## 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: 

- deliver positive, transformative change for as-wider range of beneficiaries as possible – the general public, specific communities, institutions, leaders, and CSIG's wider membership and collaborating partners 

- support delivery of "state-society compact(s) and culture grounded in constitutionalism, access to justice, equality and human rights”[2] 

- support the achievement of good governance reforms led by human rights values, particularly those identified by the UN OHCHR[3] 

> 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”; 



- promote governance  that "can  mitigate,  even  overcome,  power  asymmetries  to  bring  about  more . 

- effective policy interventions that achieve sustainable improvements in security, growth, and equity”[4] 

- `o` support ethical leadership and standards in public life, advising upon and supporting inter alia, measures to counter the potential for exclusion, capture, and clientelism and the unequal power of individuals and groups 

- mitigate corruption and advance the rule of law, 

- provide  pro bono services to address cases of hardship once adequate resources - personnel and financial – become available. 

. 

## 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 CSIG’s Mission statement 

- The core elements of our work: 

- Our Strategic Planning Framework, demonstrating what success looks like and how we will measure success, covers the following key elements: 

   - Internal Governance 

   - Internal governance systems and processes 

   - Staff / staffing 

   - Wider Membership 

   - Collaboration to support UN SDG16 and our peacebuilding endeavour 

   - External governance endeavour to support human rights 

   - Think Tank Services 

   - Education/Training and Research 

   - Our Profile (external/stakeholder perception) 

   - Finance / financing 

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: 

- as a vehicle for communicating with the public and potential stakeholders / funders 

- as the premier means for linking with our partners, to enable the sharing of knowledge and facilitating joint training initiatives 

- for the publication of research, policy papers, think pieces, blogs, etc;  and 

- for advertising to enlist the CSIG’s wider membership. 

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

- 3  Boards  assembled  and  fully  operational: (see below for Current Composition[1] ): 

   - Governance structure expanded to achieve greater inclusion, effectiveness and impact, to include: 

   - `o` 3 Patrons (Africa, Asia, Europe) 

- Established Trustee Board (quorum of 3) 

- ExCo - As ‘Current Composition’ plus: 

      - 9 Trustees (as year 1 + Charity Lawyer, Financial Secretary, Captain of Commerce / Industry, and Jewish, Muslim and Christian Faith Leaders) 

   - Paid expert CEO 

   - Head of Think Tank (paid/permanent) 

- High-level Advisory Board:  - As ‘Current `o` 8 – 12 High-level Advisory Board members Composition’ supplemented by Private and CSO (As year 1, but additionally drawn from private, third sector, and Asia representation and faith sectors) 

- Success: Boards demonstrating exemplary `o` 5 -7 Exco members (as year 1 + IT and marketing leadership and governance experts) Measurement: operations in accord with the UK Success: Boards continue exemplary governance Charity Governance Code[2] Measurement: UK Charity Governance Code 

## 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 

- 8 Members (total) drawn from: academia, public service, diplomatic sector 

- regional experience and expertise inc: Russia, Eurasia, CEEC, Balkans, Poland, Ukraine,  Middle East, Southern and Western Africa 

- Technical expertise inc: geo-strategic / geo-economic, public administration, governance, cyber-crime, political journalism, fragile states, anti-corruption, sustainable development and Euro-Atlantic integration, 

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



- 3 For accounting purposes, the CSIG would become SORP (Statement of Recommended Practice) compliant. 

> 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. 

- 5 The CSIG will adhere to both the UK Data Protection Act (DPA) 2018 and UK General Data Protection Regulations (GDPR) 2021 

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



- systems and procedures designed, approved and levels  commensurate  with  anticipated  tasking operational including measures for: and funding both for UK and overseas contracts / - annual  determination  of  (incremental)  staff requirements levels over first 5 year period `o` Core to above: a full time CEO/COO recruited 

- - prioritisation  of transfers from pro  bono to and a minimum of 3 administrative staff (admin, paid staff based on anticipated funding finance and HR) in place. 

- levels commensurate with anticipated tasking and funding both for UK and overseas contracts / requirements 

`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 

- Measurement: 1[st] year ‘Actuals’ within +/- 10% of Budget[7] `o` Membership applications continue to be `o` Membership applications continue to be successfully processed successfully processed 

## The wider membership 

- Year 5 review undertaken of: `o` Year 10 review undertaken of: 

- `o` Fee structure for wider membership - Fellows, Members, Associate Members, Student - applicant quality, quantity and diversity in `o` applicant  quality,  quantity  and  diversity  in relation to the CSIG’s proposed services to relation  to  the  CSIG’s  proposed  services  to 

- Members - agreed by Trustee Board 

- `o` Vetting / processing team established potential beneficiaries / international potential beneficiaries / international `o` Initial advertising for wider membership requirements / future global commitments requirements / future global commitments launched - membership expansion opportunities (esp. `o` membership expansion opportunities (esp. 

- `o` Applications continually assessed:  approvals relating to potential new fee earning relating to potential new fee earning initiatives initiatives and grant funding) and and grant funding)  and constraints 

- leading to wider membership and evolution of Think Tank constraints `o` requirement for further and/or revised 

- `o` Review of systems and procedures for: - requirement for further and/or revised membership categories - advertising membership categories `o` fee structure 

> 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 



|-<br>categorisation of applicants<br>-<br>application processing,  and<br>-<br>revenue generation<br>undertaken quarterly<br>`o`<br>Success:<br> wider membership search and<br>processing placed on frm footing<br>`o`<br>Measurement:  wider membership numbers 80<br>by end of frst year|-<br>fee structure<br>and  successfully  used  to  inform  continuing<br>wider membership evolution strategy<br>`o`<br>Vigorous recruitment of membership (all<br>categories)  continues,  conditional  on  Review<br>results<br>Success:<br>`o`<br>End Year 1 Review results used to underpin the<br>CSIG’s  strategy for current 5 years and regularly<br>reviewed in the period (especially balancing UK<br>and international applications and approvals).<br>`o`<br>Wider membership and search processing<br>becomes  frmly  established  and  applications<br>increase<br>Measurement:<br>`o`<br>wider membership increases annually, reaching<br>360 byendyear 5.|and successfully used to inform continuing  wider<br>membership evolution strategy<br>`o`Vigorous recruitment of membership (all<br>categories)  continues,  conditional  on  Review<br>results<br>Success:<br>`o` End Year 5 Review results used to underpin the<br>CSIG’s  strategy for current 5 years and regularly<br>reviewed in the period (especially balancing UK<br>and international applications and approvals).<br>`o` Continued positive recruitment in quality,<br>quantity and diversity, especially international<br>candidates<br>Measurement:<br>`o` CSIG’s wider membership increases annually,<br>reaching 800 by end year 10.|
|---|---|---|
|Collaboration to support SDG16 and peacebuilding<br>endeavour<br>`o`<br>Organisations (academic / research, CSOs,<br>business and other relevant bodies) identifed<br>with the view to initially creating Alliances, and<br>in the longer-term partnerships with the<br>potential for the creation of regional Hubs8<br>`o`<br>Due diligence commenced on one or two such<br>bodies9<br>`o`<br>Collaboration on teaching and colloquia<br>programmes addressing state fragility and<br>peace building commences with the Global<br>Peace and Security Centre, Monash University<br>`o`<br>Collaboration agreed / commenced with one or<br>more of the following through:<br>-<br>Collaborative agreement reached with the UN<br>SDG16 Hub,Jimmyand Rosalynn Carter|Collaboration to support SDG16 and peacebuilding<br>endeavour<br>`o`MoU signed and collaboration commenced on<br>teaching, colloquia and/or research programmes<br>with the UN SDG16 Hub,  Jimmy and Rosalynn<br>Carter School for Peace and Confict<br>`o`Collaboration commenced on teaching and<br>colloquia programmes for SDG 16 overlap areas<br>with the UN SDG11 Hub,  De Montfort University<br>`o`Collaboration on teaching and colloquia<br>programmes addressing state fragility and peace<br>building continues successfully with the Global<br>Peace and Security Centre, Monash University<br>`o`CSIG successfully collaborate with the CSDG,<br>Gambia in support of their SDG16 work<br>`o`CSIG successfully collaborate with A4ID in a<br>project in an African state to deliver efective,|Collaboration to support SDG16 and<br>peacebuilding endeavour<br>`o`Collaboration on teaching, colloquia and/or<br>research programmes continues successfully<br>with the UN SDG16 Hub,  Jimmy and Rosalynn<br>Carter School for Peace and Confict<br>`o`Collaboration on teaching and colloquia<br>programmes for SDG 16 overlap areas<br>continues successfully with the SDG11 Hub, De<br>Montfort University<br>`o`Collaboration on teaching and colloquia<br>programmes addressing state fragility and<br>peace building continues successfully and<br>limited project work commences with the<br>Global Peace and Security Centre, Monash<br>University<br>`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<br>University, N. Virginia, USA.(n.b. agreement<br>to run pilot initiative reached 01/12/25)<br>-<br>Memorandum of Understanding (MoU) agreed<br>and signed with the UN SDG11 Hub, De<br>Montfort University (DMU), UK, to support<br>SDG16 over-lap areas.  [Until the UN changed<br>SDG Chairs, the SDG16 Chair was held by the<br>DMU](n.b. MoU signed 05/11/25)<br>-<br>MoU signed with the  Centre for Sustainable<br>Development and Governance (CSDG)10, The<br>Gambia, to support their SDG16 related work.<br>-<br>‘Development Partner’ status gained with<br>Advocates for International Development<br>(A4ID)11<br>-<br>Agreement reached with Exeter University to<br>take ‘placement’ students from their MA<br>Course in Confict, Security and<br>Development.  Students provide research<br>inputs on an agreed topic and are mentored in<br>return(n.b. so far, three placement students<br>have assisted the CSIG)<br>`o`<br>Appraisal of the conditions, modalities and<br>procedures for ‘participatory status’ in the<br>Council of Europe’s (CoE’s) International NGO<br>Network and, in turn, the benefts of the CSIG’s<br>alignment<br>`o`<br>Appraisal of building collaborative ties with<br>donor agencies including UN SDG Hubs and UN<br>SDG Leadership Laboratories with the view to<br>supporting VNRs and the UN’s HLPF (see under<br>‘External Governance Endeavour’ above)<br>`o`<br>ImplementingCSIG’s MarrComms Strategy12|accountable, and inclusive institutions, that<br>protect human rights<br>`o` Alliances successfully created with selected<br>CSOs and possibly another academic institution<br>`o` Investigation of the potential for a joint or stand-<br>alone hub with one or more of the organisations<br>with whom an alliance has been created<br>`o` CSIG successfully work with a UN SDG<br>Leadership Laboratory to support VNR delivery<br>and the UN’s HLPF<br>`o` Dialogue with major foundations (and similar)<br>continues and results in the sharing of data,<br>research, academic papers and speakers<br>`o` Having joined the CoE INGO Network,<br>collaboration commenced with selected INGOs<br>`o` On the basis of successful placements,<br>discussions with the University lead to an MoU to<br>enabling joint research and training<br>`o` Success:<br>`o` Successful collaboration with one or more<br>alliance organisations leads to discussions on<br>the potential to create a (joint and/or stand-<br>alone) hub<br>`o` National and international collaboration expands<br>leading to increased demand for CSIG services<br>Measurement:<br>`o` McKinsey M&E methodology (as described above)<br>undertaken by independent, external expert|assisting Gambian CSOs and the Government<br>of Gambia<br>`o` Further successful work undertaken with A4ID<br>in support of efective, accountable and<br>inclusive institutions, including in one or more<br>fragile and confict afected state<br>o Key alliances mature into the establishment of<br>fully operational (joint and/or stand-alone) Hubs<br>`o` Expansion of additional hubs under<br>consideration13<br>`o` Collaboration continues successfully with CoE<br>INGOs, including by supporting democracy on a<br>pan-European basis<br>`o` Collaboration with Exeter University continues<br>successfully<br>Success:<br>`o` Two (possibly three) joint and/or standalone<br>regional Hubs established globally and<br>functioning with long term potential<br>`o` At least one Hub (by year 10) seen as, and<br>utilized as, a go to facility by established<br>educational and governmental, national and<br>international institutions, and CSOs<br>`o` National and international collaboration<br>expands leading to increased demand for CSIG<br>services.<br>Measurement:<br>`o` McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>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<br>Foundation, the Global Leadership Foundation,<br>the Civil Society Platform for Peacebuilding and<br>State Building, the World Business Council for<br>Sustainable Development and the Centre for<br>International Cooperation, NY University.<br>Success:<br>`o`<br>Collaborative alliances successfully launched<br>leading to provision of fee-earning services<br>Measurement:<br>`o`<br>Benefciary surveys, directed / overseen by the<br>CSIG’s Trustee Board|||
|---|---|---|
|External Governance Endeavour to support human<br>rights<br>`o` Implementation of range of targeted education<br>and training programmes as detailed below<br>`o` Implementation of a small range of advisory and<br>mentoring services<br>`o` CSIG becomes a signatory to UN Global Compact<br>to assist leaders in meeting its ‘Principles’, with<br>focus on human rights (Principles 1 and 2),  and<br>anti-corruption (Principle 10)<br>Success:<br>`o` positive feedback from benefciaries<br>demonstrating the CSIG’s ability to deliver high-<br>quality work, on time<br>Measurement:<br>`o` Benefciary surveys, directed / overseen by the<br>CSIG’s Trustee Board|External Governance Endeavour to support human<br>rights<br>Working with all relevant stakeholders CSIG<br>successfully provides an enlarging range of<br>advisory and mentoring support to private,<br>government and third sectors in such areas as:<br>`o`PSR (public sector reform) needs assessment and<br>commencing  long  term  mentoring  /  cultural<br>change programme for a national government<br>`o`assisting leadership of major multi-national<br>company assess risks, opportunities, and<br>impacts across Global Compact  issue areas<br>`o`strengthening / establishment of an Integrity or<br>Anti-Corruption Commission<br>`o`supporting ‘Voice’ of CSO and/or media<br>organisation(s)  in  obtaining  accountability  of<br>government<br>`o`support to the accountability and progress<br>monitoring endeavour of Voluntary National<br>Reviews  (VNRs)  focusing  on  governance  and<br>ethical leadershipto advance human rights,and|External Governance Endeavour to support<br>human rights<br>Working  with  all  relevant  stakeholders  CSIG<br>successfully provides a wider and deeper range of<br>advisory and mentoring services (to that<br>described for Year 5). Additional support ofered<br>in such areas as:<br>`o` fragile  state  interventions  supporting  peace<br>building and mediation<br>`o` support to NATO in addressing unethical<br>leadership and corruption in the armed services<br>`o` support to aid harmonisation and donor<br>coordination<br>`o` Supporting  joined  up  thinking  and  working<br>between international bodies (e.g. the G7 and<br>the UN, HLPF)<br>`o` Implementation of full range of education and<br>training programmes as detailed below<br>Success:<br>`o`the CSIG reinforces its international reputation<br>for integrity,truthfulness and thoroughness in|





||advising the UN High Level Political Forum (HLPF)<br>accordingly<br>`o`Implementation of full range of education and<br>training programmes as detailed below<br>`o`Undertaking research – solely or in conjunction<br>with a partner organisation – to advance human<br>rights<br>Success:<br>`o` The  CSIG  begins  to  develop  an  international<br>reputation for integrity, truthfulness and<br>thoroughness in its assistance, through advising<br>the UNHLPF and provision of services to state,<br>private and third sector organisations.<br>`o`Positive  feedback  from  Benefciaries,  some  of<br>whom request further assistance<br>Measurement:<br>`o`  McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|its assistance and builds a ‘go to’ reputation<br>`o`Positive feedback from Benefciaries, some of<br>whom request further assistance<br>Measurement:<br>`o` McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|
|---|---|---|
|Think Tank Services<br>`o` Adequate human and fnancial resources in place<br>to sustain initial Think Tank activities of advocacy,<br>networking, holding conferences, debates and<br>colloquia, research and providing at least one<br>internship<br>`o` Initial debates and conferences held, and<br>colloquia and research plans developed<br>`o` Symbiosis with CSIG’s Training Centre exploited,<br>with Fellows providing / scheduled to provide key<br>inputs into the allied services of education and<br>training, mentoring and advisory work<br>`o` Members of the CSIG’s High-level Board of<br>Advisers contributingto major components of the|Think Tank Services<br>`o` Adequate human and fnancial resources<br>maintained and with suficient to meet most<br>contingencies<br>`o` Conferences, debates, colloquia, research,<br>networking and advocacy events all being<br>undertaken and fulflling the CSIG’s Purpose<br>`o` Internationally recognised / respected speakers<br>providing inputs to debates and conferences<br>Success:<br>`o` Recognised domestically (within public, private<br>and third sectors, academia and major think<br>tanks) as an important and respected centre for<br>debate on current human rights,fragilityand|Think Tank Services<br>`o` Adequate human and fnancial resources<br>continue to be well maintained<br>`o` Conferences, debates, colloquia, research,<br>networking and advocacy events all being<br>undertaken and fulflling the CSIG’s Purpose<br>`o` Help provided to strengthen the role of overseas<br>think tanks etc.    (measurement?)<br>`o` Enlarged group of internationally recognised /<br>respected speakers providing inputs to debates<br>and conferences, and additionally supporting<br>research and other activities<br>Success:<br>`o` Evidence based research on human rights,|





|work of the Think Tank<br>Success:<br>`o` Developed thinking and ideas on key current<br>human rights, fragility and resilience issues<br>`o` A coalition of actors (CSIG’s wider membership,<br>associates / collaborating bodies and<br>representatives of academia, government, the<br>third and private sectors)  to support such ideas<br>and debate<br>`o` A research programme (designed and started on<br>selected key issues<br>Measurement:<br>`o`<br>Internally run survey of members, collaborating<br>partners and benefciaries|resilience issues; and, for ofering creative and<br>practical solutions to tackle such issues<br>`o` Evidence based research on human rights,<br>fragility and resilience issues published in<br>respected journals and debated publicly<br>`o` Authoritative speakers presenting views and<br>counter views on key issues, inviting defence of<br>positions<br>`o` Help provided to strengthen the role of think<br>tanks in one or more Global South countries to<br>enable public debate on important human rights<br>and related issues of the day<br>Measurement:<br>`o` McKinsey M&E methodology (as described above)<br>undertaken by independent, external expert|fragility and resilience issues continues and<br>publications in respected journals increase ……<br>as too do public debates ……(measurement?)<br>`o` Authoritative speakers continue presenting<br>views and counter views on key issues, inviting<br>defence of positions  (measurement?)<br>`o` The CSIG Think Tank gains an international<br>reputation in the provision of its evidence-based<br>research (and services generally) for<br>thoroughness, honesty and integrity, ability to<br>inform critical human rights and related issues<br>of the day, and becomes a ‘go to’ centre for<br>advice on policy and strategy<br>`o` Policy and strategy advice respected and<br>endorsed<br>Measurement:<br>`o` McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|
|---|---|---|
|Education / Training and Research<br>`o` Free, publicly available, on-line talks and debates<br>provided, focusing on human rights and related<br>fragility and resilience issues;  raising awareness<br>and educating;  and advancing governance and<br>ethical leadership to advance human rights.<br>`o` Free, miscellaneous talks and experiential<br>training contributions by Advisers and Fellows to<br>the wider CSIG membership and the Global<br>Peace and Security Centre,<br>`o` Range of fee earning education and training<br>initiatives launched including:<br>-<br>miscellaneous talks and experiential training<br>contributions to UK university / higher<br>education centres<br>-<br>Colloquia programme(s) planned / designed /<br>maybe launched – in conjunction with an<br>established academic body– in support of|Education / Training and Research<br>`o` An expanded range of free, publicly available, on-<br>line talks and debates are provided, with new<br>speakers and widened collaboration<br>`o` Free talks and seminars for CSIG Members<br>targeted on achieving our Mission (e.g. Human<br>Rights and Anti-Corruption Principles of the UN<br>Global Compact, UNDP’s SDG16 Custodian<br>Indicators15, ESG risk and related)<br>`o` An expanded range of fee earning education and<br>training initiatives launched including (as year 1,<br>with the addition of):<br>-<br>A range of seminar sessions (e.g. on such<br>subjects as mediation, security awareness,<br>leadership skills, human rights and advocacy)<br>-<br>2 Colloquia p.a. (ave)<br>-<br>3 short courses (1 per term) p.a.<br>-<br>talks / seminars from CSIG Hubs and other|Education / Training and Research<br>`o` An expanded range of free, publicly available,<br>on-line talks and debates are provided,  with<br>new speakers and through widened<br>collaboration<br>`o` An expanded range of free talks and seminars<br>for CSIG Members<br>`o` An expanded range of fee earning education and<br>training initiatives launched<br>`o` Major research project(s) conducted on behalf<br>of one or more major donor<br>Success:<br>`o` CSIG education and training demonstrably<br>benefting wider membership and external<br>benefciaries<br>`o` Education, training and research skills of CSIG’s<br>wider membership sought by external<br>academic,research and fundinginstitutions|





|Master’s and/or PhD students<br>-<br>Short course designed, certifed<br>(professionally and/or academically) and ready<br>to run focusing on the advancement of human<br>rights through good governance and ethical<br>leadership<br>`o` Appraisal of key training needs of CSOs to<br>strengthen their eforts to address SDG16+14<br> Success:<br>`o` The general public with raised awareness of how<br>they might gain resilience to abuse of human<br>rights<br>`o` Awareness of the CSIG’s purpose and potential<br>`o` Initial income obtained<br>`o` Basis provided to enable launch of major NGO<br>training programme(s)<br> Measurement:<br>`o` Internally run survey of members, collaborating<br>partners and benefciaries|approved collaborators<br>-<br>state, business and third sector case studies<br>-<br>Training of Trainers (ToT) programmes<br>implemented<br>-<br>talks at regional and international centres (e.g.<br>Barcelona International Peace Centre)<br>`o` The wider Membership leading and providing<br>inputs to the education and training programme<br>(inc. talks, debates, seminars and colloquia)  and<br>building a research programme<br>`o` Research collaboration with major university<br>Success:<br>`o` CSIG education and training demonstrably<br>benefting wider membership and external<br>benefciaries<br>Measurement:<br>`o` McKinsey M&E methodology (as described above)<br>undertaken by independent, external expert|`o` Programmes start gaining international<br>recognition<br>Measurement:<br>o McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|
|---|---|---|
|Profle<br>Low but growing profle based upon:<br>`o`skills and experience of members of the High-<br>level Board of Advisers , ExCo and Trustees<br>`o`growing number of the CSIG’s wider membership<br>`o`collaborative arrangements referenced above<br>`o`modest number of services provided, and<br>benefciaries reached<br>Success;<br>`o`feedback from collaborators and wider<br>membership<br>`o`numbers of talks, debates, conferences and<br>courses held<br>`o`agreements reached<br>Measurement:|Profle<br>Medium profle domestically and growing<br>internationally, through all means shown for Year 1,<br>plus:<br>`o` published papers in respected journals<br>`o` conferences, blogs and broadcasts  on major<br>national and international  human rights, fragility<br>and resilience issues<br>`o` collaborative Iinkages<br>`o` support to VNRs and the UN’s HLPF<br>`o` strong marketing and communications<br>`o` respected education programmes<br>`o` evidence based research<br>`o` appointment of new members of the High-level<br>AdvisoryBoard and Trustee Board bringingfurther|Profle<br>High profle domestically and internationally<br>through all means shown for Year 5,plus:<br>`o` work supporting human rights and peace<br>building in fragile states<br>`o` Honorary President appointed<br>Success;<br>`o`Appointment of dignitary as Honorary President<br>`o`Positive feedback from collaborators and wider<br>membership<br>`o`Support to human rights and peace building in<br>fragile states obtains recognition from national,<br>regional and/or international bodies<br>`o`Increased numbers of talks, debates,<br>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`<br>Internally run survey of members, collaborating<br>partners and benefciaries|strong technical and geographic experience and<br>skills, and associated kudos and networks<br>Success;<br>`o`feedback from collaborators and wider<br>membership<br>`o`numbers of talks, debates, conferences and<br>courses held<br>`o`agreements reached<br>Measurement:<br>`o` McKinsey M&E methodology (as described above)<br>undertaken by independent, external expert|`o`further collaborative agreements reached<br>Measurement:<br>`o` McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|
|---|---|---|
||||
|Finance & Financing|Finance & Financing|Finance & Financing|
|Recruit volunteer fundraiser to develop<br>fundraising strategy and make initial<br>approaches topotentialgrantees|Permanent, paid fund raiser / business<br>developer recruited||
|Formulate income mix goals to exploit CSIG’s<br>‘social enterprise’ status considering i.a.:<br>`o`<br>fee earning<br>`o`<br>capital, core (running cost) and project<br>grants<br>ring fenced for specifc services (e.g. pro bono<br>training)|Fund raising strategy review – undertaken<br>annually and balancing income mix goals –<br>introduces alternative / innovative ways to raise<br>funds (e.g. legacy giving, online advertising,<br>celebrity promotions)|Fund raising strategy is successfully<br>continued with|
|Formulate and prioritise potential grantee<br>listing including:<br>`o`<br>Foundations<br>`o`<br>Donor agencies<br>`o`<br>Philanthropists<br>Private donors|Major thrust pursued to win grants from<br>prioritised potential sources, ensuring in so<br>doing that opportunity cost (e.g. risk to on-<br>going projects) is stringently reviewed and kept<br>to absolute minimum|Pursuit of grants continues successfully|
|Design corporate partnerships programme,<br>with view to early agreement with at least one<br>organisation|Further corporate partnerships pursued,<br>subject to resource availability and market<br>conditions|Further corporate partnerships pursued,<br>subject to resource availability and market<br>conditions|
|Design and submit operational grant proposals<br>(inc. ringfenced)|Submission of operational grant proposals<br>continues with increased success|Submission of operational grant proposals<br>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<br>traceability|public are produced and circulated (at least)<br>annually|public are produced and circulated (at least)<br>annually|
|---|---|---|
|Success|Success|Success|
|First  corporate partnership obtained|Limited expansion - including rental of<br>permanent ofice and increased stafing – is<br>supported by maintenance of appropriate<br>income mix,|Increased fee-earning and successful fund<br>raising strategy enables further expansion|
|Small grants won supporting capital and<br>recurrent costs|Ring fenced grants won to provide pro bono<br>education, training and mentoring services|Further ring-fenced grants won, now enabling<br>pro bono assistance in fragile states and<br>peace building|
|Fee-earning services – training, advisory,<br>mentoring and research – planned and where<br>possible launched|Fee-earning services generate small surplus<br>enabling the provision of wider range of pro<br>bono services|Fee-earning services generate enlarged<br>surplus enabling the provision of wider range<br>ofpro bono services|
|Measurement|Measurement|Measurement|
|Internally run survey of members, collaborating<br>partners and benefciaries|McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|
||||
|Net Income / P&L (£ Sterling)<br>-840|523,300|2,371,000|
|Balance Sheet (£ Sterling)<br>-860|225,000|1,240,000|
|N.B.  All the above figures are currentlyunder review|||



|installed for delivery control, transparency and<br>traceability|public are produced and circulated (at least)<br>annually|public are produced and circulated (at least)<br>annually|
|---|---|---|
|Success|Success|Success|
|First  corporate partnership obtained|Limited expansion - including rental of<br>permanent ofice and increased stafing – is<br>supported by maintenance of appropriate<br>income mix,|Increased fee-earning and successful fund<br>raising strategy enables further expansion|
|Small grants won supporting capital and<br>recurrent costs|Ring fenced grants won to provide pro bono<br>education, training and mentoring services|Further ring-fenced grants won, now enabling<br>pro bono assistance in fragile states and<br>peace building|
|Fee-earning services – training, advisory,<br>mentoring and research – planned and where<br>possible launched|Fee-earning services generate small surplus<br>enabling the provision of wider range of pro<br>bono services|Fee-earning services generate enlarged<br>surplus enabling the provision of wider range<br>ofpro bono services|
|Measurement|Measurement|Measurement|
|Internally run survey of members, collaborating<br>partners and benefciaries|McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|McKinsey M&E methodology (as described<br>above) undertaken by independent, external<br>expert|
||||
|Net Income / P&L (£ Sterling)<br>-840|523,300|2,371,000|
|Balance Sheet (£ Sterling)<br>-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.