Pointers: Pay; Housing; NHS; Regional policy; Public expenditure; Industrial support; US deficits

Using performance indicators to drive improved service delivery and cost‐effectiveness has been a recognized management technique in the public sector for many years. Most managers are now convinced of the possible benefits, at least in theory. Reality, though, is much less encouraging. Partial coverage, poor implementation and unrealized expectations are still the norm. Yet the potential for radical improvement by making the most of performance measurement is even greater than most people would believe. The question is how to unlock this potential.     

The Namesake: Futures; futures studies; futurology; futuristic; foresight—What's in a name?

The term we used to describe the study of alternative futures is important. Disciplines and discourses do not emerge from a vacuum but have a history and a cultural context; and their names can hide as much as they reveal. This paper examines such terms as ‘futurology’ and ‘foresight’, and argues that to emphasise plurality and diversity the study of the future is best served by the moniker ‘futures studies’. It suggests that remembering the history of futures discourse is necessary to resolve the crisis of identity and meaning, and frequent fruitless reinvention, of the field. Finally, it presents Sardar's four laws of futures studies: futures studies are wicked (they deal largely with complex, interconnected problems), MAD (emphasise Mutually Assured Diversity), sceptical (question dominant axioms and assumptions) and futureless (bear fruit largely in the present).     

The territorial futures of Europe: ‘Trends’, ‘Competition’ or ‘Cohesion’

The ESPON 2006 scenario project generated three integrated roll-forward scenarios (A roll-forward scenario is a scenario in which the hypotheses define the parameters at the start of the covered time period and the scenario then explores the unfolding of events based on theses hypotheses. This is opposed to a roll-backward scenario in which the situation at the end of the time period is defined and the scenario then explores the path to reach this situation.). In the trend scenario renewed efforts are made for the Lisbon strategy, demanding extra investments in R&D and education. Regional policy will also be continued with vigour. In the Competition Scenario bold decisions are made regarding Europe's continued prosperity. The Lisbon strategy takes precedence over institutional reform and other sectoral policies. In the Cohesion Scenario Europe is confronted with the challenge of fully integrating the various regions in Europe. The budgets for Regional Policy and Rural Development Policy are enhanced and targeted to the most needy regions. The scenarios are described as stories about the future, supported by model calculations and visualised by various maps. They concentrate on urban and rural development and on territorial developments in different parts of Europe, like North-West Europe, the Alpine Space and Central and Eastern Europe. In addition, a proactive, roll-back scenario explores the possibilities to combine competitiveness, cohesion and sustainability. A message, derived from the scenarios, is that independent of the explored policy options the European territory will be confronted with large challenges like a (rapid) decline of fossil energy resources and increasing impacts of climate change. The scenarios appear particularly helpful in the context of the current paradigm shift in European regional policy from a policy for balance to a policy for aggregate growth.