A crisis is both unexpected and a threat to a nonprofit organization. It might be prompted by a natural disaster such as a hurricane or earthquake, or technology-based like a power failure. It may involve ethical or legal wrongdoing by a nonprofit representative, or be an accident due to negligence. It could result in legal liability. From the public relations viewpoint, say Donald Treadwell and Jill B. Treadwell in Public Relations Writing: Principles in Practice (2005), “a crisis can result in a major change in how publics, including employees, see the organization.”
A crisis demands a response, say the Treadwells, “if the issue is critically important to your public, if your public needs the information immediately, or if the information needs to come from you.” Nonprofits committed to transparency for fundraising purposes are especially vulnerable to criticism if they don't respond quickly to their publics.
Without a crisis communication plan in place, the crisis could escalate unnecessarily. During a crisis is not the time to formulate a plan.
Creating a Crisis Communications Plan
It will be helpful to brainstorm crisis scenarios before developing a crisis public relations (PR) plan. Consider different types of crises: natural emergencies, technology based emergencies, representative wrongdoing and accidents.
Answer these questions:
- Who will be the primary spokesperson in the event of a crisis? Who will be the backup?
- Who are key people who should be consulted during a crisis?
- How will the key people be reached?
- If the nonprofit’s main facility is unusable, where is the backup location for meetings and press conferences?
- How will information be disseminated to employees? What if that method isn’t working?
- How will information be disseminated to other key publics, such as clients and volunteers?
Develop fill-in-the-blank press releases and evergreen background materials about the organization. Have these in electronic and hard copy formats. Create a template for talking points. Even if the nonprofit cannot release many details, it’s very important to get out in front of the news with whatever messages that can be shared. Be sure top executives, board members and other possible spokespeople have media training.
Plan to establish a line of communication with the media. Activate a media hotline and circulate the phone number or email address. Prepare to publish a message and updates on the organization’s website. Many people will check the website for information.
Finally, formalize this plan and disseminate it internally. Create “cheat sheets” for employees to carry in wallets. A crisis communications plan is no good if it is locked away during a crisis.
Crisis Communications Messages
Donald Treadwell and Jill B. Treadwell offer these writing strategies:
- Establish a clear position
- Be honest – and be seen to be honest
- Be concise
- Look forward to the solution
- Do not assign blame
- Take advantage of the nonprofit’s good reputation
Continue to offer the nonprofit’s messages after the crisis has passed. In many cases, it can take a very long time for an organization to recover from a crisis. Tactfully seek opportunities to set the record straight if misinformation was circulated during the crisis.
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