A nonprofit’s communications needs directly reflect the world around us. So when the country is in turmoil with crises unfolding at a rapid pace, it makes sense that nonprofits need support to create a crisis communications plan and mitigate existing issues.

The current administration wreaked havoc on nonprofits in an unprecedented way. Executive orders and policy changes continue to roil nonprofits of all kinds. Organizations that work in diversity, equity and inclusion, LGBTQ+ rights, immigration, environmental protection, education, health, scientific research and foreign aid have been in a washing machine of constantly changing executive orders, funding cuts and federal directives.

Although nonprofit leaders can sometimes anticipate political shifts, many crises arrive without warning — making it critical for nonprofits to be prepared not only for the disruptions they can see coming, but also for the ones no one can predict. It has never been more important for nonprofits to craft crisis communications plans that provide stability, and know how to use them. A clear plan helps navigate current crises and respond quickly to ones coming down the pike.

Five steps to prep

There are five steps a nonprofit should take when it creates a crisis communications plan:

  • Know your risks
  • Have an internal notification framework
  • Develop an external communications decision framework
  • Create a response strategy
  • Define the stages of how a crisis escalates

Let’s go through those steps.

  1. It is imperative that nonprofits know what types of crises they are vulnerable to. Crisis communications may be the one time we encourage clients to overthink. Meet as a team and list every possible Risk Scenario, even the most abstract, most-likely-to-not-happen event. These scenarios should be documented and include a brief summary of the potential issue, the possible effect on operations, reputation or funding, and the recommended strategy for responding. The plan should also outline key actions for the first hours and days after a crisis emerges so teams understand exactly what steps to take. Thinking through these possibilities in advance ensures the organization is not scrambling to figure out a response when the unexpected happens.
  2. Establish a Crisis Notification Framework. This framework is a decision-making and coordination tool to guide who to notify, and when and how to do so during a crisis. It ensures communication during a crisis is timely and transparent while maintaining confidentiality and protecting your organization’s reputation.
  3. Develop an External Communications Decision Framework. Not all issues require a public response (thankfully!), but nonprofits need a clear process for determining whether, when and how to communicate to the public. This framework should outline the criteria for issuing statements, responding to media inquiries, notifying various partners or funders, and when to just monitor a situation without public comment. The name of the game is preparation. Having these guardrails in place ensures decisions (and therefore communications) are thoughtful instead of reactive.
  4. Create a Response Strategy. Once a crisis emerges, you can’t brush it under the rug and pretend it doesn’t exist. Organizations must be ready to communicate quickly and clearly. Identify spokespeople, establish rapid message approval processes and determine which channels (media, social media, email or direct stakeholder outreach) you will use.
  5. Define the Escalation Stages. Not every issue starts as a full crisis. In fact, very few do. A clear escalation structure helps nonprofit organizations determine when an issue should move from merely monitoring to active response, and when senior leadership or even board members need to be involved. Establishing these stages in advance of a crisis prevents confusion and ensures that nonprofit leaders can respond with the appropriate level of urgency.

Saying the right thing in the heat of the moment

The words we say in media interviews, publish on social media or send in donor communications via email may be the most important part of a crisis response. The last component of a solid crisis communications plan is an approved Talking Points Library. Prepare messaging in advance to allow your organization to respond quickly with carefully selected words, not messaging created in a panic. These talking points can be adapted depending on the type of communications and ensure the organization is communicating effectively and with confidence, even under pressure.

No nonprofit creates a crisis communications plan hoping to use it, but the ones that do the preparation ahead of time are grateful they do. As the state of our country, and the parameters in which nonprofits work, continues to rapidly evolve, having a crisis communications plan is no longer a nice-to-have. It is a must have.

When the unexpected hits, you’ll be glad your nonprofit isn’t trying to invent a plan at midnight over a group text.