If you have any questions or feedback on the draft guidelines for civil society organizations working with UNICEF, please write to firstname.lastname@example.org. Internal audits: Internal audit varies depending on the size and degree of partnership. It may require the UNICEF Partnership Review Committee (PRC) to make a recommendation to the representative. The Partnership Review Committee may request further details or revisions from the UNICEF Programme Manager, which should be carried out in consultation with the partner. Three instruments are available to define the extent of the programme`s results linked to any partnership modality. The results-based management (RBM) approach is necessary for the development of the program document. Reference document 3 (budgeting, implementation and financial reporting) contains important information on budgeting, calculations and eligible expenditure. The revised APC and SSFA aim to ensure that UNICEF civil society partnerships are strategic, results-oriented and consistent with an agreed set of principles. Questions relating to the revision of the BCP and the SSFA should be addressed to the New York headquarters in email@example.com. Frequently asked questions regarding the development of partnerships at the country office level with civil society organizations are available at this link: FAQ Document Informal partnerships are focused on achieving results for children and are used if cooperation does not require formal agreement. An informal partnership could, for example, be used when organizations cooperate to identify child rights issues, which need to be addressed at the country level, which need to be jointly represented or knowledge exchanged. The nature and nature of the service/activity determines the relationship. A decision tree and a table indicating whether a partnership or purchase modality is typically used for a given service can help determine the best type of relationship.
For CSOs, there are two main ways to work with UNICEF – through purchase or partnership agreements. Everyone has their own business considerations and requirements. The table below illustrates these two types of relationships: formal partnerships that do not require a transfer of RESOURCES from UNICEF are governed by a Memorandum of Understanding (MoU). The MoU is used to formalize agreements between UNICEF and one or more CSO partners to pursue common goals at the global, regional or national level, with each party contributing its own resources. Softs are typically used to define strategic alliances and to explain agreements on intentions, areas of common interest, areas of cooperation, and operational engagement. If the HACT micro-assessment is not completed and the CSO is not qualified by ECHO, a simplified financial checklist is required for all partnerships when the partner uses a unicef transfer for purchases over $2500. Click here for a complete list and description of the guiding principles of CSO partnerships. If partnerships require a transfer of resources from UNICEF to the CSO, there are two modalities: 1) a Small Scale Funding Agreement (SSFA) or a Programme Cooperation Agreement (BCP). Civil society partnerships cut off all aspects of UNICEF`s work and help achieve results that no organization can achieve independently.
The Strategic Framework for Partnerships and Cooperative Relationships (E/ICEF/2009/10), adopted by the Executive Board in June 2009, recommends streamlining relevant business processes such as APC and SSFA to improve the quality and impact of civil society partnerships. . . .