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. ​

Discussion Questions:

  • QUESTION 1: How best can UNICEF and CSO partners work together to jointly develop Programme Document budgets and decide on the appropriate financial contributions from each party?​
  • QUESTION 2: Do you have experience in which discussion over CSO cost contributions directly led to a delay in Programme Document finalization? How could this situation have been better addressed?​
  • QUESTION 3: Given the diversity of programme contexts and partner organization types, UNICEF perceives that it is not feasible to set a minimum/maximum cost contribution applicable to all CSO Partners. What are other options or principled approaches that UNICEF and partners can explore? 


Comments (2)

Aman Haile
Aman Haile

Dear partners and UNICEF staff, we look forward to your participation on this exciting topic! If some of you see the following message (below), please click on the  "View group" icon (highlighted in blue) and click "Join" to become a member of the consultation space, which will enable the comments feature.

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Hashmatullah Safi
Hashmatullah Safi

One of the issue in Afghanistan was that as part of the liquidity issues in the country, the CSO partners could not to afford to contribute10% which is for national CSOs. Then note for the records were in place to bring it down to 5% and then some of the CSOs were not able to even contribute 5% but the partnership was compulsory as there was no recognized government so my suggestion is that to take such kind of situations into consideration when designing the new comprehensive procedures.

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