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2025-02-05-accounts

First Trustees’ Annual Report to the UK Charity Commission, 4[th] December 2025 of the

Centre for Strategic and International Governance (CSIG)

1. Purpose, Vision and Aims

Purpose (as per the CSIG’s Constitution)

The purpose of the CSIG is the promotion of human rights (as set out in the Universal Declaration of Human Rights (DoHR) and subsequent United Nations conventions and declarations – with specific focus upon Articles 21.1, 25.1 and 26.1 of the DoHR, 25A of the International Covenant on Civil and Political Rights (ICCPR) and 6.2, 11.1, 12.1 and 13.1 of the International Covenant on Economic, Social and Cultural Rights (ICESCR)) throughout the world by all or any of the following means:

  1. research into human rights issues and publishing the useful results of such research,

  2. educating the public about human rights.

  3. providing technical advice to government and others on human rights matters,

  4. contributing to the sound administration of human rights law,

  5. raising awareness of human rights issues,

  6. promoting public support for human rights,

  7. promoting respect for human rights among individuals and corporations, 8. international advocacy of human rights.

In furtherance of this purpose, but not otherwise, the trustees shall have power to engage in political activity provided that the trustees are satisfied that the proposed activities will further the purposes of the charity to an extent justified by the resources committed and the activity is not the dominant means by which the charity carries out its objects.

Vision

A world in which human rights are neither denied nor undermined by unethical governance or poor administration of the law; in which institutions are representative and accountable and effectively deliver upon their legitimate obligations; and space for civic voice is not threatened.

Aims

The CSIG aims to work in the UK and internationally, at a range of levels, across sectors, with organisations[1] from the public, private and third sectors and individuals with similar values and goals to advance human rights and education.

2. Objectives and Activities

Objectives

In accord with its Purpose, the CSIG’s Objectives will be to research, train, advise and mentor to:

1 Including but not confined to think-tanks, academia, civil society institutions, regional and global institutions, the UN's SDG Hubs and Leadership Laboratories, multi-national organisations, donor agencies, etc

2 Advocated by the UN System Task Team on the Post-2015 UN Development Agenda

3 The UN OHCHR identify four key areas that, if addressed, can have wide ranging impact: o creating “avenues for the public to participate in policymaking”;

.

Activities

In the Spring of 2024, the CSIG’s founders reluctantly had to report fundamental differences of opinion with those of two of its Trustees and ultimately the demise of its three member Trustee Board. The possibility of mediation was not accepted by the Trustees. These matters were formally conveyed to the Commission on the 4[th] April 2024 via (i) an e-mailed letter marked for the attention of the Directorate of Legal and Accounting Services, and (ii) through the Commission’s website via a ‘Subject Access Request’. Web form submission was confirmed – ref. CRM: 0049595 – on the 5[th] April 2024.

Matters were subsequently discussed on the telephone with representatives of the Charity Commission. In these it was agreed that the CSIG could continue in being and endeavour to find new Trustees, and for the then CEO, Mr. Keith Sargent, to temporarily take on the dual role of CEO and Trustee.

The CSIG has since then built a quorate Board of Trustees with Mr. Sargent taking the Chair and Mr. Alan Waldron taking on the role of CEO. Since then, the CSIG has been building its strategy to ensure sustainability and seeking to reinforce – in numbers, experience and skill sets – its Trustee Board, Executive Committee and International Advisory Board. The bios of all personnel are provided on the ‘Our People’ page of our website (csig.org.uk). The CSIG has commenced implementing Activities to achieve its Objectives.

2. Achievements and performance

Major achievements have been accomplished since the formation of a quorate Trustee Board. The following is a summary:

2a. Partnerships

Four partnerships are currently in various stages of development. It is hoped that they will be the first of many to enable the CSIG to achieve its charitable purpose. Those of (ii) and (iii) below, link the CSIG to two key academic entities that have been selected by the UN as Academic Impact Hubs (UNAI Hubs) for the Goals[i] (respectively SDG16 and 11), whilst supporting SDG 17 ‘Partnership for the Goals’

(i) Global Peace and Security (GPS) Centre, Monash University The CSIG is now an Affiliate of the Global Peace and Security Centre, Monash University. It is hoped that the CSIG will soon be collaborating with the GPS Centre in research and training

(ii) UNAI SDG 16 Impact Hub Chair, Jimmy and Rosalynn Carter School for Peace and Confict Resolution (CSPCR), George Mason University[5] , Virginia, USA

The CSIG is currently in discussion with CSPCR to explore how we can connect our work for greater impact on peace and conflict resolution, through collaboration in such areas as research and education. We have agreed an initial schedule of joint working with the aim of running one or more pilot training initiatives by the end of March 2026 ( n.b. SDG16 is for ‘Peace, Justice and Strong Institutions’. Its achievement underpins the attainment of all other SDGs).

(iii) UNAI SDG 11 Impact Hub Chair, De Montfort University (DMU) The CSIG has signed a Memorandum of Understanding (MoU) with the UNAI SDG 11 Impact Hub Chair, De Montfort University (DMU), in order to enable joint research, education and teaching. The CSIG’s focus will

o improving “the state's capacity to fulfil its responsibility to provide public goods which are essential for the protection of a number of human rights … education, health and food (etc)”;

o enabling “accountability, transparency and participation to shape anti-corruption measures”, and o enabling “appropriate legislative reform”.

4 "Governance and the Law, World Development Report 2017, World Bank, January 2017

5 The United Nations, says George Mason “was selected based on its pioneering research and programs focused on promoting peace and conflict resolution” as well as the university’s educational policies.

be on SDG 16 and SDG 11 overlap areas (e.g. achieving good governance and mitigating corruption in municipal authorities, equitable delivery of public services, and promoting human resource development and capacity-building for human sustainable settlements development). Discussions with DMU are scheduled for mid-December 2025 ( n.b. SDG11 is for ‘Making cities and human settlements inclusive, safe, resilient and sustainable’).

(iv) The Centre for Sustainable Development and Governance (CeSDAG),

CeSDAG is a Gambian CSO promoting social justice, central and local government accountability and equity. Through the CSIG’s link with the DMU’s SDG 11 Hub, we hope to be able to support the CeSDAG’s work supporting local government and ethical governance, to promote stability, and to provide needed training and mentoring to that end.

2b. The CSIG Strategic Plan

A detailed Strategic Plan for the CSIG has now been written. It covers 10 years and addresses the following key themes:

The UK Charity Governance Code will steer the CSIG’s conduct and will be used to guide the measurement of our governance. The McKinsey Method will be used for the measurement of the CSIG’s performance in the provision of services (e.g. training, mentoring, overseas project initiatives, etc,). This will include measurement of the impact of our work – especially upon the achievement of our Mission and Vision – as well as activity and capacity measurement in other areas. Where relevant and affordable, external assessment will be made.

The Strategic Plan highlights the CSIG’s ambition and determination to pursue its charitable Purpose and is attached to this submission. It will be under regular review.

2c. The CSIG Website

CSIG’s website with its own domain name, went live in October 2025.

It will be regularly up-dated / maintained and amongst other things it will be used:

Given the wave of damage – through hacking and related activities – that has been experienced by public, private and third sector bodies over recent years, the CSIG is well conscious of the need for security and data protection. Good security for our system is thus a priority, but regrettably for the moment, its provision is dependent upon affordability.

2e. Job descriptions

Job descriptions for all CSIG Trustees and ExCo Members have been formulated, together with Terms of Reference for the Trustee Board, ExCo and the International Advisory Board. They can be provided to the Commission if required.

2f. Registered Ofice

The CSIG now has a registered office at 167-169 Great Portland Street, 5th Floor, London, W1W 5PF

2g. Management and administrative systems and procedures

All relevant management and administrative systems and procedures are in place and available in a Management Handbook. Potential financial systems and procedures have been appraised, and will be put in place once a bank account for the CSIG has been opened

4. Structure, Governance and Management

The CSIG will combine a think-tank and education and training school, delivering research, professional training, education and awareness raising for / of the public as well as mentoring and advisory services.

Upon Registration of the CSIG, the three founders – Mr. Alan Waldron, Professor Rob McCusker and Mr Keith Sargent – formed the Executive Committee (ExCo), with Mr. Sargent becoming the CEO. Following the collapse of the Trustee Board in February 2024, Mr. Sargent took on the dual role of Trustee and CEO, with the permission of the Commission.

The CSIG gained a quorate Board of three trustees in February 2025, following the appointment of Mr. Philip Shelton and Mr. Simon Shelley, and Mr. Sargent becoming the Chair and handing his CEO role to Mr. Waldron. The Executive Committee (ExCo) became three in number with the appointment of Mr James Nixey to the position of Strategic Development Adviser in August 2025.

The high-level Board of International Advisers remains as previously described to the Commission, other than in July 2025 it was joined by Dr Mark Charlton, Associate Professor of Sustainable Development at De Montfort University and Associate Director of DMU’s United Nations Academic Impact SDG Hub. This Board now numbers eight.

The Bios of all CSIG personnel are provided on our website. For the Commission’s convenience, summary bios of Trustees and ExCo members are provided in the Table below. We are looking to expand both Boards and ExCo in terms of numbers and expertise / experience.

Summary Bios of Trustees and ExCo personnel

Trustees

Keith Sargent, Chair of Trustees and CSIG Co-Founder. Keith specialises in public policy analysis, including organisational development and capacity building; good governance and integrity in public office; socio-economic development planning; and post conflict stabilisation planning / fragile state transformation. He is a registered Deployable Civilian Expert (Governance Core) with the UK Government’s Office for Conflict Stabilisation and Mediation (OCSM). His posts include as Adviser to the 1st State Prime Minister, Bosnia and Herzegovina, post the signing of the Dayton Peace Accord and as first Director of the Integrity Commission, Turks and Caicos Islands Government. He has held lecturing positions at the Development Planning, Unit, University College London and the Institute of Diplomacy and International Governance, University of Loughborough, and has mentored and tutored widely.

Simon Shelly. Simon has spent over 40 years’ working in the FCDO, and the UK Diplomatic Service, including time as Head of Learning in the International Policy Faculty of the International Academy. He has held overseas postings at the British Embassies in Kabul, Paris and Ankara. He has also worked extensively on Europe, including as Lead Policy Planner for Europe, then as a Senior Europe Research Analyst, leading on the Benelux Union, its three member countries and France. He speaks near native French, working level German and Dutch, and basic Turkish and Spanish.

Phil Shelton. Phil is a Trustee of the Cranfield Trust providing strategic guidance to charity leaders, and expertise to support nonprofit organisations’ growth. He is an accomplished executive specialising in the technology and social housing sectors. He is skilled in providing strategic and operational support to senior leaders, and has extensive expertise in stakeholder engagement, process improvement, and complex project management. He initially came to the CSIG at the start of 2024, under the Cranfield Trusts pro bono support scheme, to advise on financial planning and IT. He continues to provide such advice, whilst acting as Trustee.

Executive Committee

Alan Waldron, CBE, Chief Executive Oficer (CEO), and CSIG Co-Founder. Alan is an independent adviser and trainer specialising in corruption risk reduction. He has developed and led the advocacy, analysis, change management and delivery of training and capacity building anti-corruption programmes and tools currently used by NATO, the UK and many other Governments globally. Prof. Rob McCusker, Head of Education and Training, and CSIG Co-Founder. Rob is the Head of Academic Delivery and Development at David Game Higher Education (DGHE) in London and a transnational crime adviser. He is a retained expert for the Council of Europe. He has advised UN congresses on ‘Crime Prevention’ and ‘Criminal Justice’, the EU, UNODC, and many governments and agencies globally.

James Nixey, Strategic Development Adviser. James is the former director of the Russia and Eurasia Programme at the International Affairs Think Tank Chatham House. Specialising in Russia’s relationships with the other post-Soviet states, and key international actors, he is currently contracted to the UK’s Ministry of Defence. He is an Associate Fellow with the Geneva Centre for Security Policy and an Honorary Research Fellow at the University of Exeter.

5. Reference and administrative details

Name: The Centre for Strategic and International Governance

Registration No: 1204765 National Location of Principal Of f ice: London, England

E Mail[6] : info@csig.org.uk Trustees: Keith Sargent (Chair) Simon Shelly Philip Shelton

6. Financial Review

The CSIG remains being self-funded and as yet, no bank account has been opened and no external funding provided / obtained. Accordingly, there has been no requirement for a Financial Review.

As referenced in 2 above, the CSIG Strategic Plan illustrates key financial aspects, including Profit and Loss and Balance Sheet

6. Exemptions and disclosure

Not relevant

7. Funds held as custodian trustee on behalf of others

Not relevant

8. A statement of the CSIG's regard for the CC's guidance on public beneft

Full cognisance of the Commission’s guidance on Public Benefit has been taken in the design of the CSIG’s Business Plan and Strategy, and will be taken throughout implementation.

In the CSIG’s initial registration submission to the Commission two statements (i) re. ‘Our Beneficiaries’ and the public benefit that would be sought and (ii) re. ‘Our Global Reach’ were provided in the Constitution document under the heading of ‘Purpose’. We were advised that whilst both were acceptable, the Constitution was not the appropriate place for them[7] . They have subsequently been removed from the Constitution and inserted (as paras 2.2 and 2.3) into the CSIG’s Business Plan.

6 This address is able to be used. However, for the time being it would be appreciated if all correspondence could be addressed to Mr Sargent at iidadvisory@gmail.com

7 In correspondence with Ms Caroline Jones, 19th / 20th July 2023

A Think Tank, Education and Training Centre Afiliate of the Global Peace and Security Centre, Monash University, Australia

STRATEGIC PLAN

June 2025

Our Mission:

To promote human rights, the rule of law, democracy, and peace through informed leadership, education, and training.

By empowering individuals, organisations, and communities, we aim to bridge gaps in human rights initiatives and foster partnerships for sustainable social impact.

The Core Elements of Our Work:

Supporting the attainment of the UN’s Sustainable Development Goals – focusing on SDG16 and SDG17 – and the fulflment of the Human Rights and Anti-corruption Principles of the UN Global Compact, the core elements of our work will provide:

A Global
Perspective
The CSIG's Think Tank
will be a membership
organisation and serve
as a forum for
discussing national and
international policy and
strategy. It will focus on
identifying, evaluating,
and proposing solutions
to human rights issues,
with an emphasis on
achieving ethical
leadership and good
governance		 Research
The CSIG aims to deliver
evidence-based and
innovative solutions to
complex problems,
leveraging research,
interdisciplinary
collaboration and
domain expertise to
ensure sustainable,
scalable, and impactful
outcomes that address
both present and future
human rights challenges		 Training & Skills
Development
The CSIG will ofer
training and skill
development for
both the general
public and
professionals in
human rights and
related felds,
including continuing
professional
development and
training of trainers		 Advisory
Services
The CSIG will provide
advisory services
and mentoring to
help initiate and
sustain positive
changes in strategy,
policy, organisational
culture, processes,
and attitudes

OUR STRATEGIC PLANNING FRAMEWORK: WHAT SUCCESS LOOKS LIKE AND HOW WE WILL MEASURE IT Year 1 Year 5 Year 10

Internal Governance:

Internal Governance:

Internal Governance:

A President (an internationally respected name) appointed, and governance structure further expanded, to include: o 4 Patrons (as year 5 + Americas representative) o 9 - 12 Trustees (As year 5 + others subject to needs assessment nearer the time) o 8 – 15 High-level Advisory Board members (As year 5 + others subject to needs assessment nearer the time) o 5 -7 Exco members (as year 5?)

Success: enhanced presence on international stage. Boards continue exemplary governance Measurement: UK Charity Governance Code

Internal Governance Systems and Internal Governance Systems and Internal Governance Systems and
Processes Processes Processes
o The UK CharityGovernance Code and SORP set o Corporate systems andprocesses regularly o Corporate systems andprocesses regularly

1 Current Composition

Patron (Appointment tbc)

Quorate Trustee Board: (i) Chair, 45 years international development experience and ex-founding Director of Turks and Caicos Integrity Commission; (ii) Ex Head of Learning, International Policy Faculty, Diplomatic Academy, UK FCDO (Foreign Commonwealth and Development Office); (iii) private sector specialist, Trustee of Cranfield Trust Executive Committee (ExCo):

CEO – Ex-Transparency International Anti-corruption Adviser and Ex-Air Commodore and Director of Training for the RAF

Head of Training – Professor of Transnational Crime, and retained expert for Interpol and the Council of Europe

Strategic Development Adviser – Ex Head of Russia and Eurasia Programme, The Royal Institute of International Affairs (Chatham House)

High-level Advisory Board:Head of Board – Ex UK Ambassador to Syria

2 Measurement. This voluntary Code sets principles and best practice for good governance, demonstrating desired outcomes across 7 key indicators: Organisational Purpose, Leadership, Integrity, Decision Making, Risk and Control, Board Ef f ectiveness, Equality, Diversity and Inclusion, and Openness and Accountability, (see also the CSIG’s Business Plan and Footnote 3 below)

the principles and recommended practice for
CSIG’s good governance and fnancial
accounting3
o The McKinsey4methodology is embedded to
assess achievement of Purpose and performance
against a range of indicators
o Corporate systems developed and implemented,
including but not necessarily confned to:
- corporate fle system and historic document
transfer
- template letters and contracts for appointments
- collaborative partnership arrangements (inc
vetting / due diligence / MoUs, etc)
- grant and philanthropic funding application
procedures
- risk assessment (UK GDPR / DPA5and project)
- comprehensive insurances6
- IP safeguarding
- fnance / banking (inc fnancial software)
- marketing
Success:all systems and processes concerned
with ensuring the overall direction, efectiveness,
supervision and accountability of the CSIG are in
place, and lay a frm foundation for continued
development and the pursuit of the CSIG’s Purpose
Measurement: Internal assessment against all key
targets of the UK Charity Governance Code.
Staf/ Stafing
o All HR,fnancial and other relevant administrative		 reviewed and refned
o The aspirations of the UK Charity Governance
Code continually reviewed, updated and carefully
followed
o The McKinsey methodology is further developed
to enshrine / measure indicators across the
spectrum of the CSIG’s operations
Success:
o relevant systems and processes are in place and
working efectively and eficiently, demonstrating
that CSIG interventions are making positive
impact and demonstrating that:
-
collaborative eforts are valued,
-
risks are minimised
-
that sustained eforts to ensure accountability
to its many stakeholders are paying dividends
Measurement:
o External assessment commissioned of the CSIG’s
adherence to and success in meeting the targets
of the UK Charity Governance Code
o achievement of Organisational Purpose will be
measured utilising the McKinsey methodology
and will be used to inform the Code assessment
Staf/ Stafing
o Annual reviews of staf and stafing levels
continued,enablingsustainabilityof stafing		 reviewed and refned / updated
o The aspirations of the UK Charity Governance
Code continually reviewed, updated and
carefully followed
o The McKinsey methodology for measuring
performance further developed to enshrine /
measure indicators across the spectrum of the
CSIG’s operations
Success:
o relevant systems and processes are in place
and working efectively and eficiently,
demonstrating that CSIG interventions continue
to make a positive impact and demonstrating
that the CSIG is becoming a ‘go to’ organisation.
Measurement:
o External assessment again commissioned of
the CSIG’s adherence to and success in
meeting the targets of the UK Charity
Governance Code
o achievement of Organisational Purpose will be
measured utilising the McKinsey methodology
and will inform the Code assessment
Staf/ Stafing
o
Annual reviews of staf and stafing levels
continued,enablingsustainabilityof stafing

4 The McKinsey Methodology enables monitoring and evaluation (M&E) across a range of indicators including impact, activity and capacity. It is described in full in the CSIG’s Business Plan and will be used across primary areas of our work to measure success, and provide the context for assessment against the UK Charity Governance Code. M&E will include but not be conf i ned to: externally run surveys of members, collaborating partners and benef i ciaries; external evaluation of major initiatives; assessment of website visit numbers; numbers of customers (individual and institutional benef i ciaries) returning for further CSIG services and press coverage.

6 Insurances would include (but not necessarily be conf i ned to) those for public liability, trustee indemnity, employers’ liability and professional indemnity

o Core to above: a full time CEO/COO recruited Success: - prioritisation of transfers from pro bono to and a minimum of 3 administrative staff (admin, o Staffing levels increased to successfully paid staff based on anticipated funding finance and HR) in place. support full range of Think Tank, Education o Job descriptions prepared for all personnel (inc. o Primary executives paid on a part time, or full time and Training, and Office functions (inc. HR, Trustees, the CEO and other ExCo members, basis, depending on finances and contract finance, media, research tasks). All members of the High-level board of Advisers, and Success: commensurate with contracts for services, staff). o A contracted CEO (paid / no longer pro bono), a and grant and philanthropic donations. o A Guide to ‘Good Governance for Recruitment minimum of 3 administrative staff (admin, o Personnel for dedicated report writing and and Succession Planning’ agreed and finance and HR) and others (e.g. for IT and social publication inputs contracted as and when media) in place commensurate with contracts for required. operationalised. services, and grant and philanthropic donations o All executives in paid employment on a full o Contract templates prepared and appropriate o Primary executives paid on a part time, or full time (or as required) basis contracts signed time basis, depending on finances and contracts Measurement: quantitative and qualitative o Future recruitment needs assessed (depending Measurement: quantitative and qualitative analysis of staffing levels against proposed on funding and contracts), prioritising positions of analysis of staffing levels against proposed annual annual and long term plans. Year 10 ‘Actuals’ e.g. Chief Executive / Administrator, financial and long term plans. Year 5 ‘Actuals’ within +/- 10% within +/- 10% of Budget administrator plus other executive appointments of Budget Success: increase in staffing commensurate with contracts for services, and grant and philanthropic donations

The wider membership

The wider membership

The wider membership

7 Quantitative and qualitative analysis of staf f ing levels against proposed annual and long term plans will be undertaken every year to measure progress

-
categorisation of applicants
-
application processing, and
-
revenue generation
undertaken quarterly
o
Success:
wider membership search and
processing placed on frm footing
o
Measurement: wider membership numbers 80
by end of frst year		 -
fee structure
and successfully used to inform continuing
wider membership evolution strategy
o
Vigorous recruitment of membership (all
categories) continues, conditional on Review
results
Success:
o
End Year 1 Review results used to underpin the
CSIG’s strategy for current 5 years and regularly
reviewed in the period (especially balancing UK
and international applications and approvals).
o
Wider membership and search processing
becomes frmly established and applications
increase
Measurement:
o
wider membership increases annually, reaching
360 byendyear 5.		 and successfully used to inform continuing wider
membership evolution strategy
oVigorous recruitment of membership (all
categories) continues, conditional on Review
results
Success:
o End Year 5 Review results used to underpin the
CSIG’s strategy for current 5 years and regularly
reviewed in the period (especially balancing UK
and international applications and approvals).
o Continued positive recruitment in quality,
quantity and diversity, especially international
candidates
Measurement:
o CSIG’s wider membership increases annually,
reaching 800 by end year 10.
Collaboration to support SDG16 and peacebuilding
endeavour
o
Organisations (academic / research, CSOs,
business and other relevant bodies) identifed
with the view to initially creating Alliances, and
in the longer-term partnerships with the
potential for the creation of regional Hubs8
o
Due diligence commenced on one or two such
bodies9
o
Collaboration on teaching and colloquia
programmes addressing state fragility and
peace building commences with the Global
Peace and Security Centre, Monash University
o
Collaboration agreed / commenced with one or
more of the following through:
-
Collaborative agreement reached with the UN
SDG16 Hub,Jimmyand Rosalynn Carter		 Collaboration to support SDG16 and peacebuilding
endeavour
oMoU signed and collaboration commenced on
teaching, colloquia and/or research programmes
with the UN SDG16 Hub, Jimmy and Rosalynn
Carter School for Peace and Confict
oCollaboration commenced on teaching and
colloquia programmes for SDG 16 overlap areas
with the UN SDG11 Hub, De Montfort University
oCollaboration on teaching and colloquia
programmes addressing state fragility and peace
building continues successfully with the Global
Peace and Security Centre, Monash University
oCSIG successfully collaborate with the CSDG,
Gambia in support of their SDG16 work
oCSIG successfully collaborate with A4ID in a
project in an African state to deliver efective,		 Collaboration to support SDG16 and
peacebuilding endeavour
oCollaboration on teaching, colloquia and/or
research programmes continues successfully
with the UN SDG16 Hub, Jimmy and Rosalynn
Carter School for Peace and Confict
oCollaboration on teaching and colloquia
programmes for SDG 16 overlap areas
continues successfully with the SDG11 Hub, De
Montfort University
oCollaboration on teaching and colloquia
programmes addressing state fragility and
peace building continues successfully and
limited project work commences with the
Global Peace and Security Centre, Monash
University
o Collaborative work with CSDG expands,

8 Hub options will be either CSIG stand alone, or joint / collaborative ventures (with 2 or more organisations). Initially, the CSIG will focus on collaborative ventures.

9 Initially, a number of potential partner organisations will be appraised taking into consideration such factors as: shared outlook and values, support for human rights / SDG16, fragility, potential for financing, task/contract potential, global or regional status. Attractive potential partners will then be selected for due diligence and further investigation.

School for Peace and Confict, George Mason
University, N. Virginia, USA.(n.b. agreement
to run pilot initiative reached 01/12/25)
-
Memorandum of Understanding (MoU) agreed
and signed with the UN SDG11 Hub, De
Montfort University (DMU), UK, to support
SDG16 over-lap areas. Until the UN changed
SDG Chairs, the SDG16 Chair was held by the
DMU
-
MoU signed with the Centre for Sustainable
Development and Governance (CSDG)10, The
Gambia, to support their SDG16 related work.
-
‘Development Partner’ status gained with
Advocates for International Development
(A4ID)11
-
Agreement reached with Exeter University to
take ‘placement’ students from their MA
Course in Confict, Security and
Development. Students provide research
inputs on an agreed topic and are mentored in
return(n.b. so far, three placement students
have assisted the CSIG)
o
Appraisal of the conditions, modalities and
procedures for ‘participatory status’ in the
Council of Europe’s (CoE’s) International NGO
Network and, in turn, the benefts of the CSIG’s
alignment
o
Appraisal of building collaborative ties with
donor agencies including UN SDG Hubs and UN
SDG Leadership Laboratories with the view to
supporting VNRs and the UN’s HLPF (see under
‘External Governance Endeavour’ above)
o
ImplementingCSIG’s MarrComms Strategy12		 accountable, and inclusive institutions, that
protect human rights
o Alliances successfully created with selected
CSOs and possibly another academic institution
o Investigation of the potential for a joint or stand-
alone hub with one or more of the organisations
with whom an alliance has been created
o CSIG successfully work with a UN SDG
Leadership Laboratory to support VNR delivery
and the UN’s HLPF
o Dialogue with major foundations (and similar)
continues and results in the sharing of data,
research, academic papers and speakers
o Having joined the CoE INGO Network,
collaboration commenced with selected INGOs
o On the basis of successful placements,
discussions with the University lead to an MoU to
enabling joint research and training
o Success:
o Successful collaboration with one or more
alliance organisations leads to discussions on
the potential to create a (joint and/or stand-
alone) hub
o National and international collaboration expands
leading to increased demand for CSIG services
Measurement:
o McKinsey M&E methodology (as described above)
undertaken by independent, external expert		 assisting Gambian CSOs and the Government
of Gambia
o Further successful work undertaken with A4ID
in support of efective, accountable and
inclusive institutions, including in one or more
fragile and confict afected state
o Key alliances mature into the establishment of
fully operational (joint and/or stand-alone) Hubs
o Expansion of additional hubs under
consideration13
o Collaboration continues successfully with CoE
INGOs, including by supporting democracy on a
pan-European basis
o Collaboration with Exeter University continues
successfully
Success:
o Two (possibly three) joint and/or standalone
regional Hubs established globally and
functioning with long term potential
o At least one Hub (by year 10) seen as, and
utilized as, a go to facility by established
educational and governmental, national and
international institutions, and CSOs
o National and international collaboration
expands leading to increased demand for CSIG
services.
Measurement:
o McKinsey M&E methodology (as described
above) undertaken by independent, external
expert

10Discussions toward this goal commenced following a visit in November 2022 by the Head of the CSIG’s High-level Board of Advisers to the Gambia and his meeting with the CSDG’s Director (now himself an Adviser on the Board)

11 Discussions to this end have already commenced

12See: CSIG’s (Illustrative MarrComms Activities by Agency, Purpose and Media Usage), CSIG Business Plan

13 Global expansion and consolidation of hubs will continue in subsequent years

dialogue established with the likes of the Asia
Foundation, the Global Leadership Foundation,
the Civil Society Platform for Peacebuilding and
State Building, the World Business Council for
Sustainable Development and the Centre for
International Cooperation, NY University.
Success:
o
Collaborative alliances successfully launched
leading to provision of fee-earning services
Measurement:
o
Benefciary surveys, directed / overseen by the
CSIG’s Trustee Board
External Governance Endeavour to support human
rights
o Implementation of range of targeted education
and training programmes as detailed below
o Implementation of a small range of advisory and
mentoring services
o CSIG becomes a signatory to UN Global Compact
to assist leaders in meeting its ‘Principles’, with
focus on human rights (Principles 1 and 2), and
anti-corruption (Principle 10)
Success:
o positive feedback from benefciaries
demonstrating the CSIG’s ability to deliver high-
quality work, on time
Measurement:
o Benefciary surveys, directed / overseen by the
CSIG’s Trustee Board		 External Governance Endeavour to support human
rights
Working with all relevant stakeholders CSIG
successfully provides an enlarging range of
advisory and mentoring support to private,
government and third sectors in such areas as:
oPSR (public sector reform) needs assessment and
commencing long term mentoring / cultural
change programme for a national government
oassisting leadership of major multi-national
company assess risks, opportunities, and
impacts across Global Compact issue areas
ostrengthening / establishment of an Integrity or
Anti-Corruption Commission
osupporting ‘Voice’ of CSO and/or media
organisation(s) in obtaining accountability of
government
osupport to the accountability and progress
monitoring endeavour of Voluntary National
Reviews (VNRs) focusing on governance and
ethical leadershipto advance human rights,and		 External Governance Endeavour to support
human rights
Working with all relevant stakeholders CSIG
successfully provides a wider and deeper range of
advisory and mentoring services (to that
described for Year 5). Additional support ofered
in such areas as:
o fragile state interventions supporting peace
building and mediation
o support to NATO in addressing unethical
leadership and corruption in the armed services
o support to aid harmonisation and donor
coordination
o Supporting joined up thinking and working
between international bodies (e.g. the G7 and
the UN, HLPF)
o Implementation of full range of education and
training programmes as detailed below
Success:
othe CSIG reinforces its international reputation
for integrity,truthfulness and thoroughness in
advising the UN High Level Political Forum (HLPF)
accordingly
oImplementation of full range of education and
training programmes as detailed below
oUndertaking research – solely or in conjunction
with a partner organisation – to advance human
rights
Success:
o The CSIG begins to develop an international
reputation for integrity, truthfulness and
thoroughness in its assistance, through advising
the UNHLPF and provision of services to state,
private and third sector organisations.
oPositive feedback from Benefciaries, some of
whom request further assistance
Measurement:
o McKinsey M&E methodology (as described
above) undertaken by independent, external
expert		 its assistance and builds a ‘go to’ reputation
oPositive feedback from Benefciaries, some of
whom request further assistance
Measurement:
o McKinsey M&E methodology (as described
above) undertaken by independent, external
expert
Think Tank Services
o Adequate human and fnancial resources in place
to sustain initial Think Tank activities of advocacy,
networking, holding conferences, debates and
colloquia, research and providing at least one
internship
o Initial debates and conferences held, and
colloquia and research plans developed
o Symbiosis with CSIG’s Training Centre exploited,
with Fellows providing / scheduled to provide key
inputs into the allied services of education and
training, mentoring and advisory work
o Members of the CSIG’s High-level Board of
Advisers contributingto major components of the		 Think Tank Services
o Adequate human and fnancial resources
maintained and with suficient to meet most
contingencies
o Conferences, debates, colloquia, research,
networking and advocacy events all being
undertaken and fulflling the CSIG’s Purpose
o Internationally recognised / respected speakers
providing inputs to debates and conferences
Success:
o Recognised domestically (within public, private
and third sectors, academia and major think
tanks) as an important and respected centre for
debate on current human rights,fragilityand		 Think Tank Services
o Adequate human and fnancial resources
continue to be well maintained
o Conferences, debates, colloquia, research,
networking and advocacy events all being
undertaken and fulflling the CSIG’s Purpose
o Help provided to strengthen the role of overseas
think tanks etc. (measurement?)
o Enlarged group of internationally recognised /
respected speakers providing inputs to debates
and conferences, and additionally supporting
research and other activities
Success:
o Evidence based research on human rights,
work of the Think Tank
Success:
o Developed thinking and ideas on key current
human rights, fragility and resilience issues
o A coalition of actors (CSIG’s wider membership,
associates / collaborating bodies and
representatives of academia, government, the
third and private sectors) to support such ideas
and debate
o A research programme (designed and started on
selected key issues
Measurement:
o
Internally run survey of members, collaborating
partners and benefciaries		 resilience issues; and, for ofering creative and
practical solutions to tackle such issues
o Evidence based research on human rights,
fragility and resilience issues published in
respected journals and debated publicly
o Authoritative speakers presenting views and
counter views on key issues, inviting defence of
positions
o Help provided to strengthen the role of think
tanks in one or more Global South countries to
enable public debate on important human rights
and related issues of the day
Measurement:
o McKinsey M&E methodology (as described above)
undertaken by independent, external expert		 fragility and resilience issues continues and
publications in respected journals increase ……
as too do public debates ……(measurement?)
o Authoritative speakers continue presenting
views and counter views on key issues, inviting
defence of positions (measurement?)
o The CSIG Think Tank gains an international
reputation in the provision of its evidence-based
research (and services generally) for
thoroughness, honesty and integrity, ability to
inform critical human rights and related issues
of the day, and becomes a ‘go to’ centre for
advice on policy and strategy
o Policy and strategy advice respected and
endorsed
Measurement:
o McKinsey M&E methodology (as described
above) undertaken by independent, external
expert
Education / Training and Research
o Free, publicly available, on-line talks and debates
provided, focusing on human rights and related
fragility and resilience issues; raising awareness
and educating; and advancing governance and
ethical leadership to advance human rights.
o Free, miscellaneous talks and experiential
training contributions by Advisers and Fellows to
the wider CSIG membership and the Global
Peace and Security Centre,
o Range of fee earning education and training
initiatives launched including:
-
miscellaneous talks and experiential training
contributions to UK university / higher
education centres
-
Colloquia programme(s) planned / designed /
maybe launched – in conjunction with an
established academic body– in support of		 Education / Training and Research
o An expanded range of free, publicly available, on-
line talks and debates are provided, with new
speakers and widened collaboration
o Free talks and seminars for CSIG Members
targeted on achieving our Mission (e.g. Human
Rights and Anti-Corruption Principles of the UN
Global Compact, UNDP’s SDG16 Custodian
Indicators15, ESG risk and related)
o An expanded range of fee earning education and
training initiatives launched including (as year 1,
with the addition of):
-
A range of seminar sessions (e.g. on such
subjects as mediation, security awareness,
leadership skills, human rights and advocacy)
-
2 Colloquia p.a. (ave)
-
3 short courses (1 per term) p.a.
-
talks / seminars from CSIG Hubs and other		 Education / Training and Research
o An expanded range of free, publicly available,
on-line talks and debates are provided, with
new speakers and through widened
collaboration
o An expanded range of free talks and seminars
for CSIG Members
o An expanded range of fee earning education and
training initiatives launched
o Major research project(s) conducted on behalf
of one or more major donor
Success:
o CSIG education and training demonstrably
benefting wider membership and external
benefciaries
o Education, training and research skills of CSIG’s
wider membership sought by external
academic,research and fundinginstitutions
Master’s and/or PhD students
-
Short course designed, certifed
(professionally and/or academically) and ready
to run focusing on the advancement of human
rights through good governance and ethical
leadership
o Appraisal of key training needs of CSOs to
strengthen their eforts to address SDG16+14
Success:
o The general public with raised awareness of how
they might gain resilience to abuse of human
rights
o Awareness of the CSIG’s purpose and potential
o Initial income obtained
o Basis provided to enable launch of major NGO
training programme(s)
Measurement:
o Internally run survey of members, collaborating
partners and benefciaries		 approved collaborators
-
state, business and third sector case studies
-
Training of Trainers (ToT) programmes
implemented
-
talks at regional and international centres (e.g.
Barcelona International Peace Centre)
o The wider Membership leading and providing
inputs to the education and training programme
(inc. talks, debates, seminars and colloquia) and
building a research programme
o Research collaboration with major university
Success:
o CSIG education and training demonstrably
benefting wider membership and external
benefciaries
Measurement:
o McKinsey M&E methodology (as described above)
undertaken by independent, external expert		 o Programmes start gaining international
recognition
Measurement:
o McKinsey M&E methodology (as described
above) undertaken by independent, external
expert
Profle
Low but growing profle based upon:
oskills and experience of members of the High-
level Board of Advisers , ExCo and Trustees
ogrowing number of the CSIG’s wider membership
ocollaborative arrangements referenced above
omodest number of services provided, and
benefciaries reached
Success;
ofeedback from collaborators and wider
membership
onumbers of talks, debates, conferences and
courses held
oagreements reached
Measurement:		 Profle
Medium profle domestically and growing
internationally, through all means shown for Year 1,
plus:
o published papers in respected journals
o conferences, blogs and broadcasts on major
national and international human rights, fragility
and resilience issues
o collaborative Iinkages
o support to VNRs and the UN’s HLPF
o strong marketing and communications
o respected education programmes
o evidence based research
o appointment of new members of the High-level
AdvisoryBoard and Trustee Board bringingfurther		 Profle
High profle domestically and internationally
through all means shown for Year 5,plus:
o work supporting human rights and peace
building in fragile states
o Honorary President appointed
Success;
oAppointment of dignitary as Honorary President
oPositive feedback from collaborators and wider
membership
oSupport to human rights and peace building in
fragile states obtains recognition from national,
regional and/or international bodies
oIncreased numbers of talks, debates,
conferences and courses held

14 N.B. The CSO Rome Declaration on SDG 16+ (May 2019) highlighted the need to Improve capacity building for civil society to address gaps around data collection, monitoring and spotlight reporting on SDG16, awareness raising, and inclusion in national VNR, public policy, and budgeting processes. There is the requirement for re-appraisal in order to guide CSIG’s proposed assistance programme(s).

15 These indicators (16.3, 16.6 and 16.7) focus on the core functions of a functioning democratic state

o
Internally run survey of members, collaborating
partners and benefciaries		 strong technical and geographic experience and
skills, and associated kudos and networks
Success;
ofeedback from collaborators and wider
membership
onumbers of talks, debates, conferences and
courses held
oagreements reached
Measurement:
o McKinsey M&E methodology (as described above)
undertaken by independent, external expert		 ofurther collaborative agreements reached
Measurement:
o McKinsey M&E methodology (as described
above) undertaken by independent, external
expert
Finance & Financing Finance & Financing Finance & Financing
Recruit volunteer fundraiser to develop
fundraising strategy and make initial
approaches topotentialgrantees		 Permanent, paid fund raiser / business
developer recruited
Formulate income mix goals to exploit CSIG’s
‘social enterprise’ status considering i.a.:
o
fee earning
o
capital, core (running cost) and project
grants
ring fenced for specifc services (e.g. pro bono
training)		 Fund raising strategy review – undertaken
annually and balancing income mix goals –
introduces alternative / innovative ways to raise
funds (e.g. legacy giving, online advertising,
celebrity promotions)		 Fund raising strategy is successfully
continued with
Formulate and prioritise potential grantee
listing including:
o
Foundations
o
Donor agencies
o
Philanthropists
Private donors		 Major thrust pursued to win grants from
prioritised potential sources, ensuring in so
doing that opportunity cost (e.g. risk to on-
going projects) is stringently reviewed and kept
to absolute minimum		 Pursuit of grants continues successfully
Design corporate partnerships programme,
with view to early agreement with at least one
organisation		 Further corporate partnerships pursued,
subject to resource availability and market
conditions		 Further corporate partnerships pursued,
subject to resource availability and market
conditions
Design and submit operational grant proposals
(inc. ringfenced)		 Submission of operational grant proposals
continues with increased success		 Submission of operational grant proposals
continues with increased success
Due diligenceprocesses designed and Reports to trustees,stakeholders and the Reports to trustees,stakeholders and the
installed for delivery control, transparency and
traceability		 public are produced and circulated (at least)
annually		 public are produced and circulated (at least)
annually
Success Success Success
First corporate partnership obtained Limited expansion - including rental of
permanent ofice and increased stafing – is
supported by maintenance of appropriate
income mix,		 Increased fee-earning and successful fund
raising strategy enables further expansion
Small grants won supporting capital and
recurrent costs		 Ring fenced grants won to provide pro bono
education, training and mentoring services		 Further ring-fenced grants won, now enabling
pro bono assistance in fragile states and
peace building
Fee-earning services – training, advisory,
mentoring and research – planned and where
possible launched		 Fee-earning services generate small surplus
enabling the provision of wider range of pro
bono services		 Fee-earning services generate enlarged
surplus enabling the provision of wider range
ofpro bono services
Measurement Measurement Measurement
Internally run survey of members, collaborating
partners and benefciaries		 McKinsey M&E methodology (as described
above) undertaken by independent, external
expert		 McKinsey M&E methodology (as described
above) undertaken by independent, external
expert
Net Income / P&L (£ Sterling)
-840		 523,300 2,371,000
Balance Sheet (£ Sterling)
-860		 225,000 1,240,000
N.B. All the above figures are currentlyunder review
installed for delivery control, transparency and
traceability		 public are produced and circulated (at least)
annually		 public are produced and circulated (at least)
annually
Success Success Success
First corporate partnership obtained Limited expansion - including rental of
permanent ofice and increased stafing – is
supported by maintenance of appropriate
income mix,		 Increased fee-earning and successful fund
raising strategy enables further expansion
Small grants won supporting capital and
recurrent costs		 Ring fenced grants won to provide pro bono
education, training and mentoring services		 Further ring-fenced grants won, now enabling
pro bono assistance in fragile states and
peace building
Fee-earning services – training, advisory,
mentoring and research – planned and where
possible launched		 Fee-earning services generate small surplus
enabling the provision of wider range of pro
bono services		 Fee-earning services generate enlarged
surplus enabling the provision of wider range
ofpro bono services
Measurement Measurement Measurement
Internally run survey of members, collaborating
partners and benefciaries		 McKinsey M&E methodology (as described
above) undertaken by independent, external
expert		 McKinsey M&E methodology (as described
above) undertaken by independent, external
expert
Net Income / P&L (£ Sterling)
-840		 523,300 2,371,000
Balance Sheet (£ Sterling)
-860		 225,000 1,240,000
N.B. All the above figures are currentlyunder review

UN OHCHR Alignment

The CSIG will align its work with the UN OHCHR’s (Ofice of the High Commissioner for Human Rights) framework connecting good governance and human rights through four key areas: democratic institutions, public service delivery, anti-corruption, and the rule of law. These will be CSIG’s thematic focus areas for advising, training, and capacity-building, with particular emphasis on supporting leadership and governance aligned with UN SDG16 and SDG17 targets and the human rights and anti-corruption Principles of the UN Global Compact.

Democratic Institutions

The CSIG will support developing effective, accountable, and transparent institutions [SDG 16.6] and promote responsive, inclusive, and representative decision-making [SDG 16.7]. To this end, it will focus on ethical leadership, organizational change, governance systems, and advising on e-democracy.

Public Service Delivery

The CSIG will work to strengthen national institutions and build capacity [SDG 16a] by advising on joined-up government, human resource management, change management, procurement transparency, stakeholder engagement, monitoring and evaluation systems, balancing societal demands, and amplifying civic and media voices. It will also enhance policy coherence for sustainable development [SDG 17.14] by supporting sustainability planning, human security, aid policy and management, and engagement with Voluntary National Reviews [VNRs] and the UN HighLevel Political Forum (HLPF).

Anti-Corruption

The CSIG aims to counter and reduce corruption and bribery [SDG 16.5] by addressing various forms of corruption, including petty, grand, systemic, and political, as well as strategic and transnational crimes like money laundering. It will work to address illicit economies, kleptocracy, misuse of aid, and security service malpractice, and to support free and fair elections, integrity in public life, watchdog institutions, and whistle-blowers.

Rule of Law

The CSIG will promote non-discriminatory laws and policies for sustainable development [SDG 16b] by advising on rule of law policies, resource prioritization, instrument specification, framework drafting, institutional capacity building, and effective implementation. It will upport human rights norms, integrity in justice systems, gender equality, non-discrimination, and building trust in legal proceedings.