An initial perspective on the future of government by Cheryl Chung, Lead Strategist, Futures Division at Ministry of Transport, Government of Singapore. This is the starting point for the global future agenda discussions taking place through 2015 as part of the the futureagenda2.0 programme. www.futureagenda.org
Globalization and the future of the laws of Sovreign States.docxHussain Shah
This study contributes to the jurisprudential discussion by arguing that globalization is far from a simple rejection of sovereignty and state law. It does so by combining the techniques of international political economics and sociolegal theory. Global processes have had a significant impact on state law. When analyzing the relationship between globalization and law, we must necessarily move the concept of sovereignty to the foreground when reformulating the entrenched disciplinary assumptions underlying these conceptual definitions of the national and international. At the same time, state law is highly adaptive and plays a significant role in recasting transnational developments. More importantly, in practice, the current divide between international and domestic law is becoming increasingly muddled. The result of these interactions necessitates a reassessment of what constitutes "law."
The Third Era explores the forces shaping the futures of constitutional governance and suggests ways to begin reframing how we approach designing constitutional governance.
Globalization and the future of the laws of Sovreign States.docxHussain Shah
This study contributes to the jurisprudential discussion by arguing that globalization is far from a simple rejection of sovereignty and state law. It does so by combining the techniques of international political economics and sociolegal theory. Global processes have had a significant impact on state law. When analyzing the relationship between globalization and law, we must necessarily move the concept of sovereignty to the foreground when reformulating the entrenched disciplinary assumptions underlying these conceptual definitions of the national and international. At the same time, state law is highly adaptive and plays a significant role in recasting transnational developments. More importantly, in practice, the current divide between international and domestic law is becoming increasingly muddled. The result of these interactions necessitates a reassessment of what constitutes "law."
The Third Era explores the forces shaping the futures of constitutional governance and suggests ways to begin reframing how we approach designing constitutional governance.
The report, Who Runs New York City?- An Analysis of Senior Management at NYC Agencies, is a demographic analysis of twenty-five Commissioners and their Executive Deputy Commissioners who manage New York City agencies.
Philosophy of Local Government - Why Local Self Government?Ravikant Joshi
This presentation is about underlying philosophy on which concept of Local Self Governments is based. It examines Why of the Local Self Government Institutions.
Arrangements by which politically connected firms receive economic favors are a common feature around the world, but little is known of the form or effects of influence in business-
government relationships. We present a simple model in which influence requires firms to provide goods of political value in exchange for economic privileges. We argue that political influence improves the business environment for selected firms, but restricts their ability to fire workers. Under these conditions, if political influence primarily lowers fixed costs over variable costs, then favored firms will be less likely to invest and their productivity will suffer, even if they earn higher profits than non-influential firms. We rely on the World Bank's Enterprise Surveys of approximately 8,000 firms in 40 developing countries, and control for a number of biases present in the data. We find that influential firms benefit from lower administrative and regulatory barriers (including bribe taxes), greater pricing power, and easier access to credit. But these firms also provide politically valuable benefits to incumbents through bloated payrolls and greater tax payments. Finally, these firms are worse-performing than their non-influential counterparts. Our results highlight a potential channel by which cronyism leads to persistent underdevelopment.
Poverty is associated with political conflict in developing countries, but evidence of individual grievances translating into dissent among the poor is mixed. We analyze survey data from 40 developing nations to understand the determinants radicalism, support for violence, and participation in legal anti-regime actions as petitions, demonstrations, and strikes. In particular, we examine the role of perceived political and economic inequities. Our findings suggest that individuals who feel marginalized tend to harbor extremist resentments against the government, but they are generally less likely to join collective political movements that aim to instigate regime changes. This potentially explains the commonly-observed pattern in low- and middle-income countries whereby marginalized groups, despite their political attitudes and high-levels of community engagement, are more difficult to mobilize in nation-wide movements. We also find that arenas for active political participation (beyond voting) are more likely to be dominated by upper-middle income groups who are committed, ultimately, to preserving the status quo. Suppressing these forms of political action may thus be counterproductive, if it pushes these groups towards more radical preferences. Finally, our findings suggest that the poor, in developing nations, may be caught in a vicious circle of self-exclusion and greater marginalization.
Anders Olofsgård (with R. Desai and T. Yousef).
The report, Who Runs New York City?- An Analysis of Senior Management at NYC Agencies, is a demographic analysis of twenty-five Commissioners and their Executive Deputy Commissioners who manage New York City agencies.
Philosophy of Local Government - Why Local Self Government?Ravikant Joshi
This presentation is about underlying philosophy on which concept of Local Self Governments is based. It examines Why of the Local Self Government Institutions.
Arrangements by which politically connected firms receive economic favors are a common feature around the world, but little is known of the form or effects of influence in business-
government relationships. We present a simple model in which influence requires firms to provide goods of political value in exchange for economic privileges. We argue that political influence improves the business environment for selected firms, but restricts their ability to fire workers. Under these conditions, if political influence primarily lowers fixed costs over variable costs, then favored firms will be less likely to invest and their productivity will suffer, even if they earn higher profits than non-influential firms. We rely on the World Bank's Enterprise Surveys of approximately 8,000 firms in 40 developing countries, and control for a number of biases present in the data. We find that influential firms benefit from lower administrative and regulatory barriers (including bribe taxes), greater pricing power, and easier access to credit. But these firms also provide politically valuable benefits to incumbents through bloated payrolls and greater tax payments. Finally, these firms are worse-performing than their non-influential counterparts. Our results highlight a potential channel by which cronyism leads to persistent underdevelopment.
Poverty is associated with political conflict in developing countries, but evidence of individual grievances translating into dissent among the poor is mixed. We analyze survey data from 40 developing nations to understand the determinants radicalism, support for violence, and participation in legal anti-regime actions as petitions, demonstrations, and strikes. In particular, we examine the role of perceived political and economic inequities. Our findings suggest that individuals who feel marginalized tend to harbor extremist resentments against the government, but they are generally less likely to join collective political movements that aim to instigate regime changes. This potentially explains the commonly-observed pattern in low- and middle-income countries whereby marginalized groups, despite their political attitudes and high-levels of community engagement, are more difficult to mobilize in nation-wide movements. We also find that arenas for active political participation (beyond voting) are more likely to be dominated by upper-middle income groups who are committed, ultimately, to preserving the status quo. Suppressing these forms of political action may thus be counterproductive, if it pushes these groups towards more radical preferences. Finally, our findings suggest that the poor, in developing nations, may be caught in a vicious circle of self-exclusion and greater marginalization.
Anders Olofsgård (with R. Desai and T. Yousef).
Learn about developing with the Green Hills Software Integrity real-time operating system (RTOS) architecture! This presentation covers the solution from the kernel level to reviewing security basics.
Trabalho criado na aula de Desenho e Animação com finalidades de criar um efeito especial no Photoshop CS6 Portable. Trabalho explicativo sobre GIF ANIMADO, passo a passo de como criar um GIF.
Similar to Future of government - An initial perspective - Cheryl Chung, Lead Strategist, Futures Division at Ministry of Transport, Government of Singapore
The Canadian socio-economy has been experiencing difficulties since the early 1970s. Neither the New Public Management nor the Program Review experiments of the 1990s succeeded in generating effective repairs. After a long episode in the application of redistribution to assuage those hurt by the governance failures, new forms of organization and mechanisms of coordination are beginning to provide bottom up alternatives to government.
Bachelor Degree Program (Bachelor in Commerce) Solved Question papers (sharing my solved question papers for easy learning experience, simple, easy, shortened and straight forward answers) If any error or mistake found please correct
A Reflection On Public Administration Essay
Public Administration
Essay on Approaches to Public Administration
Strengths And Weaknesses Of Public Administration
Reflection On Public Administration
Public Administration And The Public Sector
Importance Of Leadership In Public Administration
Public Administration: Accountability
The Field Of Public Administration Essay
Essay about The Study of Public Administration
Importance of Public Administration
Characteristics of Public Administration
Traditional Public Administration
public administration Essay
The Five Paradigms Of Public Administration
Essay on Public Policy and Administration
Public Administration and Ethics Essay
Similar to Future of government - An initial perspective - Cheryl Chung, Lead Strategist, Futures Division at Ministry of Transport, Government of Singapore (20)
Future of Off-Premise Dining - Emerging View.pdfFuture Agenda
From ‘dark kitchens’ to ubiquitous delivery brands and grocery on-demand, where, what and how we all eat is undergoing significant and rapid change.
In a collaborative project, put together in partnership with McCain, we have been looking out to 2030 to explore and define how Off-Premise Dining might further evolve, and which of the multiple current trends are likely to stick? The emerging view is a first step toward answering the question. It reflects the key insights gathered from interviews and in-depth workshops with key industry stakeholders in Europe, the Americas and Asia, as well as the Future Agenda database and synthesised desk research.
The fight for future market share is already well underway, and significant bets are being placed on a wide range of future opportunities; from health-focused vending machines, through increasingly sophisticated mobile apps, to personalisation of food flavours. With so many significant shifts taking place simultaneously across the entire off-premise dining value chain, there will inevitably be winners and losers. We hope our insights can serve as a jumping off point for further discussion as to where the winners might emerge.
As with all Future Agenda projects, the aim is to challenge assumptions, identify emerging trends, and build an informed assessment of the changes ahead and their implications for strategy, policy, innovation and action.
If you’d like to be involved and add your views into the mix please do get in touch james.alexander@futureagenda.org
As companies and governments around the world grapple with accommodating changes in the workplace, the workforce and the nature of work itself, we are pleased to be continuing our Future of Work foresight programme. Building on previous global research undertaken over the past few years, we are now looking in depth at six pivotal issues that have been prioritised as areas of major potential change. These are digital skills, soft skills, reinventing roles, the blurring of work, green jobs and digital productivity. Initially taking a European focus, with the support of Amazon, over the next couple of months a series of expert digital workshops are exploring the core shifts ahead and their implications for organisations and wider policy.
This PDF sets the scene for the dialogue both within the workshops and more widely. If you would like to be involved or have comments on the potential changes ahead, do let us know and we can accommodate. As always all discussions are under the Chatham House Rule and so there is no attribution and, as we progress with each area, we will be sharing a synthesis of all new insights and recommendations over the rest of the year.
Future of asthma care a global expert view - summary - august 2021Future Agenda
Future of Asthma Care in 2030
Often hidden by many, asthma is a set of chronic conditions that will, some believe, impact around 1bn of us by the end of the decade. It will see new diagnostics, new treatments as well as gain new social and economic perspectives in many nations. As part of a global Open Foresight programme to bring together an informed outlook for all to use, this is a draft synthesis based on dialogue with 100 experts worldwide. At a time when lung health is front of mind for many, this is an important topic for our future health.
We are keen to understand your view on this. What do you agree with, what is missing and what may need an alternative perspective? Please do share any comments and feedback to douglas.jones@futureagenda.org and we will include everything in the final report that will made available later this year.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
The UK in 2030 - An expert informed view on some key trendsFuture Agenda
At a time when there is much speculation on what the next twelve months may bring, some are also looking ahead to prepare for the longer term. What will the UK be like in 2030 when the nation is post-Covid, post-Brexit and post-Johnson? Now that vaccines are being rolled out and the initial outline hard Brexit deal has been done, how will the UK fair over the decade – economically, socially and demographically? What changes are already locked-in and what is open to future variation? Based on numerous discussions with a wide range of experts across the UK in late 2020, this document explores some of the key potential trends for the next decade and highlights where the UK may be heading.
Having a well-defined future view is never easy – particularly in times of uncertainty. However, if we can differentiate between the certain, the probable and the possible we can build a clearer picture of the future which may help to challenge assumptions. Since 2010, Future Agenda has been using open foresight to explore decade-long trends with a high degree of accuracy. The World in 2020, written in 2010 for example, accurately anticipated a range of developments such as a global pandemic, the challenges around data privacy, the scaling up of electric and autonomous vehicles, the widespread use of drones and the building impact of solar energy. All of these were anticipated through extensive expert dialogue across multiple disciplines to curate an integrated, informed perspectives which can be accessed by everyone.
We used a similar approach to explore the pivotal shifts ahead for the UK. Following multiple expert discussions including academics, regional and central government, social and business leaders, as well as the military, this document summarises eight areas of alignment about UK 2030 but also highlights three fields where there is substantial difference of opinion.
Our conversations identified eight core areas where we can have confidence that changes will take place. These trends are:
1. A Changing Demographic Mix
2. Accelerating to Zero Carbon
3. Improved Digital Connectivity
4. Declining Economic Influence
5. More Devolved Power
6. Rising Inequality
7. Emphasis on the Local
8. UK Leadership
Future of retail - Five key future trends - 9 Dec 2020Future Agenda
Future of Retail – Five Key Trends
The pandemic has accelerated change across many sectors – and especially retail. More online, less physical and empty malls have been evident globally. So what about the next ten years? What changes will continue to accelerate, which will rebalance, and which new ones will emerge?
Based on extensive dialogue with retail, tech and city leaders globally, this new point of view brings together the major shifts in the mix collated under five key trends – Reemphasis on the Local, Identity Insights, Automated Retail, Continuous Interaction and Informed Consumers.
Now being used to stimulate new thinking, innovation and strategy development in multiple projects around the world, this is being shared to continue dialogue on changes and impact.
We welcome your views @futureagenda
The third programme has taken place during 2020, engaging more experts on the pivotal shifts via virtual workshops and wider community debate.Here are ten issues that will provide future challenge and opportunity.
E7 Not G7
As global GDP rises, the seven largest emerging economies (E7) have increasing economic power. The relative influence of the old G7 Western powers declines.
Data Sovereignty
Large-population emerging economies see the protection of their data as a national priority. Wider data sharing is restricted to within national borders.
The Race to Net Zero
Cities, countries and companies compete to set the standards for the planet.Fully reducing emissions is central for energy, health and economic targets.
Electric Aviation
As the pressure to decarbonise aviation builds and technology challenges are addressed, using electric planes for short / medium-haul flights gathers support.
The Stakeholder Society
The shift from maximising shareholder value to a stakeholder focus accelerates. Organisations’ purpose, action and performance measurement realign.
Migrating Diseases
Health systems struggle to address the impact of climate change. The increased spread of ‘old’ vector-borne diseases challenge nations for whom they are ‘new’.
Peak Soil
After water and air quality, attention shifts to soil. It impacts everything from food and health to conflict and migration. Action follows deeper understanding.
True Personalisation
Ubiquitous facial recognition and digital identity combine with wider AI adoption to enable the creation and delivery of truly individualised experiences.
Resilience by Design
Global supply chains evolve to be more flexible, shared regional supply webs. Competitors access shared, not proprietary, networks and systems.
Proof of Immunity
Public concerns about health security override worries about privacy. Governments integrate immunity and health data with national identities.
More details on www.futureagenda.org
Future of work employability and digital skills nov 2020Future Agenda
Future of Work, Employability and Digital Skills
As the world of work changes, how will organisations, society and individuals adapt to ensure that the current and the next generation will be able to acquire the skills necessary for future jobs? Building on previous Future Agenda research that focussed on key policy areas primarily in the Asian market and, more recently, an updated outlook on the future of work and skills development developed in partnership with the University of Bristol, School of Management, we are very pleased to be starting a new phase of research. As well as an analysis of the future of work, this will specifically explore the shifting nature of employability and how and where digital skills will have impact.
Over the next few months, expert views from across Europe will be shared in order to develop a richer understanding of key issues and how they vary across different jurisdictions. As with all Future Agenda projects, the aim is to challenge assumptions, identify emerging trends and build an informed assessment of the changes ahead and their implications for policy and action.
If you would like to be involved and add your views into the mix, please get in touch.
Future of retail global trends summary nov 2020Future Agenda
This is an updated summary of 60 global trends that may impact the world of retail over the next decade. Multiple expert discussions across Asia, Europe, MENA and North America have developed and shared these insights that have been curated into ten key shifts.
As we finalise the future views before wider public sharing, we very much welcome your feedback on these and which may have greatest future impact.
douglas.jones@futureagenda.org
@futureagenda
The UK in 2030
In the midst of all the current uncertainty, many people are seeking greater clarity around how the future may unfold – both globally and locally. Therefore, as part of the World in 2030 project, we have curated a specific perspective on the UK in 2030.
As with all our Open Foresight projects, UK 2030 is built through dialogue with informed individuals holding alternative outlooks on how things may unfold. This PDF provides an initial collation of some of their views on what is certain, probable and possible. We will use it to initiate further period of consultation over the next month.
With this in mind we would very much welcome your thoughts – especially around the areas that you agree with, those you disagree with and your suggestions about what is missing. Your knowledge will add both richness and depth to this point of view. We will share an updated and more detailed summary before Christmas. The ambition is that this can then be used to both inform and challenge assumptions so we can all gain a clearer perspective on the future of the UK.
@futureagenda
london@futureagenda.org
The world's most innovative cities past present future - oct 2020Future Agenda
Cities are where innovation happens, where most ideas form and economic growth largely stems. For centuries, the world’s most innovative cities have been acting as global catalysts for change, and will continue to do so. As more cities seek to have impact over the next decades, we need to better understand what drives success and so identify those that may have greatest lasting impact.
APPROACH – Getting Clarity
Future Agenda has been conducting multiple discussions around the world on the future of cities (www.futureofcities.city). Our aim is to explore the range of views about what makes one city more successful, more influential and more innovative than other, and also consider key related issues such as the future of work, health, trade, trust, transport and data.
In addition, we have applied a similar modelling technique to those applied to Innovation Leaders which, for twenty years, has identified the companies that have been the best and most sustained innovators, in order to assess what potentially makes one city more innovative than another. Exploring multiple criteria, we have highlighted some core global catalysts for change.
To accompany a speech at the WRLDCTY event, this presentation shares some of the salient insights: It profiles some of most innovative cities of the past, identifying the key elements that contributed to their success, highlights some of the pivotal cities having greatest impact today, and, lastly, suggests ten cities for future global innovation leadership.
https://www.futureofcities.city
https://www.wrldcty.com
https://www.futureagenda.org/the-world-in-2030/
Data as an Asset – A Top Risk?
The concept of data being accounted for as an 'asset' is increasingly considered to be a top future risk. The fifth of our 2030 digital workshops in collaboration with The Conference Board explored varied potential data risks (Many thanks to Ellen Hexter and Sara Murray for organising).
Rated top by 50 business leaders for future impact, and second for likely change, was a foresight that “organisations will be obliged to account for what data they own or access. As such they will be required to regularly report on their full data portfolio.” (See attached PDF)
Particular concerns were raised on; how organisations will best assign value to their data; how it will be treated as an asset; who will audit this; whether ownership will be transferred with use and how, if valued, data will be taxed.
Some felt that by 2030 there will be guidelines, standards and frameworks in place – other were less convinced. Most however agreed that many business models will change.
To explore this topic more see section 4.6 in the global report on https://www.deliveringvaluethroughdata.org
Add your view via @futureagenda on twitter or via LinkedIn on https://www.linkedin.com/posts/innovationstrategy_future-data-risk-workshop-stimulus-activity-6714470359971700736-MunM
While some regions gain from better water management, much of the world’s population increasingly depend on water moved from one river basin to another. New options are explored to achieve this economically and with reduced socio-environmental damage.
As part of the World in 2030 global open foresight project, this point of view shares some perspective on changes ahead.
With climate change, increasing urbanisation, growing contamination, higher water consumption, more intensive farming and rising industrial use in many economies all having significant and combined impact, as the global population approaches 10 billion, but the net amount of water on the planet stays constant, concerns over water stress have been building. With 70% of water used for agriculture, a quarter of humanity is now facing a looming water crisis. A broadening range of urban areas need multiple innovations to provide water to cities throughout the year.
Although better water management and the decreasing cost of desalination are having impact in some regions, in many others, and especially for fast-growing inland cities, the task of ensuring continued water access is mounting. Simply moving water from one river basin to another is not straightforward. It is fraught with technological, environmental, economic and socio-political challenge. There are however several developments underway to enable more effective long-distance movement of water – some focused on building new infrastructure at scale and others looking to imaginatively repurpose existing assets to help meet the inevitable future demand.
Share your views @futureagenda
Future of hospital design initial perspective - sept 2020Future Agenda
Hospitals of the Future
In partnership with Mott MacDonald we are exploring how hospital design will change in the next decade. Building on insights gained from multiple healthcare expert workshops around the world, this is an initial perspective that share some key thoughts on how and where we may see most change. Starting with context on shifts in healthcare more generally, from slide 28 onwards it includes 22 proposals for future design focus. These range from hub and spoke ecosystems and post-Covid reconfiguration to more flexible spaces and the impact of digital theatres.
As part of a global Open Foresight programme, we are now sharing these views to gain feedback for inclusion in a more detailed point of view that will be published later in the year. If you would like to add in your opinions on which issues will be driving most change in hospitals of the future, we would welcome input either directly to us by email (tim.jones@futureagenda.rg) or via this short survey: https://www.surveymonkey.co.uk/r/J9S8SB6
Many thanks in advance for your collaboration on another key topic for future change.
Future Risk: 12 Key Issues for Insurance in the Next DecadeFuture Agenda
The insurance sector is facing major change - from both within and outside. What will be the major shifts over the next decade that have greatest impact? As part of the World in 2030 project, this is an initial view of 12 major trends that will influence insurance globally - looking across data shifts, market trends and in-sector innovations.
What do you think? Which will have greatest impact? Will it be automatic insurance? or N=1 personalisation?
Let us know your views and we can include them in an updated foresight in the next month or so.
Get in touch via douglas.jones@futureagenda.org
For more on The World in 2030 see: https://www.futureagenda.org/the-world-in-2030/
Porous Organisations
Here is our latest 2030 foresight.
This time we focus on the challenges for the future of work. Increasing competition for talent forces organisations to open their doors to a growing number of independent workers. This makes it difficult to maintain corporate knowledge and becomes a challenge for business big and small. In a highly volatile and increasingly complex landscape, many must learn how to manage a seamless flow of knowledge and ideas so they can adapt to changing customer demands, ensure capabilities are maintained and keep the doors to innovation open. Looking ahead, it seems that only the wealthiest and most attractive organisations (in the main technology companies) will be able to retain the loyalty of their employees. For everyone else, building and preserving corporate know-how within increasingly porous organisational boundaries will become a priority. As ever your thoughts and provocations are very welcome.
To access via website https://www.futureagenda.org/foresights/porous-organisations/
New solid-state batteries offer safer, higher performance than existing options and become viable options for use across multiple sectors. Competitive pricing and proactive policymaking accelerate global uptake.
This foresight is part of the World in 2030 project exploring the key global shifts for the next decade - https://www.futureagenda.org/the-world-in-2030/
Battery development has become a priority area for a broadening range of companies in recent years. Significant investment is underway as a number of new technologies compete for fast-growing markets. Five years ago, we identified that energy storage was the missing piece of the renewables jigsaw: “If solved, it can enable truly distributed solar energy as well as accelerate the electrification of the transport industry.” Today, as economies focus on faster decarbonisation and increasing electrification, particularly in transportation, the speed of new battery development has become a central issue for many researchers, policy makers, investors and companies.
Why is this? If we can get significantly more energy from a lighter, more compact, but affordable battery then the implications are enormous. Not only will this accelerate the adoption of electric vehicles by extending their range and providing a cheap way to store renewable, particularly low cost solar, energy, but it will also release a host of new developments in other areas from wearable electronics to electric planes, drones and scooters.
Given the demand for high performing batteries is building, it is hardly surprising that there is as much focus today on creating the batteries of tomorrow as there was when the first rechargeable battery was invented 160 years ago: according to a USPTO search in the past decade or so over 200,000 battery related patents have been issued. The rush to deliver the next generation technology is bringing together a host of new partnerships and foremost in many discussions is the potential impact of solid-state batteries. Within the next decade these could become the catalysts for substantial and lasting change across many sectors.
Soil is fundamental, fragile and finite. It impacts everything from food and health to conflict and migration. Deeper understanding of its degradation raises the significance of soil to equal that of climate change and biodiversity loss.
We know that the quality of our soil is the key to the food we grow, the clothes we wear and the water we drink. It recycles nutrients, sequesters carbon, is fundamental to biodiversity, helps keep our ecosystems in balance and is an essential part of our general wellbeing. But, although soil represents the difference between survival and extinction for most terrestrial life, human activities have caused it harm leading to compaction, loss of structure, nutrient degradation, increasing salinity and denuding landscapes. Furthermore, the urgent need to preserve soil receives relatively little attention from governments. An unsung hero of our planet, it is fragile, infinitely important and finite. Why do we treat it with such disregard?
As part of the World in 2030 programme, this foresight explores the future of soil and the stresses ahead https://www.futureagenda.org/foresights/peaksoil/
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2024: The FAR - Federal Acquisition Regulations, Part 38
Future of government - An initial perspective - Cheryl Chung, Lead Strategist, Futures Division at Ministry of Transport, Government of Singapore
1. futureagenda.org
What do you think? Join In | Add your views into the mix
Food
Government
Loyalty
Privacy
Resources
Travel
Water
Wealth
Work
Health
Learning
1
Cherly Chung - Lead Strategist, Futures Division at Ministry of Transport,
Government of Singapore
The Future of Government
In recent years, the debate in contemporary
political science has centred around the
political institutions that limit or check
power, like democratic accountability and the
rule of law. However, as Francis Fukuyama
has pointed out in his article,“What is
Governance”, little attention has been paid
to the institution that actually accumulates
and uses this power - the state. While there
have been repeated claims of the withering
of the state over the past decades, few of
these have proven accurate. In fact, there
has been a need for increased government
capacity to deal with the increased demands
placed on the state. In many countries, this
has been exacerbated by an underinvestment
in public sector capacity over the past few
decades. We need to go beyond the usual
conversation about how the state carries out
the business of governance and back to the
more fundamental questions of what is the
role of the state and why this is important.
To understand the trends that affect the role
of the state, we have to consider the context
in which the state operates. Governance falls
roughly between the fast- and slow-moving
components of society, nature and culture on
the one hand and infrastructure, commerce
and fashion on the other. This presents an
interesting challenge for states because the
components that change quickly get all the
attention, but those that change slowly have
all the power. The fast learn, propose, and
absorb shocks; the slow remember, integrate,
and constrain. Managing the tension between
the fast- and slow-moving components of
society is core to the role of the state and
how it will evolve. In Singapore, it might
mean that while it is relatively quick to
change policies with regard to home loan
restrictions, cultural norms and values around
home ownership can take a longer time
to shifts.
In his book,“The End of Power”, Moises Naím
suggested that we were “on the verge of a
revolutionary wave of positive political and
institutional innovations”. Naím described
the shift in power through three revolutions,
which in turn would impact the role of
the state:
The More Revolution: As people became
more numerous and were living fuller and
longer lives, they became more difficult to
regiment and control.
The Mobile Revolution: As people became
more mobile with the ease of migration,
power lost its captive audience.
The Mentality Revolution: As people became
more affluent they had higher expectations
of living standards.
Looking at this from the perspective of
relative rates of change, one observes that
these revolutions have taken place within
the timespan of one to two generations,
Meeting Demand With
Limited Capacity
There has been a need
for increased government
capacity to deal with the
increased demands placed on
the state. In many countries,
this has been exacerbated by
an underinvestment in public
sector capacity over the past
few decades.
The Global Challenge
ging
ities
ommerce
onnectivity
ata
ducation
Energy
Food
Government
Loyalty
Privacy
Resources
Transport
Travel
Water
Wealth
Work
Health
Learning
2. much more quickly than similar changes that
have taken place in the history of societies.
This has led to a compression of timescales
within which the state operates. The middle-
class uprising in countries like Brazil, where
there has been a mismatch of expectations
around the sustainability of economic
growth and improved standards of living,
is a manifestation of the tensions that can
emerge from these revolutions.
So the key question to answer is can
governance keep pace with the changes in
the rest of society?
According to David Ronfeldt, new information
and communication technologies have
enabled dispersed, often small actors to
connect, coordinate and act jointly as never
before. This favours and strengthens network
forms of organisation and represents
a structural change in the operating
environment for states.
When institutions and markets were the
dominant organisational form, there were
economies of scale allowing for the efficient
management of large units, in many cases
by the state. However, in a network, the state
is but one of many stakeholders. Without
economies of scale through centralisation,
common market-based measures of state
performance, like efficiency and productivity,
also become less useful.
Not all participants in a network are equal,
and leadership still matters. In a network
structure, the state would have to adapt the
way it exercises power and performs its role.
Leaders can have a louder voice, but have
to build the legitimacy to exercise it. This
would increasingly become the challenge for
states operating within the network. Ronfeldt
therefore suggests that power and influence
appear to be migrating to actors who are
skilled at developing multi-organisational
networks, and at operating in environments
where networks are the dominant
organisational form. In general, non-state
actors are ahead of state actors operating
in this environment and this may present a
shock to established centres of power, as will
be described in the following section.
In a network form, other entities compete
with the state for influence within the web,
like environmental, human rights, and other
activist nongovernmental groups, which
operate at many levels of government
around the world. This new dynamic changes
the role of the state. Non-state actors
are starting to have state-like power and
capability, ranging from diplomacy to urban
planning to provision of public services.
For example, Zappos’ founder, Tony Hsieh,
invested $350 million to transform the
decaying and blighted part of the old Vegas
Strip into the most community-focused large
city in the world. The Downtown Project has
already funded over 60 tech start-ups and
21 small businesses with the ultimate goal
being to invest in 100-200 entrepreneurs.
This makes Tony Hsieh the de-facto mayor
of downtown Las Vegas. This type of activity
is not limited to entrepreneurs. According
to a CNN report in 2006,“Hezbollah did
everything that a government should do,
from collecting the garbage to running
hospitals and repairing schools”.
Globalisation and the free movement
of capital have enabled multi-national
corporations to become a network of
supranational entities, exporting goods and
services as well as culture and ideology to
the states in which they operate. For example,
Procter & Gamble was the first company
to hire women in Saudi Arabia. Although
Saudi labour laws have a provision for
employing women, many companies have
been unwilling to cause cultural controversy.
Multinationals also form the basis of
connectivity in a transnational network,
providing air travel, sea freight and global
telecommunications capabilities. What results
is that domestically, multinationals have
assets and access to resources that can rival
some states. They have a disproportionate say
on the regulation and public policy agenda
when they represent industry lobby for
national safety standards as a result of their
global supply chain.
The state is relatively good at dealing with
the problems that are defined in terms of the
Westphalian concept of state, for example,
sovereignty and international trade.
2
Keeping Pace
The key question to answer
is can governance keep pace
with the changes in the rest
of society?
Outdated Measures of
Success
When institutions and
markets were the dominant
organisational form, there
were economies of scale
allowing for the efficient
management of large units,
in many cases by the state.
However, in a network, the
state is but one of many
stakeholders. Without
economies of scale through
centralisation, common
market-based measures
of state performance, like
efficiency and productivity,
also become less useful.
Changing Role of Government
Other entities compete with
the state for influence within
the web, like environmental,
human rights, and other
activist nongovernmental
groups, which operate at
many levels of government
around the world. This new
dynamic changes the role of
the state. Non-state actors
are starting to have state-like
power and capability, ranging
from diplomacy to urban
planning to provision of
public services.
What do you think? Join In | Add your views into the mix
3. 3
It typically has established mechanisms to
safeguard its interest and power. However, it
has become increasingly difficult to establish
what the state actually has jurisdiction over
and this creates new forms of market failures.
While states retain the jurisdiction to manage
resources within their physical
and geographical boundaries, many
resource and public-good problems resist
a state-centric approach. For example,
governance by norms, spheres of influence
and interlocking societal relations rather
than comparatively inflexible international
law could make the management of trans-
boundary problems easier.
In a G-Zero world, where every state is
for itself, ineffective mechanisms to deal
with the growing trans-boundary nature
of problems will lead to more pressure for
a distributed, bottom-up model of global
governance system. Small states like
Singapore have a clear interest in an open,
rule-based system as they face heightened
risk in a system where there are no longer
strong institutional platforms to safeguard
their interests. Such states may find
themselves shifting from playing
price-taker or “pivot” roles to advocating
for strong international rule of law and no
unilateral actions.
Today, many individuals regard themselves
as “city-zens”, that is, their residency in a city
is core to their identity regardless of their
actual citizenship and voting rights. However,
the current governance system is not good
at taking into account factors such as the
preferences of the non-voter (for example,
city-zens), the environment and future
generations. What results is not only rising
expectations on the part of citizens (voters
in the political process), but that the state
increasingly also has to look at the interests
of non-voters as well.
As technology expands at an ever-increasing
rate, society struggles to keep up. This has
led to the erosion of Social Mobility: The
rise of robotics and automation is wiping
out many middle-skill jobs. Coupled with the
expansion in higher education opportunities
in emerging markets, there will be fierce
competition for such jobs. In addition,
the structure of the modern economy is
changing. The increased demand for high
value services imposes a high barrier to
entry. Only a fraction of the workforce is able
to participate in value creation that these
sectors provide. What results is what Kenichi
Ohmae called the “M-shaped society”, where
income distribution in Japan is becoming
polarised due to the impact of technological
change and globalisation. The ability to
provide education and middle-skilled high-
paying jobs was one of the state’s levers for
upward social mobility in the past, but this
has eroded over time.
The rise of social media and surveillance
technologies has led to changing
expectations of the policy making process.
On the one hand, individuals are more
empowered; on the other, empowered
individuals demand more from the state.
What results is what John Keane calls
“monitory democracy”, where “the powerful
consequently come to feel the constant
pinch of the powerless”. New technology
also presents governance challenges as the
state struggles to regulate in an increasingly
complex and uncertain environment. For
example, stringent IP laws may become
obsolete with new production technologies
like 3D printing and autonomous vehicles
could change the transport landscape,
creating new liability issues.
What do you think? Join In | Add your views into the mix
City-zens
The current governance
system is not good at taking
into account factors such as
the preferences of the non-
voter (for example, city-zens),
the environment and future
generations.
4. Options and Possibilities
ging
ities
ommerce
onnectivity
ata
ducation
Energy
Food
Government
Loyalty
Privacy
Resources
Transport
Travel
Water
Wealth
Work
Health
Learning
What are the Implications on the Role of the
State? In response to these trends, we should
consider what the implications on the role
of the state might be. We will also highlight
weak signals that suggest how the role of the
state might evolve in Singapore. Broadly, the
state faces two challenges to its role,
as follows:
The first is the redistribution of wealth
through taxation and the provision of public
services. Globally, austerity measures have
forced states to cut back on their fiscal
spending and this has constrained their ability
to supply public services. In Singapore, one
of the fiscal challenges highlighted in the
“Singapore Public Sector Outcomes Review”
is how to raise sufficient revenue to invest in
the range of capabilities and infrastructure
that Singapore needs to survive and succeed
in the future. In this constrained environment,
the state needs to find other ways to increase
the “supply” of the state.
B.1 Building Trust in a Network Structure
Secondly, governance is a competitive
marketplace. There can be both private
and public supply of social services and
individuals are mostly free to choose which
they prefer. For example, in a society where
there is a widening gulf between rich and
poor, the rich may live increasingly separate
lives and provide for their own “public
services”. On one hand, this could allow
the Government greater focus in providing
services for the needy; on the other, the
rise of gated communities and privatised
social services could signal the beginning of
deterioration in the quality of public services
as the rich opt out. The state also needs to
consider what public services it has a role in
supplying vis-à-vis other stakeholders, and
how it might partner them to deliver better
services. The provision of public services by
the state may not necessarily keep pace with
the increase in demand; in fact, sometimes
the increase in supply of public services
also increases the demand. In this case, the
role of the state might be to play specific
coordination functions, and allow civil society
or private sector partners the space to grow
as new providers of public services.
4
Hard Choices
In a society where there is a
widening gulf between rich
and poor, the rich may live
increasingly separate lives
and provide for their own
“public services”.
What do you think? Join In | Add your views into the mix
Proposed Way Forward
ging
ities
ommerce
onnectivity
ata
ducation
Energy
Food
Government
Loyalty
Privacy
Resources
Transport
Travel
Water
Wealth
Work
Health
Learning
Joseph Nye argues that transactional hard
power skills, like organisational ability and
political acumen, are just as important
as transformational soft power skills, like
communications, vision and emotional
intelligence.The state must develop a kind
of “contextual intelligence” to be able to
apply the best combination of hard and so
power skills in different situations. It bears
consideration what new capabilities the state
should invest in to be able to ensure “supply”
for the future, both in the ability to deliver
on its promises and the ability to shape the
direction that it is moving in. In retail parlance,
“consumer insights” provide a key to what the
“supply” should be. Likewise, for the state to
undertake this type of sense-making work, it
has become important not only to get data
from economists and engineers but also
insights from sociologists and anthropologists.
As Singapore approaches fifty years of rapid
progress, sense-making would also have to
take into account the development of its
slower-moving components – in terms of its
history, culture and heritage. In August 2011,
the Government launched the Singapore
Memory Project, a nationwide movement that
aimed to capture and document precious
moments and memories related to Singapore.
Intangible assets such as collective memory
are important in maintaining the resilience
of our country, as Singapore seeks to become
more adept at managing its pace of change.
As the state seeks to be more responsive to
growing public pressure, how can it work
with new or existing providers of public
services to split the load? What capability
gaps have arisen because of the change
in the operating environment? What new
capabilities should the state invest in to
5. 5
Enabling Scale
The potential for greater
collaboration … creates a
specific role for the state
in the network to identify
successful ideas and scale
them, leveraging its resources
and existing infrastructures
to augment the delivery of
public services.
Participatory Government
One of the ways that the
state can legitimize itself
to its constituents might
be to facilitate the building
of relationships with the
people and other sectors
to co-provide solutions to
problems.
ensure “supply” for the future?
The rise in the network structure and the
expanding influence of non-state actors
also presents opportunities for states to
facilitate networks of responsibility and build
inclusive institutions in place of traditionally
more extractive ones. What results is greater
experimentation and decentralisation,
leading to more robust processes and
outcomes. There are weak signals of this
happening in Singapore. In 2013, local social
enterprise SYINC launched a collaborative,
community focused project “Under the
Hood” to crowdsource innovative solutions
to Singapore’s urban poverty challenges.
The initiative brought together a range of
organisations from the private and people
sector, and acted as a lab to prototype
micro-level, local solutions that are scalable,
if proven successful. The potential for
greater collaboration with such initiatives
creates a specific role for the state in the
network to identify successful ideas and scale
them, leveraging its resources and existing
infrastructures to augment the delivery of
public services.
Some argue that only looking at increasing
the “supply” of the state with limited
resources leads to a vicious cycle. One of
the reasons for this is that increasing the
“supply” of the state can enlarge the issues
that come under the purview of the state,
thereby creating its own demand. When
there is surplus demand for public services,
the instinct is for the state to fill the gap.
However, this sometimes generates more
demand for said services. Therefore, a more
sustainable solution might be to find ways
to reduce the “demand” on the state that can
lead to a more virtuous cycle.
The nature of trust may be different in
a networked structure. Even though the
quality of public services has improved, there
has still been a declining level of trust in
governments, institutions and elites. There is
a growing sense amongst the middle class
that the “system” is rigged in a self-serving
way and that it lacks the capacity to deal
with emerging challenges.
Trust in a network structure depends on long-
term reciprocity of relationships, where there
needs to be fair outcomes for stakeholders
in these networks, and a perceived
“fair” allocation of costs and benefits.
Contribution, participation and reciprocity
then lead to trust outcomes over time. In
this environment, the appropriate scale of
decision-making may
be smaller, which can favour small states like
Singapore, although it bears consideration
how we might further localize decision-
making to build more trust.
Efforts to invite participation from the
network have to be designed with care.
In 2006, the New Zealand government
undertook a review of their Policing Act.
One stage was to open up the act on a
wiki for two weeks and the public was able
to contribute. However, the parliamentary
council office came out to express concerns
at the format required and
the expertise of the public in being able
to meaningfully contribute to drafting
legislation. Furthermore, in a low-trust
environment, the public may question
the role of a preventative government in
protecting its citizenry and the potential
legality of an infallible prosecutor.
How might the state create more space for
network actors to take greater responsibility?
The state often retains the reputational risk
and overall accountability for outcomes.
How can the state share responsibility while
maintaining the influence over outcomes?
One of the ways that the state can legitimize
itself to its constituents might be to facilitate
the building of relationships with the people
and other sectors to co-provide solutions
to problems. There are many well-studied
factors that contribute to the demand
for the state, for example, the origins of
crime, educational failure, indebtedness,
family breakdown, psychological trauma,
ill health, and others – yet the demand for
the state is derivative, that is, people are
actually demanding for certain services to
be provided, and not necessarily for the
state to provide it. This delineation opens
up many possibilities for the state to co-opt
What do you think? Join In | Add your views into the mix
6. other partners into the picture, with the state
retaining an important role in designing the
architecture of the networks in the sector,
and facilitating access. In Singapore, the
mytransport.sg app functions as a gateway
for all things to do with transportation
by aggregating available data, facilitating
greater access to other non-state partners,
and enabling the public to find solutions
for themselves.
One of the challenges facing the state,
especially in the area of public policy
innovation, is how to balance equity and
autonomy. A centralised system is often
viewed to be more equitable at the expense
of autonomy. However, as the governance
system gets more complex, there are also
hidden forms of inequity in a centralised
system, like the difficulty
in navigating the system. Decentralised
service provision at the hyper-local level
can actually help to reduce this inequity. For
example, the emergence of chartered schools
is a good example of how this decentralised
approach worked in practice because the
focus was on outcomes, rather than the
process. This represents a shift in the role of
the state from ensuring equity in process to
equity in outcomes.
6
What do you think? Join In | Add your views into the mix
Impacts and Implications
ging
ities
ommerce
onnectivity
ata
ducation
Energy
Food
Government
Loyalty
Privacy
Resources
Transport
Travel
Water
Wealth
Work
Health
Learning
One of the roles of the state is to ensure
parity in process, if not outcomes. However,
for certain areas, enforcing strict levels of
compliance generates a greater demand for
state intervention. For example in Singapore,
the Workplace Safety and Health Act was
amended in 2006 to focus on Workplace
Safety & Health systems and outcomes,
rather than merely on compliance, to
allow for flexibility and robustness in the
regulation to keep pace with technology and
the nature of work. Setting and monitoring
outcomes of individual agencies, while useful,
is insufficient. In recognition of this, the
Ministry of Finance and other Ministries have
therefore worked to jointly establish whole-
of-government outcomes along with suitable
indicators to track our progress towards
achieving them. In addition, when the state
is better able to measure outcomes, greater
possibilities in funding design, beyond grant
funding, open up to states to more effectively
measure and manage their resources and
increase their impact, for example, with the
incorporation of behavioural insights.
The operating environment for the state has
changed. Networks dominate institutions
as the dominant organisational form. The
influence of non-state actors, in particular
multinationals has expanded. Jurisdiction
has grown beyond boundaries. Technological
change has outpaced society. Consequently,
the role of the state has had to evolve and to
succeed in this new operating environment,
the state needs to both increase the “supply”
of the state and reduce the “demand” for
the state.
Notes
1 We refer to the state as the functioning of
executive branches and their bureaucracies.
2 Mark Joseph Stern,“Can Tony Hsieh turn
downtown Las Vegas into a family-friendly
startup utopia?”, http://www.slate.
com/articles/technology/the_next_silicon_
valley/2013/12/tony_hsieh_las_vegas_can_
the_zappos_billionaire_turn_vegas_into_a_
tech_utopia.html, last accessed Dec 2013.
3 Henry Schuster,“Hezbollah’s Secret
Weapon”, Jul 2006.
4 Procter & Gamble Special Series on
“Diversity in Action”, http://news.pg.com/
blog/diversity-and-inclusion/special-series-
%E2%80%93-diversity-action, last accessed
Dec 2013.
5 Ian Bremmer coined the term “G-Zero
world” to refer to an emerging vacuum
of power in international politics created
Closing the Inequality Gap
One of the challenges
facing the state, especially
in the area of public policy
innovation, is how to balance
equity and autonomy. A
centralised system is often
viewed to be more equitable
at the expense of autonomy.
However, as the governance
system gets more complex,
there are also hidden forms
of inequity in a centralised
system, like the difficult
In navigating the system.
.A New Operating
Environment
The influence of
non-state actors, in particular
multinationals
has expanded. Jurisdiction
has grown beyond
boundaries. Technological
change has outpaced society.
7. Lead Strategist, Futures Division at Ministry
of Transport, Government of Singapore
Lead expert on the Future of Government.
Cheryl has led foresight and strategy
activities across several areas of the
Government of Singapore for the past
decade. Initial with the Policy Planning and
Land Policy Divisions, in 2007 she was then
appointed as a strategist in The Futures
Group of the Government of Singapore - this
plays an upstream policy role in facilitating
the long-term strategic direction for the
Ministry of Trade and Industry and its
statutory boards. Cheryl’s research focussed
on technology as a driver of economic policy.
In 2011 Cheryl became lead strategist at
the Strategic Policy Office in Singapore
and since 2013 she has had a similar role
in the Futures Division of the Ministry of
Transport. In addition to her government
responsibilities, Cheryl is also co-curator of
TEDx Singapore.
Lead Expert – Cheryl Chung
7
by a decline of Western influence and the
domestic focus of the governments of
developing states.
6 David Skilling,“How Small States Can
Navigate a World Without Global Leadership”,
May 2012.
7”e Singapore Public Sector Outcomes
Review, http://203.211.150.164/cms-mof/
spor.aspx, last accessed Feb 2014.
What do you think? Join In | Add your views into the mix
8. In an increasingly interconnected, complex
and uncertain world, many organisations
are looking for a better understanding
of how the future may unfold. To do this
successfully, many companies, institutions
and governments are working to improve
their use of strategic foresight in order to
anticipate emerging issues and prepare for
new opportunities.
Experience shows that change often occurs
at the intersection of different disciplines,
industries or challenges. This means that
views of the future that focus on one sector
alone have limited relevance in today’s world.
In order to have real value, foresight needs
to bring together multiple informed and
credible views of emerging change to form
a coherent picture of the world ahead. The
Future Agenda programme aims to do this
by providing a global platform for collective
thought and innovation discussions.
Get Involved
To discuss the future agenda programme and
potential participation please contact:
Dr.Tim Jones
Programme Director
Future Agenda
84 Brook Street, London. W1K 5EH
+44 203 0088 141 +44 780 1755 054
tim.jones@futureagenda.org
@futureagenda
The Future Agenda is the world’s largest open
foresight initiative. It was created in 2009 to
bring together views on the future from many
leading organizations. Building on expert
perspectives that addressed everything from
the future of health to the future of money,
over 1500 organizations debated the big
issues and emerging challenges for the next
decade. Sponsored globally by Vodafone
Group, this groundbreaking programme
looked out ten years to the world in 2020
and connected CEOs and mayors with
academics and students across 25 countries.
Additional online interaction connected over
50,000 people from more than 145 countries
who added their views to the mix. All output
from these discussions was shared via the
futureagenda.org website.
The success of the first Future Agenda
Programme stimulated several organizations
to ask that it should be repeated. Therefore
this second programme is running
throughout 2015 looking at key changes
in the world by 2025. Following a similar
approach to the first project, Future Agenda
2.0 builds on the initial success and adds
extra features, such as providing more
workshops in more countries to gain an
even wider input and enable regional
differences to be explored. There is also
a specific focus on the next generation
including collaborating with educational
organizations to engage future leaders. There
is a more refined use of social networks
to share insights and earlier link-ups with
global media organizations to ensure wider
engagement on the pivotal topics. In addition,
rather than having a single global sponsor,
this time multiple hosts are owning specific
topics wither globally or in their regions of
interest. Run as a not for profit project, Future
Agenda 2.0 is a major collaboration involving
many leading, forward-thinking organisations
around the world.
Context – Why Foresight?
8
What do you think? Join In | Add your views into the mix www.futureagenda.org
About Future Agenda
Future Agenda 1.0 Future Agenda 2.0