Safeguarding

The now-Safeguarding Team, composed of volunteers from all countries within the Province, recently underwent a comprehensive 30-hour online training course offered by Hekima University College. Out of a total of 23 participants, 12 were Jesuits (including three who are residing outside the Province).
As a follow-up to the training, an online meeting was organized on January 15, 2024. The following is the report of the conversation at the meeting, with subheadings representing the agendas.

LIST OF TEAM MEMBERS
We went through the list of participants to help everyone begin to familiarize themselves with other team members so that those from the same country or within proximity of each other can support one another to support apostolates and communities.

SUCCESS STORIES
In the aftermath of the safeguarding training, a tapestry of transformation unfolds, weaving the stories of participants who have undergone profound changes since the enlightening sessions. The impact of this training has rippled through the lives of those involved, reshaping perspectives and fostering a newfound sense of empowerment.

For many, the training has become a catalyst for change, equipping them with invaluable skills that extend far beyond the confines of the online “classroom.” The ability to encourage others to partake in similar training sessions has emerged as a common thread, with individuals now serving as advocates for the importance of safeguarding education.

The sense of empowerment experienced by the participants transcends personal growth; it fuels a desire to share newfound knowledge with others. Conversations with colleagues and stakeholders, once approached with uncertainty, are now navigated with confidence. The training has provided a language, and a framework, allowing for effective communication on safeguarding matters.

Moreover, the impact is not confined to the professional sphere alone. The lens through which safeguarding is perceived has shifted dramatically. Participants express a heightened awareness and confidence in addressing safeguarding issues, dispelling misconceptions, and replacing them with a positive and proactive stance.

The newfound ability to identify signs of abuse and intervene timely is a prevailing theme among participants. What was once viewed with suspicion has transformed into a comprehensive understanding, dismantling the notion that safeguarding is the exclusive responsibility of appointed individuals. Instead, a collective recognition has emerged –
safeguarding is everyone’s duty.

The success stories of these participants underscore not only the tangible skills acquired but also the intangible, transformative power of knowledge. As they carry these insights forward, they stand as beacons of change, actively contributing to a culture of safety, responsibility, and compassion in their workplaces and communities. The ripple effect of this training extends far beyond the individual, creating a ripple of positive change that reaches those touched by their stories.

OBJECTIVE OF THE TRAINING
We reminded each other of the objective of the training which was the formation of a team to support the main office in Nairobi. The focus was to have safeguarding representatives in each country to support our apostolates and communities. Unfortunately, the number of representations from Ethiopia, Kenya, and Uganda did not meet our anticipated levels.

STRUCTURE OF THE AOR SAFEGUARDING POLICY
We explored this together to give team members a place to begin with in their work. We expect them to assess the level of compliance of their institutions to safeguarding, and if possible replicate this to other apostolates, of course with the blessing of the Directors of Works.

The Policy is divided into SIX Chapters. Each Chapter is representative of one MINIMUM STANDARD. Thus, six MINIMUM STANDARDS correspond to six CHAPTERS. The 6 MINIMUM STANDARDS of the Policy are Policy and Procedures for Safeguarding – Chapter 1 (Pgs. 9-17); Prevention of Harm to Children and Vulnerable Adults – Chapter 2 (Pgs. 18-22); Training and Education – Chapter 3 (Pg. 23); Communicating the Safeguarding Message – Chapter 4 (Pg. 24); Access to Advice and Support – Chapter 5 (Pg. 25) and Implementation and Monitoring of the Standards – Chapter 6 (Pgs. 26-27, 40-45).

More broadly, this agenda addresses tools for monitoring and reviewing the status of safeguarding at a place of work. Why this agenda? We wanted the team members to begin
looking at their organizations, and assess their status. They should be able to notice the success and gaps in safeguarding children and vulnerable adults and highlight where further action is needed. This kind of task can then be replicated in other Jesuit institutions in the team-members’ country.

The AOR Policy has two main tools that reflect the above-mentioned structure: Self-audit framework (Saf) – pgs. 40-44 and the Self-audit web (Saw) – pg. 45. The two tools speak to each other, on the one hand, and to the chapters (and hence to the standards) on the other.

They all aim at evaluating the performance of an organization about safeguarding, based on the standards that establish benchmarks and required outcomes of the expected level of performance. The benchmarks and expected outcomes are stated in the Saf.

For each standard in the Saf, there are six expected outcomes. Each outcome is clearly labeled (1-6). Thus, the six outcomes for Standard 1 are labeled 1.2, 1.2, 1.3, 1.4, 1.5, and 1.6. Those for Standard 2 are labeled 2.1, 2.2, 2.3, 2.4, 2.5, and 2.6, and so forth. Each is supposed to be evaluated as whether it is (A) in place or (B) partially in place or (C) Not in place. Each response (A, B, or C) is then transferred (only by way of coloring) to the Saw, to appropriate cells labeled 1 to 6 for each standard. Note: The only thing to transfer to the Saw is the color, nothing else. (A = Green, B = Yellow, C = Red).
HOW CAN YOU SUPPORT THE SAFEGUARDING WORK IN THE
PROVINCE?
In our shared commitment to safeguarding within the province, the question arises: how can we bolster and sustain this crucial work? The flame that ignites our dedication to protecting the vulnerable must be tended to with deliberate efforts and collaborative initiatives. How do we keep the fire burning?

One essential suggestion resonates with the need to proactively communicate our readiness and capabilities to the Directors of Works. Ensuring that they are well-informed about our availability and preparedness to support them strengthens the foundation of our collective safeguarding efforts.

An inherent aspect of sustaining this commitment involves viewing safeguarding not as an isolated duty but as a shared responsibility. By instilling a collective mindset, we reinforce the idea that safeguarding is a duty incumbent upon each one of us, fostering a culture where every member actively contributes to the safety of our communities.

Furthermore, collaboration emerges as a key strategy for nurturing the flames of safeguarding. This entails reaching beyond the boundaries of Jesuit-run institutions to engage with external entities. Benchmarking and learning from institutions outside our immediate sphere not only enrich our practices but also provide an opportunity to extend assistance to those less aware of safeguarding principles.

Creating widespread awareness is another crucial avenue to sustain the momentum of safeguarding efforts. In the vast landscape of the Jesuit Province, there is a need to disseminate information and educate fellow Jesuits comprehensively. This includes promoting awareness campaigns, workshops, and initiatives to ensure that every member of the Province is well-versed in the principles and practices of safeguarding.

As we navigate these suggestions, let us remember that the flame of safeguarding, once kindled, requires collective and continuous efforts to keep it burning brightly. Through effective communication, shared responsibility, collaboration, and awareness initiatives, we can fortify our commitment to safeguarding and creating a resilient and vigilant community dedicated to the protection of children and vulnerable adults.

SUPPORT FROM NAIROBI
The Nairobi office pledges comprehensive support to the safeguarding team, including communication with Directors of Works and Superiors to advocate for their backing. Emphasizing a non-fault-finding approach, the office encourages financial support from Directors of Works and reassures them of the training’s broader provincial focus. The commitment extends to offering materials and assistance in various forms, although financial support (from Nairobi) is unlikely.

TIMELINES
The team has deliberated to review the progress of its active involvement on the ground quarterly. Michael Odhiambo was given the task of coordinating the Tanzania team. Fr. Lucas Ng’hwagi will do so for South Sudan, while Fr. Alexander Wainaina will mobilize stakeholders in Ethiopia. Bro. Andrea Uduma will coordinate the Kenya team while Miss Idah Leah Nabunnya will do so for Uganda.

DESIRED DREAM
We plan to run a similar training soon, notably to fill the gaps in countries that were not sufficiently represented, but also to widen the scope in Tanzania and South Sudan to bring the safeguarding support as close to the institutions as possible. We encourage  Jesuit and non-Jesuit to enroll once prompted.