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CI Safeguarding Policy and Practice

This presentation explores the responsibilities of the board in safeguarding policies and practices, addressing the internal mechanisms required for effective implementation. It covers the institutional standards for protection, reporting, and redressal, emphasizing the importance of developing a new culture within organizations. The training course aims to equip line managers with the necessary skills to analyze gaps in safeguarding performance and drive behavior change among staff, volunteers, and partners. Through sessions focused on audit, operational standards development, and training, the goal is to establish robust mechanisms for preventing, reporting, and responding to abuse cases. Embracing human skills and promoting inclusivity and equality, the course aims to foster a safe and respectful work environment.

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CI Safeguarding Policy and Practice

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  1. Safeguarding Policy and Practice (SPP) CI Safeguarding Policy and Practice

  2. This Presentation deals with the following • Board’s responsibility for SPP & Institutional Mechanism required • Proposed SPP Process, course methods and outcomes • Internalizing SPP infor behavior change • Outcome of the consulting service

  3. Safeguarding is Board’s Responsibility CI Responsibility Partner/ service provider Responsibilities • Acknowledgement : Review and due diligence Policy on Protection, Financial conduct , Disaster risk management (Safeguard register) Safety, Dignity Environmental and Social Standards –Safety officer Roles and risk responsibilities specified before call for Partnership /Service relationship Reference check before contract sign. Safe Work Environment Procedures (whistle blowing) CI and Each Partner / Service Provider/ volunteer Level Financial , Health, and Safety Guidelines Directive for Staff (Codes) Reporting, Risk register, Case files etc. Implementation Guidance, Information Management Systems Assessment and implementation Acknowledgement From world bank and DFID safe guarding framework

  4. Institutional Mechanisms & Standards for Protection, Reporting, Redressal

  5. Developing The SPP Process Physical Sexual Psychological Institutional Financial or material Discriminatory / violative Neglect and acts of omission Environmental and social practices Types of abuse that can be reported L

  6. Change Involves New Culture Liberate the structure of the existing patterns But, Culture eats Strategy for Breakfast (Peter Drucker) Culture is reflected in following: Organization Structure ( Mechanism ) People ( Diversity ) Incentives (Transparency Need to make changes in all three by a protection, transparency and inclusion analysis training for line managers who will develop behavior gap matrix of their teams to ascertain the safeguarding performance gap.

  7. The Behavior Gap on abuse cases effecting work Expected Curve with SPP Gap 10 cases 30 cases Actual Curve Performance/Results 40 Time In training terms this means we need to develop positive action to address the Gap by preventing , reporting and redressing abuse

  8. Critical Skills for Organizational Success in the new Era Human, not Technical, skills are more critical as org. grows High Degree of Skill used Human Skills Adapted in part from Bob Anderson, “From Patriarchy to Partnership” Technical Skills Low 1 3 5 10 Years of experience In view of this global paradigm shift the SPP Document must be so designed as to foster human skills

  9. SPP’s Focus on creating New Stories, New safeguards/Behaviours • Promote networking groups for GDPR, POSH, POSCO and wellness work • Use CSR for internal HR practices and safeguarding buildings and environment • Promote change for developing Inclusivity, safety and equality at the workplace • Advocate living without fear of bullying, sexual harassment, beating, neglect, fraud and hunger • Relate regularly with vulnerable empowerment associations to refer abuse cases for resolution.

  10. Safeguarding Policy and Practice (SPP) Training Course Development Process Line managers trained to be in Safeguarding gap analysis to agree on behavior change in performance management of staff members, volunteers and partners by addressing the SPP gap in institutional documentation Output 1: SPP based on Audit of current performance gaps Output 2: Devising Operational Standards (SFOP) as per SPP Output 3: Training about SPP for the staff teams/partners Outcome Mechanisms developed for Prevention, Reporting Responding to abuse

  11. Thank You

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