The current UNICEF CSO Procedure states,
"CSO partners contribute in all aspects of programme document design and determine in collaboration with UNICEF the contribution of resources, financial and non-financial, for achievement of the jointly planned results. Offices determine locally whether there are minimum cash or supply contributions expected of CSO partners, especially international NGOs."
This is significant because one of the ways in which UNICEF distinguishes partnership arrangements from procurement arrangements is that under a partnership approach, all parties make resource contributions. In contrast, under a procurement approach, UNICEF unilaterally makes resource contributions to obtain goods or services from the market.
Some partners have noted that there are occasions in which UNICEF requests for a CSO to make larger financial contributions than is possible and/or comfortable for the CSO, resulting in delays in the timely development of partnerships. At the same time, global reviews find that there are also contexts in which some CSO partners provide the bulk of financial inputs to a partnership. Across the portfolio of several thousand Programme Documents signed each year, there is notable diversity in the budgets and the respective contributions of UNICEF and partners, reflecting the diversity of (a) UNICEF office budgets, (b) partner financial situations, and (c) programme strategies.
In view of the diversity across UNICEF offices, partners and programmes, it is difficult for UNICEF to set a single target number for the % financial contribution from CSO partners to a Programme Document. At the same time, the lack of a target number can complicate planning, predictability, and budgeting for both UNICEF and CSO partners.