OCDE - Supporting policy action via public-private dialogue A practical tool

OECD Global Relations Policy Papers Supporting policy action via public-private dialogue A practical tool Volume 2025, Issue 2 OECD Global Relations Policy Papers Supporting policy action via public-private dialogue A practical tool Supporting policy action via Public-Private Dialogue: A practical tool provides guidance to public-private dialogue (PPD) facilitators and participants in PPD initiatives. It introduces the key elements of a successful process of public-private dialogue, from the sequence of the steps of the process, to the focus, tools and modalities; and discusses fundamental dimensions of the process, such inclusivity, ownership, and sustainability. The paper includes a checklist for the PPD process, to facilitate the design, implementation and monitoring of public-private dialogue initiatives. 1

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

OECD Global Relations Policy Papers

Supporting policy action via public-private dialogue A practical tool

PUBE2  SUPPORTING POLICY ACTION VIA PUBLIC - PRIVATE DIALOGUE © OECD 2025

Disclaimers This work is published under the responsibility of the Secretary - General of the OECD. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the Member countries of the OECD. This document, as well as any dat a and map included herein, are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area.

Photo credits: Cover © S tudioRomantic / Shutterstock

sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area.

Photo credits: Cover © S tudioRomantic / Shutterstock

Corrigenda to OECD publications may be found at: https://www.oecd.org/en/publications/support/corrigenda.html .

© OECD 2025

Attribution 4.0 International (CC BY 4.0) This work is made available under the Creative Commons Attribution 4.0 International licence. By using this work, you accept to be bound by the terms of this licence ( ht tps://creativecommons.org/licenses/by/4.0/ ). Attribution – you must cite the work. Translations – you must cite the original work, identify changes to the original and add the following text: In the event of any discrepancy between the original work and th e translation, only the text of the original work should be considered valid. Adaptations – you must cite the original work and add the following text: This is an adaptation of an original work by the OECD. The opinions expressed and arguments employed in this adaptation should not be reported as representing the official views of the OECD or of its Member countries. Third-party material – the licence does not apply to third - party material in the work. If using such material, you are responsible for obtaini ng permission from the third party and for any claims of infringement. You must not use the OECD logo, visual identity or cover image without express permission or suggest the OECD endorses your u se of the wor k. Any dispute arising under this licence shall be settled by arbitration in accordance with the Permanent Court of Arbitration (PCA) Arbitration Rules 2012. The seat of arbitration shall be Paris (France). The number of arbitrators shall be one. 3

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Abstract Effective collaboration between the public and private sectors is critical to advancing inclusive, evidence-based policymaking. Supporting Policy

shall be Paris (France). The number of arbitrators shall be one. 3

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Abstract Effective collaboration between the public and private sectors is critical to advancing inclusive, evidence-based policymaking. Supporting Policy Action via Public-Private Dialogue: A Practical Tool provides hands-on guidance for facilitators and participants engaged in public-private dialogue (PPD) initiatives. The paper outlines the essential steps in designing and managing a structured PPD process — from defining objectives and selecting participants, to identifying policy priorities, implementing actions, and sustaining outcomes over time.

Drawing on international experience and lessons from diverse policy contexts, the tool highlights the importance of inclusivity, ownership, and transparency in building trust and ensuring lasting impact. It introduces practical instruments and adaptable modalities that help align public and private perspectives, bridge information gaps, and foster shared accountability. A comprehensive checklist is included to support users in the design, implementation, and monitoring of dialogue processes.

By strengthening the capacity of stakeholders to engage in constructive dialogue, this tool aims to make public-private collaboration more strategic, results-oriented, and sustainable — ultimately improving policy coherence, responsiveness, and impact at national and local levels.4 

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Acknowledgements This policy paper on Public-Private Dialogue (PPD) was prepared to provide guidance to PPD facilitators and other actors involved in PPD initiatives. It outlines the key elements of an effective PPD process , including its sequencing, focus, tools and modalities and discusses essential dimensions such as inclusivity, ownership, and sustainability. The note also presents a practical checklist to support the design, implementation and monitoring of PPD initiatives. The paper draws on the OECD’s experience, analysis and tools in the areas of public -private dialogue, private-sector engagement and development in the MENA region , namely through the MENA -OECD

implementation and monitoring of PPD initiatives. The paper draws on the OECD’s experience, analysis and tools in the areas of public -private dialogue, private-sector engagement and development in the MENA region , namely through the MENA -OECD Business Advisory Board, the EU -OECD Project on Promoting P ublic-Private Dialogue in Libya and the EU-OECD Project on Promoting Economic Resilience in Yemen. The experience in other regions also provided important insights. The policy paper was prepared by Mariarosa Lunati and Roger Fores Carrion from the OECD’s M iddle East and Africa Division in the Global Relations and Cooperation Directorate, with guidance by Carlos Conde, Head of Division, and the support of Mattia Tomay. The preparation of th e paper benefited from valuable inputs and consultations across the Organisation, including: the Employment, Skills and Social Innovation Division of the Centre for Entrepreneurship, SMEs, Regions and Cities; the Economic Transformation and Development Division of the Development Centre; the Global Partnerships and Policie s Division of the Development Co -operation Directorate; and t he Regulatory Policy Division and Open and Innovative Government Division of the Public Governance Directorate. The paper also benefited from the careful review of Max Bulakovskiy, South Asia-Southeast Asia Division of the Global Relations and Cooperation Directorate. The OECD acknowledges the valuable contributions of stakeholders from the public and private sectors, including Marta Blanco Quesada , President of CEOE International, Spanish Confederation of Business Organizations (CEOE) and co-chair of the MENA-OECD Business Advisory Board; Hichem Elloumi, Vice President of Tunisian Union of Industry, Trade and Handicrafts (UTICA) and co-chair of the MENA-OECD Business Advisory Board ; Business at OECD , the Permanent Delegation of Türkiye to the OECD; the Business Development Centre Jordan; and COFICAB. Their insights and expertise have been instrumental in shaping the analysis and recommendations presented in the paper. 5

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Table of contents Abstract 3

Business Development Centre Jordan; and COFICAB. Their insights and expertise have been instrumental in shaping the analysis and recommendations presented in the paper. 5

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Table of contents Abstract 3 Acknowledgements 4 1 User’s Guide 6 Why is this guidance needed? 6 Who is this guidance for? 6 What does it contain? 6 2 What is Public-Private Dialogue and what are its objectives? 7 Definition 7 Objectives 8 3 What is needed for effective PPD implementation? 10 Setting phases 10 Defining focus 10 Leveraging existing PPD tools and modalities 11 Ensuring inclusivity and representation 12 Enabling PPD facilitation 13 Identifying PPD champions 15 Ensuring ownership and sustainability 16 Assessing risks 16 4 A checklist for Public-Private Dialogue consultations 18 Preparatory phase checklist 18 Implementation phase checklist 21 Monitoring phase checklist 22 Reference 24 Annex A. Charter of Good Practice in Using Public-Private Dialogue for Private Sector Development and Inclusive Growth 25 Annex B. Public-Private Dialogue in fragile countries 27 Notes 296 

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Why is this guidance needed? The objective of this brief methodological note is to condense the most essential points behind a successful PPD initiative and raise awareness of the importance of involving the private sector in the policy cycle. It is meant to be a simple and fast presentation of structured PPDs for countries that often are not familiar with such initiatives. It points the reader to more detailed methodologies that can be followed step-by-step when implementing a PPD. Who is this guidance for? The note aims to provide guidance to PPD facilitators and other actors involved in PPDs . It is mainly targeted at public officials in emerging countries. In these countries, the involvement of the private sector

when implementing a PPD. Who is this guidance for? The note aims to provide guidance to PPD facilitators and other actors involved in PPDs . It is mainly targeted at public officials in emerging countries. In these countries, the involvement of the private sector in policy making is common but is in most cases done on a personal rather than structured basis and often lacks transparency and broad inclusion of other actors. What does it contain? Section 1 introduces the concept of PPD and its importance for the policy cycle. Section 2 introduces the key phases and principles for a successful PPD process, including the steps involved, the focus, tools and facilitation; and discusses fundamental considerations that unde rpin it, such as inclusivity, ownership and sustainability. Section 3 proposes a simple checklist to guide users in implementing an effective PPD process.

The note draws on OECD experience, analysis and tools in the areas of PPD, private-sector engagement and development, open government and inclusive regulatory governance in the MENA region and elsewhere.

1 User’s Guide 7

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Definition Public-private dialogue (PPD) is a broad concept , encompassing different forms, levels and scope of interactions between the public and private sector. A common feature is that PPD brings together public and private actors for diagnosing the challenges to, and opportunities for, private sector development, growth and correction of market failures, often based on an institutional arrangement

(OECD, 2007[1]).

To that extent, PPD is distinct from the following concepts and complementary to them: • Public-private partnerships : these are contract -based “long term agreements between the government and a private partner whereby the private partner delivers and funds public services using a capital asset, sharing the associated risks” (OECD Principles for Public Governance of Public-Private Partnerships). • Open government: understood as a more general and citizen-centred “culture of governance that promotes the principles of transparency, integrity, accountability and stakeholder participation in

using a capital asset, sharing the associated risks” (OECD Principles for Public Governance of Public-Private Partnerships). • Open government: understood as a more general and citizen-centred “culture of governance that promotes the principles of transparency, integrity, accountability and stakeholder participation in support of democracy and inclusive growth” (OECD, 2017[2]). • Social dialogue : understood as the negotiations and consultations through a tripartite arrangement composed by labour organisations, employers’ organisations and public authorities on issues closely linked to labour market, social protection, or more generally social and economic policy. 2 What is Public-Private Dialogue and what are its objectives? Box 1. The OECD and PPD Starting in 2006, the OECD has been contributing with the World Bank, DFID, IFC and the Center for International Private Enterprise (CIPE) to a series of International Workshops on PPD. This initiative led to the development of important tools, in particular the PPD Charter (updated in 2015; see Annex) and PPD Handbook (Herzberg and Wright, 2006[3]). The OECD uses the PPD Charter, which acknowledges the role of PPD on the development agenda, to measure - for instance - the implementation of commitments made at the 2011 Busan Fourth High Level Meeting on Development Effectiveness concerning inclusive multi -stakeholder dialogues for a policy environment conducive to sustainable development.1 Additional OECD resources include the report “PPD in Developing Countries: Opportunity and Risks” (2007[4]) and the “Holistic Toolbox for Private Sector Engagement in Development Co -operation” (2016[5]). PPD and stakeholder engagement also play a central role in the OECD work and instruments on open, transparent and inclusive public governance, as refl ected by the OECD Recommendation of the Council on Regulatory Policy and Governance (2012) and on Open Government (2017).8 

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Box 2. OECD Recommendation on Regulatory Policy and Governance

the Council on Regulatory Policy and Governance (2012) and on Open Government (2017).8 

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Box 2. OECD Recommendation on Regulatory Policy and Governance Adopted in 2012, t he OECD Recommendation on Regulatory Policy and Governance was the first international instrument to address regulatory policy, management and governance as a whole -ofgovernment activity for sectoral ministries, regulatory and competition agencies. The impact of the financial and fiscal crisis and of social change and environmental challenges highlighted the importance of sound regulatory frameworks as a basic condition for well -functioning markets and societies, protecting the environment and the promotion of economic growth. The Recommendation sets out the measures that Governments can and should take to support the implementation and advancement of systemic regulatory reform to del iver regulations that meet public policy objectives and have a positive impact on the economy and society. This includes with particular emphasis recommendations on transparency and stakeholder participation in the along the regulatory process. Objectives PPD can serve different purposes: • Most often, its final aim is to strengthen the business and investment climate and the competitiveness of an economy or of specific sectors . By promoting the joint analysis of bottlenecks, opportunities and possible interventions, PPD can build awareness of the root challenges to private sector development, reducing the information gap between private and public stakeholders and identifying commonly agreed solutions. • PPD can serve more broadly to create consensus on a country’s vision for economic transformation and on the strategies and tools needed to get there.2 • Recent initiatives and experiences have widened the scope of application of PP D to other issues and policies beyond the business environment, in particular Service delivery and the management of natural resources and. Fight against corruption (see Box). OECD regional and country-specific work in MENA has also highlighted the great potential of multi -stakeholder dialogue platforms in these areas.3 • PPD can be valuable in fragile and post-conflict contexts, working towards resolving disputes and reconciling views of different stakeholders on particular issues.

work in MENA has also highlighted the great potential of multi -stakeholder dialogue platforms in these areas.3 • PPD can be valuable in fragile and post-conflict contexts, working towards resolving disputes and reconciling views of different stakeholders on particular issues. Importantly, PPD is not an end in itself. Its success depends on the concrete outputs that will flow from the structured dialogue , wh ich should be achievable and measurable . These can include (Herzberg and Wright, 2006[3]): • Structure and process outputs ( e.g. consultations, conferences, success showcasing, project cooperation) • Analytical outputs (evidence-based policy papers, reviews and assessments) • Soft outputs (increased trust, understanding and co-operation) • Recommendations (on reform policies, laws or regulations). 9

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Box 3. OECD Network on Open and Innovative Government in Latin America and the Caribbean The OECD supports governments in designing and implementing policies by providing policy advice and recommendations on how to integrate the principles of transparency, integrity, accountability , and stakeholder participation into the process. This is known as Open Government, and the OECD works with both member countries and partners to enable the participation of citizens and stakeholders in the decision-making process. An example of this work is reflected in the Network on Open and Innovative Government in Latin America and the Caribbean. The objectives of the network include: • Connect reformers around the region from government, civil society, business associations to exchange ideas, experiences, and knowledge on how to build better and stro nger public institutions. • Identify good practices of open and innovative governments and create a space conducive to their dissemination, through data collection and analyses, policy assessments, and peer review processes. • Provide examples and recommendations to its members on how to sequence open, innovative and digital government reforms within the regional and country-specific context and support their implementation to promote socio-economic development and regional integration. The activities of the network involve: • Policy dialogue and assistance to implementation

processes. • Provide examples and recommendations to its members on how to sequence open, innovative and digital government reforms within the regional and country-specific context and support their implementation to promote socio-economic development and regional integration. The activities of the network involve: • Policy dialogue and assistance to implementation • Supporting national and regional policy priorities • Collecting data and producing analyses for better decision making • Governance of the Network For more information on the OECD Recommendation on Open Government , see https://www.oecd.org/gov/Recommendation-Open-Government-Approved-Council-141217.pdf.10 

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

Setting phases Meaningful PPD requires the engagement of stakeholders all across the policy cycle and not exclusively at the inception of policy change. PPD sequencing should always reflect at least three main steps of execution to ensure its effectiveness and sustainability: • Preparatory/inception phase, to gather information on the focus, objective and form of the PPD, as well as on the most relevant actors to involve both from the public and private side through desk research, informal exchanges and exploratory missions (see “Ensuring inclusiveness and representation” below). • Implementation phase, focusing on structured and meaningful exchanges with and among public and private stakeholders. • Monitoring and evaluation phase, focusing on t he outputs of the PPD (and, if pertinent, their implementation), the assessment of the PPD to learn from it and improve future processes, and the best ways to ensure its sustainability beyond the temporal framework of the project. Defining focus PPD is a tool to promote an inclusive approach to problem solving and policy-making. Identifying the right focus of a PPD is key to ensuring its effectiveness and impact. The focus of the PPD will affect its output, outcome, scope, level of intervention and the stakeholders to involve. As a general rule, PPDs should promote discussions on issues faced by the private sector that are not sensitive or politicised, and that have the prospect of attainable results in the short term (OECD, 2007[1]).

outcome, scope, level of intervention and the stakeholders to involve. As a general rule, PPDs should promote discussions on issues faced by the private sector that are not sensitive or politicised, and that have the prospect of attainable results in the short term (OECD, 2007[1]). Under every circumstance, the focus of debate should in every case remain neutral, non-political, and nonconflict-related, focusing on economic challenges and striving to build consensus on the way forward. Moreover, past PPD experiences have demonstrated that sectoral dialogues (i.e. PPD aimed at improving the competitiveness of a specific economic sector) have been the most effective in producing results, as they provide more focus, greater incentives to collaborate and more opportunity for action (World Bank Group, 2015[6]). A well-targeted framing is important to avoid discussions that focus exclusively on listing symptoms and should focus instead on addressing root causes with a problem-solving approach. Evidence-based research can hence be particularly useful and improve the credibility of the process through strong analytical guidance. Issue papers with key information, data and questions for discussions should be circula ted sufficiently in advance to participants. These should be action oriented, succinct, targeted to specific technical constraints and jointly approved through bilateral consultations with actors on 3 What is needed for effective PPD implementation? 11

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

the ground to ensure they address pressing and relevant themes, aiming at helping guide the discussions and structuring the dialogue. PPD participants should also ensure an adequate mainstreaming of considerations concerning inclusiveness and sustainability, notably on youth engagement, women economic empowerment and environmental sustainability. Leveraging existing PPD tools and modalities Engaging private stakeholders in public policy can take different forms. In OECD countries, t he most popular approach is making use of the internet to seek feedback from stakeholders, complemented by physical public meetings (OECD, 2018[7]). When choosing the tools and modalities of PPD, it is important

Engaging private stakeholders in public policy can take different forms. In OECD countries, t he most popular approach is making use of the internet to seek feedback from stakeholders, complemented by physical public meetings (OECD, 2018[7]). When choosing the tools and modalities of PPD, it is important to carefully consider the national context: if these are drastically different from those used in previous dialogues between government and private stakeholders, the likelihood of it being ignored by these actors may increase. The logic of intervention of PPDs should support, supplement and extend the scope of existing initiatives, rather than replace or add further institutions or mechanisms. Modalities of public consultations that can support PPDs include focus groups, surveys, opinion polls, workshops, seminars and conferences or open comment periods , open to the interested general public. Most of these modalities are complementary and should be combined. The adoption of digital tools for consultations, also for promotion and awareness raising, in the context of a PPD should be carefully designed to ensure its success, notably in developing and emerging countries. The use of digital technology is more effective for informative and consultative exercises, rather than for a two-way engagement between public and private actors (Donor Committee on Entreprise Development, 2021[8]). Tools should be as eas y and user -friendly as possible to increase trust and uptake, and information should be centralised and not dispersed. The adoption of digital tools also comes with some risks that PPD organizers and sponsors should acknowledge and address, including quest ions of data privacy and ownership, potential marginalisation based on skills, social and economic conditions, and the exclusion of stakeholders with poor/no access to the internet. Overall, digital tools should supplement PPD, and not replace dialogue. Box 4. National platforms for PPD: examples around the world PPD is a common practice across the world, although the regularity and formality of consultations differs widely. Some examples of existing mechanisms include: • Azerbaijan created in 2003 AZPROMO, a joint Public Private Initiative serving as a bridge between investors, local producers and the Government. Through the platform, the business

PPD is a common practice across the world, although the regularity and formality of consultations differs widely. Some examples of existing mechanisms include: • Azerbaijan created in 2003 AZPROMO, a joint Public Private Initiative serving as a bridge between investors, local producers and the Government. Through the platform, the business community of Azerbaijan implemented new channels of public private dialogue that boosted the development of the n on-oil sector and created access to the small and medium enterprises representatives, granting them a necessary channel to express their position and comment on their needs and concerns. • Bangladesh launched the Business Initiative Leading Development (BUILD) as a public-private dialogue platform to facilitate structured dialogues between the public and the private sectors under an institutional framework. BUILD has become the Government’s partner as a platform to promote private sector development, investme nt, and jobs, with the ultimate goal of promoting growth in the country. Under this initiative, PPD dialogue is used to identify and define recommendations for reforms, supported by research and analysis on the opportunities and challenges of private sector development, which has a number of working groups that focus on key sectors such as finance, trade and SME promotion.12 

SUPPORTING POLICY ACTION VIA PUBLIC-PRIVATE DIALOGUE © OECD 2025

• Morocco possesses a strong PPD mechanism through the National Committee for the Business Climate (CNEA), which provides a formal platform for various governmental and nongovernmental actors, including from the private sector, to identify design and execute actions to improve the business environment. In addition, the General Confederation of Moroccan Enterprises (CGEM) undertakes a wide range of interest representation and advocacy activities through its “commissions”, one of which is devoted to representing the interests of SMEs. • Peru’s Ministry of Production launched in 2015 the “Mesas Ejecutivas”, a policy tool designed to identify the key bottlenecks that are holding back the country’s productive sectors. ME is a space mainly for action and execution to simpl ify procedures, adapt and update laws and regulations, open new markets, create or improve needed government agencies, provide

to identify the key bottlenecks that are holding back the country’s productive sectors. ME is a space mainly for action and execution to simpl ify procedures, adapt and update laws and regulations, open new markets, create or improve needed government agencies, provide adequate infrastructure, ensure sufficient incentives for innovation, and mediate between parties. ME helps policymakers take con crete actions to enhance the productivity of vertical (such as forestry, tourism and agriculture) and horizontal sectors (such as logistics and capital markets). • Tunisia launched the National Business Agenda (NBA) to create a PPD platform to advance business climate reforms in 2014, building on the strong multi -stakeholder process that supported its post -revolutionary transition. The NBA includes the government, the Tunisian Union of Industry, Commerce and Crafts (UTICA), the Tunisian Union of Agriculture a nd Fisheries (UTAP) and the Arab Institute of Business Leaders (IACE). Ensuring inclusivity and representation The form and size of actors to involve can vary considerably depending on the scope and objective of the public-private dialogue. Ensuring i nclusivity in PPDs is crucial, as these processes benefit from the broadest possible participation of the target ecosystem. • For the public sector , representatives can comprise ministries, public agencies, national, subnational or even international bodies responsible for the issue at stake. • For the private sector, main actors include: o Private sector organisations (PSO) with nation -wide representation (e.g. a federation of chambers of commerce, an employer organisation) o Sub-national business organisations (e.g. local chambers of commerce) o Sectoral business organisations (federations re presenting companies of a specific sector at sub-national, national or international level) o Product organisations (such as local organisations of retail-business owners) • PPD may also in