For improvements in policy and changes in behaviour to become long-standing and sustainable, they need to be based upon actual partnerships in which the different parties involved learn to work together and rely on each other for the sake of the policy at stake. This does not mean that partners need to renounce their original mandate or engage in activities that do not fall under their usual line of work. On the contrary, they are expected to keep specialising in whatever they do best, albeit with an eye on what the other stakeholders, now partners, are also doing in their own areas of competence.
Only through adequate coordination it will be possible to foster the kind of synergies that are needed for a given policy to thrive. Otherwise, unforeseen overlaps and increasingly divergent views will start to emerge, dispersing efforts and giving way to potential conflicts that can jeopardise all the results already achieved. To avoid this, INSPIRED processes focus on creating the conditions for brokering fruitful partnerships all along the way and include a number of tools to deliver the following type of results:
Policy networks identified, mapped and strengthened
Joint projects developed
Joint advocacy initiatives collectively conceived and implemented
Pooling of resources
Improved access to decision-makers by CSOs and other actors