![]() ![]() This reflects GAO’s mandate to provide Congress with reliable, fact-based information for overseeing federal agencies and programs. It operates within GAO’s Office of Strategic Planning and External Liaison, under the leadership of James-Christian Blockwood, playing an important role of analyzing trends that will affect federal agencies and programs now and in the future. The Center now serves as the agency’s principal hub for identifying, monitoring, and analyzing emerging issues facing policymakers. To do this activity not only for GAO, but also more broadly across government. In FY2018, GAO’s Executive Committee under the leadership of Comptroller General, Gene Dodaro, approved the charter for the Center for Strategic Foresight with the goal to enhance our ability to analyze current and projected trends and their potential impact. With that as our backdrop, it was decided to place a more formal emphasis on strategic foresight as a capacity and creating the Center was a step in that direction. For years, the agency’s strategic plan relied on elements of trend analysis as a way to position both the agency and the nation in a broader strategic context. With such a critical mission, foresight has been part of GAO’s DNA for decades. Congress directly in meeting its constitutional responsibilities to help improve performance and ensure oversight over the federal government. GAO is a legislative branch agency that supports the U.S. On the Mission of the Center for Strategic Foresight Here is brief synopsis of our conversation, highlighting key insights. Government Accountability Office (GAO) joined me on The Business of Government Hour to discuss the evolution of strategic foresight in government, how it can help leaders prepare for the future, and the mission and work of GAO’s Center for Strategic Foresight. Stephen Sanford, Director of the Center for Strategic Foresight at the U.S. According to OMB, integrating strategic foresight in the planning process also facilitates a systems approach to problem solving and may help an agency better prepare for future threats or take early advantage of emerging opportunities.” Examples of strategic foresight methodologies include scanning, trend analysis, and scenario planning. The Office of Management and Budget (OMB) sees strategic foresight as a method for systematically considering a longer time horizon and broader scope of issues than other forms of planning. Strategic foresight is “a planning tool to develop the critical thinking, planning, and management competencies for considering the impact of long-term uncertainties on near-term decision making.”. ![]()
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