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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
  • LEGAL NOTICE
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On this page
  1. The INSPIRED Toolkit
  2. The tools

11. High-level missions

Type of tool: Trust building.

Purpose

To secure buy-in by policy-makers at the highest political level by providing the Dialogue Host with access to political figures that can publicly endorse the dialogue process, as well as attract the interest of key stakeholders towards it.

Rationale

Relying on its network, EPD can support the Dialogue Host in achieving high-level outreach missions to raise the political profile of the dialogue process and enhance its visibility, both towards public opinion and towards high-level decision-makers. One of its members, the Club de Madrid (CdM), gathers a network of democratically-elected former heads of state or government from over 60 countries with first-hand experience in leading policy reform from the very top. Thanks to their stature and network of contacts, the CdM members often enjoy direct access to decision-makers and other stakeholders. If properly briefed about the dialogue process and the objectives of their exchange with the political leadership of the country, they can be of great help by providing political leverage, summoning reluctant stakeholders or even unblocking gridlock in the dialogue process.

When selected carefully and according to the needs and political sensitivities of the target country, high-level peer-to-peer missions can help facilitators to achieve significant results. However, the involvement of high-level political figures can be a double-edged sword and thus needs to be handled with care. What is key for their success is that they are well planned and that the individuals that are sent to support the dialogue process are properly briefed about a) the local context, b) the stakeholders involved and c) the purpose of the high-level meetings that they are to hold and the ways in which they fit into the logic of the dialogue process.

Outcomes

  • Access provided to high-level decision-makers, enabling the Dialogue Host to gather political support for either the dialogue process or its main results (Roadmap for Reform).

  • Dialogue fostered through several techniques to break stalemate, mediate conflict or help stakeholders in assessing the situation in less confrontational terms.

  • Political leaders informed about the advantages of pursuing policy reform through inclusive and participatory dialogue.

  • Decision-makers are persuaded of the relevance of the policy dialogue and the need for them to support the implementation of the final consensus or agreement.

  • Good practices are shared by referring the stakeholders to a non-partisan experience they can relate to.

  • Intelligence gathered on the political factors and power relations that might foster or hinder policy reform.

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Last updated 1 year ago