Business Plan FY 2016-2017

Transparency International UK (TI-UK) Business Plan FY 2016-2017

Approved by the Board on March 10 2016

Contents

1. Introduction 2. TI-UK and the global TI movement 3. UK Advocacy & Research (UKAR) 4. Business Integrity Programme (BIP) 5. Pharmaceuticals & Healthcare Programme (PHP) 6. Defence & Security Programme (DSP) 7. Communications 8. Fundraising 9. Governance 10. Finance & Resources

Annex 1 Budget summary Annex 2 Organisational chart

1. Introduction 1.1 Overview TI-UK has grown over the past seven years from a permanent staff of three to around forty people. We have established ourselves as a key player in the anti-corruption movement in the UK and beyond, and have succeeded in placing corruption high on the agenda of policy makers in the UK. TI-UK’s two most significant successes to date are the campaign to pass the UK Bribery Act 2010, and the creation of the UK Government’s national Anti-Corruption Plan.

We are an unusual chapter in the TI movement, in that we host two global programmes on Defence and Health, London is a global financial centre, the UK has extensive links with corrupt actors elsewhere in the world, and the UK plays a global role through forums such as the UN, G7, G20, OECD and Commonwealth.

TI-UK has a high-quality staff and is operating in a favourable political climate with regard to our mission.

We will focus on two key challenges this year:  Impact. In all four areas of mission delivery, we want to increase our impact, using our research with greater sophistication through effective advocacy.  Sustainability. Organisationally, we want to stabilise after undergoing a period of intense growth. We will remain level at 40-45 staff, strengthen our back office and HR systems and create a broader and more sustainable funding base. We expect to grow in only one area, as the PHP Programme moves from its development phase to becoming fully operational. This does not imply that we will cease to innovate; but we will aim to do so from a stronger and more sustainable base.

This business plan should be read in the context of TI-UK’s three year strategy, of which this represents the third year. This emphasises that high-quality research and advocacy are the foundation of TI-UK’s work, and we have a commitment to excellence in everything we do.

Key figures Income Surplus (unrestricted) Staff at year end

£2.53 million £72,000 42 (plus 4 if additional PHP funding is secured)

1.2 Achievements 2015/16  Defence & Security Programme o Publication and launch of the major research indices that will form the foundation of advocacy for the next two years: the Government Index (GI) and Companies Index (CI) o Inclusion of corruption as an issue in the Strategic Defence and Security Review (SDSR) o Development of a new programme with TI Ukraine to provide anti-corruption monitoring  Pharmaceuticals & Healthcare Programme (PHP) o Development of foundational research for the programme, including the PHP typology o Creation of a PHP team and appointment of a Director o Creation of a Health Action Fund to provide support for grassroots projects run by TI national chapters.  UK Advocacy & Research (UKAR)  The Prime Minister’s Singapore speech and related policy announcements, reflecting many TI-UK policy positions

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The UK’s enactment of legislation to create a publish register of company beneficial ownership in the UK  TI-UK placing property ownership by offshore companies and corrupt capital flows high on the political agenda in the UK  Introduction of TI-UK policy and framing into the National Risk Assessment on Money Laundering  Political backing for the concept of Unexplained Wealth Orders  Exceptional media coverage of TI-UK research.

Business Integrity Programme (BIP)  Launch of a Political Activities Index, stimulating action by several companies  Further development of the Corporate Anti-Corruption Benchmark  Knowledge sharing with other TI chapters  Continuing high download figures of BIP publications.  Organisationally o Creation of a Senior Management Team o Increased sophistication of financial management o Fundraising department becoming fully operational, with receipt of TI-UK’s first large foundation grants o Merging UK advocacy and research into a single UK team o Transition to a new DSP Director and associated re-structuring.

1.3 Key opportunities and risks for 2016/17 Opportunities The following areas present key opportunities for enhancing our mission and impact in the coming year:  The PM’s Anti-Corruption Summit, and an overall political environment that is receptive to TI’s messages  The development of advocacy capability within DSP and implementation of a new strategy  The transition of PHP from its development phase to becoming fully operational  Policy interest from within DFID in corruption and transparency  The new TI global strategy, which envisages a greater role for global coordination on themes such as business integrity and corrupt capital  Building on TI-UK’s increased mission impact to secure new and sustainable funding sources.

Risks The following areas present key risks for the organisation in the coming year:  Within our global programmes (DSP and PHP), there is a high level of unsecured funding going into the new financial year  The Corporate Benchmark developed by the Business Integrity programme has reached a stage where it needs to take off or be re-assessed; retention of BIF members is important to sustaining unrestricted income  The TI movement and TI-UK must strike the right balance between assertive messaging and constructive engagement, and be aware of legal risks related to publications  A relatively new Senior Management Team will need to blend in an optimal manner  Although benchmarked against sector peers, low salary rates within the context of the London economy may lead to staff attrition.

TI-UK’s key risks are assessed regularly by the Senior Management Team and board committees. They are discussed quarterly at the Finance & Audit Committee, and at least annually by the full Board. A rolling risk register is maintained.

1.4 What is new in this plan?  Implementation of new strategies for DSP and PHP  Considerable resources directed to the UK’s Anti-Corruption Summit  Three new part-time positions: HR Manager, Comms Officer (contingent on funding) and part-time Finance Officer; other staff costs increase through part-time staff becoming fulltime, full-year employment for those who started part-way through FY14/15 and more senior hires.  Creation of a more sustainable and diverse funding base.

2. TI-UK and the global TI movement 2.1 The UK’s policy and political relevance to the wider movement TI-UK is one of around a hundred chapters in the TI movement. However, it has been given the responsibility to play a global role in running two global programmes; and inevitably, the UK’s role in several key forums and sectors means that TI-UK is drawn into global discussions and activities in other areas of its work. TI-UK aims to play a positive and beneficial role in the global TI movement through adding the UK perspective and expertise to the global debate. The UK’s policy and political relevance to the wider TI movement is derived in part from its role and involvement in areas such as:  G20  UNP5  G7  SDGs  OECD  Global banking.

2.2 TI-UK’s global programmes Through the DSP and PHP, TI-UK has a role in setting global policy in those specific areas, and also interfacing with relevant National Chapters (NC). The presence of two global programmes in an NC calls for clear governance and clearly defined responsibilities and accountabilities, both within the Chapter and within TI-S. These continue to evolve as the global programmes become more embedded in the movement.

2.3 TI-UK‘s activities with relevance to the wider movement Over and above the global programmes, specific areas of TI-UK activity that are relevant to the wider movement are:  Business Integrity Programme, both because other chapters have an interested in the private sector, our practical guidance tools are generally not UK-specific, and the members of our Business Integrity Forum are themselves global companies  The forthcoming Anti-Corruption Summit convened by the Prime Minister  Corrupt Capital, our programme that examines the role of the UK as a corruption services centre, and the UK’s involvement in facilitating or enabling corruption that happens in other countries.

2.4 TI’s relationship with DFID DFID is both a significant donor to the TI movement and, more importantly, a highly influential player in global policy making. TI-S have seconded a staff member to TI-UK to engage DFID and UK-based INGOs at policy level, with the objective of ensuring that corruption is recognised as being core to the international development agenda.

2.5 London as a global centre In addition to the UK government’s role, the UK, and London in particular, is one of the world hubs in several areas of relevance to the TI movement. These include:  Fundraising: country- and region-specific trusts, and diaspora communities, create opportunities for TI chapters; and the growth of individual giving by high net worth individuals could benefit the TI movement more widely.  Media  Academia  Policy making and think-tanks  INGOs. TI-UK will seek to engage all of these communities for the benefit of the wider TI movement.

3. UK Advocacy & Research (UKAR) Goal  To set the national agenda on corruption, undertaking advocacy that achieves strategic changes in policy, attitudes and behaviour, and thereby achieve a material reduction in corruption in the UK and overseas.  To be the UK’s thought leader on corruption, producing high-quality research that leads to wellinformed views, policy positions and practical guidance that provide a platform for effective advocacy.

3.1 Background UKAR will focus on three thematic areas. We will produce two larger research pieces, and multiple smaller briefings, leaving space to respond and react to ‘impact’ opportunities as they unfold. Our messaging has become more assertive in the past year, while still trying to position TI-UK as a reliable, research-based commentator. We have made a provision in the budget for legal costs to allow more sophisticated libel-checking of our publications, UKAR will no longer provide oversight for the Communications function will move out of UKAR (see section 7 below) but UKAR will retain responsibility for campaigns, public outreach and events.

3.2 Focus areas We will focus our UK advocacy and research in three principle areas:  The 2016 Anti-Corruption Summit  Corrupt Capital  UK corruption – with a specific focus on open governance and integrity in UK politics.

The primary area in which we are not concentrating resources is public sector integrity, notably the police. This remains on our agenda as a key issue for the future.

Over and above these focus areas we will direct resources to:  Reactive incidents, in which TI-UK is required to respond to a corruption incident or trend, for example an unanticipated government consultation or defending against a new attack on the Bribery Act  Monitoring the UK Anti-Corruption Plan.

3.3 Activities and Outputs 3.3.1 Summary of outputs  2 major research projects  6 smaller research projects  Online tool  Student competition  Activity on the Transparency Matters campaign  Reactive outputs: we anticipate that 2016/17 will present a number of opportunities for UKAR to utilise existing research to influence policy and advocate change.

3.3.2 UK Corruption: Integrity in UK politics Unlike UKAR’s other priority issues, TI-UK does not possess adequate government traction to achieve the required change through high-level advocacy alone. UKAR will aim to influence the debate on four fronts: parliamentary pressure, high-level advocacy, campaigns, and media work  Goal: A more transparent politics that is accessible to all  Impact objective: To elevate this theme up the political agenda over the next five years, with the aim of making it a key voter issue at the 2020 general election. The level of political support is not currently high, and so we are taking a long-term approach to this issue.

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Outputs: o o o

Major research report: The Revolving Door (tbc, dependent on funding; part of a TI-S comparative project on State Capture) Multiple briefing papers, for example an updated Policy Paper on Corruption and UK Politics Integrity Watch online tool

3.3.3 Open Governance Transparency is a proven means of deterring and detecting corruption and making institutions accountable, as well as helping improve the balance of power between public institutions and the citizens they are designed to serve. UKAR has recently produced research on the UK Government’s record on transparency, accountability and participation, and the usefulness of open data to fight corruption. UKAR will utilise opportunities such as the launch of the UK’s third OGP National Action Plan, to advocate for priority asks.  Goal: To ensure that the transparency and accountability of UK institutions is sufficient for the purposes of detecting, deterring and preventing corruption.  Impact objective: Use UKAR research to influence processes such as OGP and the current deliberations around FOI, to secure meaningful change.  Outputs:  Significant engagement with the OGP process, particularly on the anti-corruption theme  High-level advocacy, parliamentary engagement and NGO collaboration on ANTICORRP recommendations, and FOI. 3.3.4 Corrupt Capital UKAR produced a wealth of Corrupt Capital research in 2015/16, effectively mapping the problem with the UK’s current AML and asset recovery regimes. In 2016/17 there will be one major piece of research and a heavy focus on policy engagement to push out content developed in the previous financial year. We expect that the bulk of UKAR’s work will be policy-focused (e.g. consultations) and short data crunching pieces that will be disseminated in an accessible way via media and audio/visual tools to achieve maximum impact. If funds are raised, research for two further major projects will commence at the end of the financial year. We will continue to liaise actively with National Chapters in relevant jurisdictions to coordinate efforts on advocacy and research.  Goal: To achieve a substantial reduction in the role of the UK as a safe haven for corrupt assets and individuals, including the UK’s Overseas territories and Crown Dependencies  Impact objective: Capitalise on multiple policy opportunities in 2016/17 in order to achieve changes in government policy, UK law and private sector and regulatory approaches.  Outputs  Major research: impact of corrupt capital on London (funded by Trust for London)  Priorities for additional research subject to funding and resources: Corruption and the Overseas Territories; Reputation Laundering (major research); impact of corrupt capital on the UK (major research); use of UK law for prosecuting Grand Corruption; professional enablers.  Multiple briefing papers, for example into One Hyde Park or Corrupt Capital and the Arab Spring.  Submissions to policy consultations and advocacy around our Corrupt Capital policy asks.

3.3.5 2016 Anti-Corruption Summit In May 2016, the UK Government will host an international Summit on corruption, which around 30 governments are expected to attend at a senior level. TI-UK’s Summit priorities will be to develop policy thinking and strengthen the evidence base relevant to the Summit themes; create pressure for strong commitments at the Summit; and sustain the impact of the Summit beyond May 2016. The funding received from the Omidyar Foundation towards this activity will allow us to employ a dedicated Policy Officer for post-Summit follow up until early autumn, and after the

Summit is over we will assess whether additional resource needs to be allocated to ensure that the outcomes are effectively implemented. 

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Goal: Encourage high levels of ambition for the Summit from governments, civil society and business and Summit outcomes that substantially improve the global approach to tackling corruption.

Outputs o International Policy Forum with the OECD o Anti-corruption pledge tracker with civil society partners o Producing data analysis on key proposals o Communications tools and Summit-related other events.

3.3.6 Strategic initiatives In addition to the key focus areas outlined above, there are a number of strategic initiatives that sit within UKAR and will be progressed as resources and opportunities permit.  Grand Corruption: participating in the TI-wide debate on Grand Corruption offences, and exploring the options for prosecuting Grand Corruption in the UK.  UK Strategy: moving beyond the Summit, TI-UK will be seeking to capitalise on the political will expressed by the Prime Minister and others. We expect to promote the concept of a UK Anti-Corruption Strategy to guide the UK’s efforts until 2020.  Advocacy & Legal Advisory Centre (ALAC): we will consider options for progressing the idea of an ALAC in the UK, and a small budget has been allocated to this end. Initially, we expect to employ a part-time person with legal background who can form a plan and asses and respond to the current flow of cases referred to TI-UK. 3.3.7 Global Research As an active member of the TI movement, TI-UK participates in and promotes TI’s global research. In 2016/17 we expect to be active in the following research areas:  Global Corruption Barometer  Corruption Perceptions Index  OECD Convention progress report.

3.3.8 Events and public engagement UKAR will continue to lead TI-UK’s events and public engagement work, targeting specific demographics.

Outputs At minimum, six public events, including  a half-day ‘beginners guide to corruption’ course  public lectures  annual lecture  engagement activity with academic institutions.

Engaging Universities TI-UK will seek to expand its reach and mission to universities and other educational institutions, with the intention of influencing the leaders of the next generation. We will aim to engage five strategically-selected universities. The principal objectives of the Student and Academic Engagement Strategy are to: 1. Raise awareness about corruption in the UK and the UK’s role in corruption overseas; 2. Provide opportunities for public participation in TI-UK’s research, advocacy, campaigns, and competitions; 3. Establish presence and increase visibility within five target universities, and; 4. Increase opportunities for collaboration with academics who work on corruption or related areas.

4. Resource requirements Six full time roles, including a new Director of Policy, plus temporary Summit team staff.

4. Business integrity Programme (BIP) Goal To raise anti-corruption standards in UK-based companies so that they improve their own performance and help raise standards globally; and to increase awareness so that individuals and institutions within the private sector do not participate in, enable or endorse corruption.

4.1 Background The Programme has historically underwritten much of TI-UK’s growth through providing unrestricted funding. The new fundraising department is helping to relieve the pressure on BIP to grow its unrestricted income. 2015/16 saw several unanticipated departures from the Business Integrity Forum, and as the Bribery Act becomes a distant event, corruption appears to be becoming a lower priority for business. BIP will face several challenges in 2016/17:  Maintaining corporate interest in the Business Integrity Forum (BIF)  Ensuring the long-term viability of the Corporate Anti-Corruption Benchmark  Continuing to play a leading role in thought leadership such that companies regard TI-UK as the go-to organisation on corruption  Ensuring that constructive challenge to companies is not seen as anti-business  Building an effective BIP team and ensuring that it has a clear strategy.

4.2 Focus areas TI-UK’s aim is to be the premier voice and resource centre in the UK on private sector corruption matters.

The goal, aim and desired long-term results are based upon a theory of change underpinned by four fundamental approaches, which are: 1. Raising awareness 2. Raising standards 3. Raising competencies 4. Ensuring a level playing field.

4.3 Activities and Outputs 4.3.1 Raising awareness of the impact and importance of corruption and the responsibility of business in this regard We need to prioritise our efforts with those most willing to listen to us but also build relationships and seek speaking opportunities with those more sceptical of our agenda Activities o Public speaking engagements o Working with Industry and professional bodies  Outputs and targets o 1 blog / article per month (average) either on TI-UK website or elsewhere o Presenting at 6 conferences (compliance and others) o Continue to build good connections with the main professional bodies, aiming to form more strategic relationships with 2-3 influential bodies and others as appropriate.

Outputs might include speaking at an event, publishing an article in their membership publication or co-publishing a guide or thought piece.

4.3.2 Raising standards We raise standards through:  Tools & publications  The Business Integrity Forum  External Benchmarking and Indices – a well-known TI tool for raising standards.

Tools and standards  Outputs: three major publications: an updated and globalised Adequate Procedures; SME Toolkit and a publication on incentives and remuneration linked to corrupt behavior. Should additional budgets become available, we will explore IT applications appropriate for a business audience.  Activities: We will look for speaking opportunities such as conferences and webinars to not only promote new publications but to continue to disseminate existing ones. We will continue to work with the sponsors of existing publications if some additional funding may be required for this purpose, such as printing more hard copies for distribution.  Delivery: We will have to rely on external consultants to deliver substantial parts of these projects and the budget reflects this accordingly: The Global Adequate Procedure (Peter Wilkinson), the SME Toolkit (interactive web agency) and the Incentives project (Paul Moxey).

Business Integrity Forum  Background: The BIF has lost a number of members mostly as a result of the tough economic climate in certain sectors (particularly extractives and those supplying them). At the same time there is a great concern that focusing too heavily on compliance related matters increases the risk of defections – based on the following assumptions:  Compliance officers have small budgets that are often the first to be squeezed when times are tough;  A change in compliance officer can lead to a de-prioritisation of the relationship as they may be less interested in working with NGOs or TI in particular; whereas the external relations department might typically see the strategic value in a partnership.

The strategy is thus two-fold: engage more widely within member companies, especially with external relations people, and look for new members in industries that are under-represented in BIF. Activities: the principle activity will remain the twice-yearly Forum meetings, which will include involvement of other National Chapters; members are also given access at zero cost to tier one of the Corporate Benchmark. We will consider adjusting the cost of membership for SMEs to aid retention.

Recruitment: Target 40 members, requiring 4-6 net new members. Two membership recruitment events are being planned for the year.

Retention: Retaining existing members is a high priority. We will also organise a summer event for existing members; the BIP Director will also visit each member during 2016 to get their feedback and to strengthen ties.

External Benchmarking and Indices  Activities: in Q3 2015/16 we published the first Political Activities Index. The related activity in 2016/17 will be advocacy directed at companies to persuade them to raise their standards in line with the Index.

4.3.3 Raising competencies  The Corporate Anti-Corruption Benchmark  Training and advisory projects Corporate Anti-Corruption Benchmark One of our key objectives is to grow the Benchmark participation rates. The Benchmark is now a big contributor to the BIP income and a significant area of unconfirmed income in this year’s budget.

We currently have eight participants, and are aiming for a total of 15-20 during 2016/17. The budget assumes that there will be six new members. This will require bringing in more companies directly but also working with chapters to get their members involved.

Activities:  The question set: There is work to do on the question set, in particular the high level questions. This is already under way and the intention is to have a common core question set for PHP, DSP and our purposes. We also need to revisit the more detailed question set to look at whether it is too focussed on encouraging a “bureaucratic” approach to compliance.  Reporting: There is ongoing work to make the visual representation of the data more intuitive to navigate  Workshops: we have 4 workshops in the diary for this year, 2 of which are confirmed to be for Deep Dives Workshops and the other two for feedback sessions.  Recruitment of new participants: We are actively looking to add new members to the BIF and will prioritise those who are more likely to also sign up for the Benchmark (ie Tier 2 Membership). We will be actively encouraging other chapters to sign up their members as well and are already working with TI Australia and TI Switzerland on this.

Training We will have launched Doing Good Without Bribery at the end of FY15/16 and expect that the demand from NGOs for training will continue. We see this as being the main focus of our paid training activities for this financial year. We will continue our work with LSE and the Nottingham Business School in training future managers (unpaid).

Activities: more actively promoting our training on our website and at NGO focussed events. This needs to be balanced by our limited delivery capability in the form of our senior trainer, David Coates.

Advisory projects Our advisory works has been ad-hoc and no longer forms a key part of our strategy. We envisage one large project this year based on existing conversations with one of our members (project was originally envisaged for FY15/16). Any additional projects are subject to capacity and the fit with our strategic interests.

4.3.4 Ensuring a level playing field. We aim to create a business environment in which companies that act with integrity and transparency are rewarded, and companies that act corruptly are punished or disadvantaged. This will be carried out in three areas:  Transparency Dividend. A bundle of measures around beneficial ownership declarations by companies, which will be promoted at the Anti-Corruption Summit, and to BIF members.  Bribery Act. We will continue to defend, and promote enforcement of, the Bribery Act.  Revenue transparency. BIP will continue to act as the TI-UK representative to EITI and the Publish What You Pay coalition.

4.4 Resources  BIP has three full-time programme staff, plus access to specialist consultants who are engaged on thought leadership projects and the Benchmark, and to deliver anti-bribery training courses. Additional resources are earmarked in the budget for IT and design developments related to the Benchmark.  The team’s resources have been principally allocated to managing the Benchmark and thought leadership projects. Consideration has been given to whether additional in-house resources should be allocated to BIF relationship management and may need to be revisited during F16/17.

5. Pharmaceuticals & Healthcare Programme (PHP) Goal To reduce corruption in the global Pharmaceutical & Healthcare sectors.

5.1 Background PHP will be entering its third year of operation, during which we expect it to move from the development phase into being fully operational. The team is broadly in place to enable this, and the support services elsewhere in the charity are being strengthened to absorb expansion by PHP. Current funding is sufficient to cover the basic costs for the first 4-5 months of year. An immediate priority is therefore fundraising. The budget includes a ‘base case’ which assumes that funding will be received to cover the basic level of three staff and associated costs for a period of twelve months. A shadow budget has also been prepared to indicate the expenditure should the programme expand as planned.

5.2 Focus areas The key focus for the year will be  Fundraising  Delivery of existing projects, notably FIFARMA and HAF  Publication of PHP strategy  Launch of cornerstone publications  Additional research, including indices  Implementing expansion.

5.3 Activities and outputs 5.3.1 Delivery of existing projects Several projects launched in 2015 will be completed in the course of 2016, thereby further completing the knowledge base and developing the PHP’s network of contacts and expertise.

In the context of the Anti-corruption principles for the Latin American pharmaceutical sector project, two sets of workshops for industry and for stakeholders will be held in Argentina and in Mexico. It is anticipated that the project will be completed over the course of the summer. The current assumption is that the Code developed in the context of this project will be presented at an event in Panama in August 2016.

The three projects that have been funded under the aegis of the Health Action Fund will be completed. The projects are as follows:  TI Nepal – Assessing the availability of free drugs and services guaranteed by the Government of Nepal  TI Honduras - Implementation of Integrity Pacts in the processes of procurement and distribution of medicines and supplies of the Honduran Health Ministry  TI Slovakia – Analyse the reimbursement process and its outcomes and benchmark purchasing of commodities/services in healthcare Upon completion of these projects, results will be published on the PHP website and will disseminated on social media. In FY16/17, subject to funding, a new round of calls for proposals will be issued.

5.3.2 Publication of PHP strategy During the first quarter of 2016, a 3-year strategy will be developed. This strategy will aim to define the main priorities, thematic scope and main outputs. All members of the PHP team will be

involved in the development of the strategy. External consultations will involve the IPC, the PHP committee as well as external stakeholders such as NGO representatives, academics, aid agencies and multilateral donors, as well as pharmaceutical representatives. This exercise will be transparent and inclusive. Given the complexity of the PHP sector and the fact that the programme has been recently established, it is anticipated that the strategy will be reviewed within 18 months and adapted in order to reflect the any fundamental changes – e.g. as regards political context or funding levels.

5.3.3 Cornerstone publications 2016 will be marked by the release of several foundational publications that will allow PHP to scope the corruption vulnerabilities of the sector and to develop a knowledge base. Among these publications is the Typology of corruption risks with in the pharmaceuticals & healthcare sector (release date anticipated to be +/- May 2016) followed by A mapping of global policy issues and anti-corruption measures in the pharmaceutical sector (release date anticipated to be +/- May 2016).

5.3.4 Additional research, including indices A UK focussed research project will also be undertaken, within the team’s existing resources. It is currently anticipated that this project will focus on Clinical Commissioning Groups (CCGs), building on preliminary research that PHP has already carried out in 2015. PHP will work with NHS in order to identify best timing and possible political hooks in order to maximise impact.

A working assumption is that indices of companies and governments will be developed for PHP, building on the preparatory work funded by DFID in FY15/16. This will be subject to receiving additional funding, and is a priority for current PHP fundraising.

5.4 Resources The ‘base case’ envisages the continued employment of the three current staff.

Assuming that funding levels permit, the priorities for taking on future staff will be:  At least one additional researcher, plus options for secondments and interns  A fundraiser dedicated to PHP  Up to four staff deployed in national chapters  In addition, it is assumed that, like DSP, as the programme grows, a Communications Officer will be supported through the PHP programme costs.

6. Defence & Security Programme (DSP) Goal To increase transparency and reduce corruption in the defence & security sector internationally.

6.1 Background This is the first full year of implementing the new DSP strategy. Our goals are to:  Establish global standards, holding the advanced and emerging powers to account (ADS)  Address systemic risks in the supply side of the arms trade (II).  Prevent conflict and support fragile states by creating a measurable reduction in corruption risk in the defence sectors of key states (C&I)

6.2 Focus areas  Across each of the three teams, we will use high-quality advocacy based on DSP research to put forward policy positions and create change. The focus on advocacy is new for DSP, and we will develop our skills in this area.  A major focus for the year will also be fundraising; the DFID PPS comes to an end in December, and our strategy is to broaden the programme’s funding base so it is not overlyreliant on a small number of large donors, and has a greater diversity of types of donor. We will particularly target large foundations and institutional donors.

6.3 Activities and outputs 6.3.1 Accountable Defence Sectors We will be working with governments and civil society to create a set of accountable global defence standards, using the GI as an instrument to facilitate agreement and progress. We aim to have a number of countries sign up to the idea. We will be build a network of support in key emerging and regional powers, such as Mexico, Indonesia or Ghana, and ensure continued buyin from US, the UK and Germany.

There will be a strong focus on activity in the Asia-Pacific region working closely with government, civil society and TI colleagues in Indonesia and India, and then with ASEAN as a regional organisation around its recent ‘ASEAN Blue Print’ for 2016 -2025, which has a stand-alone section to “Promote greater transparency and understanding of defence policies and security perceptions”.

We will be working with NATO to shape the detail of the ‘Building Integrity’ policy, to be adopted at the NATO Summit in Warsaw, July 2016.

Outputs  We will draft a set of accountable global defence standards and seek input from potential convening states, like Norway, Germany and the UK.  We will produce concrete reform tools and guidance that can underpin global standards – based on the GI 2015.  We will set up a chapter fund to support defence and security work across the TI movement.  We will conduct an advocacy campaign in ASEAN states.  We will have a colleague based in a key location outside of Europe / the UK, most likely in Asia.

6.3.2 Industry Integrity We will be tackling the biggest barriers to reducing corruption in the defence industry - aiming for a fundamental shift in both industry and government practice on the use of agents/intermediaries and offset contracts. This campaign will be underpinned by strong evidence-based research into the role of agents/intermediaries and offset contracts in facilitating corruption.

There will be work focussed on increasing standards in companies, following on from the CI 2015. One aim is to create sustained pressure on major companies based in EU and US markets that scored poorly.

We will also begin work to map global sales and corruption to increase our understanding of the current state of corruption in the arms trade.

We will also focus on the role of suspension and debarment with the aim of improving the utility of this tool in European countries.

Outputs:  We will conduct an advocacy campaign on agents/intermediaries –targeting industry and government and focusing on the recommendations coming out of our forthcoming report.  We will produce a report on the corruption risks around offset contracting and scope out the concept of a ‘responsible procurement protocol’.  We will implement tailored engagement plans for companies in the CI and engagement plans for each group. We will conduct a methodological review and impact assessment of Companies Index and begin preparatory work for possible third edition of the Companies Index or similar tool.  We will develop a defence corruption mapping tool.  We will publish recommendations on the role of suspension and debarment in the EU or UK, and secure the support of US debarment officials as advocates.

6.3.3 Conflict & Instability We will be working with four priority fragile states:  Afghanistan: we will focus on addressing the problem of payment schemes and ghost soldiers  Kenya: our aim is to strengthen civil society awareness, to increase pressure for government reforms  Nigeria: we will use the opportunity of the new Buhari government and the enthusiastic chapter to develop a strategy to influence the MOD’s activities and strengthen civil society oversight  Ukraine: we will be implementing the pilot project (funded by DMFA) to create the Defence Corruption Monitoring Committee, which will involve hiring a member of staff to work in Kiev.

We are looking to conduct a major advocacy campaign to ensure corruption is recognised as a threat to stability and peace, and that practical recommendations to reduce it are implemented.

We will be using our research to feed into legislation in the US and UK, and the Anti-Corruption Summit this May. We aim to influence peace operations through the UN and engage in the debate around the SDG national indicators to ensure that defence and security sector integrity is factored in.

We will be updating our training courses, prioritising making new and engaging modules for BISL/BOG and OpTACC as needed. This we will continue to do in collaboration with UKDA as well as establish relationships with new training institutions.

Outputs:  We will publish a report on fragile states, making the case for the link between corruption and conflict.

 

   



We aim to also publish a report on ghost soldiers in Afghanistan and establish an in-country reporting mechanism.

In Ukraine we will implement the DCMC project – recruiting a staff member in Kiev, establishing a committee, producing four progress reports on the MOD, developing a website for reporting corruption concerns and making security assistance more transparent.

We will develop strategies, alongside chapters, for influencing reform in Nigeria and Kenya.

We will develop ‘Understanding Corrupt Networks’ maps for Kenya, Nigeria and Ukraine.

We will publish a risk assessment of the UN’s peace operations system and a methodology and plan for how we could monitor a UN mission in 2017.

We will generate research on managing corruption through peace settlements, oversight mechanism in fragile environments, and create a guidance document aimed at security assistant providers.

We will manage the delivery of three high quality training courses through the UK Defence Academy: BISL, BIF, and OpTACC, and establish a relationship with one new training provider.

6.4 Resources  18 full-time staff, rising to 19 by the year-end  1 full-time post in Ukraine, employed via TI Ukraine  At least one additional staff member located outside Europe, probably in Asia.

7. Communications 7.1 Background 2015/16 saw the consolidation of the Communications specialists from across the organisation into a single group, who have been reporting to the Head of UKAR. In 2016/17 this will become a stand-alone Comms team, with an additional Comms Officer added half-way through the year subject to funding from PHP. This team will report directly to the Executive Director.

The Comms unit will be responsible for media, design and publications, website and social media. Small increases in related areas have been included in the budget.

7.2. Overall profile of TI-UK In addition to the programmes outlined below, the Comms unit has responsibility for raising the overall profile of TI-UK and its mission, deploying senior staff as appropriate for media work.

Building on strong work in the previous year, efforts will continue to be made to place TI-UK as the go-to organisation for journalists on stories relating to corruption. This activity is supported by a small budget for the TI-UK website and additional comms, for example in sourcing images and producing videos.

7.3 Programmes 7.3.1 UK Advocacy and Research In each of UKAR’s priority areas, TI-UK aims to be the leading voice, having comment or creating content in any story that relates directly to those issues we work on.

7.3.2 Defence and Security Programme DSP has the potential to benefit most from the new organisation of the Comms unit. Having use of staff members dedicated to communications should enable DSP’s strong research efforts to have a greater billing in the media, both UK and internationally.

Efforts will take a two-pronged approach:  ensuring DSP is able to provide comment and respond to relevant media events  mining existing research to create new stories; the recently published Companies and Government Indices provide a wealth of potential stories for journalists, and can also be used for background when stories break.

The Comms unit will also work with DSP to identify and cultivate media contacts, arranging meetings and briefings for journalists working within the relevant sectors. Thematic work of DSP will include supporting efforts to build a political initiative on defence corruption, conflict and insecurity, and helping the Industry Integrity Team to pursue more media coverage.

7.3.3 Pharmaceuticals & Healthcare Programme PHP will have significant media potential in 2016/17. As the focus of their work increases and they begin to produce publications, PHP will be able to intervene in relevant breaking stories.

2016/17 will see efforts to create a number of media contacts in important outlets to place PHP on the map, so when those stories do break they are aware that we can be approached for useful comment.

Key areas that PHP communications will be developing on include: striving to develop metrics for SDGs 3 (health) and SDG 16.5 (corruption) in order to refine its advocacy strategy; finalising the Anti-corruption principles for the Latin American pharmaceutical sector project; and the implementation and results from projects supported by the Health Action Fund.

7.3.4 Business Integrity Programme The Comms unit will continue to work with BIP. This is often reactive, for example to scandals involving businesses, prosecutions by the SFO and stories around the Bribery Act. We are also aiming to develop the profile of TI-UK as a commentator in this field, so that it is a turn-to organization for issues relating to bribery, corruption and the corporate sector.

Two thought leadership projects will be launched which have media potential:  Relaunching the adequate procedures project  Incentive structures In addition, there will be ongoing communications around the political activities project.

7.4 Resources  Communications Manager, and two full-time Communications Officers.  Additional Comms officer to be added if funding (likely associated with PHP growth) permits.

8. Fundraising 8.1 Background During 2016/17 TI-UK’s fundraising for both core and programmatic work will continue to focus primarily institutional donors and charitable trusts. Across our institutional and charitable trusts for core, UKAR, DSP and PHP, we will place greater focus on large and very large donors, with the ambition of bringing on board at least one new large or very large donor for each programme during the year. We will prioritise donors capable of providing multi-year funding, and where possible will aim to secure multi-year grants. Two key challenges are to create a sustainable long-term funding base, and to develop a greater diversity of donors so neither TI-UK, nor any individual programme, is over-reliant on a specific funder or sector.

We will continue to work with TI-Secretariat (TI-S) to help the wider movement access funds from UK donors, and will provide high quality stewardship to current donors. We will build on the foundations laid in 2015/16 to begin fundraising from high net worth individuals, and will continue refining our basic stewardship to individual members and donors.

2016/17 is an important year for TI-UK’s fundraising: DFID’s current core funding to DSP draws to a close in December 2016, and PHP requires substantial funds to scale up. Several of TI-UK’s current grants draw to a close during the year and require renewal – including DFID, the Dutch Ministry of Foreign Affairs, Omidyar Network, The Joffe Trust and Joseph Rowntree Charitable Trust. We start the year with more funding secured, and a bigger network of prospects than in previous years, but we will need to leverage these and approach new donors to raise more income than before, within a fairly challenging fundraising landscape.

8.2 Targets Unrestricted funding (including BIP)  Confirmed  Unconfirmed  Prospective Restricted – UKAR  Confirmed  Unconfirmed  Prospective Restricted or designated – DSP  Confirmed  Unconfirmed  Prospective Restricted or designated – PHP  Confirmed  Unconfirmed  Prospective

£444,250 £296,648 £76,100 £25,000 £185,000 £68,000 £538,986 £470,000 £190,000 £40,000 £50,000 £65,000

Key   

Confirmed - Donor has confirmed the level and timing of funding, usually with written agreement Unconfirmed – Applications submitted to named donors, or renewal applications due to be submitted to existing donors, with reasonable prospects for success Prospective - Prospective donors identified, applications not yet submitted; or applications submitted but with unknown prospects for success

8.3 Key focus areas  Provide good stewardship, and when appropriate seeking to secure further funding from existing charitable trust and institutional donors  Identify, research and approach new charitable trust and institutional donors  Work closely with programme teams to ensure appropriate involvement of fundraising throughout planning, delivery and reporting, and agreed responsibilities with regard to grant monitoring and record keeping.  Work closely with the new Communications function to link activities, donor communications and messaging.  Continue to develop the Fundraising Committee, involving members in fundraising and cultivation opportunities, and thereby increasing the Board’s involvement in fundraising.  Refine and further develop key fundraising documents, eg: cases for support, and implement better planning and recording processes for prospect research and approaches across the Fundraising team.  Build on TI-UK’s Monitoring Evaluation and Knowledge-sharing system to measure impact and feed into donor reporting, driving further improvements and (as resources allow) collaborating with programme teams to explore and conduct formal M&E activities. A small budget has been allocated to hire a MEK consultant.  Continue to work towards a more standardised approach to storing fundraising information, for example through the Salesforce database.  Continue to ensure that all fundraising aligns with TI’s values and preserves integrity.  Continue to raise the profile of Fundraising within TI-UK, as an important core function.

8.4 Review of potential donors 8.4.1 Charitable trusts & foundations TI-UK has some good, active relationships with UK based charitable trusts that are currently supporting our work. During 16/17 the Fundraising team will focus on the following objectives:  Progressing relationships with current donors, and securing renewed funding where necessary  Securing income from cold charitable trusts, in particular large/ very large donors - both those based in the UK, and, where appropriate, those based abroad (in conjunction with others in the TI movement).

Categorisation of donors  Cold: TI-UK has no relationship with the donor  Warm: TI-UK has existing relationship (regardless of whether is currently, or has previously, funded TI-UK)  Very large = capable of giving £100k+ to TI per year  Large = £25-100k; Medium = £5-15k  Small = less than £5k.

Stewardship of existing donors Stewardship, including timely and high quality reporting and communications, is extremely important this year. Several important current grants are due to end during 2016/17, and securing further funding from these donors will be our top priority.

Engaging large and very large trusts & foundations In order to meet income targets for the year, new large and very large trust and foundations donors need to be brought on board. In nearly 2016 we have conducted a comprehensive prospecting exercise to cover UK trust and foundations, and key international foundations (in particular US foundations with regard to PHP and DSP). We will aim to bring on board at least one new very large donor for each of DSP and PHP, and one new large or very large donor to

UKAR or core funds. We will also seek funding from large trusts and foundations for DSP and PHP country level projects.

Small and medium trusts During 2015/16 TI-UK began to apply to cold medium trusts and foundations. We will continue to do so throughout 2016/17, aiming to secure new donors towards core funds and UKAR; we will develop a stronger case for support to facilitate this. During 2015/16 we had planned to trial a mailing to small trusts, however based on the small number of suitable trusts identified, we do not believe this is a priority for 2016/17. Our approach to small trusts will therefore remain reactive rather than proactive.

8.4.2 Institutional Donors Institutional donors are expected to remain the predominant funding source for DSP in 2016/17, and will also be very important for PHP. During the year we will work towards the following objectives:  Progressing relationships with current donors – in particular DFID (working with others in TI) and the Dutch Ministry of Foreign Affairs, to secure further core/strategy-wide funding for DSP.  Securing income for DSP and PHP from institutional funding streams new to TI-UK, in particular bilateral donors and development banks.

Stewardship & grant renewal with existing donors We will prioritise maintaining and furthering good relationships with DFID (both CHASE, for DSP, and contact points for PHP) and the Dutch MFA for DSP. We will do this by working with programme staff to ensure high quality, timely reporting and communications, and well researched professional concept notes and full proposals, aligned to donor strategies and submitted at appropriate times. We are already in discussion with the Dutch MFA, with the hope of securing further funding in Q2 of 16/17, and anticipate future DFID funding to require a proposal in Q3.

Approaching institutional funding streams new to TI-UK We will focus on securing very large grants for PHP and DSP (both strategy-wide and regional programme support), and large grants for country level PHP and DSP projects, and potentially UKAR work if good prospects arise. In January – February 2016 we conducted a comprehensive prospecting exercise for DSP and PHP, and during 16/17 we plan to combine responding to open calls with longer term relationship building to position TI-UK well to receive funds.

Initially, we will focus on bilateral donors and development banks for PHP and DSP, and will seek to explore Research Council funding for PHP, DSP and UKAR if opportunities arise. Whilst we may participate in EC funded projects via TI-S, we do not view EC or UN funding streams as good prospects for securing funding for 2016/17, due to the intensive application process, complex grant arrangements and onerous reporting requirements. If time allows, we may explore these options for funding in 2017/18.

8.4.3 Individuals Fundraising from individuals is not currently a significant part of TI-UK’s strategy and this remains a supplementary area of focus. During 2016/17 we do not aim to increase the number of supporters substantially, but it is acknowledged that as a result of greater public engagement and campaigning, we are likely to see a small increase in donors. A sound basic system for individual donors is a prerequisite for growing a major donor pipeline, and our existing systems (including Fundraising’s role in processing membership payments) require further improvement to ensure they are fit for purpose and fully compliant with relevant fundraising legislation and regulation.

8.4.4 Major donors We start the year with some good groundwork in place and a modest but fairly prospective network of potential supporters. Yet in 2015/16 we did not progress with major donor fundraising,

instead choosing to focus on other sectors. In 2016/17 we aim to make concrete progress: we will aim to address issue of ‘what can we offer?’ by creating a compelling (and realistic) offer, testing it in Q2 and adjusting it if necessary. The aim is to bring on board three new major donors, ideally each making a gift of £5k (but recognising that £1k annually may be more appropriate for some prospects).

Testing new approaches We recognise the potential for crowdfunding to engage new donors, in particular those new to TIUK who could go on to become regular mid-level and major donors. We will work with UKAR and Communications, and, if we can agree a mutually suitable project, we will trial a crowdfunding campaign during 2016/17, as a joint initiative between Communications and Fundraising.

We will organise a dinner after the TI annual lecture, which is expected to function as a thank you and cultivation event for current and prospective donors (as in 2015/16). In addition, we will explore the possibility of working with a senior volunteer to hold a new fundraising (or cultivation, if more appropriate) event for major donors.

8.5 Working with TI-S Working with TI-S will continue to be an important aspect of TI-UK’s fundraising. During the year, TI-UK will work closely with TI-S to identify, cultivate and when appropriate approach UK foundations capable of giving very large grants to the wider TI movement (either through TI-S and/or national chapters), and will collaborate with TI-S (and chapters where relevant) to coordinate approaches to institutional and foundation donors outside the UK for PHP and DSP funds.

8.6 What will we spend the money on?

The strategy is to remain at approximately the same level of staffing, with the exception of PHP, but to continue to grow our income. This reflects the under-investment in certain key areas as we have grown, which now need to be addressed. While it is not expected that this will be of interest to donors wishing to fund programmatic work, key areas for investment in addition to PHP include:  IT overhaul including security  Additional infrastructure to provide a more efficient and attractive working environment  Website and Comms  HR and personnel, including investment in training, career development and salary increases that would reflect the cost of living in London.

8.7 Resources  Staff. TI-UK currently has a fundraising team of three; the expectation is that this will remain the same size unless PHP expands rapidly, in which case an additional PHP-funded post will be created.  Consultants. Consideration will be given to employing a US-based consultant on a small retainer to create opportunities principally for DSP and PHP. This would be undertaken in consultation with TI-S and TI-UK.  Support systems. TI-UK starts the year better placed to secure large and very large institutional and foundation funds than before. However, there are some important organisational elements that must be addressed in order for fundraising to succeed and we will work with Finance & Resources to help drive these improvements: o Financial and HR systems – our policies and recording systems need to be examined to ensure they are compliant with requirements of institutional (and some foundation) donors. o Grant monitoring – we need to improve our record keeping with regard to contracts and grant agreements, and ensure a nominated person is responsible for regularly checking that we are complying with grant conditions and monitoring.

9. Governance 9.1 Background TI-UK often comments on the need for good governance, and therefore aims to have in place governance procedures that are both appropriate for an organisation of 40 staff, and represent best practice. This applies to the way in which we manage the board, the formal procedures such as the AGM and transparency about areas such as donations and our own advocacy.

9.2 Board Committees and Programme advisors The revamped Board committees were introduced nearly three years ago. Since then most Committees have met regularly, often quarterly, and have notes or minutes made of their meetings. In addition, the global programmes (DSP and PHP) have developed their governance mechanisms, and have consultants who at times offer strategic advice to the programmes. We will review these governance arrangements in the course of the year to make sure they are appropriate for the size of organization that we have become.

9.3 Membership Members play an important part in TI-UK’s governance as they are entitled to vote at the AGM. However, we have taken an ad-hoc approach to membership to date. In FY16/17 the Membership Committee will consider options for managing the membership more actively, but still within the available resources.

9.4 Global governance  Like all TI chapters, TI-UK has a vote at the global TI Annual members Meeting. This wil take place in Panama in November 2016, and as in previous years the Chair will be TI-UK’s Official Chapter Representative (OCR).  The TI movement is still defining its approach to governance and accountabilities of global programmes such as DSP and PHP. We expect this debate to continue in the course of the year, with clear decisions on key areas such as branding to be made in the early part of the year.  The TI Secretariat is currently undergoing a period of change, and this may have an effect on TI-UK and other chapters.

10. Finance & Resources 10.1 Background As TI-UK has grown, an increasing demand has been placed on the finance and resources functions. Last year, these were brought together into a single unit with a part-time Director appointed on a one-year contract. In FY16/17, we will further increase the resource for this department, both to ensure we can manage the existing workload, and to provide capacity for the expansion we envisage in PHP. In addition, areas of HR and IT require further investment to make them suitable for the size of organisation we have become.

10.2 Finance The finance team has had to cope with an increasing workload, and entering the new year will have a marginal additional resource compared to entering last year; part-time roles are made full time, and some finance duties have been passed to the Office Assistant. A provision has been made in the budget for an additional part-time Finance Officer. The workload has come in part due to the reporting burdens that have resulted from our fundraising successes. Additional resource will mean that we are able to keep on top of the regular workload, and implement some of the backlog of improvements, such as a detailed rolling cashflow forecast, that have already been agreed internally and with the Finance & Audit Committee.

10.3 IT Our approach to IT, and specific solutions, will be reviewed by the incoming Director of Finance & Resources. We will aim to improve our IT infrastructure, with possible upgrades to our broadband speed, website servicing, office IT equipment and servers. We will also consider moving more fully to a cloud-based system, in line with the TI-S approach, and subject to considerations of security and data control.

10.4 HR TI-UK aims to be an employer of choice that is fair to its staff and has good retention rates. We have introduced new systems, such as an online annual appraisal tool, in the past year, and will continue to introduce improvements in the coming year. Our intention is to ensure that there is fairness across the organisation in the way that individuals are treated, transparency about our processes, a supportive and collaborative working culture, and a commitment to high performance. We are also conscious that it is important for charities to avoid creating an ‘entitlement’ culture among their staff, and seek to achieve the right balance between fairness to staff, accountability for good performance, and investment in TI’s mission. Priorities for the year include further work on our salary banding system and acting on feedback arising from the latest staff survey.

In order to help with this, we will employ a part-time HR Manager, initially on a one-year contract.

We will also aim to formalise a system of staff secondments and introduce additional mentoring.

Secondments will include our own staff travelling to other chapters for short periods, other chapter staff visiting TI-UK, and internal secondments for short periods to other departments.

10.5 Resources  There will be three full-time positions, two in finance and one Office Administrator who also processes some financial transactions.  A new part-time Finance Officer has been budgeted, and the incoming Director of Finance & Resources will assess the precise role this position will play and required number of days.  A new post of part-time HR Manager will be created.

Annex 1 Budget Summary

Budget 2016/17

Unrestricted funds

Total Funds

Designated and restricted funds

2016/17

2015/16

2016/17

2015/16

2016/17

2015/16

Budget £

Forecast £

Budget £

Forecast £

Budget £

Forecast £

Total Income

816,998

617,678

1,711,565

2,169,790

2,528,563

2,787,468

Expenditure Direct project costs Staff costs Premises Other

84,999 531,875 53,352 204,852

70,324 442,557 35,671 114,046

646,566 1,159,102 89,610 74,965

477,352 1,033,473 99,313 146,562

731,565 1,690,977 142,962 279,817

547,676 1,476,030 134,984 260,608

Total Expenditure

875,078

662,598

1,970,243

1,756,700

2,845,321

2,419,298

Tranfer between funds

129,271

105,376

(129,271)

(105,376)

Surplus / (Deficit) for year

71,191

60,456

(387,949)

307,714

Funds brought forward Funds carried forward

260,298 331,489

199,842 260,298

550,665 162,716

242,952 550,666

-

(316,758) 810,963 494,205

-

368,170 442,794 810,964

NOTE : Forecast as of 31 January 2016

Annex 2 Organisational Chart

ORGANISATIONAL CHART anticipated FY16/17 DIRECTORATE Robert Barrington Executive Director Claire Prescott Management Assistant

FUNDRAISING, FINANCE & RESOURCES

COMMS

Joe Ghandi Director of Finance & Resources Louise Russell-Prywata Annita Forde Head of Development Management Accountant Hannah Casey Cornelia Stephenson Senior Development Officer Office Administrator Mahoo Lyimo HR Manager Development Officer to be appointed May 2016 (p-t)

Defence & Security Programme (DSP) To increase transparency and reduce corruption in the defence & security sector internationally.

Pharmaceuticals & Healthcare Prog. (PHP)

Business Integrity Programme (BIP)

UK Advocacy & Research (UKAR)

To reduce corruption in the global Pharmaceutical & Healthcare sectors.

To raise anti-corruption standards in UK-based companies so that they improve their own performance and help raise standards globally; and to increase awareness so that individuals and institutions within the private sector do not participate in, enable or endorse corruption.

To set the national agenda on corruption, undertaking advocacy that achieves strategic changes in policy, attitudes and behaviour, and thereby achieve a material reduction in corruption in the UK and overseas.

To be the UK’s thought leader on corruption, producing high-quality research that leads to well-informed views, policy positions and practical guidance that provide a platform for effective advocacy.

Sophie Peresson Director, PHP James Sale Programme Manager

Peter van Veen Director, Business Integrity Prog.

Programme Manager to be appointed April 2016 Alice Shone Project Officer

Katherine Dixon Director, Defence & Security Programme Eva Okunbor Programme Management Officer Eva Anderson Senior Legal Officer

Conflict & Insecurity

Dominic Kavakeb Communications Manager Philip Jones Communications Officer Ivo Jongejan Advocacy & Communications Officer Communications Officer to be appointed Sept. 2016

Accountable Defence Sectors

Industry Integrity

Tobias Bock Prog. Manager & Deputy Director Tehmina Abbas Methodology Lead

Katie Fish Programme Manager

Leah Wawro Programme Manager

Michael Petkov Programme Officer

Michelle Man Research Officer

Stefanie Nijssen Project Lead

PHP Research Officer to be appointed Sept. 2016

Director of Policy to be appointed June 2016

Advocacy

Research

Rachel Davies Senior Advocacy Manager

Steve Goodrich Senior Research Officer

Alice Fauvel Public Engagement Officer

Ben Cowdock Research Officer

Amira El-Sayed Network Lead

Eleonore de la Blache Africa Project Manager

Advocacy & Campaigns Officer to be appointed Apr 2016

Hilary Hurd Research & Advocacy Officer

Gavin Raymond Training & Capacity Building Officer Karolina MacLachlan Senior Research Officer

Nick Maxwell Head of Strategic Engagement

Jameela Raymond Policy Officer

Maggie Murphy Senior Global Advocacy Manager

Temporary staff: William Martin, UKAR Assistant; Jenny Leigh, BIP Assistant Key: purple text indicates part-time role, blue text indicates position yet to be appointed