PUBLICATIONS occasional

PAPER
FEBRUARY 2017
ISSUE 10.2

Handling
Change:
Opportunities for
Think Tank
Impact
in the Philippines
 OCCASIONAL PAPER FEBRUARY 2017

02

Handling
Change:
Opportunities for

Think Tank
Impact in the Philippines
THE PHILIPPINES
This paper begins by defining think tanks in the Philippine context.
It continues on to discuss strategies which will make think tanks
effective in getting its message across.

Despite the number of well-regarded thinkers and long-established academic institutions in the
Philippines, think tanks are few and far between. Seldom do organizations bridge the gap between the
government, the academe, and the business community; rarely do they aim to reach evidence-driven
policy solutions that harmonize stakeholder input. In this environment, specialists and policymakers
often talk past each other, fostering a chaotic policy space riddled with drastic shifts each year.

When we set up the Stratbase Research Institute (renamed Stratbase Research Intel) in 2004 and
launched the Stratbase ADR Institute (ADRi) in 2014, we sought to promote a shift away from
personality-driven policymaking. To do so, we aimed to build an institution that could provide a venue
for multi-sector collaboration and multi-stakeholder input. Moreover, we sought to be a reliable
platform that could sustain its efforts over many policy cycles and leadership changes.

* The views and opinions expressed in this Paper are those of the author and do not necessarily reflect those of the Institute. Image Credit: onthebaymagazine.com

C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved. www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017
03
As a result, we have prioritized strategic-level views
of Philippine and regional politics and industry. This
approach has manifested in two ways. First, we focus on
long-term or timeless guidance for government officials
and administrators. Second, we use our knowledge of
Philippine policymaking systems to set out strategies for our
advocacies. In rhythm with this process, we invite external
expert input on our research and advocacy activities, monitor
and solicit public opinion, and make our findings public.
By using this approach, we have been able to expand our
team, output, and visibility in a relatively short period. At the
same time, there is room for us to further integrate lessons
from our counterparts in the country and around the world.
In the next few years, our goal is to come fully
into our own as a think tank.
This paper is divided into four parts. First, it looks at how
we define ourselves as a think tank and the specificities of
the Philippine setting. Second, it lays out the importance of
strategic thinking as the foundation of what we do. Third,
it tackles think tank visibility and engagement with both
policymakers and the public. Finally, it concludes
with recommendations for other policy-minded
people in the Philippine community.
Defining a Philippine Think Tank
Despite the simplicity of the term think tank, the process
of defining the concept has not been without its confusions.
Depending on the perspective of the author or the institution,
C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved.
the concept has been defined in both narrow and broad
terms. At ADRi, we began with a definition provided by
James McGann, Director of the Think Tanks and Civil
Societies Program at the University of Pennsylvania. To
McGann, think tanks are public policy institutions that
generate policy-oriented research, analysis, and advice
on domestic and international issues that enable
policymakers and the public to make informed
decisions about public policy issues (2016, p. 10).
Precise as this definition is, we also aspire to the more
general idea that our organization can be a tank for
thinkers, where ideas can incubate before finding their exact
place in the policy sphere. For this reason, we value political
and industrial monitoring as a precursor to policy thinking.
In developing our ideas, we work with an ecosystem of
stakeholders and their perspectives. Our exploratory and
explanatory notes inform our eventual recommendations
and make their way into the public space through the
books, studies, articles, or op-eds that we publish.
In addition to describing what a think tank is, we can
also define what it isnt. A think tank is not a:
1) Plain lobbying or events-organizing body. A think tank
may take on an advocacy role, but its advocacy should be
informed by its original analysis and material.
2) Consulting firm whose outputs are private or confidential.
Consultants work for clients, and their output is meant only
for the eyes of those who commissioned the study, unless
the clients agree to publish and publicize the research or
analysis.
www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017

04
3) Media outfit that reports events as they happen. A think tank should
provide a framework, analytical tools, or even theoretical foundations
that can help explain the causes and consequences of events.

4) Political party or organization created to capture political power,

national or local. It is a research and fact-based advisory body that can
guide politicians and political parties, but its objective is not to gain
power for itself. Parties may have in-house think tanks to guide
party leaders on effective policy, but a partys research
group is equivalent to its campaign apparatus.

In the Philippines, policymaking capacities can be limited by the

dominance of personalized politics in government, as demonstrated
by the weak party system and the lack of strategic policy initiatives
emerging from both executive and legislative branches of government.
Think tanks have an opportunity to help fill the void with new ideas and
to shine a spotlight on policymaking, in contrast with politics. Finally,
because we prefer to be non-ideological, we can be a venue
where multiple ideological perspectives come together.

Designing a Strategy for Policy Impact

Image Credit: slav.org.au
Think tanks, by their nature as a generator and communicator of
ideas, change others or are changed by superior ideas. One challenge,
identified by Andrew Selee of the Wilson Center, is for think tanks to
understand the dynamics of the policy process itself and where their
ideas can have the greatest impact (2013, p. 8). The nature of our role
demands that we combine rigorous analysis with an entrepreneurial
spirit that can identify and capitalize on opportunities when they arise.

In Selees book, he discusses four very different organizations in

Washington, D.C: The Center for Global Development, the Center

C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved. www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017

05
on Budget and Policy Priorities, the Heritage Foundation, and the
Woodrow Wilson Center. Selee found that these organizations
succeeded in their respective efforts because they each had a
strategy. They identified and engaged decision-makers directly
through niche activities that differentiated their respective organizations
from competitors. Yet, while committing to their strategies, the four
also had feedback mechanisms that allowed them to maintain
their relevance even when conditions changed (pp. 4-10).

In the Philippine setting, a research organization must begin with a

strong grasp of the policymaking process in a given field. For matters
related to international affairs, for example, researchers should
understand the mandates of the Department of Foreign Affairs and the
Department of National Defense. They must understand which bodies
are advisory in nature (like the National Security Council), which have
a coordination function, and which draft policies directly. Other fields,
like health or the environment, have corresponding structures.

Having understood the policy process and the role of a given

decision-maker, a think tank can formulate a strategy that ensures its
message reaches the right people at the right time. At different
stages of the policy cycle, a think tank can influence outcomes
by framing ideas and issues; providing policy alternatives;
and shaping decision-making (Selee 2013, p. 9).
Image Credit: kosmosjournal.com

Early on, think tanks can help frame ideas and issues as they arise,
even before policy specifics are hashed out. For the Philippines war
on drugs, this could mean the difference between presenting the
situation as a matter of law and order (i.e. under the purview of the
Philippine National Police), as a matter of national security (i.e. for the
Armed Forces), or as a public health concern (i.e. for the Department

C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved. www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017
06
of Health and local government units). It could also mean making
use of the whole of government approach to spur the interest of
multiple departments.
Think tanks can propose alternative frames for an issue or
alternative policies within a given frame. To continue with the
same example, some researchers may agree that the evidence
suggests that drug abuse should be treated as a public health
concern. They may disagree, however, over the policies that the
Department of Health or local government units could use to
address it. Should drug abusers be sent to large and specialized
rehabilitation centers? Should they be treated as outpatients in
a community-based manner? In laying out the options, they can
demonstrate their expertise by delving into the costs and benefits
of given policies. Moreover, by demonstrating their expertise at the
operational level, think tanks are more likely to be credible when
framing or reframing subsequent issue areas that may arise.
Finally, they can shape decision-making. To Selee, this means
influencing policymaking as it happens. In our view, this is
where an organizations strengths in advocacy are tested most.
While research forms the substantive basis for an organizations
advocacy, it is through advocacy that long-developed proposals
come to life and, ultimately, make an impact. For this reason,
think tanks need to quickly seize opportunities when they
arise: testifying in Congress, accepting interviews with the
media, and writing op-eds as just some examples.
As in all things, timing matters. An op-ed that attempts to reframe
an issue on the eve of an important vote in Congress might be too
little, too late; at that stage, it might be better to use op-ed space
to tee up the next issue on the horizon. Thus, a think tank must
be able to rely on a combination of strategists, researchers, and
C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved.
advocates to achieve the impact they desire. Here are
some of the ways we can act:
Generate and initiate reform proposals. In a 2016 book,
Thinking Beyond Politics, I noted that our mission in the
institute is to nurture and advocate policy agenda and citizen-
led reform initiatives towards the pursuit of strategic regional
balancing and a development-oriented system of governance.
As public policy strategists, we need to think beyond politics.
Moreover, we see ourselves as a vital source of new ideas,
strategic and critical thinking and constructive discussions
in the Philippine policy space that provides relevant just-in
-time information and analysis for the critical
decisions of Philippine policymakers.
Build broad networks of advocacy. Since the Stratbase
ADR Institutes launch in 2014, we have published policy
reports covering topics in foreign policy and defense, trade
and investment, energy and infrastructure, mining and the
environment, governance and rule of law, among others. Last
year, we held many discussions with audiences of different
compositions and sizes, with the objective of engaging
policymakers, subject matter experts, stakeholders,
students, and others in topics of national importance.
Former Foreign Affairs Secretary Albert del Rosario emphasized
the importance of think tanks during the 2016 Pilipinas
Conference: In this modern age, Philippine Foreign Policy
should be able to draw ideas and inputs from broad sectors
of Philippine society. Not only must the Philippine Legislature
provide its perspectives to the Executive Branch, but partners
can also be embraced in the private sector, civil society,
academia, media and the Filipino diaspora abroad. Advocacy
by non-governmental organizations is a feature of current
international life, as are local government links, business
alliances and transnational activity of numerous kinds.
Predict the future as accurately as possible. The world
is modernizing and evolving quickly. It is estimated that about
95% of the global web contents were created only in the
last three years. The key operative term to explain these
rapid changes in the world is disruption and we see
five main sources of disruption in the world.
Technological revolution to accelerate further. Labor productivity
will keep rising fast as more machines, automation and artificial
intelligence enter the equation in various production processes.
Occupations that are repetitive, predictable and require
physical work can be automated more easily. Computing
power (Moores Law) and machine intelligence is
predicted to match a human brain by 2023.
Asia Pacific to sustain economic leadership. In 2000, the size of
Asia-Pacific economies constituted some 24% of global GDP.
By 2015, Asia-Pacific economies comprised 32% of
global GDP and this is projected to further rise
to 36% by 2025, and up to 40% by 2040.
Asia-Pacific population dynamics will lead the world. India,
Indonesia, Philippines, Vietnam, along with China, will continue
to supply the world with hundreds of millions of young workers,
managers and entrepreneurs. They will also supply the worlds
www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017

07
and the regions new consumers with changing and evolving needs
and priorities. In contrast, Japan, China and Korea have aging
populations. Taiwan, Hong Kong and Singapore are smaller, but
also aging. According to McKinseys Suraj Moraje, by 2050, (a) the
proportion of Asias population over age 65 will triple, (b) the number
of people in Asia aged 80 or older will quadruple to 256 million, (c)
55% of Asians 65 or older will live in lower-middle and upper middle
income countries, and (d) in Japan, South Korea and Singapore,
two in five are expected to be 60 or older (Moraje, 2016).

Geopolitical instabilities will continue. The most prominent example

of course are territorial disputes in South China Sea or the West
Philippine Sea involving China, Vietnam, Taiwan, the Philippines
and Malaysia. There is also the China-Japan territorial
dispute over the Senkaku islands.

Former Foreign Affairs Secretary Albert F. del Rosario gave good

advice on this issue: Why must the Philippines continue to be
engaged on the regional and global stage? It is because we seek
stability not just for its own sake, but also for our own reasons. We
want to avoid foreign problems spilling over into our homeland or
our region. We want to pursue national development for which
access to prosperous world markets and safe maritime routes
is essential. We want our Filipinos overseas to be
safe and secure in their host nations.

Image Credit: logopond.com Debate on the balance between the free market and state regulation,
federalism, and the disintegration of political unions. Two global
shockers in 2016 were the British exit vote from the European Union,
and Donald Trumps victory as the next US President. The Brexit
supporters wanted more independence from the Union in setting
their own tax, trade, migration, environment, energy policies,
among others. Trump promised to drain the swamp of
Federal bureaucracies and regulations in Washington DC.

C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved. www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017
08
Initiate and create that future change. A more
challenging role for think tanks aside from predicting
future change is to define that change itself.
Think tank visibility
We maintain a website and a regularly updated blog through
which we promote our presence. In addition, we hold
lecture series and symposia throughout the year.
Public lectures and symposia. Last year, we held
roundtable discussions or lectures every other week,
bringing together either small groups of people (between ten
and fifteen people) or large audiences (over two hundred)
to hear from distinguished speakers. We ended the year
with the Pilipinas Conference, which tackled some of the
countrys challenges for the years ahead: the possible
transition to federalism, geopolitics, the economy,
and the business environment.
Newspaper column and mentions. Each week,
we contribute columns to the Philippine Star and
BusinessWorld, and we are a regular presence in other
major broadsheets in the Philippines and internationally.
TV guesting and interviews. In order to reach as many
new audiences as possible, I regularly appear on Philippine
and international news networks to discuss the latest
political and economic developments in the
Philippines and the region.
C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved.
Social media. At the end of 2015, we focused on building
our social media presence to reach different audiences,
especially individuals who have changed how they consume
the news and how they respond to it. The Stratbase ADR
Institute can be followed on Facebook, Twitter,
and Instagram, where in total we have several
thousand followers and counting.
University presence. Together with our civil society
partners, we reach out to students in university through a
variety of projects. In the run-up to elections, for example,
we held sessions with Democracy Watch to help students
learn how to use the automated vote counting machines.
For its part, Citizen Watch has a partnership with Inquirer to
publish updates on energy capacities nationwide, to help
consumers plan in case of unexpected shutdowns.
Resource speakers in external events. In addition to
our own events, we are also invited to serve as resources
for other organizations or bodies. These range from
groups focused on the economy, such as the Foundation
for Economic Freedom, to those held by media groups,
like BusinessWorld. Whenever possible, we take part
in workshops in the Philippines and abroad on building
policymaking capacities and think tank development.
Policy Impact Parameters
How can we say that a think tank is effective and efficient in
getting its messages across to the public and its intended
audience, especially policy makers? How do we measure
our influence and success in converting our advocacies
into national laws and regulations? Here are
some parameters of assessment:
Appearance in congressional public hearings. Being
invited often to committee hearings in Congress (House of
Representatives and/or Senate) is a good indicator of the
legislative network and intellectual excellence of a think tank.
An alternative is being invited for special briefings
with leaders of Congress or Parliament.
Appearance in executive branch public hearings. The
various executive departments call for public hearings and/
or written comments on certain issues. These are good
avenues for think tanks to influence public policymaking,
to support or contradict given proposals.
Think tank footprints in enacted laws. Whether legislative
regulations or Department Orders/Circulars, an influential
think tank will find some footprints of their advocacies that
are incorporated in those laws or, when objected to, absent
from them. This should be among the highest achievements
of a think tanks research and advocacy abilities.
www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017

09
Recommendations

In order to expand the reach of think tanks and policy institutions, like-minded groups
should consider how we can cooperate to move our community forward. There are
a few ways that we can cooperate in the Asia-Pacific region:

Regional network of think tanks. Like-minded think tanks can develop a synergy of policies
that can be adopted by our respective governments in the region. This network could focus on
best practices to create and develop sustainable think tanks and academic centers in the
region. A network would facilitate the sharing of policy studies, other publications, and
multi-media materials among members. It could encourage members to have
a global and regional perspective in their policy studies and advocacies.

Such a network could have the mission of guiding governments and civil society leaders in the
Asia-Pacific region towards deeper respect for the rule of law, especially international laws
and agreements, and peaceful co-existence. Issues on trade and investments, human
rights and tolerance, and territorial disputes can be amicably settled if governments
and civil society participants would learn to abide by the rules.

Regional think tank with national network. A medium-to-long-term option is to put up an

Asia-Pacific regional think tank focused on particular sectors. There are existing regional centers
and think tanks, like the Economic Research Institute for ASEAN and East Asia (ERIA) based in
Bangkok, and the Southeast Asia Network for Development (SEANET) based in Kuala Lumpur.

There are some sectors that may need a regional think tank all on their own, such as
infrastructure and energy, transportation and communication, or agribusiness and fishery. A
regional think tank for energy, for example, could undertake joint or collaborative studies about
this sector with one goal in mind: to guide governments, corporate and civil society leaders
to ensure the sustained expansion of power capacity that will further
strengthen supply stability and ensure low energy prices.

C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved. www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017

10

Conclusion

Starting a think tank is one thingsustaining and expanding it is another. For this reason,
as much as think tanks turn a critical eye toward the structures of governance, they
must also be critical of their own performance and set internal policies that
allow them to constructively manage and adapt to change.

For both think tanks and government, the best way to handle social change is to avoid being
blindsided by new demands. It will always be important to predict change as quickly and as
accurately as possible. While this process is easier said than done, a think tank that invests in
its predictive and adaptive capacities is better placed to shape or even initiate change on its own
terms. In consonance with allies throughout society, think tank groups must demonstrate their
abilities to provide exceptional services for the public. After building a reputation for
quality, think tanks can help set the agenda in policy discussions in many arenas.

Research is most meaningful when it works in partnership with strategy and advocacy.
By understanding the policymaking process, and its strengths and weaknesses in a given
environment, a think tank is better placed to ensure that its message will be received by the right
people at the right time, maximizing the chances of an advocacys success. Without these twin
competencies, research runs the risk of gathering dust and not sparking change.

Advocacy networks are not built overnight, however, and regular contact with the public through
multiple channels helps to ensure a think tank can take its place as a go-to group when issues
arise. There is stiff competition for peoples attention and for peoples trust, but there will always
be room for institutes that prove themselves able to combine speed, quality, and versatility.
As mentioned earlier, the nature of our role demands that we combine rigorous analysis
with an entrepreneurial spirit that can identify and capitalize on opportunities.

C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved. www.stratbase.ph
OCCASIONAL PAPER FEBRUARY 2017

11

REFERENCES
Hiebert, Murray; Nguyen, Phuong; Poling, Gregory, 2015. Building a More
Robust US-Philippines Alliance. Published by the Center for Strategic
& International Studies.

McGann, James, 2016. The Fifth Estate: Think Tanks, Public Policy and
Governance. Washington DC: The Brookings Institution.

Manhit, VAC, Editor, 2015. Thinking Beyond Politics: A Strategic Agenda

for the Next President. Manila: Rex Publishing.

Manhit, VAC, Forward-Looking Perspectives: Understanding the

Opportunities Beyond Politics, ADRi Pilipinas Conference 2016,
December 08, 2016, Manila Peninsula Hotel.

Moraje, Suraj, No Ordinary Disruption, presentation at the BusinessWorld

ASEAN Regional Forum, November 24, 2016, Conrad Hotel, Pasay
City.

Del Rosario, Albert, Welcome Remarks, ADRi Pilipinas Conference 2016,

December 08, 2016, Manila Peninsula Hotel.

Selee, John, 2013. What Should Think Tanks Do? A Strategic Guide to
Policy Impact. Washington DC: Stanford University Press.

C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved. www.stratbase.ph
10.2
VOLUME

ABOUT
Victor Andres Manhit
is the CEO and Managing Director of the Stratbase Group and President
of its policy think tank, the Stratbase ADR Institute. Stratbase is a full
service advisory and research consultancy group, specializing in building
the relationship of corporate clients with the various sectors of Philippine
society. Prof. Manhit specializes in strategic public management,
legislative research, and governance reform.

Stratbase ADR Institute

is an independent international and strategic research
organization with the principal goal of addressing the
issues affecting the Philippines and East Asia
9F 6780 Ayala Avenue, Makati City
Philippines 1200
V 8921751
F 8921754
www.stratbase.ph

C 2017 ADRiNSTITUTE for Strategic and International Studies. All rights reserved. Image Credit:freepik.com