Crisis Management Guidelines

practices and healthy examples for a life of clergy ministry in the Dakotas Conference. The measurement of these standards and practices of the effective clergy occur under the supervisory work of the superintendent and the ongoing review and support of the staff‐parish relations committee or other personnel committees for those in extension ministries or the deacons in ministry beyond the local church. As mutually agreed upon expectations and goals are created in consultation with these groups, the effective clergy will be able to honestly ask and answer the questions: How clearly and fully have I been able to create this ministry environment over the past period of time? Where could I have been clearer or more focused? How else may I continue to grow in each of these areas in order to prove my effectiveness? Am I being faithful to my ordination vows, family and my relationship to God? With mutually agreed upon goals, the evaluation becomes a team effort, and not an opportunity to unduly criticize a pastor for not doing what he/she never realized was expected to do in the first place.

Crisis Management Guidelines A Crisis is a Major Turning Point Resulting in Permanent Drastic Change

A crisis occurs when you least expect it; the outcome will determine if affairs are better or worse. There is not a single way to solve a crisis, but they all have certain earmarks: 1. Crises come as a surprise. They occur unexpectedly and probably when we are least able to deal with them. Personnel may also not be readily available. 2. Surprise leads to insufficient information, and questions are difficult to answer. 3. Questions begin to surface from the media and constituents almost immediately, which is the time to take control and not be hesitant. 4. Demonstrating concern and ability to take control will probably result in being able to withstand outside pressures. 5. The crisis may cause short term focus and lead to short sighted actions. 6. After the initial shock, there are always varying degrees of trauma for those directly and indirectly affected. It is important to have a plan of action in mind before a crisis hits. When the questions come, never say “no comment.” Be truthful and be sure all church officials have been consulted.

There must be an official who will speak to the questions when needed.

The Episcopal office is the most logical source of information, with a line of responsibility assigned and others to assist with the task of dispensing information.

These are suggestions of crises that have been encountered:

1. Crises of a personal nature. 2. Crises of a corporate nature. 3. Crises prompted by natural disasters. Success in planning before the crisis is one thing that can be controlled. This may be not only the success or failure in the management of the church, but also the basis for building integrity and strengthening the work of the church. The process should include the following. 1. Name a Crisis Management Team. This would include the bishop, executive director of ministries and director of communication. The legal counsel may have to be involved. Also, the district superintendents should be aware of the proceedings and have full knowledge of activities. Chair of the Common Table may be included with the possibility of one of the co-lay leaders. All should be listed by name, address, telephone, e-mail address, and fax number. 2. Empower the team. The bishop should convene the team, gather information, consult with all; and provide the final decision. The bishop could serve as spokesperson. 3. The Conference Communicator should be gathering background material, if needed; assist in preparation of releases; assist in monitoring the information flow. They should monitor and report media activities; screen and direct media inquiries and keep the Crisis Management Team informed. 4. Legal Counsel. The Legal Counsel provides input on liability and regulatory issues related to the crisis. Remember that damage from a crisis is much worse if it loses in the court of public opinion than if it loses in a court of law. Legal counsel is not the spokesperson. 5. Support team. Screen and log calls. Know how to reach all crisis management members. This team needs to be available at all times. In the event a person in the chain of responsibility is not available, have backups and alternates in place. Make sure to inform the persons closest to the central office; also, key leaders in the church (employees, clergy, church members, lay leaders). If possible, make a list of crises that could possibly occur and how the response could be along with the effect.

The Crisis Team should be guided by predict, prevent and prepare:

Designated Places. Press room with the possibility of holding press conferences. It should be near public telephones, desks, electrical outlets for lap-top computers, FAX machines, and chairs. Possibly soft drink machines could be available. Ample Opportunity for telephone and FAX lines. Do all members of the team have cell phones? Team members need to be available at all times. Be Very Sure Arrangements Are Made to keep a log of all statements made, in addition to developments of the crisis. Be prepared to answer questions as to who is in charge; biographies of personalities; background information; knowledge of church. Arrange for Security Personnel to keep order and control access to all offices in addition to people to handle telephones and serve as “runners” or hospitality.