Corporate report

Commonwealth Scholarship Commission corporate plan 2025 to 2026

Published 16 October 2025

1. Mission statement

The Commonwealth Scholarship Commission promotes sustainable development and builds enduring connections by supporting excellent scholars from the Commonwealth to study at UK universities.

In doing so, we directly support UK foreign and international development priorities.

Working with the UK’s world-class universities and other Commonwealth partners, we foster a community of scholars, fellows, and alumni who use their knowledge and expertise to drive sustainable development and address pressing global issues in their home countries and beyond.

We enhance the UK’s influence and reputation by building a network of leaders across the Commonwealth who are shaped by their education in the UK.

By investing in the potential of individuals, particularly from low-and middle-income Commonwealth countries, we amplify the UK’s contributions to a fairer, more prosperous, and sustainable world.

2. Governance statement

The Commonwealth Scholarship Commission in the United Kingdom (CSC) was established by Act of Parliament in 1959 in order to manage the UK contribution to the Commonwealth Scholarship and Fellowship Plan (CSFP), launched by Commonwealth Education Ministers in 1958. Its status was subsequently reaffirmed in the International Development Act of 2002 (the Act).

The CSC is a non-departmental public body, for which the Foreign, Commonwealth and Development Office (FCDO) is the lead department and main sponsor. The CSC is independent of Government in its decision-making and operations; the Act legislates that the Secretary of State may not give any direction for the selection or rejection of any particular person for an award or as a candidate for an award. The CSC submits an Annual Report on its work each year to the Secretary of State; this is submitted by the Secretary of State to Parliament, to which (s)he is ultimately responsible for the work of the CSC.

In addition to regulations provided in the 1959 Act (which have been confirmed in subsequent Development Acts) and subsequent Ministerial Directives, detailed governance arrangements for the CSC have been set out in a framework document. The framework includes the CSC’s 3-year corporate and one-year business plans. The FCDO Internal Audit and Investigations Department (IAID) provides the CSC’s internal audit function. The CSC’s annual income and expenditure are incorporated in the overall accounts of FCDO, and the CSC account is held with the Government Banking Service.

The Commission normally comprises 15 members, including the Chair, who are appointed in accordance with the principles of the Code of Practice for Ministerial Appointments to Public Bodies. Commissioners are appointed by the Secretary of State for an initial period of 3 years, with the possibility of reappointment for one further 3-year appointment. The Chair and other relevant officials normally meet with relevant Ministers at least annually to discuss the work of the CSC. The Chair of the Commission is the Accounting Officer for the CSC, with responsibility to the Secretary of State for its conduct and performance.

The full Commission meets 3 times per year. It is supported in its work by specialist Committees, made up of Commissioners, which deal with Finance, Audit and Risk Management (which also includes an independent, non-Commissioner member), Awards Policy, and Evaluation and Monitoring, as well as an Executive Group made up of the Chair, Deputy Chair and Committee Chairs which normally meets 3 times a year.  Separate Committees of Commissioners are convened to handle the selection of scholarship recipients. The CSC has no employees, contracting out its Secretariat and other management functions to 2 external bodies: The Association of Commonwealth Universities (ACU) and the British Council. The effectiveness and value for money of these arrangements are formally evaluated annually by the Finance Committee, which recommends appropriate action to the full Commission. The CSC operates an Evaluation and Monitoring Programme which provides evidence of the impact of its work, through interviews and surveys of alumni and other stakeholders, and other analysis. The results from this programme are used to shape the CSC’s decision-making processes and policies.

3. Strategic context

One of the Commonwealth’s finest innovations and one of the UK’s best conveyors of soft power, the Commonwealth Scholarship Commission (CSC) has been supporting outstanding scholars, fellows and alumni since 1960. The fundamental purpose of the CSC endures; but the strategic context in which it operates is constantly changing and will shape its priorities over the period 2025 to 2028.

The CSC operates within a global context where education and collaboration are pivotal to addressing pressing development challenges and advancing foreign policy objectives. The CSC aims to leverage the transformative power of higher education to foster sustainable development throughout the Commonwealth. This not only enhances the UK’s position as a leader in global education, but also nurtures the relationships that are critical for fostering economic co-operation, cultural exchange, and mutual understanding. By investing in scholarship and fellowship programmes that prioritise knowledge transfer, skills development, and research partnerships, the CSC supports both the UK’s national interests and contributes to shared goals of economic growth, social progress, and sustainable development.

Contributing to UK development outcomes and foreign policy objectives will remain a critical focus for the 2025 to 2028 Strategy.

Achieving sustainable development and tackling complex challenges across the Commonwealth requires a broad range of perspectives and experiences. By providing further opportunities for outstanding scholars from disadvantaged and underrepresented groups, the CSC aims to address systemic inequalities and unlock the potential of talented individuals who might otherwise be excluded from these opportunities.

This commitment aligns with the UK’s broader social justice agenda and contributes to creating a more equitable and inclusive global community. By empowering individuals from diverse backgrounds, the CSC strengthens its capacity to deliver impactful outcomes through its scholarship programmes, ultimately contributing to a more just and prosperous world.

Supporting candidates from disadvantaged backgrounds will continue to be a distinctive feature of Commonwealth Scholarships and Fellowships during the 2025 to 2028 Strategy period.

The CSC recognises the invaluable role that alumni play as ambassadors and advocates for the transformative power of education within the Commonwealth. Our alumni, now leaders and change-makers across the Commonwealth, embody the transformative power of education and contribute significantly to their respective communities and nations. By strengthening alumni relations and expanding engagement opportunities, the CSC aims to build a vibrant and interconnected network that fosters collaboration, knowledge sharing, and impactful partnerships. This strategic approach not only deepens the CSC’s impact by leveraging the expertise and experience of its alumni, but also strengthens the bonds of the Commonwealth through shared values and a collective commitment to positive change.

Broadening and deepening alumni engagement will be a top priority for the CSC during the 2025 to 2028 strategic period.

Maximising the impact of the CSC requires a strategic approach to resource optimisation and innovative partnerships. The CSC will explore innovative ways to secure funding and drive efficiencies to ensure the sustainability and expansion of opportunities for scholars. This strategic approach involves actively forging new partnerships with organisations and institutions that share the CSC’s values and objectives. By leveraging complementary resources and expertise, the CSC can create a more robust and resilient funding model while simultaneously optimising programme management processes to maximise impact. This commitment to resourcefulness will allow the Commission to continue expanding the horizons and opportunities available to its scholars, ensuring a lasting legacy of positive change within the Commonwealth.

We will ensure that we maximise opportunities for our scholars, developing new partnerships and be effective stewards of public funds.

The CSC is proud to reaffirm its commitment to development, equity, access, and relevance. This 2025 to 2028 Strategy sets out the CSC’s priorities and pathways to deliver impact and value to the UK taxpayer, the UK government, and the modern Commonwealth.

4. Objectives 2025 to 2028

Between 2025 to 2026 and 2027 to 2028, the CSC’s objectives are to:

• contribute to UK development outcomes, foreign policy objectives, the domestic growth agenda and enhancing security

• provide further opportunities for outstanding scholars from disadvantaged and under-represented groups

• strengthen alumni relations by expanding and enhancing engagement opportunities

• develop new models of partnership to broaden opportunities for Scholars and Fellows

5. Priority initiatives 2025 to 2028

In pursuing Objective 1, the CSC will:

• introduce more agile selection methods to ensure responsiveness to HMG priorities.
• extend engagement with High Commissions to deliver UK priorities
• expand its partnerships to broaden the CSC’s reach and to ensure value for money
• demonstrate the CSC’s contribution to UK foreign and development policy objectives, through its best-in-class evaluation work

In pursuing Objective 2, the CSC will:

• increase the availability of scholarships specifically targeting students from disadvantaged and under-represented backgrounds
• collaborate with partners to identify and address barriers to scholarship access
• implement policies and practices to promote an inclusive environment for all scholars
• develop and implement targeted mentorship and support programs for scholars from disadvantaged and under-represented groups

In pursuing Objective 3, the CSC will:

• strengthen alumni relations by enhancing engagement opportunities
• extend the alumni network to connect former scholars with each other, with the CSC, and with other UK scholarship schemes
• engage alumni in activities and events, mentorship, career development, and fundraising to support current and future scholars
• use alumni expertise and networks to promote the CSC and its impact worldwide

In pursuing Objective 4, the CSC will:

• create innovative funding models and revenue streams for long-term financial sustainability
• develop strategic partnerships and collaborations to provide scholars with unique learning and growth experiences
• support alternative modes of delivery to widen access
• optimise scholarship management processes to maximise the impact of available resources

Key performance indicators 2025 to 2028

1. We will ensure that 100% of scholarship expenditure each year supports the UK’s sustainable development objectives, and at least 10% of annual expenditure is aligned with emerging key Government priorities.

2. We will increase year-on-year the proportion of applications from and awards to disadvantaged and under-represented groups, while maintaining the excellent gender balance achieved over the period 2022 to 2025.

3. We will increase the number of active and engaged alumni by 5% each year.

4. We will attract over £6m a year in non-government funds, including matching contributions from UK universities. The proportion of expenditure on administration will not increase.

5. A minimum of 25 in-depth evaluation case studies will be produced to demonstrate the CSC’s value as an innovative world-class scholarship and fellowship scheme that delivers impact on sustainable development across the Commonwealth.

6. Financial plan

The budget for the CSC in 2025 to 2026 can be found in the CSC Business Plan and in this document as Appendix 4. The CSC Framework Document outlines the procedure and timetable for agreeing budgets for future years.

It should be noted that the budget refers only to direct income and expenditure. In addition, the CSC benefits from the in-kind support of UK universities, nominating agencies, advisers, Commissioners and others. In financial terms based on the programme budget in Appendix 4, we estimate the aggregate UK university contribution to have a value of at least £6 million per annum.

Against this background, the main components of our financial planning will be as follows.

Annual budgeting and budget review

Committees are asked to contribute ideas and priorities for the forthcoming year’s budget by mid-September. These are incorporated into a draft budget, to be considered by the Finance Committee at its autumn meeting, followed by a budget that is presented to the full Commission at its December meeting. This budget is reflected in recommendations for the number of selections to be made by Commission selection committees, normally in the following April and May. The agreed budgets run in financial years, from 1 April to 31 March, subject to receiving confirmation of the Grant in Aid in good time, and are reviewed by the Finance Committee at its meeting in June/July.

Supplementation with income from external sources

The CSC will seek to add value to government support wherever possible, by attracting contributions and support from third parties. Such support should, however, be consistent with the principle that candidates are selected on merit and in accordance with the CSC’s criteria. It will not normally be CSC policy to allocate awards to particular sponsors or candidates where they would not otherwise have been selected, or to agree jointly funded programmes where these involve a disproportionate increase in administration costs.

It is expected that the main source of such contributions during the funding period will be UK universities, with which agreement has been reached for tuition fee waivers of at least 20% on selections for Commonwealth PhD and Master’s Scholarships for low- and middle-income countries as well as a fee cap of £18,000 for tuition fees at overseas rates. In some areas of our work, it has been possible to arrange even higher university contributions. In particular, for Commonwealth PhD Scholarships for high income countries and Commonwealth Shared Scholarships, UK universities typically meet between 33% to 50% of the total cost of scholarships. In addition, the CSC seeks to negotiate advantageous tuition fee rates with suppliers of distance learning courses, reflecting the fact that groups of students are normally being supported. The CSC also recognises that hosts of Commonwealth Professional Fellowships make significant in-kind contributions to these programmes. The CSC receives further substantial in-kind benefit from the work of Commissioners, academic advisers, nominating agencies, and others, who provide their time without payment or at rates significantly below their market value.

Matching income with expenditure in each financial year

As an NDPB, the CSC seeks to spend its annual budget as exactly as possible in the year of allocation and does not aim to accumulate reserves between financial years. It is recognised, however, that some safeguard is necessary against uncertainty and to maintain cash flow. In this regard, the CSC framework document provide for the possibility of cash balances being maintained. However, funds shall be kept at a minimum level consistent with the efficient operation of the Commission. We believe that the availability of such funds is critical to our ability to be a well-governed organisation. 

Supporting strategic priorities

The allocation of funds will reflect the priorities of the CSC as identified in this corporate plan, and, where appropriate, the financial objectives of funding bodies.

Rigorous control of administration costs

Efficient and streamlined administration is a critical element in our current strategy, which commits the CSC to ensure that its administrative costs do not increase, as a percentage of expenditure, over the 3-year Strategy period.

The CSC’s Framework Document provides mechanisms through which it will continue to keep expenditure in this area under review by:

a) Ensuring that administration fees are approved annually as part of the budgeting process for the following financial year. This involves detailed discussion of proposals by the Finance Committee, and the necessity for administrative fees to be approved explicitly (rather than simply as part of the overall budget) by the full Commission

b) Undertaking periodic comparison between the administrative costs of the CSC and those of other comparable scholarship schemes funded by the UK government and other international programmes

7. Risk management

The CSC has an Audit and Risk Management (ARM) Committee in line with recommendations in the Cabinet Office document Managing Public Money (MPM). This Committee, whose membership comprises at least 3 members, including an independent member, who do not sit on the Finance Committee or serve as Chair or Deputy Chair, meets 3 times a year and reports directly to the Commission at each of its meetings on any aspects that it considers to be of concern.

The CSC operates a risk management framework that overarches the full programme cycle and joins up risk management activity at Commissioner and Secretariat levels. This provides assurance but doesn’t add extra burden or unnecessary process. Within the framework the Committee maintains (and presents to the Commission for review at regular intervals) a register of risks – set out at Strategic, Tactical and Programme level - with the potential to seriously impair the effective performance of the CSC, together with an assessment of the potential impact of each risk, and a list of mitigating measures in each case. In addition to the work of the Committee, the CSC’s framework document includes other measures to mitigate and ensure transparency in its policies towards risk.

In addition to external financial inspection, the CSC benefits from reviews of its operation by a programme of internal audit, currently provided by the FCDO Internal Audit Investigations Department (IAID). This programme is managed by the ARM Committee, which determines the list of topics to be reviewed every 2 years. During the current strategy period, FCDO IAID has reported on an audit they carried out in February/March 2023 of CSC’s Selection Processes and an audit they carried out of CSC’s Alumni provision in March 2024.

Appendix 1: Founding principles of the Commonwealth Scholarship and Fellowship Plan

The Plan should be additional to, and distinct from, any other plan in operation.

The Plan should be based on mutual co-operation and the sharing of educational experience among the countries of the Commonwealth.

The Plan should be sufficiently flexible to take account of the diverse and changing needs of the countries of the Commonwealth.

While the Plan will be Commonwealth-wide, it should be operated through a series of bilateral arrangements, to allow for the necessary flexibility.

Awards should be designed to recognise and promote the highest standards of intellectual achievement as well as technical and professional performance and have regard to any expressed human resource or development needs of nominating countries.

Appendix 2: Commonwealth Scholarships and Fellowships offered by the CSC

Commonwealth PhD Scholarships

Purpose: To enhance individual teaching and research capacity leading to development impact as well as increased institutional capacity in academic and other sectors in eligible Commonwealth countries, and to contribute to UK higher education and research by attracting high-calibre international candidates and encouraging links and collaboration.

Intended beneficiaries: High-quality graduates (from least developed countries and fragile and conflict afflicted states) who could not otherwise afford to study in the UK but who have the potential to become influential leaders, teachers, or researchers in their home countries, and whose proposed research topic has a developmental focus.

Focus sector(s): CSC’s 6 development themes.

Award duration: Three years. The scholarships are offered for an initial tenure of 22 months and extended following confirmation of upgrade to PhD status.

Application process: Applications are accepted via national nominating agencies, invited NGOs, and selected universities in least developed Commonwealth countries and fragile Commonwealth states. Nominating bodies are encouraged to identify their own priority areas and nominate candidates accordingly.

Commonwealth Split-site Scholarships

Purpose: To widen access to UK equipment and expertise for quality doctoral candidates from Commonwealth countries, and to contribute to UK and Commonwealth higher education and research through collaboration and partnerships.

Intended beneficiaries: High-quality graduates from Least Developed and middle- income countries (including fragile and conflict affected states) who could not otherwise afford to study in the UK but who have the potential to become influential leaders, teachers, or researchers in their home countries, and whose proposed research has a developmental and leadership focus.

Focus sector(s): CSC’s 6 development themes. The scholarships are offered to students in all disciplines registered for PhDs at universities in low and middle-income Commonwealth countries.

Award duration: 12 months, which can be taken as a single 12-month period or separated into 2 six-month periods.

Application process: Applications are accepted directly from candidates.

Commonwealth Master’s Scholarships

Purpose: To contribute to development needs of Commonwealth countries by providing training for skilled and qualified professionals and academics, and to contribute to UK higher education and foreign policy aims by encouraging collaboration and links.

Intended beneficiaries: High-quality postgraduate students from Least Developed and middle-income countries (including fragile and conflict affected states) who could not otherwise afford to study in the UK but who have the potential to enhance the development of their home countries with the knowledge and leadership skills they acquire.

Focus sector(s): CSC’s 6 development themes. Courses provide knowledge and skills likely to have a significant development impact.

Award duration: 12 months. The scholarships are wholly tenable at universities in the UK.

Application process: Applications are accepted via national nominating agencies and invited NGOs. Nominating bodies are encouraged to identify their own priority areas and nominate candidates accordingly

Commonwealth Shared Scholarships for Master’s study

Purpose: To contribute to development needs of Commonwealth countries by providing training for skilled and qualified professionals and academics who would not otherwise have been able to study in the UK.

Intended beneficiaries: High-quality postgraduate students from Least Developed and middle-income countries (including fragile and conflict affected states), who have not studied for a year or more in a high-income country before, who would not otherwise afford to study in the UK, and who have the potential to enhance the development of their home countries with the knowledge and leadership skills they acquire.

Focus sector(s): CSC’s 6 development themes. Courses provide knowledge and skills likely to have a significant development impact and must be pre-approved by the CSC as having a development focus.

Award duration: normally 12 months

Application process: UK universities bid for scholarships for specific courses with demonstrable development impact and must agree to fund the living cost component of the scholarships. Applications are made via successful universities, which make the initial selection of candidates, who are subsequently approved by the CSC.

Commonwealth Distance Learning Scholarships for Master’s study

Purpose: To contribute to development needs of Commonwealth countries by providing training for skilled and qualified professionals in key development areas.

Intended beneficiaries: High-quality postgraduate students from Least Developed and middle-income countries (including fragile and conflict affected states) who wish to access training not available in their home countries, who wish or need to remain in their home country while they study, and who have the potential to enhance the development of their home countries with the knowledge and leadership skills they acquire.

Focus sector(s): CSC’s 6 development themes. Courses provide knowledge and skills likely to have a significant development impact and must be pre-approved by the CSC as having a development focus.

Award duration: Up to 6 years. The scholarships are funded on an ongoing basis, due to the modular nature of the courses.

Application process: UK universities bid for scholarships for specific courses. Applications are made via successful universities, which make the initial selection of candidates, who are subsequently approved by the CSC.

Commonwealth Professional Fellowships

Purpose: To provide professionals with the opportunity to enhance knowledge and skills in their given sector, and to have catalytic effects on their workplaces.

Intended beneficiaries: Mid-career professionals (with 5 years’ relevant work experience) working in development-related organisations in Least Developed and middle-income Commonwealth countries (including fragile and conflict affected states).

Focus sector(s): CSC’s 6 development themes as well as a theme focussed on the Commission’s Time Limited Programme in each particular year.

Award duration: Between 6 weeks and 3 months

Application process: Applications from UK organisations willing to set up a programme of activity are considered by the Commission and successful organisations then recruit and nominate Fellows for their programme for selection by the Commission.

Appendix 3: Review of recent activities

The normal timetable is for the corporate plan to be produced in December each year, referencing performance against the previous year’s business plan (ie the one which ended on 31 March that year). The CSC’s 2023 to 2024 Business plan identified 5 key performance indicators (KPIs), performance against which is shown in the table below:

KPI	Final report on performance against KPI in 2023 to 2024	Status of KPI
1. The gender of candidates selected for each CSC programme will be at least 45% female and 45% male.	– PhD: Female 50%, Male 50% – PhD (high income): Female 67%*, Male 0% – Split Site: Female 61%**, Male 39% – Agency Masters: Female 55%, Male 45% – Shared Masters: Female 52%, Male 48% – Distance Learning: Female 46%, Male 54% – Professional Fellows: Female 54%, Male 46% – Total: Female 52%, Male 48%	*KPI not met for High income PhDs and Split-Site Scholarships; to be reviewed by the CSC’s Awards Policy Committee
2. Partnerships with UK universities will generate at least £4.5 million in matching contributions	£5.8 million	KPI met
3. 35 alumni profiles of CSC Women Leading Change and alumni impacting climate change will be published demonstrating the CSC’s support of cutting-edge research, innovation, and knowledge exchange throughout the Commonwealth	16 profiles of CSC Women Leading change and 19 profiles of alumni impacting climate change published demonstrating the CSC’s support of cutting-edge research, innovation, and knowledge exchange throughout the Commonwealth.	KPI met
4. 10 alumni profiles will be published demonstrating research which promotes equity and inclusion and supports those who have been left behind	10 alumni profiles published demonstrating research with promotes equity and inclusion and supports those who have been left behind.	KPI met
5. 10 in-depth Evaluation Case Studies will be produced to demonstrate the CSC as an innovative world-class scholarship and fellowship scheme that delivers impact on sustainable development across the Commonwealth	9 Evaluation Case Studies published. 1 additional Case Study was written, but the Alumnus withdrew consent for publication at late notice due to personal safety concerns.	KPI met

Appendix 4: Budget and award allocation 2025 to 2026

Table 1: CSC illustrated budget 2025 to 2026

Table 1 below shows the full budget illustrated for 2025 to 2026 based upon an indicative budget of £28.224 million ODA-funding and £372 non-ODA funding.

CSC illustrated budget 2025 to 2026	£’000s
ODA Grant-in-aid programme	27,800
ODA Grant-in-aid admin	424
Non-ODA Grant-in-aid	372
Total Grant-in-aid to CSC	28,596
ODA PhD	7,516
Agency Master’s	3,707
Split-site PhD	2,549
Shared Scholarships	4,338
Distance Learning	2,937
Professional Fellowships	450
Non-ODA PhD	305
Direct Award costs	21,802
Visas / Health Surcharges ODA	729
Visas / Health Surcharges Non-ODA	8
Award Extensions	140
Award Hardship	75
Disability mainstreaming	190
Scholar support	685
Cash Card Fees	12
Other Scholarship Costs	1,839
Total Scholarships	23,641
Communications	542
Alumni - ACU	282
Alumni - British Council	385
Evaluation	335
Recruitment and Outreach	312
Time Limited Programme	415
IT Development	270
VAT	351
Total Other programme expenditure	2,892
Programme expenditure	26,533
Commission Costs via ACU	88
ACU management fees	294
VAT	59
CSC administrative expenditure	441
Programme management costs ODA	1,264
Programme management costs Non-ODA	49
VAT non-ODA	10
VAT ODA	253
FCDO programme management costs	1,576
Total CSC expenditure	28,550
Surplus/(Deficit)	46

Table 2: Award allocation 2025 to 2026, at December 2024

	Take up in 2024 to 2025	Continuing scholars in 2025 to 2026	Target new awards 2025 to 2026	Awards budget allocated £,000	% of ODA awards budget**
ODA PhD Scholarships	53	273	53	7,516	35.0%
Non-ODA PhD Scholarships	2	5	3	305	Non-ODA
Split-Site PhD Scholarships	67	67	60	2,549	11.9%
Agency-Nominated Master’s Scholarships	97	97	90	3,707	17.2%
Shared Master’s Scholarships	168	168	163	4,338	20.2%
Distance Learning Master’s Scholarships	218	743	180	2,937	13.7%
Professional Fellowships	30*	-	35	450	2.1%
Time Limited Programme Awards	40*	40	40	From TLP budget	From TLP budget
Total	675	1,393	624	21,802

*take up for Professional Fellows and the Time Limited Programme are projected as these awards had not commenced at the time of publication.

** these percentages reflect the allocation from the ODA awards budget, when the non-ODA awards and all allowances are taken into account 48% of the budget is allocated to our doctoral programming.