ABSTRACT

This chapter shows that most Kimberley Process (KP) activities continued to be carried out in ad-hoc working groups and committees, as states were unwilling to establish headquarters or a KP budget. It argues that the ad hoc nature of implementation allowed for greater nongovernmental involvement. Structural organizational opportunities enhanced Non-Governmental Organizations (NGO) involvement in implementation and rule making. The chapter explores the roles that states, NGOs, and Transnational Corporations (TNC) s play in the implementation process. It finds that industry and NGO participation was crucial in the effective implementation of the KP agreement, but not in the way that watchdog functions are usually understood. The substantial material costs associated with staying outside the system give the KP the necessary material incentives to be effective. The expulsion of the Republic of Congo was a milestone in the KP and is frequently cited as giving a major boost to the Kimberley Process Certification Scheme (KPCS) s credibility.