Includes an exclusive interview with David Morley, President and CEO of UNICEF Canada.

The international aid sector advocates and fights for some of the most vulnerable populations in some of the most dangerous places in the world. However, what happens when one starts needing protection from one’s own protector? The recent Oxfam scandal in Haiti has called the behavior and culture of aid agencies into question. Many argue that the Oxfam scandal is not an isolated event. Whether it is men-only charity galas in the United Kingdom, harassment claims by women employees at Save the Children, or sexual assault charges against UN peacekeepers in Africa, the persistent exploitation in the sector has led many to call it a systemic failure.

One does not have to look far to see numerous examples of sexual exploitation in the humanitarian sector. The same people sent into conflict and emergency zones expected to protect civilians have been guilty of perpetrating their own violence. Between 2005 and 2017 there were at least 2,000 sexual exploitation and abuse allegations against UN peacekeepers worldwide. Code Blue Campaign, a watchdog organization operating out of Toronto, investigated widespread sexual misconduct in the Central African Republic and called the UN’s response an “egregious mishandling” of sexual misconduct allegations. More recently, Martina Brostom, a UN employee, spoke publically of the sexual assault she experienced from a top UN official, Dr. Luiz Loures, during a conference in 2015. This phenomenon is not unique to the UN either. Save the Children just publicly apologized to its female employees for the inadequate response to claims about the charity’s former chief executive Justin Forsyth after three woman complained of harassment on the job.

Exploitation in the humanitarian sector has led many to question if they can put trust in these organizations to operate in good faith and to not further perpetuate the suffering of vulnerable populations. Increased mistrust has caused donors and private corporations to rethink their philanthropic investments as more than 7,000 donors have cancelled their regular donations to Oxfam. Additionally, according to some reports the repercussions of the scandal will not be limited to Oxfam. Other organizations may find their donations taking a serious hit.

David Morley, the President and CEO of UNICEF Canada, argues that some demonization of the aid industry may be valid as, “[they] were not good enough.” In an emotional tone, Morley emphasizes that things would have been different if “we had the right procedures, the right policies, and the right practices in place.” While acknowledging shortcomings, Morley stresses that now is a crucial time in the sector and one that “we cannot let pass.”

Moving forward

The discussion sweeping the world, including #MeToo and #TimesUp, cannot remain a flicker of hope in a seemingly endless display of sexual exploitation throughout industries. Instead this moment must become a movement, one that creates real change for those internal to the humanitarian sector and those receiving vital services and aid from these organizations. To achieve this, a significant shift must occur from within the sector, one that gets down to the core of the problem: patriarchal power structures, inherent sexism, and gender and racial inequality.

Defunding is not the answer. Instead, widespread industry reform—one that would make organizations more accountable and transparent—is required. Humanitarian aid agencies should be given some space to learn from their mistakes and improve. At the same time, aid agencies should reflect on their culture and not let this moment pass. Morley understands the urgency and agrees that “[international aid agencies] need to move quickly and keep moving from there.” Additionally, Morley insists that “it is important that change is not just limited to sexual harassment but goes beyond to cover general abuse of power by those in higher positions.”

A positive development in light of these mounting allegations in the sector is that people in power are finally taking up the issue, talking about abuse of power, and no longer leaving the discussion to those in the lower ranks begging for change. Morley points out that “the leadership is now saying that we are learning, instead of maintaining that they know everything.” Leaders need to acknowledge that it is time for them to step back, listen, and learn from this epidemic, rather than ignoring those who have been speaking out for decades.

In combating exploitation in the sector, emphasis should be paid primarily to the victims of abuse, centering all reparations on victim-oriented protectionist policies that make the needs of such groups a priority. Only then can a restructuring occur to protect against future breaches, including the implementation of strict zero-tolerance policies within organizations with clear consequences for perpetrators at all levels. This cannot be done alone. Instead collaboration and partnership across the sector is necessary to tackle this epidemic.

The ultimate goal is to build an organizational culture in which people not only fear the consequences of perpetrating abuse, but also one in which everyone feels safe coming forward with any situation that makes them uncomfortable on the job. Morley argues that this can only be done by “creating a constructive learning environment” where there is a “culture of speaking out.” This restructuring begins and ends with respect—respect for the people one is working with every day and respect for the people these organizations are aiming to assist. Because they deserve nothing less.