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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
  • Capacity development
  • Trust building
  • Cooperation and networking
  1. The INSPIRED Toolkit

Three categories

All the INSPIRED tools can be categorized according to the outcomes that they intend to deliver, although very often they will have a collateral impact on other areas. For instance, a training workshop that is designed with a mixed audience, bringing together civil society activists and public officials or private sector representatives, will not only improve the capacities of the participants, but could also contribute to building trust amongst them and to promoting further cooperation through joint assignments. Each of the tools is therefore presented with an icon that refers to the kind of outcomes that it can deliver. They are as follows:

Capacity development

For any policy reform to succeed and last, those actors in charge of implementing it need to be capacitated in terms of fulfilling their expected role. This can seldom be achieved overnight; on the contrary, it is usually the result of a long process of capacity development that needs to adapt to the realities and constraints of the policy at stake. More importantly, capacity development interventions should not be designed to tackle policy actors in an isolated manner, but rather as parts of a whole – the Policy Network – that need to understand the overall functioning of the different pieces that conform to the system.

Timing: These tools are preferably mobilised during the first phase (Collective Assessment) to ensure that all participants are in terms of engaging proactively in the dialogue and of contributing to the Participatory Policy Assessment. They also stretch along the next two phases, albeit usually with less emphasis.

Trust building

Being the lifeblood of any dialogue process, trust needs to be built, nurtured and expanded by means of specific activities. To put it simply, it cannot be left up to luck, but has to be actively taken care of by the dialogue facilitator, who can make use of a number of tools and techniques specially designed for this purpose. More often than not, activities aiming at building trust are embedded into other activities with complementary objectives: learning, knowledge sharing, even campaigning can be designed in such a way that trust-building becomes wired into its logic of intervention, operating in the background and delivering results that are better left implicit.

Timing: Trust needs to be built and nurtured from the outset and all along the whole process, but related tools are most often deployed during the consensus-building phase. In any case, every tool needs to take into account its potential impact on the trust relationship developed by the stakeholders and factor in some kind of risk analysis to avoid any negative effect.

Cooperation and networking

Effective policy implementation requires high levels of coordination among all the actors involved, be it from a technical perspective –according to their capacities and mandates– or a territorial one –depending on their geographic scope. The collaborative dynamics that the INSPIRED process instils amongst stakeholders aims at progressively implanting a culture of cooperation and a more efficient division of labour to achieve policy change.

Timing: The collaborative dynamics developed along the process are more prone to yield fruits at its end, during the Monitoring and Alignment phase, once the Roadmap for Reform states the agreed objectives and delineates the direction to take. At that point in the process is when stakeholders can benefit the most from tools related to cooperation and networking.

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Last updated 1 year ago