Using a dynamic version of the principal–agent model this chapter develops a theoretical framework for an international bureaucracy’s influence on the delegation of responsibilities by the organization’s member states. It argues that this influence is reinforced by external resource flows that both directly and indirectly strengthen the role of the bureaucracy. The chapter uses the case of the United Nations Framework Convention on Climate Change to test the hypotheses since its major resource flows have been driven solely by a private market for emissions credits, the Clean Development Mechanism (CDM). Between 2006 and 2013 when CDM revenues formed a significant share of the secretariat’s budget, rule-setting was increasingly dominated by the secretariat. When the crash of prices for CDM credits from 2012 onward reduced the secretariat’s revenues and projects to assess, secretariat-led rule-setting intensified. This approach was used to “buy time” in which secretariat leaders were hoping for a recovery of the CDM market. But when this recovery did not materialize, the secretariat started to lay off support staff and implicitly tried to reorient CDM resources for support of the Paris Agreement negotiations and implementation of national mitigation action.

Focusing on three initiatives of the United Nations Framework Convention on Climate Change (UNFCCC) Secretariat – the Momentum for Change Initiative, the Lima–Paris Action Agenda, and the Non-state Actor Zone for Climate Action – this chapter studies how an international environmental bureaucracy can evolve from a low-key and servant-like secretariat to an actor in its own right. It argues that international environmental secretariats increasingly take on the role of an orchestrator that seeks to shape policy outcomes through changing the behavior of others. Using orchestration as a conceptual lens, the chapter identifies new types of influence of international bureaucracies. The forms of influence that the UNFCCC Secretariat exerts include in particular (i) awareness-raising, (ii) norm-building, and (iii) mobilization. This new way of how soft power is deployed underscores the increasingly proactive role of the UNFCCC Secretariat. The chapter concludes that the UNFCCC Secretariat is currently “loosening its straitjacket” by gradually expanding its original mandate and spectrum of activity. It is no longer a passive bystander but has adopted new roles and functions in the global endeavor to cope with climate change.

International secretariats have increasingly turned toward orchestration as a mode of governance. This chapter analyzes the normative dimensions associated with orchestration, such as democratic values related to participation, accountability, transparency, and deliberation. It argues that orchestration as an indirect mode of governance muddles who should be held accountable for which actions, to which set of standards, and which agents have the right to demand said accountability. Orchestrators need to ensure that their own actions, and those of intermediaries, are democratically legitimated by affected stakeholders. The chapter applies this argument to orchestration by the United Nations Framework Convention on Climate Change (UNFCCC) Secretariat. While previous research on orchestration of the UNFCCC has predominantly focused on effectiveness nonstate action, this chapter shows how and why nonstate climate action requires democratic legitimation. It concludes by discussing the intrinsic and instrumental importance of evaluating orchestration through a democratic legitimacy lens and the implications for international secretariats.