The Commission on Sustainable Development: a study of institutional design, distribution of capabilities and entrepreneurial leadership

This study evaluates what the UN Commission on Sustainable Development (CSD), which was established in 1993 in order to follow up the commitments made by member states at the UN Conference on Environment and Development in Rio de Janeiro, has accomplished during its first ten-year period. Furthermore, the study describes and explains the mechanisms that affect the work of the CSD, in order to understand how it would be possible to enhance the potential for effectiveness.

Findings of the study include:

• the actual role of the secretariat had been more active than the assistant role it was given by its mandate
• the states’ sector representation had been narrow
• the rules of access for nonstate actors had been open and inclusive, and the participation had been broad
• altogether the role of the secretariat and the nonstate actors’ access and participation had caused the degree of the CSD’s performances to enhance
• at the same time the states’ sector representation had caused the degree of the CSD’s accomplishments to reduce
• the most powerful states had acted as laggards, they had caused the achievements of the CSD to reduce
• limited space had probably reduced the possibilities for most individuals to act as entrepreneurial leaders
• altogether only two of the CSD chairs had exercised entrepreneurial leadership, which had most likely enhanced the CSD’s performance, but within a limited time period only.

The study concludes that CSD has achieved some results in monitoring the process and promoting dialogue, due to the role of the secretariat and nonstate actors. However, the member states’ positions and interests have had a major impact on the low degree of accomplishments in the area of policy guidance.