An Assessment of Principal Regional Consultative Processes on ...

is stored, and others are considering developing such websites. Respondents fromthese processes have noted the advantage <strong>of</strong> this data, and all RCPs should make itstandard practice. Where the data is sensitive (and it <strong>of</strong>ten is), the website or parts <strong>of</strong>it should be secure and accessible only to participating states through a password (asis the case for the IGC and the APC website, for example). A closed database has thefurther benefit <strong>of</strong> building trust among those exchanging information. The gathering<strong>of</strong> such comparable data is a relatively inexpensive exercise and it is a clear way forRCPs to provide value added to the states participating in them.Take the leadAs already implied, the functioning and impact <strong>of</strong> RCPs will depend in largemeasure on the way in which they are led. RCPs employ a variety <strong>of</strong> leadershipmodes, such as temporary or permanent chairs, secretariats, and steering groups.All these actors can play a central role in making RCPs work. Alone or with supportfrom a secretariat where it exists, chairs need to define the topics <strong>of</strong> discussion andset an agenda. This implies being aware <strong>of</strong> the regional priorities at the time, ensuringsome degree <strong>of</strong> continuity with issues previously discussed, looking out for relevantdevelopments or possible synergies with activities in other regions or at internationallevel, in order to meet the needs <strong>of</strong> the participating states. Chairs are also usuallyresponsible for running meetings. When meetings lack focus and are weakly chaired,meetings can become a waste <strong>of</strong> everyone’s time. Discussions become too generaland participants tune out and/or revert to prepared statements. Secretariats (bearing inmind that not all RCPs have <strong>of</strong>ficial secretariats) can play a crucial role in supportingthe chairs through the provision <strong>of</strong> information and the management <strong>of</strong> meetinglogistics. More broadly, they have a crucial responsibility as keepers <strong>of</strong> institutionalmemory. Finally, steering groups have ownership over the topic(s) between regular(<strong>of</strong>ten annual) meetings and need to ensure that work on them continues.When the lead is not taken, the results are predictable. Where there is no secretariatand where the chair rotates automatically, there is the risk that interest in the RCPwill wane and the capacity to manage its activities will decrease, leading to a period<strong>of</strong> stagnation from which it is difficult to recover.Send the right peopleThe nature and effect <strong>of</strong> RCP discussions will unavoidably be determined in partby the quality <strong>of</strong> the participants. It is important that states send the right people. Thequestion is: which people are the right people? Above all, RCPs should not become35