a JLC feature
The JLC hosts a sociallydistant drive-by celebration as 2019-2020 President Tricia Magee hands off the leadership role to 2020-2021 President Charlitta Hatch.
JLC’s Rapid Response to a Charlotte in Crisis by Ashel Sommermann Ask anyone what the Junior League of Charlotte’s strongest attribute is, and you may get answers ranging from voluntarism, to professional networking, to training its members. While these are all true, this year has proven that the JLC’s true strength lies in its ability to react, respond, and rise up to meet the changing needs of the Charlotte community. When COVID-19 began to hit closer to home in early March 2020, the League had to refocus priorities and figure out how best to support both members and community partners. Friday, March 13, is a day that is ingrained in the minds of many JLC leaders - this was the day they realized the pandemic was going to be a very real concern and would directly impact the League and its members. Under the leadership of the 2019-2020 President Tricia Magee, an emergency board meeting was called that weekend to kick off the execution of the Crisis Management Plan. In what can only be described as a serendipitous combination of preparation and luck, the JLC’s Administrative Director Suzanne Grace had led the effort to create the first draft of the Crisis Management Plan seven months earlier, in August 2019. While it required some finessing and adjusting in March, having the bones of the plan in place allowed the League to react rapidly. As Grace explained, her first thought after realizing the seriousness of the pandemic was, “thank goodness we put together the plan!” Thinking from the perspective of how the League could continue to successfully operate if all staff and leadership 22
were suddenly unable to perform their normal duties, the Crisis Management Plan was set up to include everything from important contacts to banking information. It was also built to be easily adaptable, focusing on which key leaders would need to be engaged to make and execute decisions, including the Board of Directors, Management Team, and Staff. The Crisis Management Plan gave the ability to engage other leaders as needed. The Crisis Management Team (CMT) remains accountable to the Board of Directors. The first week after the plan was enacted, the CMT met multiple times in order to make the first decisions required during an event like this. After they called the initial plays, the CMT was able to meet weekly, although the schedule was flexible and sometimes required more or fewer meetings.
“It’s not ‘business as usual,’ but it’s ‘mission as usual.’” This flexibility is another piece of the crisis response puzzle. Not only did League leaders have to adapt their approach to determining next steps and establishing safety precautions, they had to adjust membership requirements and in-person community interactions. Magee described it perfectly when she said the League is “not just adapting, but thinking ahead” - another notable strength of the organization.
