For about 5 months into the war, humanitarian needs are continuing to multiply as the fighting continues. Nearly 100 days of war in Ukraine have wrought devastating consequences for children at a scale and speed not seen since World War II. Children continue to be killed, wounded and deeply traumatised by the violence all around them. Many have seen things no child should ever see. Their homes have been hit, schools have been attacked, along with all the systems that could help them survive. Families are terrified, in shock, and desperate for safety. UNICEF has been working with partners to reach vulnerable children and families with essential services – including health, education, protection, water and sanitation – as well as life-saving supplies an so far has issued a US $624.2M appeal for funds to support its humanitarian response inside Ukraine and a US $324.7M appeal for its response in refugee-hosting countries. However, the assistance sometimes is not well targeted, distributed and fulfilling the needs of those children. As a delegate of UNICEF, you need to find the proper kind of assistance given and its distribution channel while taking into account the existing challenges in doing so.

The term “partnership” can be confusing as it is used to describe such a wide range of relationships, including those which are primarily commercial and contractual rather than collaborative. cross-sector partnerships involve any combination of organisations from government, business and civil society working together in areas of mutual interest to achieve common – or at least complementary – goals. All stakeholders in a partnership should be sharing both risks and benefits; roles, procedures and outcomes should be the result of a common agreement. At the heart of the challenge of developing a successful partnership lies a paradox – an inherent contradiction that any organisation needs to address in building its own partnership culture. A primary goal of cross-sector partnership is to bring together organisations with different but complementary attributes and to achieve something together that neither organisation can achieve independently. Even if two organisations or countries share important goals and commitment they might have ways of working which are very different. The paradox of partnership is that what makes an organisation attractive as a partner can also make it more difficult to partner with. As a delegate of UNESCO, you need to develop the proper mechanism for stronger partnership amongst nations or related international organisations and its challenges while we are in the era of pluralistic societies.

The issue of statelessness is usually portrayed as an “invisible problem” in today’s world, since most of the people take membership of a State for granted. More than 10 million individuals in all regions of the world are stateless, which means that they are not considered as nationals by any state under the operation of its law. Most of the time, and so as to temporarily cease the chaotic procedures and vanish proof of those groups, stateless persons are being registered as persons of “unknown nationality” or “non-citizens”. Moreover, Since 2012 the rise of conflict and instability in the region has created new risks of statelessness among displaced and vulnerable populations, while also exposing existing stateless groups to greater hardship and uncertainty. UNHCR has examined how conditions in the conflict-affected area are impeding access to nationality, or the confirmation of nationality in the form of identity documentation, along with the immediate and longer term protection concerns raised by these gaps. As a delegate of UNHCR, you need to focus on how various sectors of the refugee response as well as the response to the displacement situation in conflict zones can reduce and mitigate the risk of statelessness, while also improving the protection, security and dignity of those displaced.