Alex Goldup, associate director: charity and not-for-profit, and Aaron Bass, account director, The PR Office Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk

1. CRISIS COMMUNICATIONS
AN INTRODUCTION

2. CONTENTS
What we will cover:
• Why preparation is the best form of defence when it comes to a
crisis
• The importance of who you communicate with, and in what
order
• Why saying too much can be as bad as saying nothing at all
• Why there needs to be a consistent message across different
channels
• Why PR needs to be backed up with meaningful actions

3. CHARITIES UNDER THE SPOTLIGHT

4. CRISIS, WHAT CRISIS?
AT WHAT POINT DOES MEDIA RELATIONS BECOME A CRISIS?
According to the PRCA (Public Relations Consultants Association) one
or more of the following signals a crisis:
I. The trading operation is interrupted
II. The financial performance is threatened
III.The public reputation of the organisation is damaged

5. CRISIS, WHAT CRISIS?
The impact of a crisis is not only determined by what happened
The impact is also determined by how you respond: what
actions you take and what you say

6. BEFORE A CRISIS HITS
“The time to repair the roof is when the sun is shining”
John F. Kennedy

7. BEFORE A CRISIS HITS
Use your crystal ball – what are the reputational risks
your organisation faces?

8. BEFORE A CRISIS HITS
Staff are your best and first line of defence against
a crisis

9. BEFORE A CRISIS HITS
Have a protocol that explains what staff should
do in the event of the crisis – this doesn’t need to
be lengthy!

10. BEFORE A CRISIS HITS
Make sure you have spokespeople who can stick to
a script and stay on message

11. BEFORE A CRISIS HITS
Ensure you have instant access to your social media
channels and other marketing channels

12. RIGHT PEOPLE, RIGHT TIME
Remember: it isn’t just the media that needs to be
updated
Who you tell, when you tell them, and by what method
is as important as what you tell them
The important thing is to make sure you are
communicating with your stakeholders in the most
appropriate order. This is something that can and should
be mapped out in advance as part of your crisis
planning

13. A TASK: RIGHT PEOPLE, RIGHT TIME
Scenario
A charity that provides drop-in services for young people from
disadvantaged backgrounds is making changes to the services it delivers as
a result of cuts to the funding it receives from local authorities.
The changes are likely to provoke disquiet among people who use the
service and their relatives, and may result in changes to staffing.
You have been asked to develop a communications plan to inform
stakeholders of the changes. Please sketch out your key audiences, the
order in which you would communicate with them, and the channels and
tactics you might use.

14. A TASK: RIGHT PEOPLE, RIGHT TIME
?
?
?
?
?
?
?
?

15. A TASK: RIGHT PEOPLE, RIGHT TIME
Local
authority
Political
audiences
Service users
and families
Donors and
supporters
Partner
organisations
Staff
VIPs
Local media

16. DON’T SAY TOO MUCH
“The impact of this oil spill will be very, very modest”
BP CEO Tony Hayward following the oil spill in the Gulf of
Mexico 2010, which resulted in the deaths of 8,000 marine
mammals
“I apologise for having to re-accommodate these
customers”
United Airlines CEO Oscar Munoz after a video emerges of a
passenger being violently removed from a flight
“It would be wrong to cast suspicion on the honest hard work
of so many […]. Our team doesn’t deserve that”
Volkswagen CEO Martin Winkertorn during a developing
scandal around devices used to measure emissions in cars

17. DON’T SAY TOO MUCH
The lesson?

18. DON’T SAY TOO MUCH
Make a short, clear statement:
• What exactly happened?
• Who / how many people were involved?
• Was anything done to prevent it?
• What can we say about next steps?
Avoid euphemistic language – say it as it is!
Be clear about next steps
Don’t make promises and never predict!

19. DON’T SAY TOO MUCH
Use a holding statement if the full facts are
not available
• Templates can be prepared in advance
• Can be generic
• Should always show CARE

20. DON’T SAY TOO MUCH
CARE:
• Concern
• Action
• Reassurance

21. DON’T SAY TOO MUCH
An example of a good holding statement:

22. ANOTHER TASK: DRAFTING A HOLDING STATEMENT
Scenario
A national journalist has found out that Steve - an employee at a
charity that takes disabled children on outings - has a criminal
record. This includes stealing from vulnerable people.
The organisation was not aware of the offence and the journalist
has told you that he may have evidence that he has reoffended
since he started his new job.
You have one hour before the article goes to print. Please draft a
holding statement for the national journalist and detail what
other things should be considered in the next hour.

23. DIFFERENT CHANNELS, SAME MESSAGE
A multitude of different communications channels has
created opportunities for direct dialogue in a crisis
scenario…
… But it has also created pitfalls

24. DIFFERENT CHANNELS, SAME MESSAGE

25. DIFFERENT CHANNELS, SAME MESSAGE

26. DIFFERENT CHANNELS, SAME MESSAGE

27. DIFFERENT CHANNELS, SAME MESSAGE
All paid and unpaid digital channels must be aligned
Have a checklist as part of your crisis planning
if in doubt, put a stop on all outbound
communications

28. TAKE ACTION

29. TAKE ACTION
“Public relations starts with action, with policy, with
performance”
Ivy Lee, an American publicity expert and the founder of modern
public relations

30. TAKE ACTION
Words in a crisis situation are important… but these need
to be backed up with meaningful actions
Wherever possible, you need to explain what you are
doing to address the issue, being as specific as possible.

31. TAKE ACTION

32. TAKE ACTION
“Since the accident of last Tuesday we have done our best to provide appropriate communication
and support to those involved and to their families. We absolutely recognise what a difficult time
this is for everyone, especially those who have been so seriously injured, and we have tried to do
this in a way that is both sensitive and appropriate.
Over the course of the weekend we have written again to all of the 16 people involved or to their
families. These letters were all hand delivered by Alton Towers representatives. Irrespective of the
outcome of the current investigations into the causes of the accident, in these letters we have
accepted full responsibility to those who had been injured in the accident and confirmed that we
will ensure that compensation will be provided to them. We have recommended each of the
injured guests or their families instruct a lawyer and submit a claim for compensation which we
will ensure is dealt with swiftly and sensitively.
In addition we have engaged the services of Health and Case Management Ltd (HCML) – a leading
firm of specialist independent rehabilitation providers – to provide all of those involved with the
best support for their individual needs whether from the NHS or by providing additional support
and services. HCML have already made contact with some of those affected in order to progress
this.
Nick Varney, CEO Merlin Entertainments following incident at Alton Towers

33. ANY QUESTIONS?

34. THANK YOU
@theproffice
@bassaaron1
@alexgoldup
www.theproffice.com

35. 11 July 2018
London
#CCsmallcharity
Small charities
communications
conference

36. Visit the CharityComms
website to view slides from
past events, see what events
we have coming up and to
check out what else we do:
www.charitycomms.org.uk