IssueIn the Netherlands, the National Public Health Foresight Study (PHF) is published every 4 years, as starting point for national and local public health policy development. As these policies impact citizens’ health and lives, it is important to include their voices. We piloted an approach to strengthen this engagement to learn and to inspire PHF in other (country) settings.Problem descriptionPHF is usually expert-based. Citizen engagement, beyond consultation, is not yet common practice. In the Dutch PHF-2024, we engage citizens both as advisors (citizen council, N = 30 and panel, N = 500) and as target group (focusgroups N = 40). Intentionally the scope is diffuse, allowing for unexpected input. What can we learn from this approach, and how do the citizens contribute to the PHF?Results- Citizens of all ages, backgrounds and education types are well able to discuss health (determinants), data and indicators;- They have intrinsic motivation to contribute to better knowledge, feel responsible for effective engagement and are eager to engage across different backgrounds and population groups;- Integration of outcome into the PHF process is valuable, enriching scientific with experiential knowledge and facilitating results communication;- Fundamental questions, e.g., about foresight time frames (“why look so far ahead as the world is in crisis right now!”) are raised by the citizens, showing that these need to be better addressed in order to make PHF relevant for a broader public.Lessons- More permanent engagement of the citizens is needed to enable learning and development;- earlier engagement in the PHF process may enable joint development of core questions and issues to be addressed;- The results are highly encouraging; piloting this approach in other foresight types and in various contexts is therefore needed to refine and further develop it.Key messages• Citizen engagement can and should be strengthened to include citizen voices in the PHF process, informing policies that impact on their lives.• Citizens of all backgrounds, with their experiential knowledge, can be valuable partners in PHF, that provide important input.
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The purpose of this paper is to investigate the future of business events in the “phygital” age from the viewpoint of purposes and formats, delivering a generative tool for adoption. The approach is based on constructivist epistemology. The topic was approached from the viewpoint of foresight and Design Research, firstly by designing and performing three cycles of qualitative interviews with (a) thought leaders and senior industry experts (setting the drivers for matrix tool development), for a total of 10 respondents within a gender-balanced panel (50% female, 50% male), covering Western, Asian, Arab, and North American regions. A Machine Learning-enabled scan was performed for triangulation purposes. Secondly, a generative matrix tool was designed and tested by (b) senior to midweight Design Thinkers and (c) junior to midweight emerging talents, for a total of 22 respondents. Key findings pertain to current trends and future developments in business event design and management from a “phygital” perspective, transferred into a generative matrix tool.
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This manifesto describes the notion of sustainable development according to its basic appeal for economic, social and environmental value-creation, together with the implications of its meaning at the level of the individual (the manager), the organisation (the business) and society. As sustainable tourism is focused on the long term, foresight is used to develop four scenarios for a sustainable tourism industry in 2040: “back to the seventies”, “captured in fear”, “unique in the world”, and “shoulders to the wheel”. The implications of the scenarios are mapped for four distinct types of organisational DNA: the blue organisation focusing on quality, professionalism and efficiency, the red organisation for whom challenge, vision and change are most important, the yellow organisation addressing energy, optimism and growth, and the green organisation which is led by care, tradition and security. The manifest concludes with strategic propositions for tourism organisations in each of the four business types and each of the four scenarios.
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In dit rapport wordt beschreven hoe ETFI in 2015 samen met Jam Visual Thinking een project gestart zijn om de bouwstenen voor een strategienota aan te dragen. De gemeente Emmen heeft Stenden ETFI gevraagd de bouwstenen voor de nieuwe strategienota aan te dragen en een begin te maken met de politiek-bestuurlijke dialoog. Die bouwstenen dienen zich inhoudelijk vooral te richten op: • De ontwikkeling van de arbeidsmarkt en sociale structuur in de gemeente; • De economische positionering van de gemeente (industrie, techniek, logistiek, toerisme en recreatie).
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