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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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On this page
  1. The INSPIRED Toolkit
  2. The tools

17. Coaching

Type of tool: Capacity development.

Purpose

To provide tailored support to those stakeholders that are key to the success of the policy reform while they undergo their own organizational reform.

Rationale

Coaching is a method to support a person or an organization in evolving in the direction that they are willing to take by building their awareness about their own potential and empowering them to make the sort of choices that otherwise they wouldn’t dare to make by themselves. It is distinct from training and other forms of support because it offers a more individualized approach that requires higher investment per target person/organization, both in terms of money and time, as well as in political capital (as being coached by an international organization can significantly accrue the reputation or prestige of the “coachee”).

Coaching schemes need to be made complementary to training courses and other forms of capacity building and are to be used strategically, as they can create imbalances and potential rivalries among the stakeholders engaged in the process. On the other hand, they can yield long-standing fruits beyond the organization that is being coached, as its transformation can have strong implications on the way in which the different policy actors operate and relate to each other. In most cases, the coach can be a member from another local institution or organization, although international coaching schemes can also be foreseen.

Outcomes

  • Key organizations for the dialogue process are supported along their own process of transformation.

  • Weak points in the chain of policy implementation are identified and reinforced.

  • Organizations evolve towards the policy objectives collectively agreed and adapt to the specific constraints identified during the dialogue process.

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Last updated 1 year ago