When Bad Things Happen to Good Agencies
Philip Gartenberg
It is the nightmare of every executive director of every human service agency. Called upon to work with “at risk” clients—things can go wrong. A serious incident occurs requiring either internal investigation or police intervention or both. Or, a situation attracts media attention where the agency is portrayed in a negative light regardless of the facts and where the director’s hands are tied because of confidentiality policy or statutory restrictions.
When an incident occurs, a number of issues play out at the same time:
• First and foremost are the substantive issues of the situation. Where things go wrong, they must be dealt with speedily and effectively.
• The agency must be prepared to respond to its many constituencies—family and neighbors, its own employees, board of directors and donors, government and other funding agencies, as well as law enforcement authorities where the situation warrants.
• Media involvement may generate its own agenda and the need to respond publicly in some manner.
What to do?
Have a Plan
Events move very quickly when an incident occurs. It is important to have a plan in place, in advance, that addresses key questions:
• Who is on the agency’s “crisis management team?” Know in advance who will be called upon to address the situation and what role each individual plays.
• What are the legal issues involved with confidentiality of client information and HR policy?
• What are the predetermined roles each member of the team needs to play? Particular attention should be placed on who will be the liaison with the media. Frequently it is a responsibility assumed only by the Executive Director.
Deal with the Substance
The agency’s first responsibility is to effectively deal with the substance of the issue—regardless of the public attention. Determine whether the charges are founded or unfounded and respond accordingly. If founded—eliminate any possible continuing harm and to do it quickly and of course provide total cooperation with law enforcement.
Follow the Tylenol™ Example
The agency is best-served by following the example of Johnson and Johnson in responding to the 1982 Tylenol™ incident. Within the limits of confidentiality, it is important to be as honest and straightforward with all constituencies—including the media. Some reporters may only focus on the sensational aspects of the story. There may also be an opportunity to educate the press about the challenges the agency faces on a day-to-day basis and the goals it is seeking to accomplish. To the extent that the agency director has been working with the media in a “non-crisis” mode, there may be a reservoir of good will that can be called put an incident in its appropriate context.
It is critical to be straight forward with members of the Board of Directors, major donors and funding agencies. Quick and accurate communication—answering questions responding to concerns—is the hallmark of an effective response. Executive Directors frequently worry about the reaction of lay people—particularly significant donors. Yet, an honest explanation and an invitation to learn more about how the agency operates can make for a sympathetic response from these important stakeholders.
Support the Staff
The ever-present challenge of recruiting and retaining quality staff is exacerbated when a crisis occurs. It is important that staff knows that the professional leadership supports them and their work—regardless of a circumstance that may be out of the norm for the agency. Supportive communication to all staff is critical as well as insuring that senior
management is visible around the agency to respond to employee questions and concerns.
Conclusion
At the end of the day, the incident will pass and the agency will return to its primary mission. The institutional memory of a critical incident can be very long. While no one likes to contemplate “bad things” they do occur. How well the professional leadership responds is a test of the agency’s character and resilience.
Philip Gartenberg, PhD, is the President of Fulcrum Associates, LLC. |
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