1. Identification of the need for partnership based on strategic priorities
Key times when UNICEF might initiate a partnership include:
Partnership can also be initiated by CSO. The steps in this process include:
2. Discussion between a prospective CSO partner and UNICEF
Some of the issues that should be discussed during metings between UNICEF and a prospective CSO partner include:
3. Determination of the most strategic form of partnership agreement
The formal agreement chosen depends on the goal of the partnership, as the three forms of agreement (Memorandum of Understanding (MoU), Programme Cooperation Agreement (PCA), Small Scale Funding Agreement (SSFA)) have different requirements. For example, if a CSO seeks to partner with UNICEF in order to strengthen joint advocacy around shared goals, an MoU may be the most appropriate form of partnership as it does not involve the transfer of resource. For partnerships that involve carrying out joint programming, or where the capacity of a CSO is limited, a PCA or SSFA may be more appropriate. Both of these agreements require the CSO to be screened to determine whether it fulfils the UNICEF eligibility criteria. The benefits and limitations of these agreements should be discussed with the UNICEF country office's PCA Review Committee.
4. UNICEF assessment of the CSO to determine capacity and compliance with integrity requirements
Discussions on the development of a partnership may begin with an in-depth review of each organization's capacities, particularly in regard to their technical, managerial and organizational strengths. Generally speaking, UNICEF considers three levels of organizational capacity prior to entering into a partnership: programme, integrity and financial.
During this stage, any capacity gaps should be identified and discussed. The CSO should therefore expect that UNICEF will review its work to ensure its ability to execute the partnership as agreed. UNICEF also needs to ensure that the CSO's work is consistent with its mandate, core principles, strategic priorities, etc.
Note that the capacity requirements for partnership vary depending on the type of partnership. For example, issues of financial capacity will weigh much more heavily during considerationfor a partnership formalized through a PCA as opposed to an MoU, since the latter does not involve a financial transaction. Where a need for greater capacity has been identified, the possibility of integrating capacity development into the partnership agreement may be discussed.