Ombuds Dilemma: Do Ombuds Provide “Emergency” Services?

I’m a new ombuds and am surprised by how many visitors call my office in a state of distress, with situations they describe as “an emergency.” I feel an internal pressure in those moments to make space immediately on my calendar – space I really don’t have – and I sometimes find myself working into the evenings and on weekends to accommodate these unexpected demands, in addition to my other responsibilities. I no longer have time for many activities I enjoy and that support my health and well-being (like exercising) and calls outside of business hours are impacting my time with my family. I pursued this role because I find purpose in helping others but I’m starting to wonder where the line is between service and altruistic narcissism – I don’t want to cross it.

Emergency Calls as Opportunities

It sounds like these emergency calls are taking a toll on you and your office. It is important to take care of yourself and to draw boundaries between work and personal life. We cannot provide quality services when we are overstretched.

Whether you respond to an after-hours call or request is a decision you must make for your office. I see this problem as a compliment and as an indication of a successful outreach program. I also see these emergency calls as opportunities to provide feedback to the organization on potential systemic changes to mitigate/avoid such emergencies. These could be policy or procedure changes, reallocation of resources so the services that the community relies on (medical, security, travel, counseling, etc.) are adequately staffed and easily accessible by all, and especially for differently abled members of the community.

There are two issues in your dilemma that should be answered separately.  The first is whether the ombuds office is a crisis center and the second is about drawing boundaries. Ultimately, if the office is inundated with emergencies, and you feel compelled to provide an emergency response, then maybe the office should redefine its mission. As Ella Wheaton, the former Ombuds at UC Berkeley said, “We ombuds where we are at.”

Thomas Zgambo, retired ombudsperson at IMF

A Wizard at Triage

If you are working by yourself and have no admin help, I feel deeply dismayed. Your well-being has to come first.

Is this a systems issue for the conflict management system you serve; do your emergency calls illuminate shortcomings elsewhere? And/or is it that your organization needs more ombuds hours? Can you appeal to your supervisor with facts about your hours—how many and when?

I believe in OOs taking emergencies. When I was working as an ombuds, emergency visitors were often among our Most Serious Cases. Our intake admin saved me—she was a wizard at triage. Even so, my OO colleagues and I checked our email and voicemail on many weekends and holidays, in case of emergencies.

In my experience, being an OO was not predictable and emergencies were part of the job. I remember calls where the “emergency” was contemptible red tape in an urgent- deadline case; an issue new to the organization and scary; someone seriously abused; or a bystander about a serious safety issue. 

I suggest that ombuds as a collective begin gathering and analyzing data that would help an ombuds like you make the case for hiring a triage-savvy administrative colleague in your office.

Mary Rowe, consulting ombuds

Welcome to the World of Helping Professions

Welcome to the world of helping professions. Emergencies come with the territory, but so does a macho professional culture in which practitioners both pride themselves on placing the needs of others over their own needs and boast about big caseloads as status symbols. Don’t be intimidated or influenced by those who thrive in these conditions but do consider that an overwhelming case load may be a sign that the office needs to grow.

When a visitor says “I have an emergency,” we want to be, and be seen as, responsive. We shouldn’t, however, sacrifice our own safety or well-being such that we undermine the very effectiveness we hope to achieve. A brief initial response could convey understanding, care, and urgency, with a plan to follow up as soon as schedules permit.

I try to include “sacred” time – time protected from meeting with visitors – in each day’s schedule. I then reserve the right to decide that a particular emergency deserves the fastest possible attention and to sacrifice the time I put aside for myself.

Finally, a change in life circumstances may lessen our capacity to accommodate the genuine demands of our work. You may conclude that ombuds work is not the right work for you at this time.

Howard Gadlin, consulting ombuds

What do you think about this month's dilemma and/or responses? IOA members please log in to share your thoughts.

Our next Dilemma: When the visitor is the problem

Over the past year, several visitors have expressed values or views that are absolutely repugnant to me. These visitors usually come in with a familiar organizational concern and then out comes hateful speech.  They have come from across the organizational spectrum and include leaders who have significant power and authority.

Their disrespect towards others is expressed in various ways - crude innuendo about how a female colleague got a promotion; racist nicknames; contempt for the ideas, beliefs, or identities of co-workers; and even cruel remarks about a person’s disability.

We invite visitors to speak candidly and assure them that we are impartial and don’t judge. But aren't some things just over the line?

I don’t know if the problem is me and I need more training or a month off or if maybe I am just whining. While this isn't a problem with the majority of my visitors, I find these occasional interactions hard to shake. I’m really suffering as a result and so, I believe, are others.

What is an ombuds to DO in this situation? Do I need to just suck it up or are there practice tips that can help me navigate this terrain?

We invite you to respond to this dilemma with your insights, perspective, and guidance. Responses - which must be under 250 words - can be submitted by email to [email protected]. Please provide your submission by November 25th for consideration. Submissions may be edited for length and clarity. In our next column we will share a sampling of your responses and again provide a space for public comment and discussion.