Standard five

Robust human resource management

Church personnel are suitable and supported to implement safeguarding in practice

5.1 Recruitment practices, including advertising, screening and selection of Church personnel, emphasise child safeguarding.

5.1.1    Recruitment policies covering advertising, screening and selection processes are clearly documented and include safeguarding practices.

5.1.2    Positions are assessed for the expected level of contact with children and appropriate child safe recruitment procedures are implemented.

5.1.3    Selection and screening practices reflect expectations set in recruitment policies and are applied in accordance with procedural requirements.

5.1.4    Screening procedures include appropriate verification of potential personnel’s identity, qualifications and professional registration.

5.1.5    The Church Authority draws upon broad-ranging professional advice in its decision-making relating to candidates for seminaries/formation programs and ordination/profession of vows.

5.2 All clergy and religious, and relevant lay Church personnel have the required statutory checks for working with children/working with vulnerable people.

5.2.1    The Church entity has a system for monitoring currency of working with children checks.

5.3 Credentialing and movement of clergy and religious is appropriately managed.

5.3.1    The Church entity implements a system to assess the credentials and manage movement of all clergy and religious moving between different Church jurisdictions.

5.4 All Church personnel receive an appropriate induction and are aware of their child safeguarding responsibilities, including reporting obligations.

5.4.1    All new Church Authorities, along with members of leadership teams and senior officials, participate in CPSL Introductory Safeguarding Training within 4 months of commencing in a new leadership role.

5.4.2    All Church personnel participate in a Safeguarding Induction program, documented by the Church entity, which occurs immediately after commencement and before work with children begins.

5.5 People management and supervision/support strategies have a focus on child safeguarding.

5.5.1    The Church entity’s people management processes are clearly documented and include strategies to ensure appropriate oversight of all personnel.

5.5.2    The Church entity ensures that all people in religious or pastoral ministry, including bishops, provincials, leaders, superiors, clergy, religious, overseas Church personnel and lay personnel, undertake required professional supervision.

5.6 Seminary and formation programs for clergy and religious have appropriate curriculum to build the knowledge and skills of candidates to understand and lead child safeguarding initiatives.

5.6.1    Seminary and formation programs have robust screening processes for candidates for religious ministry.

5.6.2    Seminary and formation programs have appropriate curriculum throughout the formation program which builds candidates’ knowledge and skills in a range of areas to support child safeguarding.

5.6.3    Seminary and formation programs regularly evaluate and continually improve their child safeguarding curriculum.

5.7 Church entities which receive overseas Church personnel to work in religious or pastoral ministry have targeted programs for the screening, initial training, professional supervision and development of overseas Church personnel.

5.7.1    Selection and screening procedures for overseas Church personnel are thorough and follow, as far as practicable, the same processes as for national Church personnel.

5.7.2    All overseas Church personnel participate in a Safeguarding Induction program, documented by the Church entity, before work with children begins.

5.7.3    Overseas Church personnel are matched with a designated mentor for at least the first 12 months of their time in Australia.