Countering Strategic Threats - CSSF Programme Completion Review (23/24)

A. Summary Sheet

Programme Title	Countering Strategic Threats
Country and Region	Multilateral
Programme ID	C-MLS-0008	IATI Unique ID	CSSF-01-000004
Start date	April 2022	End date	March 2024
HMG Partners (Lead department in bold)	FCDO, MOD, Cabinet Office
Total overall Programme Allocation (e.g. 2 years)	Allocation FY2023/24	Spend FY 2023/24
ODA	£ 340,000	£ 0	£ 23,299
Non-ODA	£ 1,260,000	£ 1,300,000	£ 971,840
Total	£ 2,900,000	£ 1,300,000	£ 995,139

Outputs

Output assessment per project	Individual Output Rating
China	4
Resilience	3
Hybrid	4
Emerging Disruptive Technology (EDT)	4
Cyber	3
Climate	4
Gender	4
Organisation for the Prohibition of Chemical Weapon (OPCW)	4
UN Advisory Committee on Administrative and Budgetary Questions (UNACABQ)	2
Strategic Communications (Strat Coms)	3
Organisation for Security and Co-operation in Europe (OSCE)	3
Overall Rating of whether the programme is delivering activities and outputs necessary for change at outcome level	4

Outcomes

Outcome statement(s)
The North Atlantic Treaty Organisation (NATO) has improved systems, processes, information, capabilities, relationships and practices for strategic planning and response to counter emerging threats
The OPCW is supporting Member States to improve their capabilities to investigate chemical weapons
The UNACABQ has improved processes for strategic planning and response (in areas of UK interest) to counter emerging threats
The UK is coordinated in its approach to NATO engagement on countering emerging threats
Outcome Assessment	The programme has achieved or was on track to achieve its intended outcomes. The programme closed one year early. As such, the reviewers did not expect to see evidence against all progress markers. Many of the projects funded under the Countering Strategic Threats (CST) Programme will continue into the new Strategic Multilateral Support programme. As such, the reviewers have considered whether these projects remain on track to reach intended changes in the new programme, despite the closure of CST. Projects that are still delivering in Financial Year (FY)24/25 are noted. They are notated with an asterisk. There are strong examples in all areas of the NATO outcome where projects have developed cross-organisational processes and leadership, improved information sharing, enhanced counter misinformation capabilities and strengthened relationships. The Voluntary National Contributions (VNCs) (projects) delivered improvement in areas including countering emerging threats and climate security. Project support to the OSCE* and OPCW* resulted in greater allied cohesion, which in turn supported those organisations to deliver their core purpose. UNACABQ* was recently added to the programme but initial indications are promising where early sight of issues allows the UK to shape discussions.
Overall Outcome Progress Rating:	Green
Overall Risk Rating:	Low

Summary of Programme Performance

Year	2021/22	2022/23	2023/24
Output	Outcome	Output	Outcome	Output	Outcome
Programme Rating	N/A	N/A	3	Amber	Green	Green
Risk Rating	N/A	N/A	Low	Low	Low	Low
Notes: Output/Outcome score

What Support Did the UK Provide in Financial Year 23/24?

The programme (FY22-24) funded NATO Voluntary National Contributions (VNCs), secondments to the OSCE and projects with OPCW. Projects included:

OPCW International Cooperation & Assistance *

Funding for OPCW designated laboratories.

Funding also provided Ukraine with testing equipment to support first responders and establish an evidence base in the event of chemical attack.

Cyber VNC*

The VNC supported the development of internal NATO capacity and ability to produce enhanced intelligence assessments, using a data-driven approach, and increase NATO’s ability to prevent and recover from cyber incidents.

Emerging Disruptive Technology (EDT) VNC*

This position supports the NATO Chief Scientist to provide advice and develop, deliver and coordinate policy on EDT.

Climate Security VNC*

The VNC supported the successful implementation of NATO’s new Climate Change and Security Agenda and Action Plan, building and maintaining links across the International Staff and International Military Staff.

Gender and Conflict VNC*

The VNC supported implementation of NATO Sexual Exploitation and Abuse (SEA) and Conflict Related Sexual Violence (CRSV) Policies by ensuring implementation across the NATO network.

UK representative at the UN’s Advisory Committee on Administrative and Budgetary Questions (ACABQ)*

The project supported a United Kingdom (UK) member of the UN ACABQ, an independent committee that provides recommendations on the UN’s administrative and budgetary matters.

Support to Chair in Office OSCE

A UK secondee to support the Chair in Office (Malta) for the Organisation for Security and Co-operation in Europe.

Key Results for FY 23/24

The programme has provided multilaterals with expert advice to improve their internal processes and capabilities to better respond to current and emerging threats in support of UK thematic priorities.

Key Lessons:

The programme has demonstrated that secondees are an effective way to deliver UK leadership and expertise that can enable change.

The lack of long-term certainty for the individuals in these roles, linked to the need to review funding regularly, has proved challenging.

It is vital to ensure there is a mechanism to connecting His Majesty’s Government (HMG) stakeholders with the relevant VNCs and secondees, ensuring they have both operational and policy support and guidance. Quarterly calls provide an opportunity for collaboration amongst the NATO VNCs which is also vital to ensure lessons are shared

To deliver an effective programme using a secondee model, strong support and engagement is needed form central Human Resources teams.

The programme has developed an impressive suite of updated Monitoring, Evaluation and Learning (MEL) tools; these condense and combine disparate elements of engagement to tell a cohesive story of change and how individual actors can drive organisational change. This approach could be shared, as an example of best practice. The investment in these tools has contributed to the results the programme achieved.

Key Recommendations for FY 23/24:

Funding restrictions aside, the programme should aim to secure multi-year funding noting lengthy hiring and onboarding timelines.

Secondees deliver excellent work in their respective institutions and positions. Future iterations of the programme should prioritise engagement with teams that strengthens the integration of competing and fast-evolving ambitions. The convening power of the portfolio in which the CST programme operates is important in providing visible leadership and continuity for an extremely broad set of stakeholders.

VNCs and secondees must have a clearly defined status as UK civil servants, to ensure they have the appropriate support. The Programme team should identify a central process to support VNCs and secondees especially as it relates to duty of care concerns.