A nonprofit group called United Nations Children's Fund runs initiatives to advance children's welfare in unstable environments. (UNICEF, 2016). The current global environment presents a wide variety of difficulties for children, such as AIDS, violence, abuse, and environmental deterioration. New challenges are also brought about by shifting social, political, and economic conditions, which is a sign of an uncertain future for the group. In order to cope with such uncertainties regarding impending changes, long-term planning is required. The company needs scenario planning that goes beyond conventional operations in order to provide guidelines for potential future events. It is on these grounds that this write-up will examine the mission of UNICEF, its long-range planning, strategic issues, and scenario planning to identify its future goals.
Mission of the United Nations Children's Fund (UNICEF)
UNICEF has a mission that outlines its role as a non-profit organization. In undertaking its mandate, UNICEF promotes the well-being of children in partnership with governments in order to reach the most vulnerable and excluded in the community. The organization focuses on childhood development and adolescence facing challenges originating through urbanization and other environmental factors. The mission also outlines the various approaches involving partnerships with other stakeholders to strengthen proper care among children at early stages of their development (Williams et al., 2014). In this case, the vulnerable children get access to primary education with the aim of making them better persons in future. Other fundamental aspects enshrined in the mission include the creation of a protective environment for children especially in the emergency situations and advocating for equality especially for girls and women (UNICEF, 2016). The mission stipulates the purpose of the United Nations Children's Fund, its approaches to the long-term and short term roles as well as the intended strategies towards achieving the goals.
How UNICEF could use Scenario Planning to engage Stakeholders in Long Range Planning
The organization operates in a highly diverse environment with increased levels of uncertainties which require future planning (Stewart et al., 2012). Scenario planning involves the identification of key drivers, trends, stakeholders and ranking them in order of uncertainty and importance. In most cases, anticipated future occurrences can be prioritized to gain an insight into critical future perceptions. UNICEF operates in an environment with several stakeholders such as governments, other non-governmental organizations, health care, and legal institutions. Notably, they need favorable government policies which are subject to change. Political personalities are directly involved in determining the operational environment of UNICEF in a particular country. Towards the protection the rights of children, the organization will need the contribution of legal institutions to further its cause. While dealing with health related issues, whether in promoting the dignity of HIV/AIDS affected children or providing medical care to protect children against preventable diseases healthcare infrastructure is a requirement.
The stated scenario is subject to change due to internal and external forces. The organization can use the intuitive logistic methodology in its scenario planning (Amer et al., 2012). It implies that the firm will involve stakeholders in decision-making process while considering the complex factors such as environmental, social, political, resource, and political conditions. After identification of the factors and their likely influence, the organization will categorize them in order of priorities. Notably, some of these factors such as demographic changes can be precisely predicted. On the contrary, political situations, future financial conditions as well as disease prevalence are uncertain (Stewart et al., 2013). It implies that in using the intuitive logics approach, the scenario team members require knowledge, credibility, and effective communication skills in order to meet the planning requirements.
Two Strategic Issues Facing the Organization in 10 years
The potential strategic issues that are likely to affect UNICEF include the demographic changes and resource bases. Currently, the organization majorly operates in 190 countries (UNICEF, 2016). However, it aims to reach vulnerable children globally. The current population trends indicate future increases in population with greater impacts on poverty levels and social protection. According to the United Nation Population Fund (2017), the increasing urbanization will result in 66% of the world population living in urban areas. Therefore, the organization is destined for greater responsibilities due to challenges that children face in cities as well as the social protection issue that accompany the increasing population. On the other hand, the organization requires financial resources to meet its mandate. The increases in population and attempts to incorporate more countries will require additional sources of funds to facilitate the protection of girl child. Therefore, UNICEF must strategically plan for the future demographic changes that will constrain its resources concerning both finance and workforce in the next ten years.
Using Scenario Planning to identify two Strategic Goals of UNICEF
The primary purpose for the creation of UNICEF was to work with stakeholders in overcoming obstacles in the path of children such as violence, poverty, and discrimination (UNICEF, 2016). As stated above the forecasted demographic changes that are percentage increase in urban population should inform the decision-making process of the scenario planning team. Conditions in urban areas have fueled significant challenges including violence and exposure to drugs among children. For the organization to continue the course of its mandate, it has to emphasize protecting children in cities. Through the use of cross impact analysis (CIA), UNICEF should aim at establishing child programs in urban areas especially in those countries of operation (Amer et al., 2013). Therefore, as the population grows through immigration and other social forces, the organization will be able to execute its mandate effectively.
References
Amer, M., Daim, T. U., & Jetter, A. (2013). A review of scenario planning. Futures, 46, 23-40.
Stewart, T. J., French, S., & Rios, J. (2013). Integrating multicriteria decision analysis and scenario planning-Review and extension. Omega, 41(4), 679-688.
UNFPA, (2017). World population trends. Retrieved on 10th September http://www.unfpa.org/world-population-trends
UNICEF, (2016). We are building a new UNICEF.org. Retrieved on 10th September https://www.unicef.org/about/who/index_introduction.html
Williams Jr, R., Morrell, D., & Mullane, J. (2014). Reinvigorating the mission statement through top management commitment. Management Decision, 52(3), 446-459.
