclusively belong to the organisation to be registered.41 Additionally,due to the data collection methodology,not all social media channels(or followers)that a think tanks uses have been registered(predominance has been given to Facebook and Twitter42),so results in this section need to be read with these caveats.The social media channels that feature most prominently in the directory are Facebook(74%of organisations have an account registered)and Twitter(67%),followed by YouTube(50%),LinkedIn(49%),Instagram(24%)and a few have Vimeo(8%)(Chart 24).43 Chart 24n:Twitter 1,878,Facebook 2,066,YouTube 1,400,LinkedIn 1,38340 For Facebook it registers likes41 For example,if a university centre uses the universitys social media accounts then it is not registered.42 Think tanks can use other social media channels that we have not yet registered.The fact that an organisation does not appear to have a social media channel does not mean that it does not use it;it might be that it has not been registered in the database.43 Given the low numbers of both Instagram and Vimeo they will not be assessed in any of the following sections.Think tanks on social networks0255075100VimeoInstagramLinkedInYouTubeTwitterFacebook74gPI$%8%Table of contents512019 Think Tank State of the SectorTable of contentsb.RegionChart 25 shows the prevalence of each social network registered on the database by region,and the variability between them.Given the data collection methodology explained above,more than establishing a comparison among regions we wanted to show the percentage of each social media channel for each region to be able to read the results of the next sections in context.There is little social media data registered for Eastern Asia because the channels that the directory registers are either not the most popular in the region,or are limited or banned by governments(as are Facebook and Twitter in China).Chart 25n:Twitter 1878,Facebook 2066,YouTube 1400,LinkedIn 1383To compare differences in followers between regions we decided to use the median,as the range of the data is high and organisations with a high follower count are skewing the average.Table 3 shows the median of followers in each social network and region and the global median.Facebook has the highest median globally(3,825),followed by Twitter(2,823),LinkedIn(892)and lastly YouTube(247).The median of Facebook followers in Latin America&the Caribbean almost doubles that of Twitter followers and is the highest across all regions,showing a marked preference for Facebook in the region;the same is true for Southern&Eastern Europe,Southern&South-Eastern Asia,and Western&Central Africa.On the contrary,think tanks in the USA&Canada have a higher follower base on Twitter,followed by Western&Northern Europe(who fall within the interval).Percentage of think tanks per region on social networtksLinkedInYouTubeTwitterFacebookWest&NorthernEuropeWest&CentralAsiaUSA&CanadaSouthern&South-EasternAsiaSouth&EasternEuropeOceaniaLatinAmerica&the CaribbeanEasternAsiaAfrica64RGg9gf17StHIbsDYYSHsd0R2019 Think Tank State of the SectorTable of contentsMost regions have the same(low)number of followers on YouTube,indicating that it is not a platform that is widely used by think tanks to engage with audiences,probably because video has never been a key means for communications.Think tanks in the USA&Canada though,show a higher median,which indicates a higher use of this channel to engage with audiences.The USA&Canada have the highest follower size on LinkedIn,followed by Western&Northern Europe,which coincidently also have the highest Twitter follower medians.Table 3Median number of think tank followers on social networks in each regionRegionTwitter medianFacebook MedianYouTube medianLinkedIn medianAfrica1415251558395Eastern Asia9551353377193Latin America&the Caribbean34837753289699Oceania243437432211199Southern&Eastern Europe9342481113460Southern&South-Eastern Asia11263938290387USA&Canada651150586101700Western&Central Asia12404554140290Western&Northern Europe406927721411279Total28233825247892c.Date foundedAn analysis of the social media follower count by the date of foundation(Chart 26)shows that think tanks founded earlier have more followers than newly established one,probably linked to the reputation of the organisation and their trajectory.Their trajectory and past impact are probably giving them more memorability and more credibility,44 making them a source of reference for a wider audience.44 For a discussion on credibility see Baertl,A.(2018)De-constructing credibility:factors that affect a think tanks credibility.On Think Tanks Working Paper 4.532019 Think Tank State of the SectorTable of contentsChart 26.n:Twitter 1,646,Facebook 1,767,YouTube 1,167,LinkedIn 1,032d.Gender of leader and founder We found little differences in the median social media follower size on Twitter,Facebook and LinkedIn between male-led and female-led organisations(Chart 27).YouTube subscribers for think tanks with both male and female leaders are higher in the median and lower in the average,but given the low n of this group(15)we cannot say this represents a pattern.Chart 27n:Twitter 1,574,Facebook 1,637,YouTube 1,087,LinkedIn 1,013Median follower size by date founded?Facebook?Twitter?Youtube?LinkedIn0200040006000800010000120002010-20192000-20091990-19991980-19891970-19791946-19691915-1945Up to 1914Median social media followers by gender of leader?Female led?Male led?Both0100020003000400050002840297665995637303200288104840053167202862LinkedInYouTubeTwitterFacebook542019 Think Tank State of the SectorTable of contentsHowever,we did find differences in media follower size by gender of the founder,whereby think tanks founded by only men have more than double the follower size of think tanks founded by only women.The differences are greatest in Twitter and LinkedIn,but they are apparent in all other channels and an indication of a strong trend which deserves further research in future editions of the report.Chart 28n:Twitter 944,Facebook 1,008,YouTube 674,LinkedIn 1,027 SOCIAL MEDIA CHANNELS HIGHLIGHTS The social media channels that feature most prominently in the directory are Facebook(74%of organisations have an account registered)and Twitter(67%),followed by YouTube(50%),LinkedIn(49%),Instagram(24%)and a few have Vimeo(8%).Facebook has the highest follower median globally(3,825),followed by Twitter(2,823),LinkedIn(892)and lastly YouTube(247).The median of Facebook likes in Latin America&the Caribbean almost doubles that of Twitter followers and is the highest across all regions,showing a marked preference for Facebook in the region;the same is true for Southern&Eastern Europe,Southern&South-Eastern Asia,and West&Central Africa.On the contrary,think tanks in the USA&Canada have a higher follower base on Twitter,followed by Western&Northern Europe(who fall within the interval).There is little social media data registered for Eastern Asia because the channels that the directory registers are either not the most popular in the region,or are limited or banned by governments(as are Facebook and Twitter in China).Median social media followers by gender of founder0200040006000228817502766752317231827556951094944380124232281472132214LinkedInYouTubeTwitterFacebook?Female led?Male led?Both?Not applicable552019 Think Tank State of the SectorTable of contents Think tanks across regions have a low follower media,on YouTube(slightly higher in the USA&Canada).Think tanks founded earlier have more followers than newly established ones,probably because their trajectory and past impact are giving them higher brand recognition and more credibility to a wider audience.We found little differences in the median followers across channels between male-led and female-led organisations.However,we did find differences in media follower size by gender of the founder,whereby think tanks founded by only men have more than double the follower size of think tanks founded by only women.The differences are greatest in Twitter and LinkedIn,but they are apparent in all other channels and an indication of a strong trend.10STAFFQuestions answered in this chapter What is the median staff size of think tanks?What is the percentage of women working in think tanks?How does this differ by region?Do older think tanks have more,or less,staff?Do male-led think tanks have more staff?Do female-led think tanks have a higher percentage of female staff?Is there a difference in staff size by business model?10572019 Think Tank State of the SectorSTAFFa.Overview The Open Think Tank Directory holds the staff number and percentage of female staff,but the data available for staff size varies by region,45 with Latin America&The Caribbean and Africa having the lowest percentages of available data(10%and 18%respectively for staff numbers)and Western&Northern Europe the highest(81%).Results in this section need to be read with this in mind,and data variability might occur in further editions of the report when more data is accrued.The main reason for this gap in data completeness lies in the information that think tank websites in each region offer.Organisations in Latin America&the Caribbean and Africa show far fewer staffing profiles than other regions,while Western&Northern European ones showcase their staff more consistently.The global average staff size is 121,but this high average is heavily influenced by the Chinese Academy of Sciences which has 67,900 staff.When this organisation is taken out the average staff number is 74.Additionally,the outliers in each region skew the average(see Table 4),so as in the case of social media followers we decided to report the median when discussing staff size.The global median staff size is 20,and the global mean average is 44male staff.To facilitate comparisons with other variables we separated think tanks into four groups according to staff size:Up to 10;11 to 20;21 to 45;and 46 and up(Chart 29)and will use this grouping for comparison with other variables.45 See Overview of the data for more details.44male staffn:93720Median think tank staff sizen:1,430Table of contents582019 Think Tank State of the SectorTable of contentsChart 29n:1,430b.Region46 Table 4 shows the average and median staff size of think tanks by region to clearly convey the differences between regions.Eastern Asia is the region with the highest staff average(580)and median(54).As mentioned in the previous section its average is heavily skewed by the Chinese Academy of Sciences(67,900 staff),and when this organisation is taken out of the calculation the average drops to 197,which is still well above the global average(74 without this organisation).As we will show in section e)on staff by business model,this is led by the higher staff median within government organisations,which are highly prevalent in this region.There are no organisations with staff sizes above 600 in Africa,Oceania,West&Central Asia,and Southern&South-Eastern Europe,indicating that the sector in those regions is not able to sustain the large organisations that exist in other regions.46 We will not show regional comparisons with percentage of female staff,as the data availability by regions varies considerably e.g.Africa and Latin America&The Caribbean have only 6%completeness of data while Western&Northern Europe has 67%.Think tanks by staff number020040060027#(F and up21 to 4511 to 20 Up to 10Number of think tanksINTERESTING DATAThere are 12 organisations in the database with a staff size over 1,000.They are located in China(5),the USA(2),United Kingdom(1),Japan(1),Germany(1),Brazil(1)and Bangladesh(1).592019 Think Tank State of the SectorTable of contentsTable 4Staff size indicators by region RegionAverageMedianAfrica3720Eastern Asia58054Latin America&the Caribbean10015Oceania2814Southern&Eastern Europe3417Southern&South-Eastern Asia9520USA&Canada5916Western&Central Asia4717Western&Northern Europe5822Total12120n:1,430Grouping organisations by staff size(Chart 30)decreases the differences between regions(although they are still evident)but makes comparisons easier.Evidently,the region with the highest percentage of think tanks(relative to the number of think tanks in their own region)with more than 46 staff is Eastern Asia(54%).Africa,Oceania,and Southern&Eastern Europe have a lower percentage of organisations with more than 46 staff members(less than 18%).Latin America&the Caribbean,despite having one of the largest organisations(in terms of staff size)in the database(Getulio Vargas Foundation)also has a lower percentage of organisations in the upper staff numbers.47 All other regions have a somewhat even split between groups.Chart 30n:1,430 Note:Percentages have been rounded and might not add up to a 100.47 Due to the small n in the region we cannot assess if this is due to country differences or a regional trend.Staff size by region?Up to 10?11 to 20?21 to 45?46 and up0255075100270%T$!(%#)22%11AA661177223300ricaEastern AsiaLatin America&the CaribbeanOceaniaSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&Northern Europe602019 Think Tank State of the SectorTable of contentsOceania 48,Latin America&The Caribbean 46,Africa 28,USA&Canada 235,Western&Central Asia 67;Eastern Asia 177,Southern&South-Eastern Asia 82,Western&Norther Europe 561,Southern&Eastern Europe 186.c.Date foundedThere is a tendency for older organisations to have more staff.Chart 31 shows the median staff size for each date-founded group and Chart 32 shows the percentage of think tanks grouped by date founded and staff size;the trend for older organisations to be bigger in terms of staff size is clearly visible in both.Think tanks with 46 or more staff only account for 20%(or less)in organisations founded from the 2000s onwards,whereas for organisations founded prior to 1979,less than 17%of think tanks have a staff size of less than 10.48 This result although not surprising is nonetheless interesting.Older organisations have had time to establish themselves,secure funding and grow,while newly founded ones are still in this process,and many might even not stand the test of time and close.It would be interesting to see how these numbers progress through time,or asses historical data for older organisations and understand if the differences are only due to their age or if the context in which think tanks are now being created and operate is geared towards smaller and leaner organisations.Chart 31n:1,24848 The up to 1914 group shows a higher percentage of organisations with up to 10 staff,but the n for this group is 16.Median staff size by date founded020406056314741221918162010-20192000-20091990-19991980-19891970-19791946-19691915-1945Up to 1914612019 Think Tank State of the SectorTable of contentsChart 32n:1,248 Note:Percentages have been rounded and might not add up to a 100.d.Gender of leader and founderMale-led think tanks have a higher staff median than think tanks with female leaders(Table 5).This difference is more prominent when the average is compared(151 staff members for male-led and 46 for female-led).The data also shows that the largest think tanks in the database are all led by men.The largest female-led organisation(in terms of size)is Norce(Norway)which ranks#17 with a staff of 900.The same pattern emerges when comparing the gender of the founder and the average and median staff size.Think tanks founded by entities have the highest average and median staff size,however most organisations in this group are government or private-sector backed,and their relationship with these actors could be giving them the funds and support to sustain large staff numbers.The differences that consistently appear(across variables)when comparing by the gender of the founder could be an indication of the strength of the influence of founders in several aspects of think tank functioning,management and impact.Date founded by staff size?Up to 10?11 to 20?21 to 45?46 and up025507510018 #5DS7Q %$ &%62#&!%9#02$1%Up to 19141915-19451946-19691970-19791980-19891990-19992000-20092010-2019622019 Think Tank State of the SectorTable of contentsTable 5Staff size indicators by gender of leader Gender of leaderAverage StaffMedian staffMax number of staffBoth male and female 4516350Female4618900Male151224695Total12513494695n:1,354Table 6Staff size indicators by gender of founderGender of founderAverage StaffMedian staffMax number of staffAll female2821135All male53202920Both male and female 3915610Other/Not applicable87314541Total58214541n:1,354Table 7 shows the percentage of female staff by gender of leader,and Table 8 by gender of founder.Organisations with female leaders have a higher percentage of female staff(53%and 48%vs.41%),and the same pattern is found when assessing the gender of the founder:organisations with female founders have a higher percentage of female staff.This indicates a clear relationship between women in power positions and more equality within organisations.Further analysis on the roles that women have within each organisation is needed to further assess this relationship.Table 7Percentage of female staff by gender of leaderGender of leaderPercentage of female staffBoth male and female 48male53%Male41%Total44%n:942632019 Think Tank State of the SectorTable of contentsTable 8Percentage of female staff by gender of founderGender of leaderPercentage of female staffAll female48%All male42%Both male and female founders49%Other/Not applicable43%Total44%n:588e.Business modelGovernment think tanks have a higher staff median than all other types of organisation,and both for-profit and non-profit organisations have the lowest median size.As mentioned earlier,the bigger staff size of government organisations could be related to resources that these organisations have available,as well as the bureaucracy they need to comply with.Table 9Staff size indicators by business modelBusiness modelMedian staffFor profit19Government56Non-profit 20Other27University institute/center22Total21n:1,236STAFF HIGHLIGHTS The median staff number is 20 and on average 44%of think tank staff are women.There are differences in data completeness by regions as organisations in Latin America&the Caribbean and Africa show far fewer staff profiles than other regions,while Western&Northern European ones showcase their staff more consistently.642019 Think Tank State of the SectorTable of contents The region with the highest median is Eastern Asia,but this number is led by China and the government organisations within it that make up the sample.Additionally,China holds the largest number of think tanks with a staff number of 46 and higher.There are no organisations with more than 600 staff members in Africa,Oceania,Western&Central Asia,and Southern&South-Eastern Europe,indicating that the sector in those regions is not able to sustain the large organisations that exist elsewhere.There is a tendency for older organisation to have more staff,probably because they have had time to establish themselves and grow,but it could also be a characteristics of the times(leaner and more agile organisations nowadays).Further research is needed.Male-led and male-founded think tanks have a higher staff median than think tanks with female leaders or founders.Additionally,the largest think tanks in the database are all led by men.The largest female-led organisation(in terms of staff)is Norce(Norway)which ranks#17 with a staff of 900.Think tanks founded by entities have the highest average and median staff size.This is because most organisations in this group are government or private-sector backed,which could be giving them the funds and support to sustain large staff numbers.Organisations with female leaders and/or founders have a higher percentage of female staff,indicating a clear relationship between women in power positions and more equality within organisations.Further analysis on the roles that women have within each organisation is needed to further assess this relationship.11TURNOVERQuestions answered in this chapter What is the average and median turnover for think tanks?Which regions have the highest and lowest turnover?Do older think tanks have more turnover?Is there a difference in turnover by the gender of the leader?Or the gender of the founder?11662019 Think Tank State of the SectorTURNOVERa.OverviewThe Open Think Tank Directory registers the turnover49 of the organisations it features,but it is one of the least complete variables,having data for only 228 organisations(8%of the organisations included in this report).This is in part due to difficulties during fieldwork,but mainly because most organisations do not show or share their turnover information,or when they do it is difficult to uncover and buried deep within difficult-to-read reports.50 Because of this,this chapter,more than any other,offers only a description and database-level explanation of the result.Nevertheless,the results are interesting and indicate trends and patterns that need to be explored further.The average turnover is USD 67,187,306,but two organisations heavily skew this average:The Chinese Academy of Sciences with a turnover of USD 10,604,356,627 and the China Association for Science and Technology with USD 1,712,623,520.Without these the average is USD 13,281,971.77,still a very skewed number given the big budgets of a few organisations.As with other variables and due to the great variability within the sample,the median is a better statistic with which to compare turnover.The median turnover is USD 1,455,803.To provide a better overview of the turnover,and ease of comparison with other variables,we grouped think tanks according to their turnover.We tried to establish groups of roughly the same size,but also showcase the bigger organisations.The groups established are:less than 500,000;over 500,000 and less than 1.5 million;over 1.5 million and less than 10 million;over 10 million and less than 100 million;and 100 million and more,which each unit being in USD.Chart 33 shows the breakdown of the data.49 Defined as the amount of money turned over/received by the think tank in a year,expressed in USD and based on the exchange rate of 31 December of the year reported.50 See the publications by Transparify for more references on the financial transparency of organisations.Table of contents672019 Think Tank State of the SectorTable of contentsChart 33n:228b.RegionBearing in mind the poor data availability mentioned in the previous section,Table 10 shows the average,median and maximum turnover per region(as well as the percentage of organisations in the region with data).The highest median,average,and maximum are found in Eastern Asia,followed(far behind)by Western&Northern Europe.The difference in turnover between Western&Northern(USD 4,016,913 median)and Eastern&Southern Europe(USD 294,758 median)is notable and speaks of the differences in the sector found within Europe.The region with the lowest turnover is Western&Central Asia,both on average(USD 287,299)and in the median(USD 275,338).The small turnover in this region might be because we only hold data for university and non-profit think tanks for this region,which have a lower turnover(see Turnover-Business model);organisations in this region are also younger,which also have a lower turnover(see Turnover-Date founded);but it must also relate to the strength and size of the sector in the region.Think tanks by turnover01020304!%!0%Less than500kOver 500kand less than1.5 millionOver 1.5and less than10 millionOver 10and less than100 million100 millionand moreINTERESTING DATAThere are eight organisations in the database with a turnover of 100 million USD or more.They are in China(3),Germany(3),Brazil(1),United Kingdom(1),Germany(1),and Switzerland(1).682019 Think Tank State of the SectorTable of contentsTable 10Turnover indicators by region(USD)RegionAverageMedianMaximum%of org.in region with dataAfrica$1,054,356$481,894.00$4,200,00010stern Asia$240,678,428$9,177,569.00$10,604,356,62716%Latin America&the Caribbean$12,326,495$825,000.00$343,603,9828%Southern&Eastern Europe$1,143,766$294,758.00$17,285,00010%Southernern&Southern-Eastern Asia$866,959$600,000.00$3,365,3945%USA&Canada$2,445,001$1,810,771.00$6,509,2062%Western&Central Asia$287,299$275,338.00$1,000,0007%Western&Northern Europe$25,939,684$4,016,913.00$350,377,1339%Total$67,187,306$1,455,803.00$10,604,356,6278%n:228 Note:the chart does not include Oceania as it had only one think tank with turnover data.Percentage is relative to the number of think tanks in the region.Chart 34 shows the distribution of think tanks in each region by turnover.Organisations in Eastern Asia and in Western&Northern Europe have a higher percentage of think tanks in the high turnover groups,while for the rest of Asia at least 50%of organisations are below the USD 500,000 mark.Latin America&the Caribbean,Africa,and Southern&South-Eastern Asia have around 30%of organisations with a turnover of over 500k and less than 10 million,but Latin America&The Caribbean has a higher percentage of organisations above 1.5 million in turnover.Chart 34n:227 Note:the chart does not include Oceania as it had only one think tank with turnover data.Turnover by region?Less than 500k?Over 10 and less than 100 million?Over 500k and less than 1.5 million?100 million and more?Over 1.5 and less than 10 million02550751007%55D#P B%01%91u3Pf6PricaEastern AsiaLatin America&the CaribbeanSouth&Eastern EuropeSouthern&South-Eastern AsiaUSA&CanadaWest&Central AsiaWest&Northern Europe2%3%3%9(i2019 Think Tank State of the SectorTable of contentsc.Date foundedThe analysis of foundation date by turnover shows a tendency for older organisations to have a higher turnover than younger organisations.No organisation in the database founded in the last decade has a turnover of more than 100 million.Furthermore,only a small percentage of organisations founded after 1990(less than 7%of each group)have over 10 million in turnover.On the contrary,a small percentage of organisations founded before 1980 have less than 500k in turnover(3%of those founded in the 19461969 group),and most(over 58%in each group)have at turnover of above 10 million.Chart 35n:201 Note:Percentages have been rounded and might not add up to a 100.d.Gender of leader and founderThe analysis of median turnover by gender of the leader(Chart 36)shows that male-led organisations more than double the turnover of female-led organisations(USD 2,063,479.50 vs.USD 1,000,000).Additionally,there are no female-only-led think tanks that have a turnover of above 100 million(Chart 37)and the majority of female-led organisations have a turnover of less than 500k.Given the low n of think tanks with turnover data we cannot explore the data any further and assess whether the age,region or type of organisation can help explain this.In addition,it would be interesting to explore historical data,and also assess causality:do think tanks with a higher turnover not select female leaders or is it that male leaders attract more funding?Turnover by date founded?Less than 500k?Over 10 and less than 100 million?Over 500k and less than 1.5 million?100 million and more?Over 1.5 and less than 10 million02550751006%8P%6%7%1%5#Yr%ub3%#)5%8TD8%5%3%Up to 19141915-19451946-19691970-19791980-19891990-19992000-20092010-2019702019 Think Tank State of the SectorTable of contentsChart 36n:217 Note:there were eight cases for both male and female leaders(median 138,724)and they are not shown for comparison purposes.Chart 37n:217 Note:Median male-led:USD 2,063,479.50,median female-led:USD 2,049,159.There were eight cases for both male and female leaders(median 138,724)and they are not shown as the groups broke up the data too much.Percentages have been rounded and might not add up to a 100.Organisations founded by entities have the highest median turnover:USD 4,033,826(Chart 38)and the smallest percentage of organisations with less than 500k in turnover.Again,organisations founded by entities are mostly government-founded organisations in Eastern Asia,which have government resources and backing to help them operate.More than an indication that government-founded think tanks have a higher turnover in general,this is an indication of the importance placed on research by Eastern Asian governments.Media turnover by gender of leader(USD)$0.00$500,000.00$1,000,000.00$1,500,000.00$2,000,000.00$2,500,000.00$1,000,000.00$2,063,479.50Male leaderFemale leaderGender leader by turnover?Less than 500k?Over 10 and less than 100 million?Over 500k and less than 1.5 million?100 million and more?Over 1.5 and less than 10 million02550751004$&%! %9maleMale712019 Think Tank State of the SectorTable of contentsChart 38 shows that the median turnover of organisations founded by men is double that of those with female founders(either all female or male and female co-founders).Additionally,53%of think tanks founded by both men and women together have less than 500K in turnover(Chart 38),while there is only 36%in this turnover group for male-founded organisations.The low number of think tanks for which we have data on the turnover and founders gender does not let us explore the data further or confidently identify other patterns.Chart 38n:264 Note:the n of all-female founded think tanks is low(7)but the data has been kept for comparison purposesChart 39n:133 Note:the n of all-female founded think tanks is low(7)but the data has been kept for comparison purposesMedian turnover by gender of founder$0$1000000$2000000$3000000$4000000$5000000$513,787$1,000,000$450,000$4,033,826Not applicableBothAll maleAll female?Less than 500k?Over 10 and less than 100 million?Over 500k and less than 1.5 million?100 million and more?Over 1.5 and less than 10 millionGender founder by turnover025507510011&%4&(!1$CS6)%All femaleAll maleBothNot applicable2r2019 Think Tank State of the SectorTable of contentse.Business model Our analysis of turnover by business model shows that government think tanks have the highest median turnover(USD 9,598,310),with 50%having a turnover of above 10 million.As mentioned,the reason for the higher turnover and staffing levels of government organisations can relate to their government-funded budgets.Again,it is important to highlight that most government policy research organisations in the sample are in Eastern Asia(85%of all government think tanks in the database are from this region).More than just an indication that government think tanks in general have a higher turnover,this is an indication that government think tanks in Eastern Asia,specifically China,have a higher turnover.On the contrary,the median turnover for non-profits is USD 814,515(Chart 40),and 40%have less than 500k in turnover(Chart 41).The larger number of organisations founded in the last 20 years paired with the finding that older organisations tend to have the highest turnover explains why such a big percentage of think tanks in the sample have less than 500k in turnover.We cannot offer any other explanations or inferences for the other groups as the number of other business models is low.Chart 40n:218Median turnover by business model(USD)$0$4,000,000$8,000,000$12,000,000$1,845,400$12,000,000$814,515$962,087$564,961Universityinstitute/centreOtherNon-profitGovernmentFor profit732019 Think Tank State of the SectorTable of contentsChart 41 n:197 Note:the n for other,university insitute/centre,and for-profit think tanks was below 10,and they are not shown as the groups broke up the data too much.TURNOVER HIGHLIGHTS Turnover is the variable with the least amount of data available(data is held for only 228 organisations,8%of the organisations included in this report).This is mainly because most organisations do not show or share their turnover information in an accessible fashion.The average turnover for think tanks in the database is USD 67,187,306,but this is heavily skewed by the very large organisations in the sample,hence the median is a better indicator to use for analysis and comparison.The median turnover for think tanks is USD 1 455 803.The highest median(USD 9,177,569)and average(USD 240,678,428)are found in Eastern Asia,followed(far behind)by Western&Northern Europe(average USD 25,939,684 and median USD 4,016,913).The difference in turnover between Western&Northern(USD 4,016,913 median)and Eastern&Southern Europe(USD 294,758 median)is notable and indicates how different the think tank landscape is in different parts of Europe.The region with the lowest turnover is Western&Central Asia,both on average(USD 287,299)and in median(USD 275,338).The small turnover in this region might be because we only hold data for university and non-profit think tanks for this region,which have a lower turnover;additionally organisations in this region are younger,which also have a lower turnover;but it must also relate to the strength and size of the sector in the region.?Less than 500k?Over 10 and less than 100 million?Over 500k and less than 1.5 million?100 million and more?Over 1.5 and less than 10 millionBusiness model by turnover02550751006D!C&%7%GovernmentNon-profit1t2019 Think Tank State of the SectorTable of contents Male-led and male-founded organisations have more than double the turnover of female-led and female-founded organisations(USD 2,063,479.50 vs.USD 1,000,000 in the case of leaders).Additionally,there are no female-only-led think tanks that have a turnover of above 100 million and most female-led organisations have a turnover of less than 500k.Organisations founded by entities have the highest median turnover:USD 4,033,826 and the smallest percentage of organisations with less than 500k in turnover.Organisations founded by entities are mostly government-founded organisations,which are the those with the highest median(compared to other business models).Most government organisations in the database are in Eastern Asia,hence this finding is not an indication of government-founded think tanks having higher turnover in general,but that government-founded think tanks in Eastern Asia,and specifically China,have a higher turnover.The median turnover for non-profits is USD 814,515,and 40%have less than 500k in turnover.The larger number of organisations founded in the last 20 years paired with the finding that older organisations tend to have a highest turnover explains why such a big percentage of think tanks in the sample have less than 500k in turnover.12CONCLUSIONS12762019 Think Tank State of the SectorCONCLUSIONSThe Open Think Tank Directory was born to overcome the lack of centralised and publicly available information about think tanks and other policy research centres,expertise bodies,and related organisations.But,more importantly it was developed and is maintained to promote and foster the transparency of the sector;to enable and facilitate connections between think tanks,funders,the media,the public,scholars and others;and to help make sense of a diverse and ever-changing sector.Today,four year
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Wiadomoci Statystyczne.The Polish Statistician,2020,vol.65,5,926 DOI:10.5604/01.3001.0014.1330 Staty.
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ICEFINSIGHTSFALL 2019new markets and strategies for 2020recruiting in uncertain timesIntra-regional mobility in AsiaTop destinations and sending marketsDegree plus:Credential layering for career successTake flightIn the Aviation Program at Mohawk CollegeWith the number of aircraft in service expected to double over the next 20 years,a career as an Aviation Technician offers enormous opportunity in Canada and around the world.From our state-of-the-art training hub at Hamilton International Airport,earn internationally recognized qualifications(International Civil Aviation Organization Annex 1)in this in-demand industry.AIRCRAFT MAINTENANCE Repair&maintain a wide variety of aircraft.AIRCRAFT STRUCTURES Restore and repair from vintage to state-of-the-art.AVIONICS Trouble-shoot navigations,communications&more.mohawkcollege.ca/international2019_ICEF_MohawkAviationAd_v2.indd 12019-08-02 3:28 PMRAISING THE BARSTUDYINSURED IS ON STUDENT INSURANCEGLOBAL STUDENTS.GLOBAL COVERAGE.24/7 IN-HOUSE MULTI-LINGUAL ASSISTANCE AND CASE MANAGEMENT24/7 MULTILINGUAL MENTAL WELLNESS PHONE LINELIABILITY&ACCIDENT,MALICIOUS ACTS,AND REPATRIATION COVERAGEEXTENSIVE MEDICAL DIRECT-PAY NETWORK AND VIRTUAL HEALTH SERVICESSCHOOL OUTBOUND PLAN AND TRAVEL NAVIGATOR MOBILE APPGIVE BACK AND PAY IT FORWARD PROGRAMSPartner with more than a provider.StudyInsured is committed to taking care of students and helping you grow your business.Ask how StudyInsureds customized insurance solutions help your business save money,effort,and administrative time.StudyInsured makes switching providers seamless.Save time and moneyget started with StudyInsured today!1.855.649.4182| 1.416.649.4182|TOLL-FREEWORLDWIDE centennialcollege.ca/Suzhou Study and Workin Toronto,CanadaOne of the most livable cities in the world!The fastest growing tech hub in North America!#1 Collegein Torontofor studentsatisfaction!Contact: SUZHOUCentennial CollegeStart Your Pathway to CanadaInternational Business Finance AccountingHotel Operations ManagementArchitecture Software EngineeringInternational Business ManagementEnglish MandarinEarn Canadian Credentials in China Internship and industry experiences in Suzhou Semester exchange and credit transferopportunities with Centennial in Toronto University degree pathways(BBA,BSc,BCom)Start your program in Chinaand graduate in Canada!7ICEFINSIGHTS2019THE OPPORTUNITY OF CHANGE 34Geopolitics and technological disruption are shaking up how students choose where to study abroad.What does it mean for recruiters?NEW HORIZONS,WARM WELCOMES 36Governments and institutions in leading destinations are working hard to include more nationalities on their campuses.Tips for recruiting in new markets and for making students feel at home.CLOSER TO HOME 44Asian destinations notably China,Japan,Malaysia,South Korea,and Taiwan are attracting ever more students from within the region,which means more competition for Western institutions.AFRICA ASCENDING 50African markets will contribute some of the largest outbound flows of students in the 21st century.A special focus on Egypt,Ghana,Kenya,and Nigeria.FEATURESCONTENTS8ICEFINSIGHTS2019CONTENTSDEPARTMENTSWELCOME 11ICEF CEO Markus Badde on the pressing need for new strategies in international education.NEW&NOW14 IN CONTEXT:DEGREE PLUSStudents are layering credentials to better compete for jobs.16 GROWTH TRENDS:THE PAST FIVE YEARS Increases in international enrolments and top sending markets.22 FIVE GROUNDBREAKERSInspiring ideas from governments,universities,architects,and students.26 LEARNING MACHINESWill artificial intelligence systems change the dynamics of recruitment?32 STAFF INSIGHTSICEFs Ian Cann offers best practices in working with international agents.OUTREACH61 IN THE SHARING MARKETPLACE,VIDEO IS KINGBoost your video strategy with these tips.72 EMOTION-BASED BRANDING DRIVES RESULTSReach students hearts as well as their minds.FACTS&FIGURES 80Key stats for international educators going forward into 2020.PUBLISHERCraig RiggsEDITORKiley TurnerMANAGING EDITORAdrienne GuthriePUBLICATION DESIGNDirector:Caren WatkinsAssociate:Samantha EdwardsProduction:Linda KincaidCONTRIBUTORAdriana HaytovaCOPYEDITINGDonna Dawson 2019ICEF GmbHCEO:Markus BaddeAm Hofgarten 953113 BonnGermanyTel: 49 228 201 19 COVER:JOVANA RIKALO2354Recruiting in uncertain times 34Intra-regional mobility in Asia 44Top destinations and sending markets 16Degree plus:Credential layering for career success 1436Quality EducationDiversity of OfferingsDesirable LifestyleThe Gold Coast is a dynamic,globally focused city inspired by lifestyle and driven by opportunity.Its an innovative city recognised for providing world-class education and training with great career outcomes.Set along 57km of beachfront with World Heritage listed rainforests on its doorstep,the Gold Coast is an unrivalled destination offering an incredible student lifestyle.As the number 1 city for student affordability*its not hard to see why its Australias favourite classroom.studygoldcoast.org.auDISCOVER A CULTURALLY DIVERSE AND WELCOMING STUDENT CITY.world-classuniversities3200 300education&training providersaverage days of sunshine*Australias most affordable student city,QS 2018 rankings |fullsail.edu 2016 FULL SAIL,LLC3300 University Boulevard Winter Park,FLFinancial aid available for those who qualify Career development assistance Accredited University,ACCSCTo review consumer disclosures,please visit fullsail.edu/gedt.Your future is worthEXPLORINGTake the Campus Tour fullsail.eduHollywood-style sets,live venues,game,animation,and recording studios,acres of creative spaces its all inside the Full Sail campus near Orlando,FL.If youve got a dream in entertainment and media thats worth following,book your tour today.CAMPUS&ONLINE DEGREE PROGRAMSMusic&RecordingGamesArt&Design Film&Television TechnologyBusinessMedia&Communications Sports 11ICEFINSIGHTS2019WELCOMEIt seems like only yesterday that we published the first issue of ICEF Insights,but in fact this is the fifth year of the magazine and quite a lot has changed in that time and in our industry.Welcome to this years edition!This issue is devoted to exploring how economic,demographic,technological,and political events are profoundly affecting the international education landscape.The tradition-ally narrow band of preferred destinations has expanded,and Asian countries as well as English-speaking alternatives to the US and UK are quickly gaining market share.Africa,where one of every four people aged 1524 will live as early as 2030,is becoming the next hotspot for recruitment.Career outcomes are much on students minds as they con-sider which programmes and institutions to apply to;education is now expected to deliver job-ready skills.Degrees are still in demand,but so are more specialised credentials delivered by colleges and technical institutes.In many regions,acquiring a second(or third)language makes the difference in the quest for a good job.Artificial intelligence systems are now operating in the inter-national education space,and this spells both opportunity and challenge,even as it remains to be seen how they will change the industry.Finally,reaching students remains as always a moving tar-get.We look closely at their growing preference for video over text and explore the art of emotional branding and how you can use it across your business touchpoints.As ever,its a brand-new world,and I hope that with every page of this magazine,you develop excellent ideas to thrive in it.With best wishes,Markus BaddeChief Executive OfficerVANCOUVER|TORONTO|MONTRAL|NEW DELHI|SYDNEY|BRISBANE|MELBOURNE|ADELAIDE LANGUAGE PROGRAMSEnglish or French CommunicationEnglish for Academic PurposesBusiness English or FrenchIELTS,Cambridge,TOEIC,TOEFL PreparationUniversity Pathway ProgramJunior Camps&High School Bridge PVOCATIONAL PROGRAMSStudy and work in Canada or AustraliaBusiness,Hospitality and Teacher Training programsGain practical knowledge and work experienceFlexible schedules and start dates 13ICEFINSIGHTS2019NEW&NOWJob-focused study plans,top 9 destinations,groundbreakers,and artificial intelligenceThe iconic Hatley Castle at Royal Roads Universitynear Victoria,Canada.International enrolment at Royal Roads grew by 63tween 2014 and 2018,a trend consistent with Canadas position as the worlds fastest-growing study destination.See page 16 for more.PHOTO COURTESY OF ROYAL ROADS UNIVERSITY14ICEFINSIGHTS2019NEW&NOWAs we speak,young job candidates on every continent are presenting their university degrees during interviews for coveted jobs.A degree will naturally give them an edge over candidates with no post-secondary education.Increasingly,however,it may not be enough to secure the position.For the first time ever,the number of adults aged 2534 in OECD countries who have a post-secondary degree outstrips the number who do not.The growing proportion of degree-holders,combined with high unemployment rates and skills shortages in many countries,has ushered in a new reality:well call it“degree plus.”“Degree plus”summarises a growing trend of students pursuing A growing trend of students layering credentials to better compete for jobs spells change and opportunity for educators IN CONTEXT:DEGREE PLUSLAUREN LIGHT15ICEFINSIGHTS2019NEW&NOWat least one other qualification after completing their first degree to better compete in their chosen field.MOVEMENT ACROSS SECTORSAs students layer bachelors degrees with vocational certificates,more advanced degrees,micro-credentials,language courses,and internships,the sectoral silos of universities,colleges,and specialised institutes are breaking down,and new players are entering the education space.Examples include universities partnering with MOOC providers;pathway programmes allowing students to undertake part of their degree at less cost in their home country;and now,in China,the government-initiated“1 X”pilot that graduates students with both a degree and a vocational diploma.There are even“stores”(e.g.,the University Learning Store developed and awarded by universities including UCLA and Georgia Tech)where students can buy micro-credential courses,a development showing strong similarities with the retail trade.NEW OPPORTUNITIESAll this means that the traditional boundaries and hierarchies of education and credentials are becoming less distinct.As a result,universities are casting fresh eyes on operational models,programming,industry partnerships,and collaboration with colleges,pathway programme providers,language institutes,and universities in other countries.And vocational colleges and language institutes are seeing a greater and more diverse pool of prospects,as demand for non-degree credentials increases.The new normal in higher education as in so many other industries is one of disruption.This is the only trend we can truly count on going forward.Did You Know?Across OECD and G20 countries,the number of young adults with degrees is forecast to reach 300 million by 2030,up from 137 million in 2013.Whats a“Plus”?Examples of extra qualifications include:Short micro-credentials delivering specific skills;MOOCs and online courses of varying lengths and price points;Vocational certificates;Niche post-graduate degrees or diplomas;Internships and work placements;Language courses,particularly in developing countries where having a degree is often not sufficient to get a job.For students in emerging economies,obtaining these extra qualifications from a foreign institution can be the edge they need in a tight job market.Micro-credential courses at the University Learning Store,developed and awarded by universities including UCLA and Georgia Tech.16ICEFINSIGHTS2019NEW&NOWGROWTH TRENDS:THE PAST FIVE YEARSThe worlds top study destinations all saw their foreign enrolments grow between 2014 and 2018,but some grew more quickly than others.h73nadah24%USThe US still enrols the most international students,but its market share is slipping as other countries have become more competitive.Australia,Canada,and China are particularly notable for the number of students theyve added in the past five years,as the more detailed breakdowns on the following pages will show.*The total noted here reflects HESA data,English UKs reported volume of student weeks for 2018(which has been converted to a full-time equivalent value to allow us to present a consolidated total),ISC student numbers for K-12,and AOCs partial survey value for foreign enrolment in British VET(2016/17).2018 student enrolment numbers1 US 1,094,7902 Australia 693,7503 UK 586,909 4 Canada 572,4155 China 492,185 6 Germany 374,5857 France 343,000 8 Russia 313,0909 Japan 298,980*17ICEFINSIGHTS2019NEW&NOWh24%Germanyh5%UKh30%Russiah31%Chinah62%Japanh53%Australiah16%France18ICEFINSIGHTS2019NEW&NOWUnited States 208,740students added since 2014h24%Sources:IIE and US Immigration and Customs Enforcement SEVIS2014 total886,0502018 total1,094,790Top contributors to growthIndia 93,600China 88,900Vietnam 7,745Nepal 5,115Nigeria 4,770Australia 240,800students added since 2014h53%Source:Department of Education and Training,Government of AustraliaChina 82,470India 39,425Nepal 27,910Brazil 17,370Colombia 9,695Malaysia 7,565Sri Lanka 5,055Top contributors to growth2014 total452,9502018 total693,750Canada 242,245students added since 2014h73%Source:Immigration,Refugees and Citizenship Canada2014 total330,1702018 total572,415Top contributors to growthIndia 134,165China 35,170Vietnam 15,610Iran 6,265Brazil 4,980GROWTH TRENDS:THE PAST FIVE YEARS(contd):Foreign student increases in and top sending markets for Australia,Canada,China,Germany,the UK,and the US.19ICEFINSIGHTS2019NEW&NOWChina 115,130students added since 2014h31%Source:Ministry of Education of the Peoples Republic of China2014 total377,0552018 total492,185Top contributors to growthPakistan 14,665India 9,620Thailand 7,310Russia 2,035Indonesia 1,3602014 total435,5202018 total458,490Top contributors to higher education growthChina 18,630Italy 4,435Spain 3,045US 2,400United Kingdom 22,970university students added since 2014h5%Source:HESAGermany 73,235students added since 2014h24%Source:DAAD German Academic Exchange Service2014 total301,3502018 total374,585Top contributors to growthChina 8,535India 7,920Syria 6,235Italy 2,700Iran 2,06520ICEFINSIGHTS2019NEW&NOWJapan 114,825students added since 2014h62%Source:Japan Student Services Organization2014 total184,1552018 total298,980Top contributors to growthVietnam 61,180China 37,160Nepal 19,040Taiwan 4,5502014 total241,3802018 total313,090Top contributors to growthChina 6,920Uzbekistan 6,100Tajikistan 4,780Turkmenistan 2,980India 3,985Russia71,705students added since 2014h30%Sources:Russian Presidential Academy of National Economy and Public Administration(RANEPA)and IIEFrance 47,915students added since 2014h16%Source:Campus France2014 total295,0852018 total343,000Top contributors to growthAlgeria 8,585Morocco 5,955Italy 4,020Brazil 3,875Cote dIvoire 3,035GROWTH TRENDS:THE PAST FIVE YEARS(contd):Foreign student increases in and top sending markets for France,Japan,and Russia.22ICEFINSIGHTS2019NEW&NOWFIVE GROUNDBREAKERSThe world always needs its pioneers,the people and groups who realise and act on the potential of change.Check out these governments,universities,architects,and students shaking things up in all the right ways.1 EXPERIENCE EDUCATIONTodays employers look for graduates who can prove theyre able to work successfully on projects relevant to an industry.Northeastern Universitys Experiential Network(XN)is a key component of the universitys programmes for lifelong learners,and through it,10,000 students and counting have completed projects for 2,000 companies,including Pfizer,General Electric,Raytheon,and Costco.A recent Northeastern University survey of 750 US hiring leaders found that employers top priority for colleges and universities was“to include real-world projects and engagements with employers and the world of work.”2 EVERY CREDIT COUNTSNew Zealand has become one of the first countries to recognise micro-credentials in its qualifications framework(NZQF).These mini-degrees(or digital badges or certificates)take far less time to obtain than traditional degrees and are usually highly specific to a topic or industry area.They are now equivalent to between five and 40 credit points on the NZQF.Their inclusion is intended to give employers confidence to accept graduates micro-credentials and understand their value.MOOC providers and corporations can also receive equivalence statements for their skills and training programmes.“Over time,there will be more demand for shorter,sharper units of learning as people change careers and stay in the workforce longer.”Grant Klinkum,NZQA23ICEFINSIGHTS2019NEW&NOW3CREATIVE CONTAINERSAt Utrecht University,student housing was stretched to the max until Mart de Jong and Architectenbureau De Vijf designed a stunning new complex built from shipping containers.The trend isnt limited to the Netherlands:shipping containers also provide housing for students in Israel,France,Scotland,South Africa,the US,and other countries.“Large numbers of shipping containers are manufactured each year,transported to far-flung ports,and frequently discarded.These unwanted shells can be purchased relatively cheaply and given a new lease on life.”Adam Williams,New Atlas 4 GIVING BACKMacLean“Mac”Sarbah,a Ghanaian student enrolled in Harvard Universitys Graduate School of Design,keeps Ghana top of mind while studying.Hes raised funds for an Internet facility for students in his home city of Mepe and has run a free advisory service helping students from Ghana and other countries apply to foreign universities.To do his part in finding solutions for high youth unemployment in Ghana,Mr Sarbah is working on a programme he calls“Ghanas Global Youth Entrepreneurship Fellowship,”aimed at educating and training college-aged Ghanaian students to start their own businesses.“For me,its just an accumulation of a lot of things Ive done.I want to help young people in Ghana by giving them the tools to see social problems as entrepreneurial opportunities.”Mac Sarbah5 STYLE STATEMENT“Made in Vietnam”are three words that Westerners often see on the tags of affordable clothing made too often by poorly paid Vietnamese.But 27-year-old Thao Dao,who attended the Fashion Institute of Design&Manufacturing in Los Angeles,and Anna Phan,who attended Santa Clara University in California,have a mission:turn“Made in Vietnam”into a fashion statement.Ms Dao and Ms Phan returned to Vietnam after their studies in the US and together founded clothing and accessory company LaDan.Their company(LaDanvn on Facebook)now has tens of thousands of social media followers drawn to Ms Dao and Ms Phans elegant designs.“For our generation,its time You can come back and make a difference.”Thao Dao,co-founder of LaDanSHIPPING CONTAINER HOUSING:WOJTEK GURAK;LADAN:HTTPS:/WWW.INSTAGRAM.COM/LADANVN/Designers Thao Dao and Anna Phan model their companys clothes and accessories.Utrecht University student housing.Harvard University student Mac Sarbah is passionate about fostering entrepreneurship in Ghana.BELIEVE INWHAT INSPIRESYOU.www.stjohns.edu/apply100 UNDERGRADUATEPROGRAMS60 GRADUATEPROGRAMS94.3%UNIVERSITYPLACEMENT RATEFOR CLASS 2018*#1CATHOLIC UNIVERSITY IN U.S.IN FINANCIALGENEROSITY TOINTERNATIONALSTUDENTS3NEW YORK CITY CAMPUSES*Full details at stjohns.edu/consumer.According to College Boards Big Future site.To view our non-discrimination statement and other legal disclosures,please visit www.stjohns.edu.NEW YORK|ROME|PARIS Building on Centennial Colleges 20-year history in China,Suzhou Centennial College(SCC)was established in 2016 as the first nationally approved Canadian college to operate in China.The college has the approval of both the Chinese Ministry of Education and the Jiangsu Provincial Government,and it is the only college delivering Canadian credentials in China.Suzhou Centennial College marks a bold step for Toronto-based Centennial in terms of its international strategy at the same time as it allows the college to continue its long tradition of preparing students for career opportunities.“The Suzhou programmes are linked to industry and government,”says Centennials Associate Vice President of International Education,Virginia Macchiavello.“We are applying the Ontario college model known for the partnership table that engages with employers to ensure students get the skills they need to succeed.”With a full-time enrolment of more than 2,600 students in fall 2019,SCC attracts a diverse enrolment.Students come not only from China,but also from a number of other countries including South Korea,Panama,India,Cte dIvoire,Uzbekistan,and Sweden.“You can talk with many people from around the world,and meet a lot of international students.Thats why I chose this school,”says Belle Xinbei,a software student and one of more than 50“Chinese Buddy”peer mentors for foreign students at SCC.In keeping with Centennials strong links around the world,the college in Suzhou has opened up new multilateral partnerships,notably with government ministries in Panama and South Korea that have respectively established scholarship and exchange programmes for their students in Suzhou.SCC also represents a stepping stone for students to continue their studies in Canada.Centennial College offers more than 1,000 education pathway options through institutional partnerships.Students from Suzhou can build on their academic and cultural experience in China by following articulated academic pathways to advanced studies at Canadian colleges and universities.Canadian students can now also go to Suzhou to complete part of their Centennial programmes in China.“We see the college in Suzhou as an opportunity for students to learn how business is done in the East,”adds Ms.Macchiavello.In all of these respects,Suzhou Centennial College is a fascinating reflection of the growing complexity in international education today.At a time when China strengthens its role as one of the worlds top host countries,and Chinas“One Belt,One Road”initiative connects to markets in Asia,Europe,South America,and Africa,a Canadian college in Suzhou is a way to adapt to the changing study abroad markets.It is also a way to further diversify Centennials enrolment base in Toronto while opening the door to new partnerships in China and elsewhere.THE FIRST CANADIAN COLLEGE IN CHINA“If I know Mandarin,when I go back to Panama I will have a really good job.”Manuel Guerra,SCC student,sponsored by The Institute for Training and Development of Human Resources,Panama.SUZHOU CENTENNIAL COLLEGE OFFERS CANADIAN EDUCATION IN CHINA,INTERNSHIPS IN SUZHOU INDUSTRIAL PARK,SEMESTER EXCHANGES,AND CREDIT TRANSFER WITH CENTENNIAL COLLEGE IN TORONTO,CANADA.CENTENNIALCOLLEGE.CA/SUZHOUSPONSORED BY26ICEFINSIGHTS2019NEW&NOWNew artificial intelligence systems aim to transform how students find and select institutions,refine institutional recruiting,and expand international networks and partnerships for agents and counsellorsLEARNING MACHINESWHAT IS AI?Artificial intelligence,commonly referred to by its acronym,AI,is an area of computer science that simulates human intelligence,particularly with respect to learning,reasoning,and language processing.Think IBMs Deep Blue computer,which famously won a match against a world chess champion,and Apples virtual assistant,Siri.IN A NUTSHELL:For students,the goal when using an AI platform is to find their way to the right institution;For educators,AI platforms offer both new opportunities to target prospective students and a meeting ground for universities and schools;For agents and counsellors,these new systems provide a natural extension of established partner networks abroad.HOW IS AI BEING USED IN INTERNATIONAL EDUCATION?New AI platforms,such as ApplyBoard,SchoolApply,INTCAS,and iSchoolConnect,are amassing large amounts of data from students and schools,data that is then used to match students with best-fit institutions abroad.The promise here is that as it accumulates more and more data,the AI system can learn over time to efficiently select the best possible options for students.AI is also being used to assist students in the admissions process by smoothing the filing of applications and by providing advance feedback to applicants on admissions essays or interviews.27ICEFINSIGHTS2019NEW&NOWAI can be used,as in this example from iSchoolConnect,to evaluate an applicants interview performance through machine analysis of a practice video.iSchoolConnects matching algorithm generates a series of options ranging from“safe”(high chance of admission)to“dream”(long shot at admission)based on the students profile.As in this example from Concourse an AI-enabled system designed for counsellors at international high schools universities can use the platform to target applicants in specific markets and fields of study.28ICEFINSIGHTS2019NEW&NOWWHAT IS THE OUTLOOK?AI platforms will have to overcome two important challenges if they are to establish a lasting footprint in international education:1.The need to amass large amounts of data.In part because of privacy concerns,many platforms do not have access to the volume of data the system needs to continue to learn to do optimal student-institution matching.This situation will improve over time as more and more data is accumulated,but it is currently an issue for most systems.2.The need to offer personal support to prospective students making one of the biggest decisions and investments of their lives.Knowing this,some AI platforms are now also building in-house counselling teams to complement their technology-driven services.Will AI truly revolutionise study abroad,or might it simply become an additional tool that students,institutions,and agents use to find each other and work together?The potential of machine learning is certainly compelling,but,as always,the real impact that any new technology will have can only be seen over time.An agents view of the INTCAS system reveals how applicant data can be reviewed and managed on the platform.Help students and migrants achieve their goals soonerPTE Academic is the smart choicefor students and migrants needing to demonstrate their English language skills for university,professional and migration applications.Get results typically within 5 business days.Artificial intelligence means that your results are graded by a computer,not humans.Accepted by all universities in Australia,New Zealand and Ireland,and by a growing number across the USA,Canada,UK,Singapore and Europe.Approved for all Australian and New Zealand visa and migration applications.London/Birmingham/Manchester Dublin/Berlin/Hannover/Toronto Vancouver/Singapore/Chicago*St.Louis*/Orlando*/Irvine*Partners campusesCampusesCoursesFoundation,undergraduate and postgraduate programmesCertificates and diplomasJunior English,professional and executive coursesEDUCATION ON A TRULY GLOBAL SCALE40,000 students worldwideGUS-ICEFAK.indd 109/08/19 3:01 PMBurnaby School District Burnaby,Greater Vancouver 1-604-296-6903internationalburnabyschools.cawww.studyinburnaby.ca.Academic Success;Canadian Experience Located minutes from downtown Vancouver,beaches,mountains Visual and Performing Arts Soccer,swimming,volleyball,ice hockey and lacrosse academies IT academies(gaming,cybersecurity and MOS)Excellent academic program Local excursion program offered throughout the school year Calgary Catholic School DistrictCalgary,Alberta 1-403-500-2478 1-403-500-2932 internationalcssd.ab.cawww.CSSD.ab.ca.Why should you cometo Calgary Catholic?As the largest Catholic School District in Western Canada we have a large dedicated ESL and student wellness team that will fully support the student to achieve their goals.Located less than an hours drive to the beautiful Rocky Mountains!Campbell River School DistrictCampbell River,British Columbia 1-250-923-4918 ext.2237 internationalsd72.bc.ca www.int.sd72.bc.Explore&Learn Low number of international students English environment everywhere Language&academic support Integrated Sports Academies Safe,beautiful city Personalized service Arts,sports&recreation Exciting activity programEdmonton Public SchoolsEdmonton,Alberta 1-780-429-8249ispepsb.cainternationalprograms.epsb.ca.Come study with us at Edmonton Public Schools!Edmonton Public SchoolsInternational Student Program offers students excellent academic programming in Edmonton,Albertas safe and vibrant capital city.Features include accredited Alberta curriculum,ESL,AP,and university preparation.Toronto District School BoardToronto,Ontario 1-416-395-8120studytorontotdsb.on.cawww.studytoronto.ca.Find What Inspires You.Largest school board in Canada Best ESL programs at all levels Full range of courses to choose from 4-week integrated orientation and summer school program Large program selection Direct guidance support Short-term cultural immersion programs for groupsHorizon School District Taber,Alberta 1-403-223-3547 ext.10134terri.duncanhorizon.ab.cawww.horizon.ab.ca/international students.php.Warm,Welcoming Schools-Come Study With UsWe are focused on meeting the needs of our International Students.Strong academics in a small school division that personally hand picks their homestays.Nanaimo-Ladysmith Public SchoolsNanaimo&Ladysmith,British Columbia 1-250-751-0197isesd68.bc.caise.sd68.bc.ca.Love Learning in Nanaimo Ladysmith!Experience the charm of Vancouver Island:Peaceful,clean seaside communities Proud tradition of academic and athletic success High student engagement Advanced Placement,Fine Arts and Skilled Trades programsRichmond School DistrictRichmond,British Columbia 1-604-668-6217studysd38.bc.cawww.studyinrichmond.sd38.bc.ca.Enriching Global MindsRichmond provides excellent options for short and long-term students:Highest graduation rate in BC Excellent English support Program variety Located 25 minutes from downtown Vancouver Riverside School BoardSouth Shore Montreal,Quebec 1-450-672-4010infointernationalrsb.qc.cawww.rsb.qc.ca.Choose Riverside For A Real World Education Our focus on bilingualism and the quality of our elementary schools,high schools and vocational centers make learning an enriching lifetime experience.We firmly believe that cultural diversity is a source of enrichment to our society.English Montreal School BoardMontreal,Quebec 1-514-483-7200 ext.7258intstudentemsb.qc.cawww.emsb.qc.ca/internationalstudents.Montreal named“Worlds Best City for Students”91%graduation success rate,highest in Quebec Our schools and city are safe,clean,affordable Multicultural,nurturing,welcoming,and friendly Quality education Dedicated teachers English,French,enriched IBO,music,sports studies32ICEFINSIGHTS2019NEW&NOWSTAFF INSIGHTS:How can institutions distinguish themselves and stand out with agents?Professional,local advising is increasingly seen as a must-have service for students planning to study abroad.In many countries,it is common practice for prospective students to use an education agent.In some countries,education agencies assist 6080%of international students.ICEF Director,Americas,Ian Cann at the 2019 NAFSA Conference in Washington,DC.“Throughout my 10 years with ICEF,I have observed countless educator-agent success stories.A strong lesson that I have learned is about the power of relationships to drive busi-ness,and that it is more often the personal relationships that drive student movement.Simply put,agents send students to people they like and to people they trust.Remember that preliminary agent meet-ings are not training opportunities:Training can always be done later,once a relationship has been established.For the initial meeting,keep the focus on creating a good first impres-sion,and youll be awarded the opportunity to offer training later on.If the meeting goes well,dont forget to agree on a date for your next conversation.You can also stand out through better ser-vice and quicker communication and by treat-ing your agents as partners.Consult them and keep them informed.Support them with their marketing endeavours when they align with yours.They are your local experts,and the more you treat them as such,the more you will be rewarded.”Ian CannLong Bay College where students experience the best of New Zealand A high ranking secondary school with an extensive range of academic subjects,arts,sports and technology opportunities.Students are inspired to succeed through our extraordinary culture of care.Positioned on Aucklands North Shore,in a beautiful and safe beach location New Zealand at its best!Join us to create a unique student experienceContact Usinternationallbc.school.nz WeChat ID:wxid_it43vmr7h6jh12 LONG BAY COLLEGECare,create,excelLONG BAY COLLEGECare,create,excelAuckland,New Zealand34ICEFINSIGHTS2019THE OPPORTUNITY OF CHANGE35ICEFINSIGHTS2019Across the world,the winds of change are strengthening.Prevailing eco-nomic,political,and demographic trends are quickly reshaping the present and future of countries and redefining the landscape of international education.Important new sending markets are emerging,even as more destinations notably a number of regional education hubs are capturing the attention of students.Tech-nological advances,including sophisticated artificial intelligence(AI)applica-tions,create both challenges and opportunities for recruiters.And as automated sys-tems and smart machines move from the realm of the imagination into our everyday lives and workplaces,students are more focused on career-oriented education than ever.In the special feature package that follows,you will find strategies for welcoming students from emerging markets as well as a focus on key growth markets in Africa.We look closely at intra-regional mobility,a crucial dimension of competition in international student recruitment today.For all in the industry,the stakes are high.The question now is not whether to change,but how.36ICEFINSIGHTS201937ICEFINSIGHTS2019NEW HORIZONS,WARM WELCOMESSelecting new markets and welcoming students from themLittle touches go a long way when it comes to making a campus feel inviting and friendlyGARAGE ISLAND CREW 38ICEFINSIGHTS2019The past year has witnessed a shift from“diversifi-cation”being a buzzword to being a term with real urgency attached to it for universities and colleges in major destinations.For several years,Chinese,Indian,and in some cases Saudi enrolments have grown constantly,quickly,and profitably for many institu-tions.Massive student flows from these countries have been the norm for so long that they have seemed almost a per-manent feature of the international education landscape.As were all very aware these days,however,the geopolit-ical environment is volatile,and demand factors for study abroad are changing by the minute.As we speak,China is in a trade war with the US and the US is restricting some Chinese student visas.Saudi Arabia has banned its remain-ing scholarship students from studying in Canada in reac-tion to Canadas criticism of Saudi human rights policies.Meanwhile,the massive Saudi scholarship programme that sent so many students abroad is no more.The key market of India shifted away from the UK in recent years due to reduced post-study work rights for foreign students from 2012 to 2019;two-year work visas were restored in September,2019.Suddenly,the idea of adding a greater diversity of stu-dents to campuses feels like a serious priority.And we are beginning to see this priority yielding a greater mix of nationalities on campuses in major destinations.For exam-ple,in 2018:The fastest-growing markets for Canada included Bangladesh,Iran,Vietnam,Colombia,the Philippines,Kenya,and Brazil;In the US,significant growth came from Brazil,Nepal,Pakistan,Nigeria,and Vietnam;British universities welcomed more Malaysian,Nigerian,and Thai students;In Australia,Nepal,Colombia,and Brazil contributed many more students;Japanese universities saw substantial growth from Vietnam,Nepal,Sri Lanka,Indonesia,and Myanmar;In South Korea,the number of Vietnamese students nearly doubled in one year.The idea of diversifying a student population can seem over-whelming,but it becomes less so when you realise you dont actually have to recruit from the entire world.Its not about casting a really wide net and seeing what it drags in.Instead,its about carefully selecting one or two markets from which to recruit more students.Its about building a base of students that can grow in the years to come.SOME IDEAS TO CONSIDER:1.You probably have a foundation already.Within your stu-dent population,is there a small base of students from a new source market with a large youth demographic and growing demand for study abroad?Talk with these students about why they chose your institution.2.It can be a small world.Are there two promising markets close to one another you could focus on?For example,if you were in China at a student fair,could you also stop in Vietnam or the Philippines?Focusing on countries in close proximity can reduce travel costs and time.39ICEFINSIGHTS2019Campuses have become much more diverse in the past couple of years.A key challenge for educators is to find ways to help students from new source countries feel at home.How to select marketsSTUDIO FIRMA;KIKE ARNAIZ;DREAM LOVER40ICEFINSIGHTS2019On the Indonesians at Harvard Facebook page,prospective students learn there will be a live“tips”session on a certain date.Note that there are calls for students to participate on Twitter,and a“best picture”contest featuring messaging in the Bahasa Indonesia language.Students are attracted to study destinations where they feel welcome.Once youve chosen a target market,its time to roll out the red carpet for its students and their families.DEDICATE A WEBPAGELets say youve selected Indonesia.You could begin by creat-ing a dedicated webpage for Indonesian students and use it to customise essential information for them.How about hav-ing a video with a current Indonesian student explaining in Bahasa Indonesia how to apply for a visa?Or featuring a tour of the campus led by an Indonesian student?Profiles of successful Indonesian graduates are also great,especially if they highlight employment outcomes in a way that makes success feel attainable for Indonesian prospects.Ideally,have a live chat function on your dedicated Indo-nesia webpage.A Facebook page is a definite must and an affordable way to show that your institution is serious about supporting its Indonesian student community.A nice bonus:the page will take on a life of its own,with students voices and comments often just as helpful(and authentic)as any-thing your marketing team could say.DONT FORGET ABOUT PARENTS!Parents need to be reassured that their children will be safe and happy in a faraway place.They will also look for proof that there will be a serious ROI attached to their childs new credentials.Include a“Parents Zone”on your dedicated Indonesia page,full of FAQs and testimonials.The attention to parents should continue well after students are enrolled.A quarterly newsletter just for them is a great way to keep families involved.So too are special programmes that allow them to send love from afar.At the University of St Andrews in the UK,parents can order a“Love from Home”care package to send their children everything from carrot cake to fudge doughnuts.The Facebook profile picture of Indonesians at Harvard makes it clear to Indonesian prospects that they will find community if they choose Harvard.Show your commitment41ICEFINSIGHTS2019Parents of students at the University of St Andrews have sweet options when it comes to which care package they will send to their children studying far from home.41ICEFINSIGHTS2019The University of Colorado Boulder prioritises parents alongside students,staff,and alumni in its website navigation bar.If you know that students in a new market must think about affordability when choosing if and where to study abroad,con-sider a scholarship programme or price reduction for as many students as your budget will allow.If your budget simply wont accommodate such a programme,a contest that centres on an opportunity to bring down the costs of studying can be another way of nudging enrolments along.For example,Acadia University in Canada is relatively small(under 4,000 students,with a student to faculty ratio of 14:1).Its staff had done research showing that affordability was a major barrier for a sizeable proportion of prospective stu-dents,so they launched a“Win Your Room”campaign that gave entrants a chance at a free residence room for a year.Prospective students care a lot about where they will live when studying,and they often worry about the costs of accommodation.Acadia Universitys contest would have been hard to resist entering!Living on Acadia Universitys campus looks pretty great,and the winner of the contest could do it for free for a year.42ICEFINSIGHTS2019Consider a loss leader strategyIf you have a fledgling group of students from a certain coun-try lets stay with our Indonesian example to keep things concrete the best way to encourage more Indonesians to come is to treat your current students right.Your campus is becoming more internationalised,and that means ensuring you have great supports in place for the Indonesians you already enrol.How are they doing with language and aca-demic challenges?Are they making friends?Do they know how to get to a doctor,and do they feel confident enough in English to talk to that doctor about their symptoms?Do you have regular campus“mixer”events to help international and domestic students get to know each other?Remember that your international students are in the midst of one of the most important parts of their lives and(1)they are going to feel strongly about it,one way or the other,and(2)they are going to talk about it and take pictures and videos to send home.If youre hoping to recruit more students from Indonesia,its imperative to help your current Indonesians have the best experience possible.Then give your satisfied crew every opportunity to share the fun theyre having with your schools hashtags.43ICEFINSIGHTS2019Happy current students at SEDA College paint an attractive portrait of life on campus.Look outward,but keep your eye on what youve already got44ICEFINSIGHTS201945ICEFINSIGHTS2019China,Japan,Malaysia,South Korea,and Taiwan have set their sights on becoming major destinations for study abroad,and Asian students are increasingly attracted to the lower tuition,high-quality institutions,scholarships,and connections to Asian companies they offerIntra-regional mobility in AsiaCLOSER TO HOMENABI TANG46ICEFINSIGHTS2019For the past decade,the outflow of students from Asian coun-tries to Western ones has been nothing short of staggering.Hundreds of thousands of students from Japan,Indonesia,South Korea,Pakistan,Taiwan,Vietnam,and especially India and China travel overseas every year for degrees,contribut-ing billions of dollars to host economies.Western destinations have been popular because they offer so many highly ranked,high-quality universities.Asian students have traditionally chosen these schools because of the prestige attached to their degrees,a prestige that often translates into bet-ter earning potential for graduates.But the idea that a Western degree is automatically better and more advantageous than one obtained in Asia is losing ground.Asian students now have an array of appealing options within their region for study.There are a number of reasons for this:A dozen of the worlds 100 top ranked universities are now in Asia in China,Hong Kong,Japan,Singapore,and South Korea.Asia is the worlds fastest-growing regional economy;China,India,Indonesia,Japan,and South Korea are driving the most expansion.Students realise that Asian universities can help them to access industry internships and jobs in the region.China,the continents powerhouse,invests heavily in its massive,multifaceted soft-power initiative known as One Belt,One Road,which stretches through more than a hundred countries and through South and East Asia.China is creating thousands of scholarships to attract Asian as well as African students.It is increasing higher education capacity and tempting Asian students from within the region to choose China rather than go overseas.Students everywhere are gravitating towards programmes with strong and immediate employment outcomes.Asian universities are performing very well in this regard.QSs 2019 Graduate Employability Rankings*include four Asian universities Tsinghua,Peking,Hong Kong and Tokyo among the top 20 institutions.QS notes that“Asian universities are among the worlds best at enhancing their alumnis job market prospects.”All told,163 of the 500 universities in the rankings are in Asia including 26 in China,16 in Korea,14 in Japan,and 13 in India.More than half a dozen Asian countries have national Cultural affinities are one reason that some Asian students choose to stay in the region rather than go to the West.In 2019,the Times Higher Education University Rankings placed Beijings Tsinghua University 1st in Asia and 22nd in the world.NABI TANG47ICEFINSIGHTS2019strategies aimed at making them major destinations,with several setting international student targets.China is now the worlds fourth most popular study destination after the US,Australia,and Canada.Many Asian institutions offer lower tuition fees than those in the West,and China in particular is drawing students through scholarships.Asian universities provide the benefit of being closer to home for students from the region who worry about homesickness and culture shock.RISK EXPOSUREThe top English-speaking destinations the US,the UK,Australia,and Canada have historically relied on Asian countries for stu-dents.For example,China,India,and South Korea are the top sending markets for the US,with Vietnam,Taiwan,and Japan in sixth,seventh,and eighth place,respectively.China,India,and South Korea make up 71%of all international students in the US.When Vietnam,Taiwan,and Japan are added,the six Asian source countries contribute 80%of the total.India,China,and South Korea are also the top sending markets for Canada.Together the three countries composed almost 60%of international students in Canada in 2018.Eight of Australias top 10 sending markets are Asian:China,India,Nepal,Malaysia,South Korea,Vietnam,Thailand,and Indonesia.The first three make up 48%of all enrolments,while students from the eight countries together represent 64%of Australias international student population.A 33%increase in the number of Chinese students in the UK China is creating thousands of scholarships to attract Asian as well as African students48ICEFINSIGHTS2019is the main reason that the number of non-EU students grew by 9%in the UK in 2018.China now accounts for one in five international students in the UK,and one in three non-EU students.India,Malaysia,and Hong Kong are also among the UKs top 10 non-EU sending markets.Altogether,there are more than a million Asian students studying in the US,Canada,Australia,and the UK.If China,South Korea,Taiwan,Japan,and Malaysia reach their international student targets by 2025,they will enrol close to 1.5 million students the bulk of them from neighbouring countries.COMPETE HARDERIn addition to the many Asian institutions scoring highly on world university rankings,still more Asian schools are competing on price,a strong position given that affordability remains an issue for many Asian families.More than ever,universities in Western desti-nations must provide a compelling offer to students in Asian mar-kets(e.g.,through reputation,student testimonials,internships,destination marketing,scholarships,or discounting)and ensure that once students are enrolled,they keep those promises and pro-vide excellent student supports and graduate outcomes.In addition,coordinated national strategies aimed at attracting international students are crucial.Well-designed visa,work,and immigration policies can make a huge difference and are the major reason that Australia and Canada continue to increase their mar-ket share,in contrast to the UK and the US.Choosing new markets to invest in is an absolute necessity to reduce the risk of exposure created by the heavy concentrations of Asian students in leading destinations.Our focus on promising African markets on page 50 provides a glimpse of the extent of the opportunity in that region.The University of Tokyos Faculty of Letters,Hongo Campus.XIII FROM TOKYO*The 500 universities that made it to QSs 2019 Graduate Employability Rankings received nearly 200,000 nominations from over 42,000 employ-ers.The rankings methodology“focuses on how connected universities are with employers,how reputed their graduates are among companies worldwide,how likely their graduates are to enter the job market soon after graduation and,finally,the achievements of their most prominent alumni.”These annual rankings were launched in 2015 to reflect students increas-ing prioritisation of employment outcomes.49ICEFINSIGHTS2019More than ever before,universities in Western destinations must provide a compelling offer to students in Asian markets International student target 500,000 by 2020 300,000 by 2020 250,000 by 2025 200,000 by 2023 150,000 by 20202018 enrolment 492,185 298,980 172,900 (2016)142,205 127,000 Top sending markets South Korea,Thailand,Pakistan,India,USChina,Vietnam,Nepal,South Korea,TaiwanChina,Bangladesh,Indonesia,Nigeria,YemenChina,Vietnam,Mongolia,Japan,US China,Malaysia,Vietnam,Indonesia,JapanCost of study US$1,7003,100 per year for most programmesUS$7,4608,500 per year for public universitiesCosts vary by type of programme and institution US$8,75013,000 per year for undergraduatesUS$3,3655,250 per year for most programmesForeign student facts Nearly 60%are from Asia 94%are from Asia Attractive to Muslim students Just under half are Chinese 40%are from South and Southeast Asiacountry China Japan Malaysia South Korea TaiwanAsian study destinations at a glance50ICEFINSIGHTS201951ICEFINSIGHTS2019AFRICA ASCENDING:The demographic juggernaut driving student mobility in the 21st century Four of the most promising growth markets not just in Africa,but in the world2019 NEIL WEBB C/O THEISPOT.COM52ICEFINSIGHTS2019over the past decade,the massive youth populations of China,India,and other Asian nations have been the main forces driving an astronomic rise in international student mobility as students in these regions have left their countries to study for a better future.Most universities in Asia have,until recently,been unable to accommodate enough students and/or to provide students with a quality education.But now,several Asian nations are rapidly expanding their higher education sys-tems,offering students from the region an increasingly attractive array of options to study close to home.Whats more,demographics are changing in Asia,and by 2029,Chinas population will begin to decline.While Asia will remain a leading source of students for many years,the number of institutions and countries competing for students in that region is already increasing dramatically.As competition for Asian students intensifies,another region is quickly becoming a hotspot for the next wave of student mobility:Africa.The number of students in sub-Saharan Africa leaving their countries for higher education is growing quickly,from 296,395 in 2012 to 374,425 in 2017,a 26%increase.The college-aged populations in African countries are huge already,and they are going to get much bigger,and soon.“Africa is the new China,population-wise,”Adina Lav,assistant provost for inter-national enrolment at George Washington University,said earlier this year in an interview for NAFSAs International Educator magazine.In 2030,one of every four people aged 1524 will live in Africa,according to the United Nations.This fact is ushering in a spike in demand for study abroad that will only get more intense.YOUTH POPULATION(IN MILLIONS)BY GLOBAL REGION:20102100 HOW OLD IS YOUR CONTINENT?*Sub-Saharan Africa:19 South America:31 Asia:31 Oceania:33 North America:35 Europe:42*Median ages across the world in 2018 according to data from CIA World Factbook,Gates Notes,and Statista,compiled by Visual Capitalist010020030040050060070080021002095209020852080207520702065206020552050204520402035203020252020201520101 Asia2 Africa3 Latin America and the Caribbean4 Europe5 North America6 Oceania123456Actual and projected populations of 1524-year-olds by global region Source:United Nations 2019 World Population Prospects53ICEFINSIGHTS2019CHINA SURGES TO#2 DESTINATION FOR AFRICANSFrance has historically been and remains the largest destination market for African students(especially from North and West Africa);it enrols roughly 95,000 African students annually.In second place?It was once the UK and the US,but China has surpassed them.According to UNESCO figures,UK and US universities enrolled about 40,000 African students each in 2017,while Chinese higher education institutions hosted 50,000 in 2015.The number in China is now thought to be 60,000 20 times what it was in 2005.African engineering stu-dents are particularly drawn to Chinese programmes,which are often taught in English and are much less expensive than engineering programmes in the US or UK.For years,China has been playing the long game,investing billions of dollars in infrastructure in African countries.The first Forum on China-Africa Cooperation was held in 2000,and since then Chinese capital in African markets has grown dra-matically.Healthcare and education sys-tems have been major beneficiaries.As one African student told the China Daily online newspaper,“My country,as well as most others in Africa,lacks professional doctors.China is so developed in medicine and has helped my country a lot in build-ing schools and hospitals.I appreciated that and thought it might be a good place to learn medicine.”CHINAS STRATEGIC MODEL for being the dominant foreign power in Africa and for recruiting students from the region goes something like this:1.Chinese companies and government agencies set up operations in African countries and establish development projects such as schools and hospitals.2.The Chinese government offers tens of thousands of scholarships per year for African students to study in China,as well as lower tuition relative to what Western institutions demand from international students.3.African students return home with a Chinese degree and/or Chinese-language proficiency,ready to be employed in Chinese-owned companies in their country.So far,the model seems to be working exceptionally well.UP NEXT:FOUR AFRICAN MARKETS IN FOCUSOn pages 5459,we look at why Egypt,Ghana,Kenya,and Nigeria are capturing the attention of recruiters around the world.Classroom lessons in Chinese.TOA5554ICEFINSIGHTS2019Egypt is the most populous country in the Arab world,and its economy grew by more than 5%in 2018.One in five Egyptians is aged 1524,and fully a third of them are unemployed.Of those who are unemployed,34%hold degrees.Most university-bound students attend one of Egypts 24 free public institutions,while students who achieve lower grades in high school tend to enrol in one of the countrys 23 private institutions.Many graduates do not find jobs matching their skill level.With a higher education crisis looming,the government passed legisla-tion in 2018 that allows international branch campuses to operate in the country.As well as offering domestic students a better future,Egypt hopes to become a Middle Eastern education hub through this new strategy.Given Egypts massive youth population,however,even a significant expansion of the domestic higher education sector will not accommodate enough students.The number of Egyptian students going abroad for higher education has nearly tripled in the past decade,from 12,300 in 2008 to at least 32,000 today,and this growth trend will almost certainly continue.Roughly a third of Egyptian students are studying in Saudi Arabia or the UAE.The US is third,with just under 3,600 Egyptian students as of March 2019.While Egyptian enrolments in US institutions have been relatively flat,enrolments have increased by 78%in Canada over the past five years and now number around 2,500.Other top destinations include France,Malaysia,and the UK,each with roughly 2,000 Egyptian students in 2017/18.KEYS TO THE MARKET:Colleges and universities establishing a presence in Egypt would do well to focus on linkages with the private sector to connect students to the real needs of the marketplace.SMEs(small-and medium-sized enterprises)are major sources of employment in Egypt,and therefore programmes fostering entrepreneurship and innovation are much needed.DEMOGRAPHICS POPULATION.101 millionPOPULATION GROWTH RATE .2%POPULATION AGED 1524 .19%POPULATION UNDER 25 .52%YOUTH UNEMPLOYMENT .34%LANGUAGES .Arabic(official),English and French widely understood by educated classesRELIGIONS .Muslim(90%),Christian(10%)LOCATION Northeast Africa,bordering Israel,Libya,and SudanEGYPTA view of Cairo,Egypt.55ICEFINSIGHTS2019A democracy that consistently ranks in the top three countries in Africa for freedom of speech and of the press,Ghana is a peaceful oasis in a region often plagued by unrest.Its economy is growing steadily;2019 is expected to be the third year of GDP growth exceeding 6%.However,there is inadequate economic diversification.Many jobs in the countrys dominant agricultural and resource extraction industries require little formal skills training,and youth unemployment is disproportionately high among those with some higher education.A dearth of job opportuni-ties at home motivates Ghanaian prospects to look carefully at post-grad-uate work and immigration policies in destination countries.A recent Pew Research Center survey found that three-quarters of Ghanaians would emi-grate if they had“the means and opportunity.”With Ghanaian universities able to accommodate only around 20%of those who apply,and given quality issues in the private education sector,demand for study abroad is increasing sharply.UNESCO counted 12,560 Ghanaians studying abroad in 2017,up 40%from 8,965 in 2012.This is a conserva-tive estimate,given that there are at least 7,000 studying in China alone.While Ghanaians traditionally favoured the US and the UK as destinations,they are now considering a much wider range of study abroad options.Australia,Canada,China,South Africa,and Ukraine have carved out strong positions in the market.China is offering thousands of scholar-ships per year to Ghanaian students,and Germany,Japan,and Russia are also nota-ble for their incentives.KEYS TO THE MARKET:Twenty-two accredited agencies are recognised by the Government of Ghana.As Michael Aidoo,the CEO and executive director of the Accra-based agency CELC International,explains,“In Ghana,you have to be a registered agency.You must register with the Ghana Education Service.Not only that,you should be a registered company in Ghana.That is the most important thing.”DEMOGRAPHICSPOPULATION.30 millionPOPULATION GROWTH RATE.2%POPULATION AGED 1524 .19%POPULATION UNDER 25 .57%YOUTH UNEMPLOYMENT .14%LANGUAGES .English(official and language of instruction),Hausa(among Muslims)RELIGIONS .Christian(71%),Muslim(17%)LOCATION West Africa,bordering Burkina Faso,Cte dIvoire,and TogoGHANAIndependence Arch,Accra,GhanaNIRIAN;DEMERZEL21 Welcoming13-18yearoldsfrom70countries Fullon-siteESOLtuitionincluded Extensiverangeofacademic,cultural,creative&practicalsubjects 150extra-curricularacademic,leadership,sports,service&culturalgroups 24/7studentsupport,orientationprogramme,outdooreducation,homevisits&multilingualstaffAuckland,NewZealandContact:MrsWendyReid,InternationalDirectorPh: 6496210050Email:wendy.reidmrgs.school.nzWebsite:www.mrgs.school.nzFacebook:MRGSInternationalRated as one of Aucklands best High Schools and consistently in top 10 schools for NZs Premier Awards!57ICEFINSIGHTS2019Kenya boasts one of the most diversified economies in Africa;agriculture and resource industries remain the most important sectors,but manufacturing,technology,tourism,and financial services are also well developed.The economy grew by 5.7%in 2018 and is expected to take a similar track in 2019.The British Council projects that Kenya will have a population of 5.7 mil-lion college-aged students by 2024.These students hold the promise of meeting Kenyas goal of becoming a middle-income country by 2030,but at present,its education system does not equip enough of these students with skills the country needs.Kenyas higher education system has expanded rapidly in recent years thanks in large part to the entry of several private universities and polytechnics.But there are persistent quality concerns and government funding has been declining.UNESCO estimates that 14,000 Kenyans are studying abroad,and the US,Australia,the UK,and South Africa host the bulk of them.That said,Kenyan outbound study has been essentially flat for several years.Partly this is because many Kenyans no longer see the value in higher education and need to find jobs as soon as possible.Demand is growing substantially for skills training.China is now a major player in providing vocational education in-country,with many graduates of pro-grammes going on to find jobs in China-owned,Kenya-based companies.This is a market ripe for some of the disruptive innovations transforming post-secondary education,such as short-term vocational training and micro-credentials.KEYS TO THE MARKET:Quality vocational education is in demand in information technology,accounting and project management,geology,engineering,pipe fitting,welding,drilling,and operation and maintenance of equipment used in resource extraction.Partnerships with corporations to deliver skills training could be promising,and Kenyans will see value in educators that can match them with employers.DEMOGRAPHICSPOPULATION-52 millionPOPULATION GROWTH RATE -2%POPULATION AGED 1524 -20%POPULATION UNDER 25 -59%YOUTH UNEMPLOYMENT -19%LANGUAGES-English and Swahili(official and language of instruction),Hausa(among Muslims)RELIGIONS-Christian(83%),Muslim(11%),small Hindu and Sikh minoritiesLOCATION East Africa,on the Indian Ocean,between Somalia and TanzaniaKENYALooking across a park to downtown Nairobi,Kenyas capital.DEVASAHAYAM CHANDRA DHASThis card is issued by Peoples Trust Company under license from MastercardInternational Incorporated.Mastercard is a registered trademark,and the circles design is a trademark of Mastercard International Incorporated.Control and Track Student SpendingControl and Track Student SpendingSpending controlled prepaid card available for students studying in CanadaSign up at on theApp StoreAvailable on theGoogle PlayPrepaid Mastercardin partnership with&59ICEFINSIGHTS2019Nigerias domestic higher education system simply cant edu-cate the number of young people applying for spaces.According to Nigerias National Universities Commission,between 2012 and 2017 fewer than 20%of applicants to Nigerian universities gained admission,leaving 6.3 million qualified students without a place.One in five Nigerians is aged 1524,and this is the fundamental rea-son that Nigeria will be one of the fastest growing markets for study abroad for the foreseeable future.UNESCO estimates that there are around 90,000 Nigerians studying abroad today.The country shook off a two-year recession in 2017 and returned to mod-est growth of 1.9%in 2018.While the government has endeavoured to make the economy less dependent on oil and gas,diversification is happen-ing slowly and jobs outside natural resource extraction and agriculture are scarce:nearly a quarter of Nigerians were unemployed in 2018 and many more were underemployed.Boko Harams terrorism continues to plague the country and widens the divide between the poorer North and more affluent South.Basic infrastructure is generally weak,with frequent labour strikes,underfunded hospitals,and electricity shortages.Many middle-class Nigerian families have a common goal:to start new lives in other countries.For that reason,Nigerian prospects,like Ghanaian ones,tend to look closely at immigration opportunities in destination countries.Top destinations include the US,with 15,980 students in early 2019;Malaysia,with roughly 13,000 in 2019;Canada,with 11,290 in 2018;and the UK,with 10,540 in 2017/18.Ghana and South Africa are popular regional hubs drawing thousands of Nigerians.KEYS TO THE MARKET:In Nigeria,vocational education retains a stigma;families see practical rather than academic programmes as appropriate only for the lower classes.Yet highly skilled graduates in specific trades are the employees Nigeria most needs.Intelligent branding of vocational education combatting outdated stereotypes will be important for colleges recruiting in Nigeria.Nigerians are also frustrated by student visa hassles and will look for destinations where their visa applications are most likely to be accepted.DEMOGRAPHICSPOPULATION .201 millionPOPULATION GROWTH RATE .3%POPULATION AGED 1524 .20%POPULATION UNDER 25 .62%YOUTH UNEMPLOYMENT .37%LANGUAGES .English(official),Hausa,YorubaRELIGIONS .Muslim(52%),Christian(47%)LOCATION West Africa,bordering Niger,Chad,Cameroon,and Benin NIGERIALagos,Nigeria,seen from Five Cowries Creek.MTCURADO61ICEFINSIGHTS2019Inspire action and sharing from students through emotional branding and videoOUTREACHHEX.62ICEFINSIGHTS2019OUTREACHImagine a group of high-school friends who have all decided they want to study abroad but are not yet sure which school,or even which country,they will choose.At night,before bed,they search the Internet for ideas,and when they find cool links and content about schools,they send these to their friends in other houses,neighbourhoods,even cities.What do you think theyre most likely to be sending?If you said“video,”youre right.Every school has a storyIf your school is doing amazing things around environmentalism or giving back(i.e.,charity and volunteerism),or if its doing standout work in specific fields(e.g.,an alumnus has been nomi-nated for a prestigious prize in medicine),you already have a strong foundation for a great video.You also have solid fundamentals for video sto-rytelling if your school is providing students such benefits as exciting internships,jobs,accommo-dation,or life-changing experiences.And dont underestimate the most important story of all:happy students going about their life on campus.As we note on page 63,student vlogging can be an excellent way to express that aspect of your school.Most importantly,produce videos that stu-dents will really enjoy watching.Videos that are funny,emotional,or inspirational and produced and distributed strategically have a good chance of spurring actions such as shares and inquiries among student viewers.In the sharing marketplace,video is kingVideo swamps the web!4 in10 consumers say that video increases the likelihood theyll purchase a product or service on their mobile device(Source:Adobe).CONSUMERS ARE:more likely to“like”it Social media video generates 1,200%more shares than images and text combined(Source:Brightcove).By 2022,82%of all consumer Internet traffic will be directed to online video(Source:Cisco).36%more likely to comment on video content than text-based contentmore likely to share it39V%(Source:Usurv)63ICEFINSIGHTS2019OUTREACHUniversity of Exeter student Selina Ozays“Day in the Life”video has so far been viewed 86,508 times and received 101,000 likes.WINNING STRATEGIESGET STUDENTS VLOGGINGVlogs video blogs are hugely popular among high-school and college-aged students,who love to watch interesting people posting about both exciting and ordinary parts of their day.One of the best things about vlogging is that its such an inexpensive video format and it can be posted on YouTube,Facebook,the school website,or wherever!Below,University of Exeter student Selina Ozay applies makeup during a“Day in the Life”instal-ment of her much-watched vlogging series.As she does,she discusses her gym routine,reading load,and volunteer work.It sounds mundane,but instead its oddly watchable and gives viewers a real feel for life at“uni.”To be successful,a vlog must feel real,slightly amateur,and personal.Student vlogs communi-cate the culture of a university in highly relatable ways.For example,the University of Exeter would almost certainly not discuss student life through a segment showing someone applying their make-up,yet Ms Ozays decision to do it feels compel-ling and engaging.1OUTREACH Academic pathways to top universities Two world-recognised qualifications-IB and NCEA Rugby Programme,Sailing Academy,40 different sports,50 performing arts groups and 30 cultural activities Amazing facilities on large school grounds Beautiful location on the North Shore of Auckland(New Zealands largest city)and only 25 minutes from downtown Auckland Homestay families near school,shops and beaches Cultural diversity with international students from 30 countries Enquiryrangiworld.co.nz Www.Rangitoto.school.nz CREATE A FACEBOOK VIDEOWith so many people on Facebook,it can make sense to post a video right in users feeds rather than direct them to another platform.A Quintly re-search study found that native video on Facebook(i.e.,video uploaded directly to Facebook)resulted in 168%more views than videos first uploaded to YouTube then shared on Facebook.When you think about content for video,remem-ber that if you have a strong campus culture with happy students,you already have the makings for a good video.BambooHR(see page 65)may not be a school,but theres a lesson to be learned from the HR firms gorgeous video focusing on work/life balance.The video highlights the phenomenal lives employees lead when they are finished their work,work that is portrayed as fun and fulfilling.A school video putting the focus on students lives outside of the classroom e.g.,hiking to-gether,celebrating birthdays at local restaurants,playing sports,laughing would be the educator equivalent to the BambooHR video strategy of putting the focus on recreation as a means of entertaining students and encouraging shares.The BambooHR video runs just over two minutes,a totally acceptable length for a native Facebook video.Just make sure to capture your audiences attention quickly,ideally within the first 10 seconds or so.265ICEFINSIGHTS2019OUTREACHGO LIVEIn between professionally produced videos,con-sider“going live”on Facebook to show a behind-the-scenes peek at life on campus.Sports events,move-in and graduation days,and orientation week all make for excellent live streaming opportunities.Students prioritise honesty from brands,which is why a live segment that has not been edited can be so captivating and engaging.Adweek reports that“viewers of Facebook Live videos comment 10 times more than they do on videos that are not live because they can engage in the real-time conver-sation with other viewers.”A perk of Facebook Live is that live videos will stay on your page or profile for viewers who missed the live event to see later.TO GO LIVE:Go to the“live video”option found in the mobile and desktop versions of Facebook under“create a post.”Click“go live”when ready.Click“finish”when you want to end the video.Post it,then make edits if needed.3Third-year University of Limerick student Clodagh Guerin stars in the student-produced video“Our 7 favourite places on campus.”BambooHRs video story is that work/life balance is a core value at the firm.66ICEFINSIGHTS2019OUTREACHVisitors to United International Business Schools YouTube channel see that the school commits to a regular schedule and posts lots of content.CREATE CALLS TO ACTION ON YOUTUBE VIDEOSIn an average month,80%of 1849-year-olds watch YouTube,which is as good a reason as any to post your videos there on a channel you create.But too many schools and businesses are erratic in their posting or theyre missing an essential strategic layer to their execution.The best way to get regular views and shares on YouTube is to post compelling content on a regular schedule and to include calls to action(CTAs)to drive the results youre looking for.Examples of actions to ask viewers to take include:Subscribing to your YouTube channel;Liking or commenting;Visiting,liking,and following your social media accounts(e.g.,Facebook,Twitter,Instagram)for more content;Visiting the school website to find out more;Signing up for emails;Chatting with a school representative.Hootsuite notes that there are various ways to include CTAs:Direct Mentions:Look into the camera and verbally tell viewers what you want them to do.Video Descriptions:Ask viewers to comment,share,or like your video in the description itself.End Cards/Screens:Add a customisable screenshot to the beginning,middle,or end of the video.These powerful visual cues add punch to your CTA.4 Face a window for the best natural light.Avoid wearing glasses,since these attract glare.An external micro-phone can be a good investment to improve sound quality.Film horizontally rather than vertically for a better video experience.If filming on a phone,click the edit button at the top for a nice filter.Make practice videos.You can ensure youre ready for prime time by going to your Facebook profile and selecting“only me”before recording.Make it personal.Maybe a student has just won an award or been selected for a popular internship.Maybe a student is cooking a traditional meal from their culture for other students.Where theres emotion,theres a great opportunity for live video.Pump up the energy.No monotones!Lots of smiles!Ask for likes,comments,and shares as these boost a posts popularity on Facebook.Adapted from The WordStream blogTips for going live67ICEFINSIGHTS2019OUTREACHUPLOAD VIDEO TO INSTAGRAMNearly three-quarters of teenagers(72%)used Instagram in 2018,up 20%from 2015,and 71%of young adults aged 1834 were on it,compared to only 34%in 2013.Need we say more?Upload short videos to Instagram!Dont forget to research the best hashtags to use.Include both hashtags general enough to cover hashtags being searched by students on Instagram(e.g.,#studyabroad)and tags specific enough to reach your target customers(e.g.,#studyinFrance).And consider running Instagram video ads if your organic videos dont seem to be getting enough reach.Instagrams paid advertising op-tions can boost your following and your results.Who could resist clicking on a rocket video?The University of Sydneys Instagram video is full of energy and excitement.5Include general and customer-specific#hashtags with your uploaded video to increase search results68ICEFINSIGHTS2019OUTREACHOn the Liden&Denz Intercultural Institute of Languages homepage are four videos,one of which features a red“New Video”ribbon that makes the page feel fresh and well managed.POST VIDEO ON THE SCHOOL HOMEPAGEYes,right on the homepage!Its a great way to get users quickly engaging on the site and is a good strategy for adding a human element to a page that can sometimes tend towards the overly corporate.Vlogs are probably too personal and specific for the homepage,though.Stick to pro-fessionally made videos that clearly communi-cate the culture and passion around your school.6Delfin English-language school in Ireland posts multiple videos on its homepage.I am#ConnectedInnovativeEntrepreneurialBarcelona Geneva Montreux Munich Online Business Education for a New GenerationJoin our English-taught foundation,bachelors,masters and MBA programs and become a game changer.www.euruni.edu#StartHereLavinia Arl BA(Hons)Business Management“The experience of being at ILAC is more important than anything else.The teachers and staff feel supported and part of a family,so its easy to pass that on to students.The people are what make ILAC feel like youve come home.”Melissa Johnson has been teaching at ILAC for over 15 years and currently leads workshops for teachers on the power and importance of connection.If you ever walk up Yonge Street towards Bloor in Toronto,youll find the sidewalk flooded with people of all ages and ethnicities,enthusiastically speaking English in a multitude of accents.When you look closer to try to understand what brings these people together,youll notice that each is holding a textbook that says,“Dream big.”Ah,yes.You have arrived at ILAC.Ive now been a consultant at ILAC on and off for 10 years,and there is a reason I keep coming back.NURTURE THE BRAND AND THE CULTURE ABOVE ALLJon Kolber,ILACs co-founder,along with Ilan Cohen,always signs his emails with the words,“Brand is more important than profit.”I asked him what that actually meant the other day and he was quick to answer.“You focus on creating a brand that clients want and you build a culture of excitement and employee engagement.Think about the student experience first and profits later.When our accountant urges us to cut costs,we always ask how it will affect our students.If it isnt good for the client experience,we simply dont do it.”WHAT IS THE ILAC BRAND,EXACTLY?“Its opportunity,”says Jon.“When you walk into ILAC you realize there is opportunity here for students to learn,realize their dreams,and make friends from around the world,and for teachers and staff to build careers based on their individual strengths and ideas.”Almost all employees at ILAC are recent immigrants to Canada,and many are former students.Some of them have even met and fallen in love at ILAC,gotten married,and had children.No wonder ILAC feels like a family it functions like one.“If you want your employees to give excellent customer service to your clients,it starts at home,meaning internally,”says Jon.“Culture,employee satisfaction,and employee engagement are the most important ways a business creates value.Companies with the highest employee engagement outperform by 3%annually.Focusing on employee culture is what makes good companies great.You cannot just say it is important,you have to make it the#1 goal.”I walked into ILAC the other day for the first time in almost a year.Throngs of international students along the street led me into the campus like a UN delegation parade.Inside,I took the elevator up several floors and was greeted at every turn by hugs and kisses from staff from Turkey,Brazil,Colombia,Venezuela,Russia,and Lebanon.Employees joked with each other and shared updates about their current projects and personal lives.I was struck by how long many of the employees had worked there and how they had watched each other grow up,not just in their careers,but as people.You cant manufacture that kind of dynamic.Just like all families,ILAC is sui generis Latin for“of its own kind.”People always ask me why ILAC is so successful.Is it the incredible marketing campaigns?The beautiful campuses?The extensive agent network?Yes,its all of these things.But most of all,students and staff are what give ILAC its competitive advantage.Theyre the ILAC brand.Contributed by Bogumila Lapinski Anaya“BRAND IS MORE IMPORTANT THAN PROFIT”Jonathan Kolber,CEO,ILACILAC IS ONE OF THE MOST AWARDED LANGUAGE SCHOOLS IN THE WORLDWWW.ILAC.COMSPONSORED BY“Focusing on employee culture is what makes good companies great.You cannot just say it is important,you have to make it the#1 goal.”72ICEFINSIGHTS2019OUTREACHLets say you have a fantastic wordmark,expertly designed marketing collateral,and website navi-gation thats intuitive and clever.Your brand is in good shape then,right?Not necessarily,according to brand strategist Richard Gillingwater,who helps organisations around the world to communicate who they are and reach their audiences.Mr Gillingwater contends that if a school brand doesnt trigger emotion,students and other stakeholders will not act in a way that benefits the brand.They wont be interested in it and they wont engage with the schools programmes and services.In contrast,a school that can inspire real feeling among stu-dents will be able to create an active,dynamic,exciting bond that can be leveraged in different ways and over time.WE FEEL,THEREFORE WE ACTMr Gillingwater is a featured speaker at confer-ences around the world,and one of his trade-mark presentations centres on a concept known as“emotional branding,”which is based on the belief that consumers feel more than think about brands.When a school inspires strong,positive feelings among students,it is often because it has demonstrated that it understands their needs and reflects and even amplifies their style and personality.Emotional branding is a powerful lever for purchasing and loyalty over time.Emotion-based branding connects feelings to action1Student needs2Emotions we must inspire3 Marketing that triggers actionTo stimulate a desired feeling among students,institutions must discover the answers to three questions:1.What do prospective students need?Ask current students for help in pinpointing student needs,which might include,“I need to make friends while studying abroad,”“I need this programme to lead to a job I want,”“I need to be able to speak English proficiently for my career.”2.What emotions do we want to inspire at every brand touchpoint?Maybe its excitement.Curiosity.A sense of being part of something cool and important.Whatever the emotion,the brand should strongly evoke it.3.Does our marketing reflect students needs and does our outreach inspire a tangible feeling?Or are we merely producing information that has nothing really wrong with it but isnt wonderful either?If so,it will feel flat and limited in its ability to generate action.73ICEFINSIGHTS2019OUTREACHWith answers to those questions in hand,consider how the needs of students and the de-sired emotion can inform storytelling,dialogue,and imagery across all business touchpoints.For example:The website Social media channels Virtual tours and video Student fairs Admissions staff Welcome centres Orientation week NewslettersAs Mr Gillingwater emphasises,ensuring that the same brand story is told at every opportunity makes it more likely that the brand will define itself and resonate among students at every step of the enrolment funnel.STUDENTS WANT EXPERIENCES,NOT SERVICESAt its best,emotional branding evokes an experi-ence and a sense of community rather than prod-uct or service features.It uses storytelling rather than description,and it prompts feeling more than cognitive reasoning.Student testimonials,videos,expertly managed social media channels,and personalised emails are some of the areas in which schools can activate emotion.Mr Gillingwater has worked with the presti-gious British boys school Radley College on the schools identity and storytelling.In his presen-tations,he notes that the vision he proposed to Radley executives that Radley inspires greatness in its students captured the spirit and benefits of studying at Radley College,but in and of itself,the stated vision was not enough.Mr Gillingwater shows conference audiences a powerful video that brings the idea to life,infusing it with 73ICEFINSIGHTS2019Richard Gillingwater shows his audience a Radley College case study illuminating the power of emotional branding.INSTITUTEMILITARY NEW MEXICO Bored of your current school?Try boarding with us!New Mexico Military iNstituteroswell,NM,usastarkeNMMi.eduwww.NMMI.eduPHOTO:ISTOCK.COM/DAMIRCUDICInternational students planning to study in the United States will quickly realise the US healthcare system is unique among the worlds advanced economies.There is no uniform system as such,nor any universal medical coverage.In practice,the system is quite complex with literally thousands of healthcare providers,and with funding provided by a combination of public and private payers.Roughly two-thirds of Americans are now covered by private insurance plans.Every international student is eligible to join a private insurance programme as well,and many US institutions require that foreign students be enrolled in an approved plan during their studies.“First and foremost,we are focused on ensuring that foreign students in the US can access healthcare when and where they need it,”says David Opperman,the president of specialty insurance provider PGH Global.“The system demands a lot of expertise in terms of matching plans and services to specific institutions,and that is a big part of the professional advising we provide to students and partners.”Indeed,managing healthcare across a variety of providers and institutions takes on a whole other dimension when it comes to international students.Foreign students in the US(or their family members or dependents)may require services in their native language,even as they move among institutions or from one part of the country to another.“The most important thing for us is that students have access to care wherever they go,”adds Mr Opperman.“We connect students with services in 170 languages,and with online and telehealth service the students can access care in a way that is convenient and comfortable for them at any time of day.International students are highly mobile and so that continuity of care is very important as they move to different parts of the country,or for that matter as they progress from high school studies in the US to university or on to optional practical training.”PGH Global is now bundling its US health expertise into a new online dashboard that can be customised for the use of education agents.The goal,says Mr Opperman,is to provide a turnkey solution that allows agents to better advise students and their families about the US health system,but also to provide agencies with a new value-added service and an additional revenue stream.“We believe that high-quality insurance advising and insurance services could be an important differentiator for many agencies in an increasingly competitive marketplace,”says Mr Opperman.“We are now partnering with quality agents in markets around the world,which shows not only the high demand for our services,but also the important role education agents play in advising students on every aspect of life in the United States.”Partnering to provide health insurance for international students in the USPGH GLOBAL IS A SPECIALTY INSURANCE PROVIDER FOR FOREIGN STUDENTS STUDYING IN THE UNITED STATESWWW.PGHSTUDENT.COMSPONSORED BY“We connect students with services in 170 languages and with online and telehealth service”76ICEFINSIGHTS2019OUTREACHemotion.The video positions Radley as a nucleus for boys who go on to be powerful and engaged citizens.This story inspired Radley Colleges mar-keting and communications,allowing the school to reach out to various stakeholder and student groups with the same emotional core concept.FIVE WAYS TO THINK ABOUT EMOTIONAL BRANDINGMr Gillingwater summarises his presentations with five points schools can use to anchor their emotional branding strategies:1.Its not what you say,its how you make people feel.2.Tune in to your own emotions and assess the strength of them when you look over your marketing and communications if you dont feel anything,chances are your students wont either.3.Build experiences in collaboration with communities.4.Define how you want to make people feel.5.Find ways to activate these feelings and be on the lookout for what may be disconnecting students from this experience.Finally,Mr Gillingwater notes,look for ways to go one step further with students to make sure they really feel special.That extra effort might just be what differentiates you from the competition and provokes the actions that most benefit your brand.Radley College ensures that its emotional core concept runs through all marketing communications.ST.FRANCIS COLLEGE IS NOW WORKING WITH AGENTS!SFC OFFERS:Popular Undergraduate and Graduate Degree Programs Generous Scholarships for International Students Personalized Education Small Classes with a 15:1 Student-to-Faculty Ratio Located in the Heart of Brooklyn,NY,Minutes from New York City Opportunity to Participate in Internships at Leading Companies in NYC and Beyond Come see us at ICEF Rio and ICEF Miami!For more info,contact Dr.Reza Fakhari,VP for Internationalization,at Rfakharisfc.edu.“What I liked most about SFC wasthe amazing location,the greatteachers,and the good course selection.I got the job I was applying for,and also started my Masters.”-Amalie Vge,Economics Major“I look up to my professors tremendously,especially my accounting professors.They have given me so much guidance already in helping me understand what I need to do to achieve my goals.”-Melissa Jagdharry,Accounting MajorLEARN MORE:SFC.EDU/GLOBALCentennial Colleges newest campus is now open,focused on training the next generation of aerospace and aviation experts.See how were shifting the industry at centennialcollege.ca/downsviewCanadas newest aerospace and aviation training facility has arrived.CentennialIStudy in Berlin Europes centre of business and innovationWhy do our students enjoy their studies so much?Here are some reasons:Working with BSBI Our valued partners highly appreciate our personalised service,turnaround time,and support to every stage of promotion of our school(e.g.training to the team,marketing contributions,regular visits to the partners offices).Also,our commission structure is extremely generous and one of the best in the industry.Moreover,we are offering commission on the 2nd and 3rd years of the 3 year bachelors degree.Each agent will have a dedicated account manager to provide personalised service.Through our well-established support system you will have clear visibility of your application progress and an action plan to fulfil admission criteria.Our programme portfolio is already very attractive with great features and strong client-oriented enhancements.We will add more targeted courses which will be developed according to your needs and market trends.Recognised as a hub for technology,research and innovation,Germany is an increasingly popular study destination for international students.BSBI offers undergraduate and postgraduate degree programmes from its campus in the heart of Berlin,and with students from more than 30 countries,it is truly an international business school that provides academic excellence.For more information contact Roman Poushkar the Head of BSBI Business Development on 49(0)30 5858409-90 or *In the 2018 QS rankings Berlin was rated seventh best student city in the world.Central Berlin campus locationRated 7th best student city in the world*Excellent student support and career serviceFree German language lessonsPost study German visa*Upon successful graduation,students are eligible to apply for an 18-month job-seeking residence permit with the Foreigners Office.This will allow them to work in Germany without any limitations while they look for a job that corresponds to their qualification.80ICEFINSIGHTS2019FACTS&FIGURESCHINA BY ANBILERU ADALERU FROM THE NOUN PROJECT/MAP BY FELIX BRNNIMANN FROM THE NOUN PROJECT#2China is now the second most popular destination for African students,after France(Source:Center for Strategic and International Studies ChinaPower project).20.5%Increase in the number of Brazilian students abroad in 2018 compared with 2017(Source:Brazilian Educational and Language Travel Association/Belta).20Hours that English-language students in Malta on courses of at least three months can now work,beginning in their 13th week of study(Source:ICEF Monitor).1 IN 5One in five prospective students said the UKs decision to leave the EU has made them less interested in studying there(Source:QS).45%Nearly half of Indonesian high school students said they could go abroad for study only if a scholarship were available(Source:AFS Intercultural Programs).7 IN 10Number of people today in jobs where the future of their career,profession,or industry is uncertain(Source:Pearson and Nesta,The Future of Skills:Employment in 2030).2030A decade from now,75%of global STEM graduates will live in BRIICS countries(Brazil,Russia,India,Indonesia,China,and South Africa),compared with 4%in the US and 8%in Europe(Source:OECD report:How is the global talent pool changing 2013,2030?).3.6 MILLION A 1%annual increase from 2015 to 2030 in non-traditional students aged 24 in BRIICS countries would translate into 3.6 million more students(Source:Study Portals report:Envisioning Pathways to 2030).42%Projected increase in the youth population(aged 1524)in Africa from 2015 to 2030(Source:United Nations).MORE THAN 11%Growth in the number of international students in Australia from 2017 to 2018,following growth of 12.6%from 2016 to 2017(Source:Government of Australia).350%Growth in the number of Indian students studying in Canada since 2014(Source:Immigration,Refugees and Citizenship Canada).6 IN 10Proportion of admissions directors(57%)at American colleges in 2018 who said they were concerned about maintaining international student numbers at current levels(Source:Inside Higher Ed).9Instagram posts with nine hashtags receive the most engagement;30 hashtags is the limit for regular posts(Source:TrackMaven).TOP 2The top two non-academic factors influencing students choice of university are the availability of good transit(41%)and the cost of accommodation(30%)(Source:Sodexo UKs University Lifestyle Survey).73%Ghanas gross secondary school enrolment rate jumped from 57%in 2012 to 73%in 2017,compared with 2017 rates of 42%in Nigeria,46%in Pakistan,and 65%in Jordan(Source:UNESCO Institute of Statistics).50 Consumers aged 5059 enjoyed incomes 28%higher than those in other age brackets in 2018,suggesting this is a high-potential target group for education services and products(Source:Euromonitor International).NEARLY 3 IN 471%of consumers who have had a positive experience with a brand on social media are likely to recommend the brand to their friends and family(Source:Lyfe Marketing).MORE THAN 7 IN 1072%of teens now use Instagram,compared with 51%using Facebook.In 2015 the percentages were almost exactly reversed(Source:Pew Research Center).12.7%Increase in the number of German students who went abroad for language study in 2018 compared with 2017(Source:ICEF Monitor).Stats that illuminate just how quickly the international education landscape is evolvingCMYCMMYCYCMYK
2020-12-30
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21页
5星级
ISCA获得了2019年Banksia金奖和非盈利奖这是对我们行业为实现17个全球目标联合国可持续发展目标所做的集体努力的肯定，它们代表什么以及它们如何团结我们所有人。我们还推进了与澳大利亚道路协会、澳大利亚承包商协会、澳大利亚绿色建筑委员会（GBCA）和新西兰绿色建筑委员会（Green Building Council New Zealand）的伙伴关系，以促进就关键问题进行积极对话，包括恢复能力、现代奴隶制、多样性和尽早采用最佳做法。由于我们的许多评级合作伙伴受到抗击COVID-19大流行措施的影响，我们实施了一个流程，以确保项目使用评级和业务中断计划继续提供可持续的结果。IS评级计划的投资回报显示，经济红利产生了巨大的上升空间。它还建立了推动协作、创新和持续改进的行业能力。没有它，经济可持续性的改善将被错过或没有完全实现。西澳大利亚州是我们的先驱者合作伙伴领先的方式与最近的认证为班伯里外环路和11计划评级正在进行中。早期的反馈证实，ISv2.0框架既是一个重大的挑战，也是一个重要的驱动因素，可以挑战常规业务项目开发。总的来说，这一工具提供了积极的成果，预计将继续提供。下一个改进周期将包括更紧密地与网关流程和投资框架保持一致。与昆士兰建筑公司的合作导致了商业案例开发框架的发布，该框架现在包含了关于可持续性评估的更多细节；提名ISCA的IS评级方案作为合适的评估工具。该框架支持制定强有力的基础设施项目提案，并采用共同标准提高可持续性绩效。联合国PRI指导框架弥合差距：基础设施投资者如何为可持续发展目标的成果作出贡献（Bridgeing The Gap:How infrastructure investors can Contribution to SDG outcomes）于2020年发布，该框架还加强了使用与可持续发展目标密切相关的信息系统（IS）等工具来塑造成果的力度。
2020-12-01
27页
5星级
今天的全球消费者一直在关注。人们不去当地的视频租赁店，而是在火车、机场或自己家里舒适的地方按需观看最新的电影和电视。人们可以通过订阅服务，随时发现新的艺术家和歌曲，而不是为一首歌买一整张专辑。一直在线.
2020-12-01
20页
5星级
了解消费者偏好是一部分艺术，一部分科学。它不仅仅是衡量社会内容或情感的客观数量。它还与网络帖子中分享的激情、感受和情绪的强度有关。想要从社交中获得最大收益的聪明营销人员会特别关注这些激情，并利用它们来.
2020-12-01
39页
5星级
性暴力和基于性别的暴力分工作组(SGBV SWG)进行了今年为期16天的交流。该主题与全球主题“橙色世界：基金、应对、预防、收集!”c由于COVID-19大流行而加剧的暴力。此外，这一主题是根据关于COVID-19对约旦许多妇女和女孩生活影响的证据、评估和研究确定的。2020年10月，SGBV SWG成立了一个工作组，负责项目，为纪念今年16天的竞选活动而举行的庆祝活动。SGBV SWG，领事馆，在难民营中与妇女、男子、女孩和男孩组成的团体进行交流，包括约旦人、叙利亚难民和其他国家的难民在与一致的7个主要主题下开发了14条关键信息，约旦的社区和决策者。这些信息是根据SGBV SWG在约旦COVID-19期间提供GBV服务的指导说明和安全恢复服务展望(2020年4月)2制定的，并与SGBV SWG成员共享，通过短信、录音、短视频等方式分发给受益人。SGBVSWG设计了一个日历集合，在16天的活动期间发生的事件3。30组织、国家统计局组织了350多个a事件。由于COVID-19，全国各地的城市地区(Irbid、Ajloun、Mafraq、安曼、Zarqa、Madaba、Karak)和三个难民营(Zaatari难民营、Azraq难民营和EJC难民营)亲自进行的评估。
2020-12-01
15页
5星级
2020年在挪威的瑞典公司商业环境调查是瑞典团队在挪威的下列组织联合发起的: 瑞典驻挪威大使馆、挪威瑞典商会和瑞典商会。商业环境调查在全球多个市场定期公布。今年，调查首次在挪威进行，目的是加深我们对挪.
2020-12-01
24页
5星级
新冠肺炎危机引发了残酷的全球经济衰退:全球GDP下降4.4%(西欧为-4%，西欧为-8%，中国为 2%)。媒体所有者净广告收入(NAR): 5690亿美元，比2019年下降250亿美元(下降4.2%)。性能差距扩大:数字弹性( 8%)，线性不成比例的冲击(-18%)。线性:电视(-12%)表现更好。韧性:美国1%，中国0%，俄罗斯3%。低于平均水平:印度-16%，拉美-10%。最糟糕的垂直领域:旅游、汽车、餐馆、电影院、饮料。弹性行业:零售、金融、科技、制药。除了经济影响之外新冠肺炎危机将对生活方式、消费、媒体消费和商业模式产生持久影响。全球市场到2025年将达到7300亿美元，大大高于covid - 19之前的峰值。在大多数市场，线性媒体总量不会恢复到covid - 19之前的水平。到2025年，全球数字市场份额将达到总预算的70%。美国是全球确诊病例最多的国家，确诊病例超过1300万。其他热点包括印度(940万)和巴西(630万)。与隔离的深度相比，美国的流动性(如图所示)在整个夏天恢复了。然而，由于病例数量的增加和一些地区的限制，以及寒冷天气的再次出现，机动性再次开始下降。
2020-12-01
61页
5星级
我们的首要任务是确保业务，同时保障利益相关者的健康、福祉和经济利益，这只有通过实施和不断改进特殊情况管理框架才能实现。该框架为本集团及其子公司的应急计划的实施提供渠道，这是实现在相同的质量标准下继续运营和遵守我们的监管承诺的目标的关键。该框架包括行业内的最佳实践，这些准备活动集中在培训和正确应用行动协议，以应对任何危机。值得注意的是，开展了定期模拟演习，最近为所有雇员推出了一个电子学习方案，作为提高认识和为某些压力情况做好准备的工具。此外，该框架为启动企业特殊情况委员会提供了灵活性，目的是对covid-19造成的环境作出预防性反应，并协调各国的反应。年底时，由于没有记录到财政紧张的情况，框架作为一项预防措施继续充分发挥作用。我们的应急计划确保了我们业务的运营连续性，包括隔离团队和技术基础设施，在关键员工和他们的后备人员之间建立轮班，以及增加系统的能力，由技术和运营领域执行。
2020-12-01
92页
5星级
不可否认，在信息安全观察者中，零信任已经远远超出了流行语的地位。Forrester Research分析师乔恩金德瓦格(Jon Kindervag)于2009年开发了一个经常被讨论的安全框架，该框架摒弃了组织应该拥有一个“可信”的内部网络和一个“不可信”的外部网络的想法。为了满足现代员工和消费者的访问和可用性需求(并避免成为下一个因数据泄露而成为头条新闻的组织)，各公司正朝着一种更加强健和全面的安全态势发展，其核心是“永不信任，始终验证”的零信任原则。考虑到当前新冠疫情中出现的新常态，周边较少的IT环境的影响比以往任何时候都要大。由于这种对远程工作支持的关注确保合适的人员在合适的环境下拥有合适的访问级别、合适的资源将在危机结束后持续很久，因此每个安全领导人都应该致力于制定长期零信任战略来保护他们的业务。许多人想知道是否真的有可能实现零信任的空中楼阁承诺，更不用说确保在不增加用户摩擦的情况下持续评估访问权限了。这一旅程的最佳出发点是用以身份为中心的思维方式取代传统的以网络周界为中心的安全观，以确保各种用户类型(无论其位置、设备或网络)的安全访问。为了进一步了解像这样的组织今天是如何接近身份驱动的零信任的，以及它们在未来12-18个月的发展方向，Okta调查了全球500名安全领导人，了解他们的计划。本报告探讨了这些发现，并分析了跨行业和地区的宝贵见解。零信任正在以一种非常有意义的方式站稳脚跟，在未来12-18个月内，拥有或计划拥有明确零信任计划的北美组织数量同比增长275%。我们2020年的研究发现，北美60%的组织(全球40%)目前正在进行零信任项目。随着数字商业模式的发展，企业需要与外部供应链、新兴数据源和第三方技术系统无缝连接。在这个数字连接的环境中，API安全性是绝对关键的。21%的组织计划在未来几年实施项目，以确保获得其API，40%的欧洲企业和30%的澳大利亚和新西兰企业领头。
2020-12-01
26页
5星级
凯捷在近50个国家拥有27万名男女员工，是一家负责任、多元文化的全球领导者。其宗旨：通过技术释放人类能量，创造一个包容和可持续的未来。作为企业的战略合作伙伴，凯捷已经利用技术的力量实现了50多年的业务.
2020-12-01
377页
5星级
在这份报告中，Refinitiv致力于评估美洲不同部门和次区域的治理绩效。我们将与Andreas Hoepner教授和他的金融数据科学同事Gabija Zdanceviciute一道，分享2020年4.
2020-12-01
30页
5星级
翻译结果2010 年由牛津大学的牛津贫困与人类发展倡议和联合国发展计划的人类发展报告办公室为旗舰人类发展报告推出。全球多维贫困指数 (MPI) 衡量贫困人口生活的复杂性，无论是个人还是集体，每年都如此。这份报告发布 10 年后发布，重点关注多维贫困是如何下降的。它提供了涵盖 50 亿人口的多维贫困全球趋势的综合图。它探讨了国家之间和国家内部的模式，并通过指标。展示了取得进步的不同方式。连同每天 1.90 美元的贫困率数据，这些趋势以不同的形式监测全球贫困。这是研究非货币贫困如何下降的关键时刻。距 2030 年还有 10 年，也就是可持续发展目标 (SDG) 的到期日，该目标的首要目标是在世界各地消除一切形式的贫困。这一年，大流行和经济放缓正在将更多人推入贫困，而幽灵种族主义仍然存在，蝗虫等环境威胁激增。多维贫困与其他可持续发展目标挑战密切相关。集中在农村地区，多维贫困人口倾向于表现出较低的疫苗接种率和中学成绩。
2020-12-01
52页
5星级
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