Civil society partnerships cover all aspects of UNICEF`s work and contribute to results that no organization can achieve independently. The Strategic Framework for Partnerships and Labour Relations (E/ICEF/2009/10), approved by the Board of Directors in June 2009, recommends streamlining relevant business processes, such as the ACP and the SSFA, to improve the quality and impact of civil society partnerships. Management responded by hiring an inter-divisional team at headquarters to review UNICEF`s cooperation procedures with civil society in different national contexts. The review process, which dates back to 2008, has benefited from the constructive engagement of the CSO partners, who have contributed to the revised agreements responding to different operational contexts. Questions relating to the revised PCA and the SSFA should be addressed to the New York headquarters in email@example.com. Frequently asked questions about developing country office-level partnerships with civil society organizations are available on this link: FAQ Document Click here for a full list and description of the guiding principles of CSO partnerships. The UNICEF-CSO partnership framework is flexible, so that the specific form of partnership – formal and informal – can change over time, as dictated by changing circumstances. UNICEF`s cooperation with civil society organizations is many forms, but all aim to achieve outcomes for children on the basis of UNICEF`s strategic priorities. For more information on partnership agreements, click here.
A legally binding agreement to achieve common program outcomes through a commonly defined strategy, with common risks, responsibilities, resources and outcomes. Includes a common work plan and a one-time budget. Formal partnerships that do not require a transfer of funds from UNICEF are governed by a Memorandum of Understanding. The programme is used to formalize agreements between UNICEF and one or more CSO partners, in order to pursue common goals at the global, regional or national level, with each party contributing its own resources. Softs are generally used to define strategic alliances and explain declarations of intent, areas of common interest, areas of cooperation and operational engagement.