A selection of the key publications chosen, curated, published, and utilised by PRIMO in its portfolio of educational and advisory services. They are organised by language area – in this case, the Dutch-speaking region – in chronological order. This list can be regarded as a canon of the organisation and its sources of inspiration. Each publication is accompanied by a summary followed by an explanatory note.

This page is currently under construction and is updated regularly.

1958

International Standards for Drinking Water. The World Health Organization has long recognized the need for an international agreement and cooperation to meet the requirements for safe and potable water supplies. The status of water treatment and quality in the Member States of the World Health Organization was the subject of a questionnaire circulated in 1953. The replies clearly indicated the magnitude of the problem and the need for attention by the World Health Organization.

1962

Silent Spring. This sensational book by Rachel Carson warned of the dangers to all natural systems from the misuse of chemical pesticides such as DDT and questioned the scope and direction of modern science, initiating the contemporary environmental movement.

1970

Environmental Protection Agency (EPA). This organisation was founded as an independent executive agency of the United States federal government tasked with environmental protection matters. Beginning in the late 1950s and through the 1960s, US Congress reacted to increasing public concern about the impact that human activity could have on the environment.

1971

Mercy Mercy Me (The Ecology). A song by Marvin Gaye is about the big loss of natural values and ecosystems caused by human behaviour.

1972

The Limits to Growth. This report by a group of young scientists at the Massachusetts Institute of Technology (MIT) commissioned by Aurelio Peccei, founder of The Club of Rome, shook the world. The report excels in system thinking and modelling, and in that, it is more actual than ever.

1974

Judgment under Uncertainty: Heuristics and Biases. This article by Amos Tversky and Daniel Kahneman describes biases in judgments under uncertainty and reveals three key heuristics. The authors dive deep into the workings of the human brain. A breakthrough article.

1979

INTERFUTURES: Facing the future. Following an initiative by the Government of Japan in May 1975, a major new research project was established within the framework of the OECD to study “the future development of advanced industrial societies in harmony with that of developing countries”. A strong first international approach related to common challenges.

The environment and bilateral development aid. A report by the International Institute for Environment and Development assesses how six bilateral agencies promote sustainable, environ­mentally sound development and examines the constraints to improved environmental performance. It is the first in its class to focus on the behaviour of organisations related to the environment.

1983

Comparative risk analysis of technological hazards. A review by Robert W. Kates and Jeanne X. Kasperson on trends in the evolution of technology, the identification of hazard, the perception of risk, and the activities of society and how they have spawned an interdisciplinary quasi profession with new terminology, methodology, and literature. A review of 54 English-language monographs and book-length collections, published between 1970 and 1983.

1985

COSO. The Treadway Commission’s Committee of Sponsoring Organizations (COSO) developed this integrated Internal Control Framework. COSO began as a result of a number of accounting scandals in the 1970s and mid-1980s. 

1987

Brundtland Report Our Common Future. This is the first explicitly common reference to sustainable development by the United Nations. In 1987, the need to cooperate on this was high. Gro Harlem Brundlandt: “After a decade and a half of a standstill or even deterioration in global co-operation, I believe the time has come for higher expectations, for common goals pursued together, for an increased political will to address our common future.”

1989

Back to the Future. Prospective hindsight involves generating an explanation for a future event as if it had already happened. This approach by Deborah Mitchell, Edward Russo, and Nancy Pennington involves going forward in time and then looking back.  The research found that imagining that an event has already occurred increases the ability to correctly identify reasons for future outcomes by 30%. This is groundbreaking research.

1992

United Nations Framework Convention on Climate Change. The framework has near-universal membership. The 198 countries ratified the Convention are called Parties to the Convention. The ultimate aim of the UNFCCC is to prevent “dangerous” human interference with the climate system.

Cadbury Report. This groundbreaking report – chaired by Sir Adrian Cadbury – led to improvements in governance standards. It was a reaction to the Bank of Credit and Commerce International scandal in 1991. 

Agenda 21 is a voluntary action plan developed by the United Nations and national governments at the 1992 Earth Summit in Rio de Janeiro, Brazil. At the Summit, governmental leaders worldwide agreed on the need to become more sustainable—to meet today’s needs without sacrificing our future.

1995 

Risk. A book by John Adams. The theory of risk compensation postulates that we all come equipped with “risk thermostats” and suggests that safety interventions that do not affect the setting of the thermostat are likely to be frustrated by behavioural responses that reassert the level of risk with which people were originally content. My research had noted that there were large variations in the settings of individual thermostats, but had little to say about why this should be so.

Creating Public Value. Public Value is a theory for public management advanced by Professor Mark Moore of the Harvard Kennedy School. Over the previous two decades, staff and students at Harvard’s Kennedy School of Government, where Moore taught, engaged in conversations about producing excellence in public management.

1997

The Kyoto Protocol. Owing to a complex ratification process, it currently has 192 Parties. The treaty follows the main principles agreed upon in the 1992 convention. It operationalizes the United Nations Framework Convention on Climate Change by committing industrialized countries and economies in transition to limit and reduce greenhouse gas (GHG) emissions in accordance with agreed-upon individual targets. 

1999

Sources of Power. Gary Klein’s book is about how people make decisions. He developed the naturalistic decision-making approach, which views people as inherently skilled and experienced. It documents human strengths and capabilities that have been downplayed or ignored so far.

2000

Millennium Development Goals. A way to improve global governance of society and nature’s public domain to pursue goals on global public policy issues. The United Nations set the Millennium Development Goals (MDGs) in 2000. They were the first attempt to formulate global targets and are the predecessors of the Sustainable Development Goals SDGs. 

Common Assessment Framework (CAF). This is a total quality management tool inspired by the Excellence Model of the European Foundation for Quality Management (EFQM) and the model of the German University of Administrative Sciences in Speyer.

2001

Managing the Unexpected. One of the significant challenges any business or organisation can face is dealing with the unexpected. How do you organise for high performance in a setting with overwhelming potential for error and disaster? In this book, Karl Weick and Kathleen Sutcliffe look for the answer to high-reliability organisations (HROs)—aircraft carriers, nuclear power plants, firefighting crews, and others.

Nørby Committee’s Report on Corporate Governance in Denmark. Following the release of the Cadbury report in 1992, Denmark formulated its recommendations for good corporate governance. The report emulates the recommendation to integrate risk management into good governance.

2002

Risk and Reason. This book by Cas Sunstein presents a sensible system for reducing risks to save lives and money. Risks to safety, health, and the environment are intensely interesting. The author explains the sources of these problems and explores what can be done about them.

2003

Emerging Systemic Risks in the 21st Century. This report by the OECD explores the implications of emerging risks for the economy and society in the 21st century and the vulnerability of major systems. Health services, transport, energy, food and water supplies, and information and telecommunications are all sectors with vital systems that can be severely damaged by a single catastrophic event or chain of events. It is the first focused report in its class.

2005

Risk Governance towards an integrative approach. The International Risk Governance Council (IRGC) publishes a white paper on an integrated analytic framework for risk governance that integrates scientific, economic, social, and cultural aspects.

Public values and risks in Strasbourg. On April 1, the Executive Committee of UDITE, the network of local government Chief Executives across Europe, launched the ‘public risk management’ concept. City managers from across Europe welcomed this newly proposed approach. An essay by Jack Kruf.

Global Risks to the Business Environment. In January, the World Economic Forum published its report, reviewing major global risks facing business leaders today and examining how those risks differ from past challenges.

Risks facing Organisations. Flooding, school fires, unemployment, urban development and IT safety are some of the large and complicated risk issues for public organisations. These issues are essential to any public CEO who is faced with risks that not only involve the organisation itself but often the whole community. Still, what is the best way to address these significant risks? Should public risk management aim to minimise risks at all times? Or will this approach keep the public organisations from innovating? Although tight budgets in the public sector often set a limit for a proactive approach, the fact that risks have many facets and also positive aspects cannot be ignored. Allan Vendelbo and Philippe Auzimour report on the PRIMO Conference in Copenhagen.

2006

An Inconvenient Truth. In his best-selling book, former Vice President Al Gore argues against the climate crisis and argues that it is imperative that we solve it.

Stern Review on the Economics of Climate Change. This independent review, commissioned by the Chancellor of the Exchequer, who reports to both the Chancellor and the Prime Minister, contributes to assessing the evidence and building an understanding of the economics of climate change. A report with high impact due to the confronting facts. 

Global Risks Report 2006. This report brings a more sophisticated understanding of global risks. It was published in collaboration with the World Economic Forum, Marsh & McLennan Companies, Merrill Lynch, Swiss Re, and Wharton School of the University of Pennsylvania. It is, in fact, the first Global Risks Report.

PRIMO Nederland founded. The greatest risk faced by public authorities is realising, after the event, that risks have been overlooked. Managing risks not only reduces the likelihood of a disaster but, more importantly, makes it visible. That is why risk management belongs at the heart of the municipal organisation. That is precisely what PRIMO Nederland aims to achieve. It was formally founded in The Hague on the 6th of October 2006. Original Dutch essay by Jos Moerkamp, translation by Jack Kruf.

2007

Public-Private Sector Risk Management: is there a difference?. Are there differences between risk management in the public and private sectors? As a professor who has spent time in both public administration and business administration programs, I have had several opportunities to think about both sides of the debate. On one side, we have those who argue that management is management and that differences in the public and private sectors are modest (“if only government were run like a business”). Opponents of the “management is management” point of view argue that the public sector is so different from the private sector that it is a distinctly separate thing and, thus, requires different knowledge and management skills.

A brief history of public risk management. It certainly is true that governments have practiced risk management, in a general sense of the term, for thousands of years. Ancient cities that built walls to keep out invaders were practicing an elementary (but sound) form of risk management. Indeed, risk management is a fundamental purpose of government – government is, to a considerable degree, risk management. Further, there are numerous activities in the public sector that can be characterized as risk management (immunization programs, defense policy), but which are entwined with other functions of government. An essay by Finn Kjaer Jensen.

Risk Management: It’s Not Rocket Science – It’s Much More Complicated. In popular imagination, rocket science is the totemic example of scientific complexity. As Britain’s leading academic expert on risk, I will argue here that risk management is in fact much more complex. To put it another way, the scientist studying turbulence “the clouds do not react to what the weatherman or physicist says about them”. The risk manager must, however, deal not only with risk perceived through science, but also with virtual risk – risks where the science is inconclusive and people are thus “liberated to argue from, and act upon, pre-established beliefs, convictions, prejudices and superstitions.” An essay by John Adams.

Premortem. Gary Klein’s book focuses on a management approach to improving project effectiveness. According to the author, too many people are reluctant to speak up about their reservations during the all-important planning phase. By making it safe for dissenters who are knowledgeable about the undertaking and worried about its weaknesses to speak up, you can improve a project’s chances of success.

The new Danish guide on Risk Leadership. PRIMO Danmark launched its national guide on (public) risk management in January. The guide was endorsed by the Danish Minister of Interior, Lars Løkke Rasmussen: “I would argue that the public sector as well should include risk management as a natural part of good public governance”.

The PRIMO Risk Management Award was launched in 2007 by the PRIMO Europe board to recognise the efforts and standards being achieved across our cities and regions in creating and implementing risk management mechanisms for safer and more efficient environments.

2008

Thinking in Systems. In the years following her role as the lead author of Limits to Growth, Donella Meadows remained a pioneer of environmental and social analysis until her untimely death in 2001. This concise and crucial book offers insight into problem-solving from personal to global scales. 

Uncertain Safety. Given the vulnerability of humans, society, and the natural environment, a proactive approach to uncertainties is required. A precautionary approach will create new responsibilities for the government, the private sector, and consumers, as well as new activities. In this report, the Dutch Scientific Council for Government Policy recommends inserting the new precautionary principle in the Constitution.

2009

Systems Thinking for Curious Managers, This gem of a book introduces the extraordinary world of systems thinking and its ‘Dean’, Russell L. Ackoff, to curious and enquiring managers, teachers, business people – anyone, anywhere who works in an organisation.

The secret of risk management. Risk Management is as old as Methuselah. Although there are no records in the book of Genesis that indicate that Adam and Eve carried out a risk assessment, their world and ours might have been a different place had they given it some thought. An essay by John O’Dea.

ISO 31000. The International Organization for Standardization (ISO) in Genève started developing a guidance standard on risk management in 2005. The standard gives generic guidelines for the principles and adequate implementation of risk management. It is not intended for certification purposes.

Flying start PRIMO Vlaanderen. This new association is preparing for a promotional campaign immediately after the summer period. We recently gave an initial presentation about PRIMO Flanders during a seminar organised by AXA on adequate prevention policies in our local authorities, compared to what already exists in various companies.

The Darlington Borough Council received the PRIMO Risk Management Award 2009. The borough’s approach demonstrates a holistic view of public values and their risks and government services to citizens. It links the government to its partners, is excellent at working, and is highly effective in delivering success. In Darlington, an innovative model has proved popular and introduced a common approach to managing risk within the Authority and all partnerships. It has also raised the risk management profile within the decision-making process for partnerships and improved service delivery.

The Financial Crisis. Partnership risk is seen as one of the main risks by Public Entities in the Risk Survey Marsh and PRIMO Europe conducted in the third quarter of 2009. The survey shows that 59% of participants rate partnership risk significant, a similar amount as for public liability and business continuity risks. All over Europe, unsuccessful projects have increased by the downturn. As a result the number of transactions and the total value has gone down. An essay by Phillippe Auzimour and Sabrina Boshuizen.

2010

PPP is a mindset, not a way of building. The major differences between traditional and PPP projects, according to Harry Sterk, lie in how costs are defined and how building plans are developed. In a PPP project, total costs are assessed over the project’s lifecycle. Traditionally, the focus is on initial construction costs and omits, for instance, maintenance and other ‘post-initial’ costs. The initiator doesn’t make a detailed plan but instead formulates what has to be done within a certain framework: the output specifications. An essay by Harry Sterk.

Seizing the Day. The impact of the global financial crisis on cities and local public services: the ‘Great Recession’ has had a dramatic impact on the financial services sector and other areas of the private sector and highlighted the importance of the role of government at international and national levels in addressing global and systemic risks.

2011

Public Governance. The term ‘governance’ has been used in political science to describe the multitude of actors and processes that lead to collective binding decisions. The term ‘risk governance’ involves the translation of the substance and core principles of governance to the context of risk‐related decision‐making. Does it involve a major change on how risks are conceptualized, managed, and communicated, or it is just a new fashion? A scientific essay by Marjolein van Asselt and Ortwin Renn.

Risk-regulation reflex. One of the most debated and studied terms in the Netherlands is that of the ‘risk-regulation reflex’. This debate began in 2009 and is still ongoing. The reflex in question is “the tendency of the government to constantly reduce risks, whether or not in response to an incident, and to regard this as a self-evident task.” A re-examination provides insight into the quest, particularly in political and administrative circles, to identify the very heart of democracy in the Netherlands. A program by the Ministry of the Interior and Kingdom Relations, the Netherlands. Selection and translation by Jack Kruf.

2012

Kaleidscope is an internationally developed education program designed for a holistic and dialogue-oriented approach to public risk. Discussing relevant themes as cybersecurity, social cohesion, city management, adaptation to climate change, proper water management and synergy through partnership and getting familiar with the best concepts, methods and techniques to manage risk and learning from the authoritative scientists and practitioners. The program provides insight into how public values and risks intersect, as well as how to design effective governance mechanisms. The education program consists of three main perspectives and is offered in a modular format with capita selecta.

Fukushima Report. The evaluation of the Fukushima Daichii nuclear disaster in 2011, which was caused by an earthquake followed by a tsunami, is a good example of zooming out from a disaster and learning the lessons. It is a true example of self-reflection because it digs deep into the public ecosystem where government, business, and civic society meet. It is a form of network analysis. The disaster had a major impact on the natural environment and ecosystems. The disaster shocked the entire world.

Cooperation PRIMO Europe and UDITE 2013-2014. The presidents of both associations, Jack Kruf and Eulalio Ávila Cano, present the objectives of the cooperation and sign the contract in Brussels. It is clear that further cooperation on administrative issues is necessary in order to provide the European network of municipal secretaries with practical solutions. Knowledge exchange and dialogue are crucial. Specific attention will be paid to public-private partnerships.

Risk Culture: Under the Microscope Guidance for Boards. This document summarises the Institute of Risk Management’s approach to risk culture for board-level employees. It analyses elements contributing to behaviour within organisations that are related to risks.

2013

Developing a Risk Maturity Model. Risk management is a trend in almost every sector. Public organisations such as local authorities are lagging behind in this area, but they now have a new support model at their disposal. Ignacio Cienfuegos Spikin, originally from Chile and a PhD graduate of the University of Twente in 2013, investigated the state of risk management within local authorities. He tested a ‘Risk maturity model’ he had developed across 72 local authorities. “The model provides valuable information to decision-makers”. A dissertation by Ignacio José Cienfuegos Spikin.

Thinking Fast and Slow. In this fascinating Daniel Kahneman treatise by a giant in the field of decision research, the mind is a hilariously muddled compromise between incompatible modes of thought. All the factors described play a direct and indirect role in public governance. Public leaders and managers should be aware of the thoroughly described systems of our brains and behaviour. They make things clear and understandable. The book is an epiphany.

If Mayors Ruled the World. The world’s nations seem paralysed by the challenges of our time—climate change, terrorism, poverty, and the trafficking of drugs, guns, and people. The problems are too big, entrenched, and divisive for the nation-state. Is the nation-state, once democracy’s best hope, dysfunctional and obsolete today? According to Benjamin R. Barber, author of this book, the answer is yes.

100 Resilient Cities. The 100 Resilient Cities (100RC) initiative was pioneered by The Rockefeller Foundation this year as part of its Global Centennial Initiative. The initiative was built on a substantial investment from The Rockefeller Foundation, which enabled cities to hire a Chief Resilience Officer (CRO), develop a resilience strategy, access pro bono services from private sector and NGO partners, and share ideas, innovation and knowledge through the global network of CROs.

Think Tank ‘From Global to Local’. Gérard Combe and Jack Kruf, board members of the international PRIMO Europe association, coined the idea of bringing global developments to local governments through a think tank concept. It has become a common project with UDiTE yearly.

PPP as innovation in the public domain. Innovation in PPP contracts, modern partnership, and constructive cooperation are topics that can stimulate new developments. It’s the challenge of finding new ways to use PPP contracts in the coming period as part of initiatives to get away from the financial crisis, according to the chairman. He framed the context of this meeting: “Public organizations could give the stimulus for new projects being realized via such contracts”.. Ed Mallens and Karl Vanderplaetse report on PRIMO, UDITE and EY round table.

Leadership in Risk Management. THE C-SUITE IS taking a stronger role in leading the risk management effort at major primarily European companies, underscoring the higher priority risk has assumed in the wake of several years of financial and economic turmoil. Congruently, companies are underscoring the need for strong board involvement to facilitate decision-making regarding strategic and enterprise-wide risks and to encourage acceptance of a culture of risk management further down in the organization. Companies are struggling, however, to create a wider role for the risk function as a participant in strategic planning and transformational initiatives. And European executives express concern about the robustness of their risk management processes and channels of communication. An essay edited by Marie-Gemma Dequae with HBR Analytics Services for FERMA, Zurich and PRIMO.

The Big Beautiful Municipality? Times are changing. This will happen in every society and has to be recognised. However difficult it is to say goodbye to the past, we must realise that the past is behind us. Of course, we have to learn from it, but we must also look forward and prepare society for the constantly changing future. Of course, this also happens in governmental structures—slowly, but it does happen. An essay by Harrie Scholtens.

2014

Think tank ‘From Global to Local’ 2014. Gérard Combe and Jack Kruf, board members of the international association PRIMO Europe, proposed during their meeting in Brussels in May 2013 that global developments be brought to the attention of local authorities through a think tank model. The Union des Dirigeants Territoriaux de l’Europe (UDITE), the leading professional network for directors and senior managers in the public sector in Europe, and the Public Risk Management Organisation (PRIMO), the leading international network for the development of products and the dissemination of knowledge and strategic information for the public sector in Europe, have joined forces to establish the ‘From Global to Local’ think tank. This is regarded as a formal joint project of both organisations.

Simpler. Governments everywhere are undergoing a quiet and profound revolution: they’re getting simpler, more cost-effective, and focused on improved outcomes, not politics. For four years one of the leading lights of that revolution, Cass Sunstein, as President Obama’s “Regulatory Czar,” oversaw the brilliant and successful effort to give every American a better government.

2015

The Paris Agreement. This legally binding international treaty on climate change was adopted by 196 Parties at COP 21 in Paris on December 12, 2015, and entered into force on 4 November 2016. Its goal is to limit global warming to below 2, preferably to 1.5 degrees Celsius, compared to pre-industrial levels. 

Sustainable Development Goals. The SDGs were developed at the United Nations Conference on Sustainable Development in Rio de Janeiro, Brazil 2012. The purpose was to create a set of global goals related to the environmental, political and economic challenges we face as humanity.

Public administration and a provincial governor’s conviction. An interview with Yves de Boer, a member of the Provincial Governing Council of North Brabant, offers an open insight into the relevant trends and developments concerning the governance of the public (provincial) sector. Many of the insights shared by the governor remain relevant today. The interview offers lessons on strengthening governance capabilities. An essay by Hans Redert and Jack Kruf.

2016

Le Grand Départ de Tour de France.The City of Utrecht is a member of PRIMO Netherlands. In the run-up to this special event, there have been extensive discussions about integrating risk management into the approach. When the project organisation was first set up in September 2014, Eric Frank (PRIMO Netherlands) and Jack Kruf (PRIMO Europe and WagenaarHoes), in close consultation with Ilhan Tekir (financial adviser to the City of Utrecht) and Martijn van Hulsteijn (project director for the Grand Départ), organised a round-table discussion for the City of Utrecht’s project team. Eric Frank and Jack Kruf report on a PRIMO round table.

Risk management at great events. On 20 May 2016, PRIMO Netherlands organised a masterclass at Utrecht’s new city hall to further explore key aspects of risk management at major events. The final report on Le Grand Départ of the Tour de France by the municipality of Utrecht and the evaluation by Utrecht University, together with the Royal Couple’s visit to the municipality of Roosendaal in 2013, served as the starting point for the discussion. An essay by Jack Kruf and Eric Frank.

The refugee issue in perspective. In this essay, I examine the refugee issue from the perspective of values and risks. I arrive at several reflections. In my view, the issue at hand concerns our collective willingness and capacity to receive refugees and integrate them into our society. The issue moves us deeply. An essay by Jack Kruf.

2017

The Risk of Leadership. Of course, we have our democratic system, a great set of principles and values that serve as equipment for good public governance. Public leadership, concerning both public organisations and the public domain of society, is embedded in this system, at least it should be. You may expect excellent results because the democratic system traces back to the Greek δημοκρατία in 508 BC and has been tested and challenged over and over again. Over the millennia, it has developed to this point. An essay by Jack Kruf.

Leadership failures. We in Europe believe that our democratic system provides the foundation for a great set of principles and values that lead to good public governance. Public leadership is embedded within this, at least we think it is fair to say we ‘believe’ this… There is a sense today, however that public risks occur at a much faster pace and with wider scale impacts – disruptions caused by climate change and cybercrime, large scale pollution and poverty, fundamental lack of social cohesion, water shortage and migration issues being just a few well-discussed examples. Given that chequered record, we might in fact say that leadership in the public sector is itself a critical source of risk. An essay by John O’Dea.

PRIMO Risk Management Award 2017. On 25 September 2017 in Paris, Mr Ronny Frederickx was presented with the PRIMO Risk Management Award 2017 by the President of PRIMO Europe, Mr Jack Kruf, in recognition of his dedication and contribution to the development of public risk management in Europe. He was awarded this prize for his efforts to raise awareness of the principles of ‘good governance’ and to highlight the importance of risk management among European local authorities.

2018

A Case for an Integrated Governance Clause. During the Local Government Risk Conference on 17 January 2018 at the Provincial Government Building in Utrecht, a group of experts discussed the key aspects of governance and control as they relate to municipal organisations. In his keynote, Jack Kruf advocated for a much stronger link between policy content and policy direction. Given the multitude of interests and stakeholders, the segmentation of expertise and levels of government, as well as the fragmentation of knowledge surrounding issues, he believes that local authorities would be wise to take more time for an ex ante governance clause. An essay by Michel Klompmaker.

Risk management as an ongoing process. This article examines the application of risk management within local authorities. The title refers to risk management as an ongoing process, but is that really the case? Yes, contrary to how it is often implemented in practice, risk management is a continuous process that supports the achievement of objectives, ranging from those formulated at the administrative level right down to the operational objectives on the shop floor of a department within the municipal organisation. Managing risks, therefore, requires the involvement of all functions and levels within the local authority. Risk management concerns both financial and non-financial risks. Risk management is indeed a systematic process, involving a number of fixed steps to achieve the desired outcome. An essay by Jack Kruf.

Think tank ‘From Global to Local’ 2018: Energy transition. BNG Bank, PRIMO, Tilburg University and UDITE organised the Think Tank ‘From Global to Local’ focused on energy transition. Against the backdrop of the Global Risks Report 2018, to discuss the uncertainties surrounding the energy transition and to provide recommendations that can serve the cause of good governance. A report by Koos van Houdt and Jack Kruf.

2019 

SF x MF x IP = R. Op basis van een serie interviews met bestuurders en managers in het publieke domein, hebben wij de volgende ‘eenvoudige’ formule ontwikkeld om ex ante de kans op Resultaat van besturing te kunnen bepalen. De formule is ontwikkeld binnen het publieke domein van de gemeente, vanuit de unieke positie die wij mochten hebben als gemeentesecretaris. De formule. Een essay door Hans Redert en Jack Kruf.

Resilient Cities Catalyst. The mission is to help cities and communities create catalytic change to solve their most pressing challenges. Building on a legacy, RCC is an independent nonprofit organisation formed by members of the 100 Resilient Cities (100RC) leadership team, created to empower change in how cities plan and act. 

Financial strategy in times of transition. In close collaboration with BNG Bank and UDITE, the 6th PRIMO ‘From Global to Local’ Think Tank in The Hague. The findings, based on a survey of our members, are consistent with national and international reports: we are witnessing a combination of societal transitions. These are taking place simultaneously and genuinely call for reflection and a reassessment of financial strategy in the public sector. Drawing on the recently published Global Risks Report 2019 by the World Economic Forum, Seth Klarman’s letter to forum members and a presentation by the municipality of Delft, hairline cracks in the financial relationships became apparent. A report by Caspar Boendermaker, Johan de Kruijf and Jack Kruf.

Global Resilient Cities Network. The 100 Resilient Cities network continues its goals under the provisional name Global Resilient Cities Network (GRCN). The network is leading the global conversation on building resilient cities, or in other words, making cities resilient and future-proof, to accelerate climate action and social and economic resilience, among other things.

Is there sufficient financial capacity to cope with these transitions? The title was one of the key questions raised at the ‘From Global to Local’ think tank on 5 April. Given the transitions currently underway, the rise in risks within the public sector and the gradual accumulation of backlogs in management and maintenance, this question was brought to the fore. So what is the actual financial situation in the Netherlands? An initial exploration. Less rosy? Hairline cracks? Not really recovered from the credit crisis, now 10 years ago? The series of financial setbacks in the social sector’s transition is not yet over and is leaving deep scars. Are we pessimists? No, not at all; realists. Nothing more than that. The first outlines. An essay by Johan de Kruijf and Jack Kruf.

Cracks appearing in financial relations. In April 2019, in consultation with BNG Bank, the annual PRIMO/UDITE meeting of the ‘From Global to Local’ think tank took place. Around 15 public-sector leaders met with BNG Bank to discuss the challenges facing local authorities. The recently published Global Risks Report 2019 by the World Economic Forum and a presentation by the City of Delft revealed cracks in the financial situation. Is the financial resilience of the city and region at risk? An essay by Caspar Boendermaker and Jack Kruf.

Public value under pressure. The Audit Office of the City of Rotterdam has investigated the substantive similarities (‘common themes’) found in the conclusions of 42 reports it published for the municipality between 2009 and 2019. The city is a member of PRIMO Europe.

Public Value in Public Service Transformation. Since its founding in 2005, PRIMO Europe has focused on putting public value at the center, with good governance at its core (including effectiveness, design thinking, high-reliability organisation principles, scenario analysis, SWOT, the precautionary principle, premortem, and the FORTE Framework). Delivery of projects, programs, and policies is key to our network. Public risk as a ‘possible harm to public value’ is considered a metaphor for the result of bad, not that, or not-so-good governance, and its attached leadership. Mark Moore’s definition of public value is the starting point for our products and services. This report addresses the key developments affecting our network of governors, managers, and their teams. An inspirational report.

2020

Result in Times of Transition. Tilburg University and PRIMO Europe offer a concise program on strategic management. In line with the findings of national and international reports, senior managers in the public sector are facing a combination of transitions. These transitions are taking place simultaneously and call for careful consideration. This involves rethinking strategy, innovating in value creation, and restructuring the management of systems. A Masterclass.

Corona: We knew she was coming, but forgot about it. The recent outbreak of COVID-19 gives rise to some personal thoughts. Of course, we face a crisis and are trying to limit the outbreak. But we seem to have entered the middle of a movie, in a world, for most people, strange, where aliens are trying to take over our precious planet. Some reflections through some familiar lenses in the world of value and risk management. An essay by Jack Kruf.

About ‘Public Risk’. The Board of PRIMO Europe decides to choose a precision in the definition of ‘risk’. The diversity of use of this concept in the public domain is so great that the association finds it necessary to choose a direction, such as one grounded in scientific research.

PRIMO Risk Management Award 2019: Paul Hofstra. The boards of PRIMO Netherlands and PRIMO Europe have awarded the PRIMO Risk Management Award 2019 to Paul Hofstra for his courage and leadership at the intersection of public value, public risk, and governance. The award is based, on the one hand, on his mature leadership as a board member and director of the Rotterdam Court of Audit and, on the other, on his professional contributions to the precise and essential application of the principles of risk management, as set out, for example, in the reports Heat Without a Pipeline and Public Value Under Pressure.

2021

What have we learned from 2020? A reflection as a farewell lecture. President Jack Kruf leaves PRIMO Europe, and he reflects on the future of public risk management. Professor Leen Paap gives a co-presentation from the corporate perspective. The reflection looks back on the association’s history, highlights current public issues, and examines how the relatively new profession of risk management should improve in the coming years and positioned against that of public values.

Towards a fully circular economy. In early 2021, the Netherlands Environmental Assessment Agency published the first Integrated Circular Economy Report (ICER 2021). The report outlines the progress of the transition to a circular economy in the Netherlands. I have summarised this comprehensive, highly informative report, with a focus on the major risks articulated by the authors. The Dutch government aims to have achieved a fully circular economy by 2050. Monitoring the progress of this transition is essential. The ICER 2021 report is a significant milestone in this process. It highlights the interventions undertaken by the Dutch government to initiate and accelerate the transition to a circular economy, as well as the actions taken by civil society organisations. A risk analysis in an essay by Jack Kruf.

2022

Future Global Shocks. The European Parliament presents this report addressing risks and building capabilities for Europe in a contested world. It pleads for improving risk governance. It is about lessons learned from the coronavirus crisis, awareness of more risks to come and their interlinkages, and a strong response by working together.

The UK Government Resilience Framework. The professionalism and commitment of the people who contribute to the UK’s resilience is extraordinary, and we have a well-established framework for civil protection in the UK. But the last few years have exposed the need to build on these solid foundations and strengthen our resilience to prevent, mitigate, respond to and recover from the nation’s risks.

2023

AR6 Synthesis Report Climate Change. This IPCC report focuses sharply on the losses and damages we are already experiencing and will continue to experience, especially those hitting the most vulnerable people and ecosystems. Taking the right action now could result in the transformational change essential for a sustainable, equitable world.

2024

Pathways to Positive Public Administration. In an era of low trust in government and a pervasive negativity bias, this volume goes against the grain. It examines the foundations, practices and tools of a distinctly positive strand of public administration (PPA). This book asserts that there is a perennial need for social, evidence-based learning on what to aspire to and what works in public administration. Responding to this need, scholars from five continents present research designed to do just that. Employing an array of frameworks and methods, they present studies of high-performing policies and programs, exploring what makes them tick and what can be learned from their design and delivery. Taken together, the 27 contributions make a powerful case for the added value of PPA as an intellectual and practical endeavour. Edited by Patrick Lucas, Tina Nabatchi, Janine O’Flynn, and Paul ’t Hart.

2025

The National Risk Register (NRR) by HM Government is the external version of the National Security Risk Assessment (NSRA), which is the government’s assessment of the most serious risks facing the UK. It provides the government’s updated assessment of the likelihood and potential impact of a broad range of risks that may directly affect the UK and its interests. 

The first-ever United Nations Global Risk Report 2024 has been released, offering insights from over 1,100 experts and stakeholders on the most pressing global risks and the world’s preparedness to address them. The report, based on a global survey conducted in 2024, assesses the perceptions of these risks across societal, technological, economic, environmental, and political categories. It highlights the interconnectedness of these risks and emphasizes the need for a more united and multilateral approach to strengthen the world’s capacity to anticipate, adapt, and respond to future challenges, according to the report. 

The Chronic Risks Analysis (CRA) is the UK Government’s first bespoke risk assessment for medium to long term risks. It complements the National Risk Register (NRR), which focuses on the UK’s most serious acute risks. The 26 chronic risks identified by the UK Government cover seven themes, spanning across Security, Technology and Cybersecurity, Geopolitical, Environmental, Societal, Biosecurity and Economic issues.

Analysis of Risks Europe is facing. As Europe stands at the nexus of intensifying global uncertainties, this flagship report on Current and Emerging Risks in Europe marks a critical step in shaping a more prepared and resilient Union. It offers an integrated scientific analysis of 47 diverse risks-from climate-driven disasters and pandemics to cyber threats and geopolitical instability-highlighting the urgent need for cross-sectoral, whole-of-society action. The European Commission Joint Research Centre (JRC) reports.

AI in Strategic Foresight: Reshaping Anticipatory Governance. “Innovations in AI have opened the door to possible future scenarios that would have been unthinkable just a few years ago. The technology affects decision-makers around the world, and perhaps none more than practitioners of strategic foresight – the field where experts explore multiple plausible futures and develop strategies to help organizations, governments, and others prepare for events to come. To evaluate AI’s impact on strategic foresight, this white paper presents the results of a survey of 167 foresight experts from 55 countries, drawn from the World Economic Forum’s Global Foresight Network, the OECD Government Foresight Community, and the Dubai Future Foundation. World Economic Forum’s Global Foresight Network, the OECD Government Foresight Community, and the Dubai Future Foundation report.

2026

State of the Global Climate 2025. The Earth’s climate is more out of balance than at any time in observed history, as greenhouse gas concentrations drive continued warming of the atmosphere and ocean and melting of ice, according to the World Meteorological Organization (WMO). These rapid and large-scale changes have occurred within a few decades but will have harmful repercussions for hundreds – and potentially thousands – of years.

Public Value & Risk Report 2026. We entered our news and reports into our database, combined them with our surveys related to the FORTE® Framework, a scan of our LinkedIn network posts and asked our AI companion to summarize the headlines as of 23 March 2026. The results are highly recognisable and comparable with recent surveys by the United Nations, the European Commission, and the World Economic Forum. The results are, in our view, the starting point for action; however, the question arises, by whom exactly?. The fact is that the government and its political leaders are the main players involved in public values and play a dominant role in causing public risks, as mentioned. It seems that leadership itself is under the microscope, and the main factor behind the subtitle of this reporting: ‘the Risk of Leadership’. A report by PRIMO Res Publica.

The Public Design Evidence Review: Public Value. This document is the second of three literature reviews commissioned by the cross-government Policy Design Community and written by an interdisciplinary team of academics. It discusses the concept of public value, its origins, measurement, and application in public administration, emphasising the need for professionalisation to enhance public value delivery. The wider project was commissioned as a non-exhaustive exploration of the relationship between public design and public value. It was conducted within rapid timeframes and prioritised cross-disciplinary working.