Synopsis:
Policy: Strategic policy:
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Ind. 341 (2001) 107 118.4 A. Tübke, K. Ducatel, J. P. Gavigan, P. Moncada-Paternò-Castello, Strategic policy intelligence:
Strategic policy Intelligence: Current Trends, the State of Play and Perspectives, Research report, IPTS/ESTO, Sevilla, 2002.6 M. Keenan, D. Abbott, F. Scapolo, M. Zappacosta, Mapping foresight
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Res. 181 (3)( 2007) 1488 1505.11 R. Barré, Synthesis of technology foresight, in strategic policy intelligence: current trends, the state of play and perspectives, in:
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), Strategic policy Intelligence: Current Trends, the State of Play and Perspectives, 2001, IPTS-ESTO Report EUR20137EN. 4 N. Brown, B. Rappert, et al.
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and have an impact on strategic policy-making all the way up to the highest levels in the decision-making processes.
risk analysis, and foresight approach into one anticipatory methodological concept of strategic policy intelligence. In principle, this concept could be applied in the study of different kinds of societal objects and objectives, related to national innovation system, regions, research programmes or societal actors, engaging private enterprises and public organizations.
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A. Tübke, J. Gavigan, P. Moncada-Paterna-Castello, Strategic policy Intelligence: Current Trends, the State of Play and Perspectives, EUE 20137 EN, IPTS Technical Report Series, Brussels, 2001.28 K. Cuhls, Foresight in Germany, in:
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evaluation and learning amongst environmental scenario practitioners and policy-makers about new forms of long-term strategic policy-making and their enabling conditions.
Notwithstanding the fact that many strategic policy documents extend their validity beyond legislative cycles (take the case of national sustainable development strategies for example) a short-term,
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In Strategic policy intelligence: current trends, the state of play and perspectives, ed. A. Tübke, K. Ducatel, J. Gavigan and P. Moncada-Paternò-Castello.
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group decision support 1. Introduction As an instrument of strategic policy intelligence (Smits and Kuhlmann 2004), foresight must often serve multiple objectives that are shaped by its policy context.
As instruments of strategic policy intelligence (Smits and Kuhlmann 2004), foresight exerciise such as Finnsight must respond to implicit
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the paper concludes by advocating the need for embedding forward-looking participatory practices in overall processes of strategic policy and decision making.
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At European level, strategic policy orientation takes place, firstly in the context of the process of elaboration of the EU research budget, mainly the framework programme,
Strategic policy Intelligence: Current Trends, The State of Play and Perspectives, S&t Intelligence for Policy-making processes, European commission EUR 20137 EN, Sevilla, 2001.4 L. Georghiou, Third Generation Foresight Integrating
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A Guide to Futures research, Sage, Beverly hills, 1983.12 R. Barre',Synthesis of technology foresight, in Strategic policy Intelligence:
Strategic policy Intelligence: Current Trends, the State of Play and Perspectives S&t Intelligence for Policy-making processes, Institute for Prospective Technological Studies (IPTS), Technical Report EUR-20137-EN, Seville, 2001
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towards that of embedding forward-looking participatory practices in overall processes of strategic policy and decision making. Being able to respond to the questions posed in Section 7 of this paper is critical to making such a shift.
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Tu bke, A.,Ducatel, K.,Gavigan, J. P. and Moncada, P. Eds)( 2001), Strategic policy Intelligence:
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support the development of long-term strategic policies under deep uncertainty, and test policy robustness over. EMA could also be used to develop adaptive policies under deep uncertainty
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Policy-makers who focus on long-term policy issues can use foresight methods during strategic policy-making processes to arrive at a better understanding of the future and its uncertainties
and experiences of local and national Dutch policymakker in applying foresight methods within the context of strategic policy processes.
Motives behind the selection of foresight methods, the timing involved in using insights from foresight studies in strategic policy-making processes, the added value of foresight methods,
All rights reserved. http://dx. doi. org/10.1016/j. futures. 2014.01.010 method is used in the creation of strategic policy and (2)
In various studies, the added value for strategic policy-making processes has been emphasised: the use of the scenario analysis method makes policy-makers more aware of the future, future changes and the policy implications,
and in particular in strategic policy processes in the public domain. In this paper, we argue that, by paying more attention to the user perspective in the public domain
The aim is to increase insight into topics such as the level of acquaintance and experience with scenario analysis methods in strategic policy-making,
How are used the results in the strategic policy process, and in which phase (s) specifically? What, according to policy-makers, is added the value of using foresight methods in strategic policy processes?
Which levers and barriers do they perceive when applying foresight methods in strategic policy processes? What are the similarities and differences in the application of foresight methods to strategic policy processes between the local and national level?
These research questions imply a clear focus on policy-making in the public domain (see, for example, 15) and on the perceptions of policy-makers,
because they may be involved in the development phase of scenarios as well as the usage phase of a foresight study. 2. 2. Methods
Four case studies were analysed, focusing on different settings of strategic policy-making in The netherlands. Each case involved experiences with the application of scenario analysis methods at a regional and/or local policy level (including municipalities and regional authorities.
The strategic policy processes in the Dutch municipality of Overschie (a district of the municipality of Rotterdam), the Dutch province of Limburg,
whether they involved the use of scenarios for strategic policy-making and whether there was sufficient willingness to cooperate with the study and access to civil servants for interviews and other data sources.
The case of Trendbureau of Overijssel includes different foresight exercises for strategic policy processes of city councils and the provincial organisation itself, focusing on different policy themes.
The document analysis focused on documents regarding the scenarios and related strategic policy documents. The insights from this analysis were juxtaposed with the insights from the interviews.
Especially at the level of city councils, it is hard to find examples of strategic policy activities using scenario analysis methods,
At the national level, motives range from gathering inspiration for new policies to formulating specific strategic policies,
at an individual and group level 13,14. 3. 3. How are used the results in the strategic policy process, in which phase?
it is still difficult to connect the insights of a scenario exercise to different steps in a strategic policy process.
futures research appears to play a role in the early phases of the strategic policy processes, agenda setting and (in part) policy preparation.
and the strategic policy-process is closer at the national level than it is at the regional level.
What is added the value of using foresight methods in strategic policy processes according to policy-makers? To a large extent, the added value of using the foresight method as perceived by policy-makers at the local level is processrelaated Local policy-makers indicated that they saw the inter-sectoral approach as one of the main process-related benefits
and strategic policies have to be developed, future-related assumptions are made in an intuitive and opaque way.
In the strategic policy documents, we discovered that this connection between scenarios and strategies is also (in part) lacking.
Which levers and barriers do policy-makers perceive in applying foresight methods to strategic policy processes? We tried to determine why foresight methods are used not to their full potential (as expressed, for example,
and scenario frameworks are suitable to the needs of the strategic policy process. For example policy-makers who are inexperienced in the use of foresight methods may find it difficult to decide which type of scenarios to develop/use
They have no clear guidelines that take the dynamics of the policy landscape and different stages of strategic policy processes into account.
results and added value of the foresight method for strategic policy-making, and facilitating the process of gaining support of policy-makers and politicians for the method and the results of the foresight process.
One of the policy-makers said that‘‘(f) uture studies should match the biological rhythm of strategic policy processes in local and regional policy contexts''.
because it conflicted with the widely held belief that futures research methods are instruments that speed up the development new strategic policies.
To summarise, at both the national and local levels, a kind of‘future champion'plays an important role in the development of the foresight process and its application to strategic policy-making.
and discover how to use the insights of foresight studies in strategic policy processes. At the national level, there is more experience,
and have a greater impact on strategic policy processes. The lack of experience at the local level can be related to some of the barriers mentioned above.
The same is true for the different reasons for using foresight methods in strategic policy processes which may be explained by the fact that both organisational levels are related to each other from a governmental and political perspective.
Science.PublicPolicyVol39\2. Orienting European innovation systems towards grand challenges and the roles.pdf
Addressing grand challenges is at the core of EU policies for research and innovation as illustrated by the latest EU strategic policy documents.
Science.PublicPolicyVol39\3. Coping with a fast-changing world.pdf
because routines in strategic policy processes do not always match with the characteristics of required methods.
Science.PublicPolicyVol39\5. Innovation policy roadmapping as a systemic instrument for forward-looking.pdf
The strategic policy issues in environmentaall sustainable ICT start from the present zero position in which there is basically no regulation
Basically, the strategic policy issues depicted here aim to affect this zero state of affairs. The first, and in this case the most fundamental, level is the systemic policies.
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