NCPs should always involve core stakeholders in their decision making on complaints. Complainants feel more trust in an NCP’s impartiality when its complaint-handling is guided by all three stakeholder groups evenly.
OECD Watch’s view, based on years of analysis, is that handling of cases by non-governmental (independent) experts has typically resulted in stronger outcomes and generated greater confidence among civil society. Examples of this include NCPs…
NCPs located in economics or trade ministries, especially in trade promotion ministries, are distrusted by civil society who perceive that their staff operate with an innate conflict of interest, working both to advance business activity…
An NCP must have sufficient financial resources to both conduct promotional activities and handle cases. By setting a dedicated budget for the NCP, the government is making a commitment and grants foresight to the NCP…
In order to carry out its mandate, an NCP must have sufficient human resources. Understaffing leads to constraints in the amount of promotional activities an NCP can organise/participate in or delays in case handling. It…
NCPs are strongest when they are regularly advised by all three core stakeholder groups, as this gives them access to wider expertise. Having a stakeholder advisory body can also increase stakeholders’ and complainants’ trust in…
In order to ensure the credibility and effectiveness of an NCP, it must have the adequate level of authority within the government. If an NCP does not have sufficient authority, this may impact a companies’…