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Global relations strategy

In an increasingly integrated economy, the OECD member countries’ prosperity depends not only on the development of their own economies but also on global economic development. It is therefore essential that the Organisation promotes, on a global scale, those principles, values and policies that lead to sound, sustainable growth and poverty reduction.

Mandate

Global reach has been an integral part of the OECD from its beginning in 1961. Its global nature was already expressed in the original OECD Convention. The Convention’s Article 1 states that members “should contribute to sound economic expansion in member as well as non-member countries in the process of economic development.” To do so, Article 12 stipulates that the Organisation may:

Address communications to non-member states or organisations;
Establish and maintain relations with non-member states or organisations;
Invite non-member governments or organisations to participate in activities of the Organisation.

To facilitate the effective implementation of this mandate, the OECD Council created the Centre for Co-operation with Non-Members (CCNM) in 1998. The CCNM services the External Relations Committee (ERC) and works with the Organisation’s members to help them agree on the substantive priorities and to ensure that relevant regions and economies are engaged in the Organisation’s work. Important non-member economies have been eager to work with the OECD. The "Council Resolution on a New Governance Structure for the Organisation" reaffirms the Organisation’s engagement with non-members, in particular large emerging economies, to share best practices and to promote economic development. The OECD offers members and non-members a platform for discussion, and the exchange of experiences and insights.

Strategic Framework

Recognising that the OECD's relationships with non-member economies are even more fundamental in today's interdependent world than they were when the Organisation was founded, the OECD in 2005 adopted a strategic framework to guide its global relations. This framework allows for flexibility in individual areas of work while encouraging a coherent overall OECD approach to global relations. OECD's co-operative activities with non-members aim to support the following strategic framework:

Contribute to the harmonious functioning of the global economy

By promoting worldwide policy coherence;

By engaging major global actors as well as significant actors in specific policy fields outside of OECD membership in the work of the OECD;

By reducing risks of tensions and preventing conflicts through comparative research and policy dialogue;

Promote shared prosperity

By facilitating the integration of economies outside of OECD membership in the global economy;

By capitalising on the comparative advantages of the OECD;

By enhancing the economic prospects and standards of living of economies outside of OECD membership, taking into account of their desire and capacity to co-operate/benefit from relevant policy dialogue and related activities;

Encourage shared knowledge for better public policy

By drawing from experiences outside of OECD membership to anticipate significant new issues relevant to the OECD mission;

By capturing and disseminating good practices that are relevant to the mission of the OECD beyond the OECD membership.

Achievements

A strategic framework defining OECD's global relations with non-members, endorsed by the OECD Council;
Mainstreamed outreach activities: co-operation programmes with non-members are closely integrated in regular OECD work;
Ownership: each OECD Committee defines its specific global relations strategy which provides the framework for the participation of non-members in the work of the Committee;
Strong non-member participation: a sharp increase of the number of non-member participating in OECD bodies and in the regular activities of the Organisation;
Extensive diffusion of OECD policy analysis through international policy dialogue (ex.: Global Forums, Regional Approaches, Country Programmes, etc.);
Close co-operation and solid partnerships with about 20 international organisations;
A worldwide network of policy makers, business leaders, researchers and experts.

Challenges ahead

Further improve the coherence and relevance of the OECD's global relations programmes while preserving its flexibility;
Increase focus on multidisciplinary work in support of global development;
Improve the visibility of OECD’s global relations and convey a clear message to the outside world about the OECD’s relations with non-members;
Set up clear priorities to prepare the Organisation for future enlargement.

CCNM Main Tasks & Responsabilities

Devise the strategic orientations and architecture for the OECD’s global relations programme;
Assist member countries to agree on the priorities and the substantive and geographic balance of the global relations programme of work and budget;
Be the OECD’s point of contact for non-members, guiding them in their relations with the Organisation and maintaining an overall view of each non-member’s relations with the OECD;
Advise the Secretaries-General and provide guidance to the Secretariat to ensure that the OECD’s relations with non-members develop in a co-ordinated manner and in line with the agreed strategic objectives for OECD's global relations;
Co-ordinate both the non-members’ participation in OECD bodies and the process of accession of new members in accordance with Council decisions;
Be the OECD’s point of contact with other international organisations and co‑ordinate relations with them;
Support the work of the External Relations Committee (ERC).