UNICEF

The mission of UNICEF, a division of the UN, is to uphold the rights of all children worldwide. They have been operating for more than 70 years and are present in more than 190 nations. The welfare of every kid is at the center of its goals. This focuses on children’s primary and secondary needs while also addressing concerns related to child exploitation and discrimination based on gender and ability.

To help them reach their core goal, UNICEF has established a number of strategic goals in accordance with these objectives. These goals help the organization focus on specific tasks and ensure that they are met within a specified period (Bryson, Formulating and Adopting Strategies and Plans to Manage the Issues, 2011). The goals are set in a way to tackle the different aspects that surround the welfare of children, through this they are able to ensure that the welfare of children is properly ensured through the singular nature of their needs (Bryson, Strategic planning for public and non-profit organizations: A guide to strengthening and sustaining organizational achievment, 2011). The goals of UNICEF are as follows: combating HIV/AIDS, malaria and other diseases, improving maternal health and reducing child mortality, ensuring environmental sustainability, eradicate extreme poverty and hunger, achieve universal primary education and promote gender equality, and develop a global partnership for development.

Long-term trends

These goals are directed towards the facilitation of both basic and secondary needs of children, such as food, water, education, sanitation etc. However, since UNICEF operates in different environments that have their own cultures, traditions, policies, and leadership. They have to operate within these frameworks so as to reduce any conflicts that may emerge (McConnell & Drennan, 2006). Along the way they face several challenges in achieving their goals, these challenges include embezzlement of funds by local partners, conflicts with community leadership especially in areas where women empowerment is considered against the community’s traditions (Eriksson & McConnell, 2011). Lack of infrastructure such as good transport networks that make it hard for them to send help in remote areas. To achieve their goals they have to countermeasures against these challenges in a peaceful manner without any conflicts (Watson & Freeman, 2012).

References

Bryson, J. M. (2011). Formulating and adopting strategies and plans to manage the issues. In J. M. Bryson, Strategic planning for public and non-profit organizations: A guide to strengthening and sustaining organizational achievement (pp. 219-270). San Francisco, CA: Jossey-Bass.

Bryson, J. M. (2011). Strategic planning for public and non-profit organizations: A guide to strengthening and sustaining organizational achievement. San Francisco, CA: Jossey-Bass.

Eriksson, K., & McConnell, A. (2011). Contingency planning for crisis management: Recipe for success or political fantasy? Policy and Society.

McConnell, A., & Drennan, L. (2006). Mission impossiblle? Planning and prepairing for crisis. Journal of contingencies & crisis management, 59-70.

Watson, R., & Freeman, O. (2012). Creating transformational strategies: the fourth stage. In futurevision: scenarios for the world in 2040 (pp. 294-317). Victoria, Australia: Scribe.