Working with Government, Non governmental Partners & Civil Society organisations (CSOs)

Transcription

1 Working with Government, Non governmental Partners & Civil Society organisations (CSOs)

2 Background and Context The aim of all UNICEF-assisted Country Programmes of Cooperation is to further the realisation of the rights of children and women. Human rights and child rights principles, noted in the Convention on the Rights of the Child and other internationally-adopted legal instruments, guide programming in all sectors at all phases of the programme process. The Basic Cooperation Agreement (BCA) provides a legal basis for UNICEF's presence and operations in a country, its programme cooperation, the procedures of programming, and UNICEF's right to observe all phases of the programme. National entities retain the main responsibilities for planning, formulating and managing the programmes funded by UNICEF. The Country Programme Action Plan (CPAP) is the key jointly- agreed document on programme cooperation for the duration of the approved Country Programme Document (CPD), thereby assuring national authorities ownership of the Programme of Cooperation and setting out clear roles, responsibilities and accountabilities. Responsibilities for programme implementation can be given not only to government institutions, but also, with Government concurrence, to civil society and non-government actors.

3 Why involve non government partners National and community-based CSOs bring an in-depth knowledge of the local context to partnerships, helping to navigate access to different, and often marginalised population groups, making mobilisation of political and popular support for positive behaviour change possible and appropriate. Working together, UNICEF and CSOs benefit from a better understanding of emerging trends, lessons learned and opportunities for improved practice.

4 Types of Partners UNICEF has a wide range of partnerships and collaborative relationships in development work and humanitarian action, Capacity development of partners is frequently an important component and objective of these partnerships. Types of partners: Government Agencies/Institutions Civil Society Organisations (CSO) Multi-lateral and Bi-lateral Agencies/Organisations UN System Agencies Partners can receive cash, supplies or knowledge resources

5 INSTRUMENTS FOR PARTNERSHIPs UNICEF currently has the following instruments which operationalise partnership relationships with CSOs: Memorandum of Understanding (MOU) Collaborations that are broadly focused on the joint pursuit of identified common goals using each partner s existing resources, without the transfer of resources from one partner to the other Programme Cooperation Agreement (PCA) Engagements that focus on the collaborative implementation of a jointly-developed programme or set of humanitarian interventions, within the framework of a UNICEF Programme of Cooperation or UNICEF-supported humanitarian response-resources are given Small Scale Funding Agreement (SSFA) Engagements that are similar in scope to PCAs but do not have a value that exceeds USD 20,000 in terms of funding and/or the equivalent value of supplies as a single or cumulative

6 Partnership Process Flow Workplan between UNICEF & Partner GVT PCA/SSFA MOU (No financial commitments for funds or supplies but still need ) Cash Transfers : Direct Cash Transfer Direct Payment Reimbursement Technical Supplies FACE/Invoice/Payment Processing If DCT, then Liquidation

7 Agreement with CSOs Process Flow Conduct Partner Assessment: Assessment Types Risk Rating Partner and UNICEF finalize document regulating relationship Funds Involved? No MOU Yes PCA SSFA (</=20K only)

8 Programme Cooperation Agreement (PCA) Programme Cooperation Agreement. Engagements focus on the collaborative implementation of a jointly-developed programme; Agreement to work for common goals, with shared risks and responsibilities, resources and benefits. The PCA is based on a Joint Work Plan and budget.

9 Required documentation The PCA establishes clear responsibilities and accountabilities for the cooperation between the CSO and UNICEF. The documentation required to formalize a PCA with partners includes a PCA document and a Programme Document (which includes a narrative description of the programme, a joint workplan and a budget).

10 Key Guidelines of PCAs Budget costs for collaboration with CSOs governing the use of PCAs are grouped into Direct programme support cost: costs attributable to the management and administration of the programme;not normally to exceed a maximum of 25% of the total funds and value of supplies (net of indirect programme costs) Indirect programme cost: the partner s costs incurred in support of the collaborative programme that cannot be separately identified and traced unequivocally to the programme. The Indirect Programme Cost (IPC), is included in PCAs as a standard 7% addition to the (i.e. on top of the) Cash Transfer component (i.e. excluding supplies, equipment and other forms of in-kind support) of the agreed budget of Programme Costs and Direct Programme Support Costs, to support the partner organization s general operations. Programme Costs :All other budget items fall under the category of Programme Costs. These are acceptable if they clearly contribute to the achievement of the objectives of the partnership and the expected results as established in the PCA. Only items that contribute to the achievement of these expected results may be supported by UNICEF.

11 Mapping Potential Partners and Capacity Assessment The ongoing Situation Analysis of Children and Women (SitAn) is used to conduct broad strategic assessments and identify partners. The SitAn process helps us develop a clear vision of the work of the potential partnerships and their purpose, opportunities, limitations and challenges, in relation to key goals for children and women and unrealised rights. A strategic analysis of the comparative advantages of organisations on the ground and mapping of their strengths and weaknesses further facilitates the identification of appropriate partners. For PCAs where transfer of UNICEF resources (funds, supplies) is involved, pre-assessment of the partner s financial management capacity is mandatory.

12 Presentation Objectives Our expectation is that after this presentation, you have been able to Understand the Importance of CSO partnership Understand the PCA Budgetary process Understand PCA key guidelines

13 Got Questions? Need More Information? Madalitso Lowole Budget Officer Office of Programme Planning and Monitoring