During recent events around allegations involving a Camp/Retreat Ministry Executive in the Oregon-Idaho Conference, some wondered why the UMCRM Association did not make a public statement.  Because the allegations did not stem from any of the person’s professional roles in camp/retreat ministries, we at the UMCRM Association felt we did not, and should not, need to comment publicly on the situation. If UMCRM had responded, camp and retreat ministry might create an association with this situation that we otherwise didn't have. The takeaway is that sometimes the best, and often most difficult, response is silence.

At this point, however, we would like to highlight everything the Oregon-Idaho Conference did right, and what we as camp/retreat ministry professionals could take away from their prudent actions during this crisis. In my experience with child abuse prevention, training, and policy development on the denominational level, I observed many strong choices and constructive actions. These choices and actions helped to contain the negative impacts on all involved while demonstrating professionalism and compassion.

• Upon confirmation of the crisis situation, inquiries (from media/UMC/private sources) were deferred to the Director of Communication for the Annual Conference.  All statements came from their official spokesperson, which created a consistent source of information and barrier to protect conference leaders.

• Persons who possibly could be approached by the media or would need information were quickly contacted and given relevant information, including the official spokesperson’s contact information to defer all inquiries.

• A crisis team was formed including the incoming Bishop, Communication Director, Conference Chancellor, Conference Treasurer, and Dean of the Cabinet. Others, including the Chair of the Board of Camp and Retreat Ministries, were consulted.

• The crisis team created a direct liaison with the federal prosecutor to understand the scope of the crime and victims via the Conference Chancellor and additional counsel hired by the conference with expertise in criminal cases.

• An immediate response was posted in a public forum with continual updates as available. Appropriate agency/conference communication offices and leaders (Camp/Retreat Ministries, Discipleship Ministries, American Camp Association, Conference Directors of Connectional Ministry, Directors of Communication) were updated, and information shared publicly on the Oregon-Idaho website and weekly e-news.

• Pastoral support was given to the accused, but not by conference staff, who would have a conflict of interest.

• Pastoral support was given to staff utilizing Employee Assistance Plan (EAP) resources, group discussions, and individual counseling. In addition a phone network allowed on-site camping staff to share with each other and stay up-to-date.

• Outreach/support was offered to families affected by the crisis.

• Prayer and processing was organized within small groups (i.e., camping colleagues, staffs of previous Conferences where the person had worked). These meetings were private, and sought to be sensitive to the situation both in sharing of information and feelings of those involved.

• The board and crisis team identified immediate needs for the ministry to continue operating. Short term solutions were put into place.

The key to successful crisis management in this situation was that the Oregon-Idaho Annual Conference had a plan in place, the Crisis Team were ready and had clearly established roles, responsibilities, and lines of communication. So when the crisis became apparent, rather than having to “think on their feet”, they simply put in place an established crisis action plan.

For Communication Director Greg Nelson, two things are key to effective messaging. First is to work with the Conference Chancellor to set the allowed speaking points. Second is to remember that the Conference is only responsible for telling “our own” story. When press inquiries are looking for the details of the allegations, they should be referred to law enforcement for those details. Nelson shares, “Our story is about our reaction to the event, and about our ongoing concern for the safety of campers. Getting that out early is important because as a story breaks, those early comments will get used by secular media. If you haven’t said anything, your side of the story won’t be told.”  

While it’s challenging to think about potential crisis situations, the practice of planning and preparedness can make all the difference between a media disaster with increased heartache for all involved, or a situation managed with professionalism and compassion. Managing crises well provides a witness that our ministries, teams, and our faith have what it takes to withstand the storms of life and move into the future stronger and wiser.

Please contact Discipleship Ministries/Safe Sanctuaries for examples of policies and crisis response plans.  http://www.umcdiscipleship.org/leadership-resources/safe-sanctuaries

Kelly Peterson Cruse is Chair of the UMCRM Board of Directors. She serves as Director of Camping and Young People's Ministry for the Cal-Nevada Conference and as Young People's Ministries Staff for UMC Discipleship Ministries in the Western Jurisdiction. Kelly is a former camp owner/director and Safe Sanctuaries trainer.