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Title: The Experience of Wallonia 2020 as Regional Foresight Exercise by Philippe Destatte director of The


1
The Experience of Wallonia 2020as Regional
Foresight Exerciseby Philippe Destattedirector
of The Destree InstituteFOR-LEARN Regional
Foresight WorkshopBrussels, CoR, October 20, 2005
2
Outline
  • A. Region Background
  • B. Problem (why) and Objectives (what)
  • C. The Foresight Exercise (how)
  • D. Outcomes and Impacts
  • Conclusion

Region
Problem
Exercise
Impacts
3
A. Region Background
1. Political Background 2. Socio-economic
Background
4
A1. Political Background
5
1. Wallonia is a Region of 3,380 millions
inhabitants, located in the South of Brussels,
between the German and French borders and covers
16.844 km2 among witch 87,7 are cultivations
and forests.
Deru 2004
6
2. As State part of the Belgian Federal System,
Wallonia Region is competent to deal with
territorial matters such as economy, public
works, environment, urban policy, internal
affairs, etc. Moreover, we have to stress on the
exclusive character of the responsibilities
entrusted to the federate entities in the Belgian
federalism.
7
3. Since 1995, the Regional Parlement is a
directly elected assembly. Since 1999, an
initiative governance process has been launched
by the Regional Governement under the name of
Contract for the Future of Wallonia .
8
The annual budget of the Wallonia Region amounts
to 5810 Millions (2005).
Education (3)
Social Protection (12)
Recreation, Culture and Worship (1)
General Public Services (41)
Housing and Collective Amenities (4)
Environnement Protection (2)
Health (1)
Economic Affairs (36)
Data IWEPS (COFOG98) 2005
9
A2. Socio-economic Background
10
First region of the European continent to launch
his Industrial Revolution, Wallonia still faces
strong difficulties to upgrade into the Knowledge
society.
1995
1999
1998
1997
1996
2002
2001
2000
84,7
84,7
84,0
85,1
86,0
87,4
89,0
84,3
GDP / Inhabitant - EU-25 Average NUTS 1
11
A demographic renewal
1,75
1,73
1, 75
1, 70
1,65
1,61
1,60
1,55
1,54
1,50
Fertility Index, INS
1982
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
00
01
02
99
03
Deru 2004
12
European Patents by thousand of active workers
(1996-2003)
250
Wallonia
200
206
Flanders
150
137
Nord-Pas- de-Calais
115
100
50
1996
1997
1998
1999
2000
2001
2002
2003
IWEPS
13
4. Most of the Education, Culture and Fundamental
Research depends of the French Community which is
a different federate entity than Wallonia
According to OECD, the education level is rather
low
14
Evolution of salaried employment (1997-2004)
920.000
894700
804872
760.000
IWEPS-ONSS 2005
1997
2004
15
B. Problem and Objectives
  • 1. Reasons why the foresight exercise was
    undertaken
  • 2. Expected outcomes from the exercise
  • 3. Expected impacts

16
  • B1. Reasons why the foresight
  • exercise was undertaken

17
  • Since 1985, The Destree Institute had taken the
    initiative of launching five foresight exercises
    untitled Wallonia to the Future

Towards a new Paradigm (1985-1988) The
Educational Challenge (1988-1994) Competitiveness
and Employment (1995-1996) Evaluation,
Innovation, Foresight (1997-1999)
18
  • 2. Output of the foresight exercise Evaluation,
    Innovation, Foresight, the Contract for the
    Future of Wallonia, launched by the Government in
    1999, created a propitious context for organizing
    a citizen-bazed foresight exercise.

19
The aim of the new foresight exercise was clearly
to lead the citizens to experiment their creative
and critical intelligence collectively in order
to take part in the regional political agenda.
20
B2. Expect outcomes from the exercise
21
  • B2. Expect outcomes from the exercise

1. To begin with the needs of the civil society
and of the living realities of the population ?
Involvement of the population in the exercise and
not only the stakeholders ? Identification of
the needs and fields of interest of the
population. 2. To place the future of Wallonia
in the context of the global and European
changes. ? Understanding of what is happening and
of what could happen 3. To take in charge the
future of Wallonia and its issues in the long run
2020 ? Renewal of the vision and a strategic plan
for Wallonia.
22
B3. Expected impacts of the exercise
23
  • B2. Expected impacts of the exercise

1. To foster broad, collective and participative
mobilisation of the civil society of Wallonia to
the preparation of a common strategic
project 2. To instil a foresight culture among
the participants, a relationship past / present /
future that brings out the complexity of the
Wallonia system, its constraints and
uncertainties in order to express this foresight
in terms of concrete and feasible actions 3. To
muster the responsibility of the citizens in
building the future of their region and
especially the youngest students of 18 years old
who will be 35 in 2020 4. To take advantage of
various ongoing foresight and strategic
approaches led before or at the same time
(especially MPW 21).
24
C. The foresight exercise
  • How was it done ?

25
Three major characteristics of Wallonia 2020
  • A partnership foresight 50 associated
    organizations (universities, democratic political
    parties, professional and trade organizations,
    admnistrations, NGOs, etc.)
  • 2. A citizen foresight 400 volunteers willing
    to participate in the initiative
  • 3. A foresight exercise that associate young
    people organization of working days in schools
    (secondary general, technical and professional
    schools).

26
The process of Wallonia 2020
To define the issues
To identify the desirable and possible futures
To propose strategic axis
To make common recommendations
75 meetings to produce and validate 4 issues
7 meetings to produce and validate 15 innovativ
e actions
25 meetings to produce and validate 12 strategic
options
Closing Conference October 25, 2003 in Namur
January 2002
October 2003
27
Phase 1
To define the issues
14 workgroups to define the issues resulting from
a work on the representations of the regions
28
A fundamental line as model
- popular adhesion - common consciousness -
participation - légitimity
concretization
potential
pride
2020
2002
- human ressources - creativity - immigration -
research - educational system, etc.
29
A virtuous spiral
pride
potentialities
concretization
30
A bifurcation in a fundamental line of tension
2002-2020
concretization
bifurcation
potentialities
pride
disappointment
- lost of identity - symbolical alienation -
decline as social heritage
31
Outputs of Phase 1 four structural issues
1. How to reconcile the trend towards
individualism that incites the desintegration of
society, but which, at the same time, means that
more society is needed ? (solidarity, society,
cultures) 2. How to adjust the institutions and
public actors so that, in a society in transition
where the individual is undergoing celerted
change, the State can represent a bold and
recognised collective authority ? (adjustment of
the public spheres) ? 3. The inadequacy of the
learning processes in relation to societys
evolution raises questions about development,
creativity, autonomy, as well as the capacity for
entrepreneurship and being responsible (learning
and entrepreneurship) 4. How to conceive a
pro-active vision of ones long-term future ? A
collective, federating, permanent and mobilising
project is required. Its conception, thus, its
realisation is long coming (strategy and
pro-activeness)
32
What is Governance ?
The process of governance is the process whereby
an organization or society steers itself, and the
dynamics of communication and control are central
to that process.
Steven A. ROSELL ea, Governing in an Information
Society, Montréal, 1992. used by James Rosenau
33
The compass of 2020
to instill pride
learning and entrepreneurship
solidarity, society and cultures
governance
Wallonia
strategy and pro-activeness
adjustment of the public spheres
intelligence of action
to realize the potentials
34
Phase 2
To identify the desirable and possible futures
11 workgroups to define strategic options
and ultimate aims
35
Strategic options for the issue Solidarity,
society and cultures
How to reconcile the trend towards individualism
that incites the desintegration of society, but
which, at the same time, means that more society
is needed ?
1.1. To recognize the individual, each persons
diversity and role as actor in society 1.2.
To set the framework and to create new areas for
the citizenspolitical involvement 1.3. To
take the common good and general interest into
account from the local to the global level.
36
Strategic Options for the issue Learning and
entrepreneurship
The inadequacy of the learning processes in
relation to societys evolution raises questions
about development, creativity, autonomy, as well
as the capacity for entrepreneurship and being
responsible
2.1. To free initiatives and to break down
structural constraints 2.2. To design
education that can measure up to the knowledge
society 2.3. To introduce entreprises in the
school and the school in the entreprises.
37
Issues of Wallonia 2020
1. Recognising people as individuals, their
diversity and role as actors in society 2.
Setting up a framework and new spaces for the
political involvement of citizens 3. Taking
into account the common good and general
interest, and moving on from local issues to
their global dimensions 4. Freeing initiatives
and removing structural constraints 5. Creating
and providing education attuned to the knowledge
society 6. Introducing enterprises to the school
and the school to enterprises 7. Changing
perspectives projecting oneself far ahead on the
scale of Europe and of the world 8. Renewing
Wallonia's democratic tools 9. Conducting more
cross-sectiorial, more rallying political
initiatives 10. Recompose the territories and
simplify the political structures 11. Change the
nature of the relationship between the citizen
and the public actor 12. Improve respect for,
and the security of the citizen in society
38
The structuring desirables vision and ultimate
aims
39
A vision for Wallonia 2020, three ultimate aims
  • To build a strong regional economy.
  •  
  •  
  • 2. To reactivate political culture by the
    involvement and the participation of the actors.
  •  
  •  
  • 3. To answer to the vital needs of all and to
    contribute to the general and individual
    fulfilment.
  •  

40
Phase 3
To propose strategic axis
four workgroups to define innovative actions
41
The outputs of the second phasis of Wallonia 2020
Desirables
250 desirables answering to the issues
1
1
V i S I O N
2
2
3
3
4
four issues
three ultimate aims for 2020
eleven strategic options for four issues
Possibles
eleven foresight groups
42
The methodological device of the strategic phase
of Wallonia 2020
1
Ten lessons about the futures
Innovative strategic axis
four issues and twelve strategic opions
1
V i S I O N
2
2
3
3
4
contributions and mémorandums (actors ? actions
? ways /powers ?)
four strategic groups
Gaudin Thill Moati Luyckx Crahay Van
Keymeulen Géron, etc.
43
2. Learning and entrepreneurship
chair Jean-Louis Dethier v-chair Daniel
Collet rapporteur Henry dAnethan
Strategic Option
2.2. Design education that can measure up to the
knowledge society
To give pedagogical autonomy to the schools and
to the teachers (creating a delegation system in
order to construct a legal framework, to
organize that autonomy, to replace the rule by
the agreement)
Innovative strategic actions
To make all the parts of the region aware of the
impacts of the Knowledge Society
- multilevel public stakeholders and
civil-servants, - actors of the civil society
Actors and partners
44
Phase 4
A dialog with the great decision makers to draw
up common recommendations
October 21, 2003 four dialog round tables about
the fifteen innovative actions
45
Phase 5
Dissemination evaluation
communication and evaluation
46
D. Outputs and their impacts
D1. Outputs products and/or process D2.
Comparison of achieved outputs with expected
outcomes at the beginning of the exercise D3.
Impacts of the outputs
47
D1. Outputs products and/or process
48
D1. Outputs products and/or process
1. A renewal vision of the future of Wallonia at
the horizon 2020 2. A strategic plan untitled A
jointly responsible Citizen, A creative,
knowledge and opened Region with 15 concrete
proposals of actions, published and largely
disseminated in 2004 3. A reinforcement of the
networking and of the social capital of the
partners involved in the process, with a new
capacity for the actors to work together. That
intangible output allowed two dynamics
49
3.1. The creation of a knowledge platform of the
three foresight exercises launched in the three
parts of the governance since 2000
50
3.2. The launch of a new process The Foresight
Regional College, to involve 30 citizens -
already aware of foresight - and coming from the
three spheres of governance, in the preparation
of the new strategic issues of 2009.
51
D2. Comparison of achieved outputs with expected
outcomes at the beginning of the exercise
52
D2. Comparison of achieved outputs with expected
outcomes at the beginning of the exercise
1. ? The involvement of the population in the
exercise was a reality, 1.1. during the long
process, 2.1. through the internet ? The
population could express innovative insights,
such as their need of a collective project in
which they could recognize their own added value.
That output was as important that it was
discussed between the president of the region and
the Parlement on November 6, 2003. 2. ? The
will of making the world understood has been
reinforced 2.1. by the demand to the
decision-makers of a pedagogy of action 2.2. by
the lessons about the future given by some
experts 3. ? The vision was renewed and
discussed as well as the strategic plan.
53
D3. Outputs and their impacts
  • - on policy making (e.g., policies definition,
    funding priorities, etc.)
  • - on the regions actors (e.g., establishment of
    relationships, adoption of new business models or
    strategies, etc.)

54
D3. Outputs and their impacts
  • Notice 1. it is yet really too early to achieve
    that analysis, 2. there is rarely one cause for a
    policy making or a public action. Nevertheless
  • - on policy making one can identify the
    impact of the proposal action 12 to create and
    finance cells aiming at piloting transversal
    projects in order to favour partnerships between
    operators in cross initiatives among companies,
    NGOs, universities and the public sector, by the
    launching of this kind of initiative in the
    framework of the new Contract for the Future of
    Wallonia.

55
- on the regions actors The ownership of the
actors involved was high, particularly about the
multilevel governance proposal and the new
responsibilities of the civil society. But the
openess of the Government about this kind of
reforms was very low in the summer 2004, time of
the preparation of the new contrat for the
future. Nevertheless, the proposals are still on
the table and, at that moment, they seem
particularly relevant in the fiels of governance
and of the stakeholders and decision-makers ethics
56
Conclusions
57
A free and organized expression of the citizens
58
A strong dialog with the political decision makers
59
The need to involve young people
60
To look at an atomis to change it,to look at a
manis to modify him,to look at the futureis to
turn it upside downGaston Berger
61
www.wallonie-en-ligne.net
destatte.ph_at_destree.org
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