Brendan supports reformers in many countries as they work toward more accountable and responsive governance. He came to the Forum with a practical mindset and left even more convinced that “coalitions are most effective when they see the system clearly and act where it counts.”
Three connected takeaways guide reform across contexts, from service delivery to transparency, and shape daily practice:
- See the system before choosing solutions. Forum discussions showed how important it is to analyze the political economy early to avoid jumping to solutions. As Brendan said we need to “zoom out before zooming in—if we don’t see motivations, power, and norms, we miss the real constraints and opportunities.” Mapping relationships, incentives, and informal rules helps reformers set realistic goals, plan the work in order, anticipate resistance, and figure out which changes need to happen together. This approach now guides Brendan’s work on what is possible and how to align efforts, rather than focusing on ideal designs.
- Find credible entry points and move fast. Opportunities often arise from urgency, leadership, or external shocks, and timing matters. “Once we spot an opening”, Brendan said, “we move quickly to build traction.” Participants pointed to three common entry points: problem‑driven openings around concrete bottlenecks that matter to staff and citizens; leader‑driven openings when a credible champion with authority and resources steps up; and context‑driven shifts— such as economic, political, or civic changes —that reset incentives. Focusing on real problems allows for small, strategic wins that build trust, attract partners, and make it easier to push for bigger changes. Early progress shows value and helps get more people on board.
- Build coalitions that can learn and get results. Who joins the coalition is just as important as what it does. The sessions Brendan attended highlighted the importance of broad coalitions with “those with formal authority—and those with credibility, vision, and lived experience. Bringing citizens affected by the problem into the work makes outcomes stickier.” Good coalitions balance inclusiveness to avoid blind spots and reflect what citizens want, legitimacy to secure support, capability to turn ideas into action, and durability to last beyond political cycles. Leadership should come from across the coalition, not just from officeholders but also from conveners, and problem-solvers. Citizen engagement should make sure people are informed, consulted, and able to shape decisions throughout the reform process.
Why this matter
Brendan summed up a key theme from the Forum: “Success is amplified when strategies weave together the enabling environment, entry points, and coalition membership.” Inclusive coalitions formed around tangible problems, grounded in systems thinking, and keep learning can change deep-rooted structures more effectively than technical fixes alone.
After the Forum, he and his partners began developing a simple coalition action model for reform teams. The approach starts by defining the problem narrowly enough to act, then mapping the system and key players. Teams find the first entry points, sequence them, assign roles, set up ways for citizens to give input and feedback, and set a regular learning cadence.
Looking ahead
A key question remains: who can convene, support, and strengthen inclusive coalitions that are rooted in citizen voices over the long term in a given context? For many Forum participants, the answer is a mix of committed government reformers, skilled civil society partners, and supportive international actors, all working together with a clear understanding of the system, entry points, and how to build strong coalitions.
As Brendan reflected months later: “I’m still drawing from those conversations, the Forum keeps informing how I show up in reform work.” That is precisely what the C4R Global Forum set out to do: turning shared experience into practical coalition work that improves people’s lives, and keeping that learning active in everything we do.
