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You are here: Home / Tools / PPD Handbook / B. Diagnosing the Status and Potential of PPD

B. Diagnosing the Status and Potential of PPD

Before embarking on designing and implementing a public-private dialogue mechanism, a task manager needs to consider whether there is a need for new initiatives and to what extent existing institutions can be harnessed. The task manager also needs to consider which sectors, topics, or regions possess the greatest need and potential for benefiting from PPD.

Such diagnostic may be conducted differently depending on the project objectives (e.g. establish some overall PPD process on a broad front of issues, making progress on a specific, important and delicate issue, or doing both through a large PPD with a series of working groups). A task manager may invest more into diagnosing a specific sector of the economy, or a specific horizontal issue affecting all firms (e.g. the inspection regime, the tax system or product standards) depending on the nature of the project. In some countries, the business environment may have been diagnosed many times already, where in frontier countries, even basic figures may be missing. The tool presented below should therefore be adapted to the specific local conditions.

B.1 Diagnostic Project Sequences

Each step of the PPD diagnostic process is detailed in the sections below.

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    B.2 Introduction to the Mapping Tool

    This section provides a standardized mapping tool to assist task managers in diagnosing the current state of dialogue, the most important issues for dialogue, and the potential readiness for dialogue of relevant stakeholders. This tool involves desk research, field interviews, and focus groups.

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      Table of Contents

      B.1 Diagnostic Project Sequences

      B.2 Introduction to the Mapping Tool

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