Development

Good governance is based upon foresight that allows decision makers to highlight their choices under a new perspective. The Committee of the Regions (CoR) has turned to forward planning and foresight to react to new political and socioeconomic developments in Europe.
The aim of this report is to identify the future challenges that confront the CoR and the European local and regional authorities (LRAs) at the horizon in 2025. It draws up three possible scenarios with predictions about the future evolution of European integration and the implications for the LRAs and the CoR.
The future evolution of European integration necessarily involves an identification of a number of trends, challenges and opportunities over the coming decades. Subsequently, the report formulates key questions for debate and provides practical options and suggestions on how LRAs can make progress.

'Kenya Vision 2030' is the new long-term development blueprint for Kenya. It aims to create a globally competitive and prosperous country with a high quality of life by 2030. Simultaneously, it aspires to meet the MDGs for Kenyans by 2015.

Kenya Vision 2030 is anchored on three key pillars: economic; social; and political governance. It identifies a number of flagship projects to be implemented in each pillar to address priorities in the agricultural, education, health, water and environmental sectors.

This report is based on a study of foresight into the drivers of change and disrupters affecting the future of Europe and the strategic responses that the European Commission should consider in shaping the second strategic programme (2016-2018) of Horizon 2020. Importantly, the study was designed to use available foresight material. It is therefore focused on sense-making, rather than the generation of original intelligence.
Whilst the study cannot claim to be comprehensive, it nevertheless points out that foresight used in strategic planning offers insights, generates ideas and brings to the fore important cross-cutting domains. The use of foresight can help ensure that Horizon 2020 strengthens the competitiveness of Europe and enables it to respond to the significant current and future societal challenges.

This report uses a rigorous imagining approach to develop an alternative way of organizing learning in Europe whereby the traditional school system no longer plays a significant role. This study shows that, on the basis of phenomena already present in Europe today, it is possible to invent a discontinuous model of how people learn and how what they learn is used in everyday life. At the core of this model is a carefully elaborated idea of learning spaces that encompass new ways of ensuring that people have the capacity to control, direct, share and deepen their knowledge throughout their lives. These multi-dimensional learning spaces are imagined as operating in a systemically different economic and social context. One where non-technocratic, non-hierarchical learning is central to the production of local well-being and community based identity. “School’s Over” is meant to challenge both the functional and organizational assumptions that currently dominate, often implicitly, the choices being made today.

Schooling is changing as much as society is changing. Except that society goes faster, and schools are traditionally slower to accept and incorporate novelties. The digital divide is now present at a new level: networked teachers vs. “the others”. In other terms, the networked teacher might sometime feel isolated in his/her school, but at the same time, has thousands of colleagues online as a sounding board.
We do not know what society will look like next year; and thinking ahead to 2025 makes your head spin. From this point of view, the effort of this book to foresee scenarios in more than 10 years’ time is amazing and stimulating. No matter how different we shall all be in 2025, one thing can be regarded as certain: we shall all be more connected. Or, rather, more networked. This book provides data, analysis, scenarios, reflections and evidence that education can change, and, to certain extent, has changed and it has become more connected.

This publication is the first in a series dedicated to raising awareness of global trends analysis and how future scenarios may affect Latin America. It introduces the topic by summarizing the most comprehensive report on key global trends in 2012, the National Intelligence Council’s Global Trends 2030, and it reviews three other prominent studies. The concluding summary assessment of global developments that are particularly relevant for Latin America could well help the region to identify major challenges in the future.

"This paper is built around ‘trends, tensions and transitions’ in the Euro-Mediterranean space. In ‘trends’ we examine the way in which critical issues in the region are evolving and how they might develop over the next twenty years. ‘Tensions’ considers how these trends will interact to generate stresses at different socio-political levels. ‘Transitions’ explores some options for intervention to correct malign tensions and benefit from benign ones; the particular choice of the ‘transitions’ is based on the four themes of cooperation described above: managing conflict; win-win projects; deeper economic integration and eventually moving towards a Euro-Mediterranean Community".

Strategic Trends is an annual publication of the Center for Security Studies (CSS), ETH Zurich. It offers a concise analysis of major developments in world affairs, with a primary focus on international security. Providing succinct interpretations of key trends rather than a comprehensive survey of events, Strategic Trends targets a broad audience ranging from analysts to policy-makers, the media, academics, and the interested public.
Strategic Trends 2011 is the second issue of the Strategic Trends series. It contains a brief overview as well as chapters on global power shifts and fractured geopolitics, changing regional dynamics in the Middle East, terrorism and counterterrorism ten years after 9/11, and narcotics as a growing security concern.

The EUISS has conducted a wide-ranging exercise to detect the long-term trends, factors and actors shaping the global environment of European integration - The New Global Puzzle. This Report illustrates the evolution of the key structural factors affecting change over the two decades to come - demography, the economy, energy, the environment, science and technology - and addresses some of the main questions concerning the future of the international system. The Report also includes seven regional outlooks exploring prospective developments of relevance to the European Union in Russia/Eurasia, the Middle East and North Africa, Sub-Saharan Africa, the United States, China, India and Latin America.

Many critical junctures can be envisaged over the decades to come, from energy supply shocks to environmental catastrophes, from renewed confrontation between large state powers to a systemic breakdown of the Middle East. The development of the European Union into a fully-fledged global actor requires a shared assessment of the future challenges, threats and opportunities with which it will be confronted, and of the best options to drive, as opposed to endure, change.

This Report argues that the biggest challenge confronting the EU will be to reconcile the emerging multipolar international system with a sustainable, effective multilateral order. The Report is intended as a first step in paving the way towards further reflection on the future position and role of the EU in the world. Both experts and the policy-making community, at the European and national levels, need to engage in this debate with a view to defining common, effective responses to tomorrow's challenges.

The book discusses the principles of public strategic foresight, and defines the other interrelated concepts of foresight domain and strategic management. It compares the current practice of strategic foresight in Finland, Singapore and several selected European Union's countries' public decision making, and attempts to answer the questions, "What could be done to strengthen the linkage between foresight and decision making?" and "How could we develop our foresight systems to answer better the needs of public decision making?" The answers to these questions are gathered from interviews of nine international experts who represent different domains of strategic foresight.