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The transportation system in any city is complex and evolving, shaped by various driving forces and uncertainties in the social, economic, technological, political and environmental situations. Its development and demands upon it cannot be projected by simply extrapolating past and current trends. This paper aims to present a foresight study examining the future of urban mobility, focusing on the dense Asian city-state of Singapore. The objective is to develop scenarios for the future of urban mobility, to facilitate future policy implementation by highlighting long term challenges and opportunities for transportation planning in cities.

To create future scenarios, the authors first sought to identify key drivers of change through environmental scanning, expert interviews, focus group discussions and technology scanning. These drivers of change were subsequently used in a scenario planning workshop, organized to co-create alternative future visions for urban mobility 2040 with experts and local stakeholders.

Two scenarios emerged, called the Shared World and the Virtual World. For each scenario, the authors described the key features in terms of dominant transport modes for the movements of passengers and freight. Subsequently, the authors discussed possible implications of each scenario to the individual, society, industry and government.

As cities grow and develop, city and transport planners should not only address daily operational issues but also develop a well-informed, long-term understanding of the evolving mobility system to address challenges that lie beyond the five- or even ten-year horizon. By using scenario planning approach, the authors hope to prepare stakeholders for the uncertain futures that are continuously shaped by the decisions today.

UK fellowship schemes have been set up to address low-level engagement of doctors with leadership roles. Established in 2013, the Welsh Clinical Leadership Fellowship (WCLF) programme aims to recruit aspiring future clinical leaders and equip them with knowledge and skills to lead improvements in healthcare delivery. This paper aims to evaluate the 12-month WCLF programme in its first two years of operation.

Focused on the participants (n = 8), the authors explored expectations of the programme, reactions to academic components (provided by Academi Wales) and learning from workplace projects and other opportunities. The authors adopted a qualitative approach, collecting data from four focus groups, 20 individual face-to-face or telephone interviews with fellows and project supervisors and observation of Academi Wales training days.

Although from diverse specialties and stages in training, all participants reported that the Fellowship met expectations. Fellows learned leadership theory, developing understanding of leadership and teamwork in complex organisations. Through workplace projects, they applied their knowledge, learning from both success and failure. The quality of communication with fellows distinguished the better supervisors and impacted on project success.

Small participant numbers limit generalisability. The authors did not evaluate longer-term impact.

Doctors are required to be both clinically proficient and influence service delivery and improve patient care. The WCLF programme addresses both the need for leadership theory (through the Academi Wales training) and the application of learning through the performance of leadership roles in the projects.

This work represents an evaluation of the only leadership programme in Wales, and outcomes have led to improvements.