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  • INSPIRED: Where policy meets dialogue
  • Who is this website for?
    • Civil society and domestic stakeholders
    • Development practitioners and EU representatives
    • Government officials
  • Guide
    • What is INSPIRED?
    • Why does INSPIRED make a difference?
      • A three-tier approach
    • How does INSPIRED work in practice?
      • A dialogue process in three phases
        • Collective Assessment Phase
          • The Participatory Policy Analysis (PPA)
        • Consensus Building Phase
          • The Roadmap for Reform
            • Balancing priorities and trade-offs
            • Considering the policy cycle
            • Structure
            • Types of Roadmaps for Reform
            • Unlocking the black box of “political will”
        • Monitoring and Donor Alignment Phase
          • Monitoring the recommendations of the Roadmap for Reforms
          • Ensuring the alignment of donor support to the priorities outlined in the Roadmap
          • The Policy Network Strategy
            • The Joint Analysis of the Policy Network
            • The network graph
            • The exercise of strategic foresight
      • Measuring progress: The Integrated Support Framework (ISF)
    • Who is involved?
      • The Donor(s)
        • Opening the space for dialogue‌
        • Building incentives through conditionality
        • Providing actors with access to decision-makers
        • Promoting the adoption of international standards
        • Bringing in experiences and good practices to feed deliberation
      • The Partner Government
        • Appointing the right person(s)
        • Providing access to government data
        • Coordinating the participation of the concerned public actors
        • Honouring the commitments collectively agreed through dialogue
        • Allocating resources for the implementation of the roadmap
      • The Dialogue Host
        • Convening the key stakeholders
        • Facilitating the dialogue sessions
        • Promoting knowledge-sharing among stakeholders
        • Coordinating the division of labour
        • Acting as the main hub of the resulting policy network
        • Reporting and keeping track of the collective progress
      • The Stakeholders
        • Civil Society Organisations
        • Political parties
        • Public administration
        • Parliaments
        • Media
        • Social agents
        • National Human Rights institutions
        • Academia
        • Democracy support organisations
    • What change can INSPIRED bring?
      • Types of change
      • Harvesting INSPIRED outcomes
  • The INSPIRED Toolkit
    • Results-orientation
    • Three categories
    • The tools
      • 1. Scoping the policy landscape
      • 2. Determining the stage of the policy cycle
      • 3. Stakeholder mapping
      • 4. Set-up and follow-up of indicators
      • 5. Deliberation around evaluative criteria
      • 6. Joint Research
      • 7. Workshops and focus groups
      • 8. Public events & campaigning
      • 9. Bilateral meetings
      • 10. Working groups
      • 11. High-level missions
      • 12. Workshops on multi-party dialogue
      • 13. Study visits
      • 14. Online consultations
      • 15. Grant schemes
      • 16. Training courses
      • 17. Coaching
      • 18. Network mapping
      • 19. International Peer to Peer support
  • Resources
    • Library
      • Policy dialogue: General
      • Policy analysis for dialogue facilitation
      • Dialogue stakeholders
      • Trust-building
      • Policy dialogue in thematic policies
      • EU democracy support
    • Track record
    • Contact us
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  1. The INSPIRED Toolkit

Results-orientation

PreviousHarvesting INSPIRED outcomesNextThree categories

Last updated 1 year ago

"Dialogue is a non-confrontational communication, where both partners are willing to learn from the other and therefore leads much farther into finding new grounds together."

Scilla Elworthy

The three orientations of the INSPIRED approach can be pursued through the combination of a number of complementary tools that aim at delivering outcomes at different stages of the dialogue process. This means that, in most cases, they can be used in each and every phase – Collective Assessment, Consensus Building and Monitoring and Alignment – but must nevertheless be clearly aimed at delivering one or several outcomes within the broader framework of the dialogue process (link to the ):

For the dialogue to succeed, it is crucial that all stakeholders agree beforehand on the cognitive categories upon which deliberations are to be based, as these will determine the effectiveness of their efforts to communicate with each other. As in any other type of dialogue, their respective claims will take the form of key messages, which may differ in many aspects but nonetheless need to remain within a given “wavelength” in order to avoid the sort of cacophony that can only lead to misunderstanding and distrust. This is precisely what policy has to offer: as a middle ground between the political and the technical, it is broad enough to encompass all the relevant aspects of a given reform, while providing all the actors involved with a common framework to address the challenges at hand. Besides, bringing the discussion to the level of policy is a means of translating values into public action, thus requiring the stakeholders to assess their proposals in terms of feasibility and to anticipate the problems that may arise in implementation.

As it has been repeatedly said, in dialogue the means are as important as the ends, as consensus won’t last much if it isn’t built upon mutual understanding and a shared vision of the problems at stake. This is, more often than not, the result of a long and often slow process, in which all the interested parties feel that their voices are being heard. This will in turn require strong facilitation skills on the side of the Dialogue Host, as well as the deployment of a wide array of trust-building techniques, but it will also depend on the capacity development of those stakeholders that are struggling to keep pace of the debate or the joint appraisal of potential policy alternatives through access to relevant experiences. As with any other process, timing is key, as dialogue will not yield fruits until the situation is ripe and all the stakeholders have developed a high level of ownership over the policy reform process.

Most of the tools used by INSPIRED are implemented in a collective manner, either because they aim at building trust through joint work or because they aim at identifying and fostering synergies to improve policy implementation. In both cases, they are conceived as a way of sowing the seed for a more regular cooperation among all the stakeholders of a given policy field. In that sense, they seek to strengthen the links between the different nodes that conform to a given policy network, in which both individuals and institutional actors interact on a regular basis along the whole policy cycle. Needless to say, policy networks that operate on the basis of trust are more effective and able to react to new developments. Of course, they depend on the individual capacities of their members, but at the end of the day, their performance will be determined by their ability to function as parts of a whole.

types of outcomes