By National Council of Nonprofits
Overview
As nonprofits continue to navigate an evolving and challenging landscape, it is critical that organizations are prepared to respond – if and as needed – to a variety of scenarios (e.g. pushback on social media, politically motivated investigations or allegations of fraud/illicit activity) that may cause reputational harm.
The following document provides guidance and messaging for nonprofits to navigate these scenarios including general crisis communications counsel, key elements of a crisis communications plan, evergreen talking points, and messaging guidance.
General Crisis Communications Counsel
Below, please find generalized crisis communications guidance in the event of a potential risk to the reputation of the organization.
Actions to Take Before a Crisis Hits
- Anticipate issue areas with a thorough review process. Review and vet all decisions, actions, and documents through a political lens to identify what, if anything, could be taken out of context.
- Decide who’s in charge decision— before you need them. Name a small crisis team and a single maker. No ambiguity. If something breaks in the news or elsewhere , everyone should know who has the final call and who speaks publicly. Confusion here costs hours you won’t have.
- Lock your spokespeople and prep them. Pick 1-2 voices. Train them. Give them draft so they’re not inventing language under pressure. Reinforce that no one else engages externally
- Build your “first response” kit. Write it before you need it: a holding statement, a short org description, and answers to the hardest questions you might face (funding, salaries, politics). You’re not guessing later — you’re refining.
How to Respond When a Crisis Occurs
Get the facts. Rapidly collect and verify all available information to establish a clear, accurate understanding of the situation.
Gather the team. Convene your crisis team to manage response efforts and decision making.
Activate your crisis plan. This includes:
a. Setting up media and social media monitoring systems.
b. Ensuring board members and other key stakeholders are aware of the potential for heightened media and activist attention.
c. Leveraging your “first response kit” and providing messaging support to board members, key stakeholders, and staff.
d. Properly vetting the incoming media requests and inquiries. Depending on the request, opportunity, and outlet, consider offering, when and where appropriate, background and on-the-record interviews. These conversations will provide key context and ensure organizational narratives are included.
Monitor and update. Continuously track developments and public sentiment, adjusting strategy and communications as needed.
Debrief. Evaluate the response to capture lessons learned and strengthen future crisis preparedness.
An important note on responding to media inquiries. There is no standardized approach to handling crisis press inquiries, but carefully assessing the outlet, reporter, and nature of the request is critical to mitigating potential risk. It’s important to evaluate whether the inquiry is being made in good faith or driven by a preconceived narrative. Developing situationally appropriate holding statements can be an effective way to manage uncertain or sensitive requests, and in some cases, choosing not to engage may be the most strategic response.
Key Elements of a Crisis Communications Plan
When developing a crisis communications plan, it is essential to integrate the following:
- Your Guiding Principles. No matter the issue, these rules should guide our communications approach and response.
This includes:
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- Acknowledging effectively to mitigate issues.
- Speaking with one voice.
- As needed, provide updates.