Domestic Violence Program Crisis Management Skills. Becky Filip Executive Director AWARE, Inc. Jackson, MI

Transcription

1 Domestic Violence Program Crisis Management Skills Becky Filip Executive Director AWARE, Inc. Jackson, MI

2 Crisis Management Crisis management is the process by which an organization deals with a major event that threatens to harm the organization, its stakeholders, or the general public.

3 Three elements are common to most definitions of crisis: 1) A threat to the organization 2) The element of surprise 3) A short decision time

4 Crisis Management Transformation Process Need for Change Change vs. Failure

5 Crisis Management Methods used to respond to both the reality and perception of crises. Establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response Communication that occurs within the response phase of emergency management scenarios.

6 Crisis Management Mindset Trouble-shooting Trial & Error Planning & Staying Alert

7 Crisis Management Response Reputation / Community Standing Challenges

8 AWARE s First Crisis

9 Employee Challenges Arrest of Employees Domestic Violence History Termination of 2 Other Employees Employee Notifies Press of Arrests Arrested Employees Not Convicted

10 Management Response Notify Board President Follow Policy no termination until conviction Notify funders of situation Spoke with staff about confidentiality of employee issues Did not speak with the newspaper (this turned out to be a poor decision)

11 Outcomes Newspapers published the story which became statewide news One employee resigned, the other was terminated once she was convicted Funders continued to fund us realizing the issues surrounding DV (retaliatory violence) Troublesome employee identified

12 Outcomes Previously terminated employees filed EEOC complaints for various issues dismissed Troublesome employee resigns Still working on changing the culture that existed within the organization The credibility and reputation of our organization was clearly threatened

13 Lesson Learned Not responding to the press is sometimes much more harmful than giving them information Speaking off the record to the reporter was most beneficial in this particular situation

14 AWARE s Second Crisis

15 Serving of Subpoenas Township officer tried to serve a subpoena to a shelter client Officer was given standard response by shelter staff Officer reported to his Chief Chief attempted to reach ED who was on vacation Chief contacted Vice-President of the Board

16 Management Response ED contacted MCADSV attorney ED informed Board President Sent Chief information provided by MCADSV Met with Board to discuss situation Determined Prosecuting Attorney s office was getting involved

17 Management Response Chief and VP of Board wanted MCADSV attorney to come a special meeting As a preemptive action the meeting was cancelled to prevent bullying of MCADSC attorney

18 Management Response Input was gathered from MDVSAPTB Herb Tanner was consulted from the Prosecuting Attorneys Association State-level conversations were held between Prosecutor s office & MCADSV staff ED wrote letter to local newspaper supporting the Prosecuting Attorney in his attempt to change DV law

19 Outcomes Subpoenas still not being served!!!!! Board Vice-President became upset with ED and this was reflected in evaluation which took place during this crisis Prosecuting attorney announced his pending retirement Prosecutor is changing his opinions

20 Outcomes Chief wants to have victims sign releases when police initially respond to the call District Court Judge was to contact ED to discuss this Judge has not approached ED to date ED s relationship with Prosecuting Attorney is in good standing

21 Lessons Learned Attempt to keep politicians off the Board If the VP had not gotten involved, I don t believe the issue would have become so convoluted. Be mindful of conflicts of interest.