Skip to content
A partnership between California 100 and


Standard tools of strategic planning may be adequate for three- to five-year time horizons under conditions of relative stability or predictable change. However, they are less effective for planning when considering time horizons of ten years or longer, or under conditions of rapid change and deep uncertainty in shorter time horizons.

In order to help organizations and communities make better strategic decisions under conditions of volatility, complexity, and deep uncertainty, California 100 and SOIF have released a foresight toolkit for decision makers.

This toolkit introduces a simple, pragmatic approach to using foresight, including access to tools, resources and approaches that you can use to get better at navigating change under conditions of deep uncertainty.


Strategic foresight is a fast-growing area where entities like the OECD, the United Nations, the European Union, and a few countries (including Portugal, Wales, Canada, Finland, and Singapore) are engaging more seriously, devoting personnel and resources to build more capability. And yet, professional schools are far behind where they need to be in terms of offering courses or modules on foresight methods and applications.

In order to fill this gap, California 100 has released two publications that aim help educators interested in harnessing the power of foresight in public policy. The first, Strategic Foresight for Public Policy: A Toolkit for Educators, provides structured modules, resources for further reading, and inspiration for projects and classroom activities.

A companion publication, Why Public Policy Schools Should Teach Foresight and Futures Studies, is a white paper by Henry E. Brady and Aditi Chugh that provides an intellectual justification, pedagogical framework, and methodological agenda for futures studies for researchers and educators in public policy schools and programs.