• Track 02
• SDGs

The Flanders Strategic Foresight System is a framework developed in cooperation with the OECD to help integrate long-term thinking into the regional policy cycle. Its purpose is to strengthen decision-making by helping public authorities consider future challenges and opportunities when developing, reviewing, and implementing policies.

A Structured Approach to Strategic Foresight

The system is built around seven specialized roles for foresight, which range from stress-testing existing policies and identifying strategic insights to supporting policy innovation and encouraging dialogue across different levels of government.

To carry out this work, teams within the public administration use four practical functions such as discover, map, explore, and create, to transform data into actionable future-oriented intelligence. These functions help transform information and data into insights that can support future-oriented policymaking.

The work is coordinated by the Strategic Insights and Analyses unit within the Chancellery and Foreign Office, ensuring that foresight activities are closely connected to the centre of government.

Building Capacity Across Government

Implementation follows a five-year roadmap focused on building institutional capacity through regular training and the establishment of clear roles and responsibilities.

The system also incorporates shared horizon scans and scenario-building exercises developed with a broad range of stakeholders, including academia and the private sector. These collaborative activities help inform long-term planning and support a wider understanding of potential future developments.

Testing Policies for Future Challenges

A central feature of the framework is the use of stress tests to assess how current policies could perform under different future conditions. This approach helps identify potential risks and improve the resilience of public policies over time.

The system is supported by high-level administrative leadership, which has been identified as an important factor in moving strategic foresight from an ad hoc activity to a systematic institutional practice.

By embedding foresight into public administration, the framework creates a structured feedback process that informs both long-term strategic planning and day-to-day management.