by SISIF0YE | Jul 17, 2025 | Safeguarding, Organization Culture
How protective systems accelerate rather than slow innovation
Let’s be honest: in the world of NGOs and development, safeguarding is often treated like a chore. It’s the policy you update once a year, the training you squeeze in, the checklist you tick off before moving on to “real work.” Many people see it as something that slows us down.
But I believe we’ve got it all wrong. Safeguarding isn’t a hurdle—it’s the thing that lets us move faster, try more, and do better.
What Safeguarding Really Is
In development and humanitarian work, safeguarding is about addressing the harm and abuse caused by civil society organisations (CSOs)—to their staff, volunteers, programme participants, or anyone else they interact with.
It’s not about solving every form of violence in society, like gender-based violence or abuse in the home. But if someone raises a concern like that, a good safeguarding system will know how to respond or refer them to the right support.
At its core, safeguarding is about making sure our people, programmes, and communications don’t cause harm—and taking action if they do.
I’ve seen, time and again: people only speak up, share ideas, and take action when they feel safe. When staff and partners trust the systems around them, they’re not afraid to point out problems or suggest new ways of doing things. They know that if something goes wrong, they’ll be listened to—not blamed or ignored.
But when people worry about being punished or pushed aside, they keep quiet. Risks go unnoticed. Small problems turn into big ones. Innovation dries up—not because of too many rules, but because of too much fear.
Safeguarding Is Permission, Not Prevention
The best organizations I’ve worked with don’t treat safeguarding like a compliance task. They use it as a launch pad.
When everyone knows the boundaries, who to talk to, and what happens if something goes wrong, they can focus on what really matters: helping communities, solving problems, and trying new things.
Safeguarding isn’t about making people cautious. It’s about building trust. And when people feel protected, they’re more willing to take smart risks, learn from mistakes, and push for real change.
What It Looks Like in Practice
Organizations that embed safeguarding into their DNA do a few key things differently:
- They make safety something everyone can see and talk about. Raising concerns is welcomed, not punished.
- They treat every report as a chance to learn, not something to hide.
- They build protection into every project from the start—not as an afterthought.
- They care about trust, not just ticking boxes.
Today, trust is everything. Donors, partners, and communities want to work with organizations that are safe, open, and accountable.
Safeguarding isn’t just about avoiding harm—it’s about unlocking your team’s best work and earning the trust that makes real impact possible.
What Will You Do?
So, ask yourself:
- Is your organization treating safeguarding as a roadblock—or as a launch pad?
- Are your systems holding you back—or helping you do your best work?
The future belongs to organizations that get this simple truth:
The safest places are the most creative. The most trusted teams are the ones that change the world.
Stop seeing safeguarding as a brake.
Start using it as your strategy for real impact.
Mofoyeke Omole
Organizational Resilience Strategist
by SISIF0YE | Jun 30, 2025 | Resilience, Organization Culture, Safeguarding
The Resilience Paradox: Why the Strongest Organizations Are Those That Admit Vulnerability
We’ve been thinking about resilience all wrong. For years, organizations have equated strength with invincibility. They polish their image, hide their struggles, and punish anyone who admits uncertainty. But here’s what I’ve learned working with organizations across continents: the ones that last aren’t the ones that never crack. They’re the ones brave enough to show you exactly where the cracks are. When leaders say “I don’t know,” something powerful happens: everyone else starts looking for answers. When organizations admit their weak spots, people rush to strengthen them. When you trust people with problems, they trust you with solutions. This isn’t soft management theory. It’s human nature. We don’t trust perfection—we trust honesty. We don’t follow invincibility—we follow humanity. And we don’t give our best to organizations that pretend everything’s fine. We give it to ones that trust us with the truth.
The Protection Paradox
Here’s the irony: organizations that admit vulnerability become less vulnerable. By mapping where they might break, they prevent the breaking. I see this constantly in my safeguarding work. The organizations with the strongest protection aren’t those claiming they’re risk-free. They’re the ones saying, “Here’s where someone could get hurt, and here’s exactly what we’re doing about it.” They turn vulnerability into strategy. Weakness into wisdom.
What This Actually Looks Like
Resilient organizations do three things differently:
- They normalize not knowing. Instead of pretending they can predict everything, they build systems that work regardless. They plan for disruption, not around it.
- They reward truth over comfort. Bad news travels fast because it’s useful. The person who spots the problem gets thanked, not silenced.
- They practice being wrong. They discuss near-misses openly. They run “what if we fail” scenarios. Every crack becomes intelligence, not embarrassment.
The strongest organizations aren’t those without cracks. They’re those that turn their cracks into windows—letting light in, letting people see through, letting solutions flow both ways.
Your Move
So, here’s my challenge: Where is your organization pretending to be strong when it could be getting stronger? What problems are you dressing up as strategies? Which vulnerabilities could become your biggest advantages if you just admitted them? The future doesn’t belong to organizations that never fail. It belongs to those honest enough to admit where they might fail—and brave enough to ask for help before they do. Resilience isn’t about being unbreakable. It’s about being real enough to bend without breaking. And that starts with seven words most organizations are terrified to say: “We don’t know, but we’ll figure it out.” Try it. Watch what happens.
Mofoyeke Omole Organizational Resilience Strategist
by SISIF0YE | Dec 26, 2024 | Safeguarding, non-profit, Policies
The tragic tragedy in Ibadan, in which 35 children died at what should have been a joyous celebration of love and goodwill, exemplifies a fundamental fact in humanitarian work: good intentions may lead to disaster if not backed up by expert protective procedures.
Beyond Good Intentions
The philanthropic sector frequently operates under the false notion that noble intentions give protection from calamity. This mentality has frequently proved fatal. When 35 innocent lives are lost in a rush at a children’s fun fair, we are confronted with the harsh fact that kindness without professional discipline is not only insufficient, but also negligent.
The tragedy forces us to face an uncomfortable truth: the informal non-profit/philanthropic sector (also common in formal non-profits) frequently rejects professional norms that are typical in commercial operations. This resistance, fuelled by a false assumption that good intentions trump realistic protections, generates a perfect storm in which preventable catastrophes become unavoidable.
Professional Standards: A Non-negotiable Framework
Safeguarding is not an administrative duty to be eliminated, but rather a fundamental task requiring constant dedication. Professional event management necessitates extensive protocols that cover crowd dynamics, emergency response, and risk mitigation. These are not optional extras, but rather necessary components of responsible humanitarian effort.
The unfortunate incident in Ibadan demonstrates the disastrous effects of treating safeguarding as secondary to benevolent purpose. When organizing events, especially those involving vulnerable groups such as children, professional standards must not be sacrificed for convenience or cost. The cost of such a compromise is reflected in lives lost.
Accountability in the Face of Tragedy
The judicial actions following the Ibadan tragedy established an important precedent. Status, reputation, and charitable intent do not exempt organizers from the repercussions of protection breaches. This accountability is critical to the evolution of the philanthropic sector. It sends a clear message: amateur philanthropy is no longer acceptable.
Individuals and organizations must understand that professional safety requirements are not bureaucratic barriers, but life-saving necessities. Every event, no matter how benevolent, must be prepared with the same meticulous attention to safety as any commercial effort. This includes extensive risk assessments, professional security measures, and emergency response plans.
The Path Forward
The philanthropic industry is at a crossroads. We may either stick with the harmful idea that good intentions are enough, or we can embrace the professional standards that safeguarding requires. The decision is obvious but putting it into action will necessitate a fundamental adjustment in our approach to philanthropic work.
Future events must be founded on professional expertise, not just humanitarian passion. This entails investing in correct training, implementing strong safety measures, and remaining steadfastly committed to safeguarding principles.The expense of such an investment may appear considerable, but as Ibadan tragically shows, the cost of inadequate safeguarding is unfathomable.
An Appeal to Professional Conscience
The deaths of 35 children in Ibadan must be more than just a tragedy; they must also act as a catalyst for change. The philanthropic industry must adopt a new paradigm in which professional protection standards are as important as altruistic intentions. Anything less dishonours the memories of those who have died and puts future beneficiaries at risk.
The time for emotive approaches to philanthropy is over. We must now embrace a future in which charity is distinguished not only by good intentions, but also by an unshakable dedication to professional standards and preserving excellence. The lives of people we want to aid require nothing less.
Mofoyeke Omole, Safeguarding and Organization Culture Change Expert. Abuja
by SISIF0YE | Sep 27, 2024 | Safeguarding, Learning and Development, Organization Culture
In a world where well-meaning actions can unintentionally cause harm, safeguarding has emerged as a critical area of focus for development organisations. On July 17, 2024, I facilitated a comprehensive safeguarding training for the Benue Rural Development Initiative (BENGONET) held at the Lawyers Alert Conference Hall in Makurdi, Benue State. This training aimed to enhance the understanding of safeguarding principles and practices among non-government organisation (NGO) leaders, with the overarching goal of reshaping their approach to development work.
A glimpse into the training
The day-long session was designed to be both interactive and informative, involving 30 participants, including the BENGONET chair Mrs Ugboga and Mr Nathaniel Awuapila, who co-facilitated some sessions, bringing in their knowledge of the local context and safeguarding expertise.
Participants were introduced to the core concepts of safeguarding, including the three pillars of safeguarding, safe programming practices, and the critical role of leadership in fostering a safe working environment. The training wasn’t just about imparting knowledge; it also focused on engaging the participants in a way that encouraged self-reflection and active participation.
Key learnings and challenges
One of the most striking revelations from the training was the significant gap in safeguarding readiness among the participating NGOs. Shockingly, 80% of participants reported that their organisations lacked risk registers, and 70% had no formal safeguarding policies in place. This stark reality highlighted the urgent need for organisations to adopt robust safeguarding measures to protect both their staff and the communities they serve.
The training also unearthed a “saviour mentality” among participants, a mindset that can inadvertently cause harm by failing to empower the very communities NGOs aim to help. Participants learned that safeguarding is not just about protecting individuals from harm but also about fostering a sense of ownership and involvement within the community. This shift from a “saviour” approach to one that is community-led and empowering is crucial for sustainable development.
Another key insight from the training was the potential for organisational communications to escalate crises unintentionally. A case in point was shared when a media statement from a State Secretary led to a crisis in a community. This example underscored the need for careful and thoughtful communication strategies, especially in sensitive or crisis-prone environments.
Recommendations for the future
Participants expressed a strong desire for further training, particularly in safeguarding investigation processes. There was also a call to expand the scope of the Resource and Support Hub (RSH) to address broader Gender-Based Violence (GBV) issues beyond Sexual Exploitation, Abuse, and Harassment (SEAH).
The enthusiasm and engagement of the participants were palpable, but so was the revelation of critical gaps in their current safeguarding practices. Moving forward, it is clear that these organisations will need continued support and follow-up to implement and sustain effective safeguarding measures.
The training has laid a solid foundation, but it is just the beginning. The journey towards true and safe community empowerment is complex, but it is a transformation that is essential for the ethical and effective operation of NGOs in Benue State and beyond.
Conclusion
The BENGONET safeguarding training was a significant step forward in raising awareness and enhancing safeguarding practices among NGOs in Benue State. However, the gaps identified during the training highlight the need for ongoing efforts to ensure that safeguarding principles are not just understood but are actively integrated into every aspect of organisational operations. With the right support and resources, these NGOs are well positioned to make a lasting impact in the communities they serve, ensuring that development work is not only effective but also safe and empowering for all involved.
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