The UNICEF Guidance for Civil Society Partnering with UNICEF is shared with partners to assist them in development the programme document. During the development of the programme document, workplan and budget, UNICEF Programme Officers evaluate whether: The total amount of resources to be provided by UNICEF represents value-for-money given the likely results to be achieved; and All activities contribute, in a cost-effective manner, to the achievement of the planned results. All resource requirements are assessed for their relevance to the implementation of the activities and the achievement of the planned results. UNICEF Offices provide resources for the reasonable cost of activities considering the context. CSO Partner Responsibility In to accurately estimate the resources needed for each activity, the partner prepares detailed cost estimates of inputs for each activity, ensuring all costs are associated with the activities of the workplan. The compiled activity level costs are then incorporated into the draft programme document for discussion with the UNICEF Programme Officer, who may request additional information to better understand the estimates sited. Overall, UNICEF Office’s ensure that workplan budget activities and their associated input requirements are implemented in a manner that is aligned with economy, efficiency and effectiveness. The programme document workplan and budget includes any important ‘non-financial contributions’ from both UNICEF and the partner. contributions’ are ‘Non-financial inputs other than cash or programme supplies which are directly used towards the achievement of the partnership’s planned results. Community mobilization or local knowledge inputs by community based organizations (CBOs) are important examples of non-financial contributions and should be incorporated within the programme document workplan and budget. An estimated value of non-financial contributions is not required. Programme Document Workplan Budget The workplan budget represents the estimated cost of implementing activities and achieving results defined in the programme document. The workplan and budget provide the basis for programme and financial performance management and monitoring achievement of jointly planned results. A common understanding between the UNICEF Programme Officer and the partner is reached on the resource requirements to implement activities and achieve results. Similarly, these parties also agree upon (and document) the nature of each partner’s contribution (i.e., whether it will be in cash, or supplies, or in-kind). The workplan budget is divided into two categories: Programme Costs and Headquarters Support Costs. Programme All costs to carry out activities are included in the programme document workplan budget. Costs’ are costs that can be attributed to a specific activity ‘Programme
The UNICEF Guidance for Civil Society Partnering with UNICEF is shared with partners to assist them in development the programme document. During the development of the programme document, workplan and budget, UNICEF Programme Officers evaluate whether: The total amount of resources to be provided by UNICEF represents value-for-money given the likely results to be achieved; and All activities contribute, in a cost-effective manner, to the achievement of the planned results. All resource requirements are assessed for their relevance to the implementation of the activities and the achievement of the planned results. UNICEF Offices provide resources for the reasonable cost of activities considering the context. CSO Partner Responsibility In to accurately estimate the resources needed for each activity, the partner prepares detailed cost estimates of inputs for each activity, ensuring all costs are associated with the activities of the workplan. The compiled activity level costs are then incorporated into the draft programme document for discussion with the UNICEF Programme Officer, who may request additional information to better understand the estimates sited. Overall, UNICEF Office’s ensure that workplan budget activities and their associated input requirements are implemented in a manner that is aligned with economy, efficiency and effectiveness. The programme document workplan and budget includes any important ‘non-financial contributions’ from both UNICEF and the partner. ‘Non-financial contributions’ are inputs other than cash or programme supplies which are directly used towards the achievement of the partnership’s planned results. Community mobilization or local knowledge inputs by community based organizations (CBOs) are important examples of non-financial contributions and should be incorporated within the programme document workplan and budget. An estimated value of non-financial contributions is not required. Programme Document Workplan Budget The workplan budget represents the estimated cost of implementing activities and achieving results defined in the programme document. The workplan and budget provide the basis for programme and financial performance management and monitoring achievement of jointly planned results. A common understanding between the UNICEF Programme Officer and the partner is reached on the resource requirements to implement activities and achieve results. Similarly, these parties also agree upon (and document) the nature of each partner’s contribution (i.e., whether it will be in cash, or supplies, or in-kind). The workplan budget is divided into two categories: Programme Costs and Headquarters Support Costs. Programme All costs to carry out activities are included in the programme document workplan budget. ‘Programme Costs’ are costs that can be attributed to a specific activity
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