In Unit 1, we looked at the definition of ‘safeguarding’ where organisations exercise their duty of care by putting measures in place to prevent and respond to harm to people in everything that they do.
The people to which organisations owe this duty of care includes the following:
Child: Any person under the age of 18 years in accordance with the definition under the almost universally ratified UN Convention on the Rights of the Child, 1989.
Vulnerable Adult: Any person aged 18 or over who is, or may be, in need of care and support because of their age, gender, disability, sexuality, economic or political status and, as a result of this, is unable to protect themselves from either
the risk or experience of neglect or abuse.
Staff: Persons employed part-time or full-time.
Associated personnel or representatives: Board member, volunteers, interns, contractors, consultants, ambassadors (includes staff and associated personnel of partner organisations).
Safeguarding is an organisational risk and therefore measures are required to span all organisational activity where there is direct or indirect contact with people. This activity includes general operations, procurement, programmes, activities, fundraising,
communication, recruitment, management, policies and procedures, culture, mission and values, etc.
NARRATOR: The safeguarding framework is a form of protection that covers everything that an organisation is and everything an organisation does. It should be viewed as an organisational risk and does not sit in just human resources or programmes alone.
If safeguarding isn't part of everyday practise, then abuse, exploitation, or harassment may occur.
By understanding and following the safeguarding framework, we can ensure staff, and those who represent our organisations, do not misuse their power or are ignorant of the risks involved in the work that we do in the international sector. There are
many aspects of safeguarding that we must examine carefully, understand, and put into practise. We need to think about safeguarding when we recruit and select our staff and representatives, when we take images and personal information of our beneficiaries
and vulnerable communities.
We should think carefully when managing safety and security measures and provide support for whistleblowers who raise concerns. Safeguarding is particularly important when dealing with abuse in all its forms. For example, bullying and harassment (and
especially sexual harassment). When thinking about safeguarding, it should be part of the risk management procedure for your organisation. It should be considered during all procurement processes and whenever you work with partners, contractors,
or external suppliers, the safeguarding framework should always be considered and understood through due diligence and other processes.
Safeguarding includes the protecting and supporting of the wellbeing of those who have direct and indirect contact with our organisation. This will include children under 18 years old, vulnerable adults, staff, organisation representatives, for example,
volunteers, interns, students, trustees, and unpaid board members. A key principle of the safeguarding framework is the survivor-centred approach.
This means that when we make decisions around safeguarding, we must always make sure the best interests of the survivor are paramount. Over the next few units, we will look at each aspect of the safeguarding framework and explore how all the different
parts are interlinked and work together to protect all people that your organisation has contact with.
Watch the video above which introduces you to The Safeguarding Framework.
Reflect on the safeguarding framework and consider the questions below:
How has the safeguarding framework helped you understand how broad the subject is?
How can the framework help you in advising other staff and representatives in your organisation who may be in different teams?
