Crisis Management and
Communications Guide:
For Use During a
Sexual Abuse Allegation
Big Brothers Big Sisters of America
230 North 13th Street
Philadelphia, PA 19107-1538
Telephone: 215-567-7000
Fax: 215-567-0394
For More Information Contact:
Julie Novak
Director of Child Safety &
Quality Assurance:
Telephone: 715-878-9670
Cell: 715-559-6852
Email: Julie.novak@bbbs.org
Noreen Shanfelter
Director of Media and Public Relations
Telephone: 215-665-7778
Cell: 267-973-9107
Email: Noreen.shanfelter@bbbs.org
www.bigbrothersbigsisters.org
Revised 8-30-05
INTRODUCTION
D
ealing with a crisis is never easy, but being prepared in the event one occurs
will help you deal effectively with the emergency, and lead to better
outcomes for your agency and the individuals impacted by the crisis. National
Standards require every agency to have an updated risk management plan. A
crisis plan is an important component of that plan. This resource is designed to
give you the critical tools and know-how to handle a crisis.
Although a crisis can occur for any number of reasons in an organization, this
document deals primarily with the situation around an allegation of child sexual
abuse. Because of the nature of Big Brothers Big Sisters’ work, child safety is
central to our mission, credibility and existence. Although child abuse allegations
are rare, and, indeed, our screening process is considered the Cadillac of the
youth services field, in rare instances, abuse allegations occur.
It is critical that agencies equip themselves appropriately to deal with an
allegation in the unlikely possibility that one occurs. This means not only dealing
with the substance of the charge, but also communicating effectively with
constituents about it.
Therefore this document is divided into two key sections.
Section I covers mandatory and recommended actions that agencies should
follow in the event of a child abuse allegation. It is about Crisis Management. A
crisis Management Checklist is part of this section. Although this section
includes recommended actions that overlap with crisis communications, crisis
communications is dealt with more fully in Section II.
Section II deals with Crisis Communications Management: How to Work
with the Media and with Key Constituents if your agency is involved in a child
abuse allegation. Communications rules which apply to child abuse allegations
also apply to most other scenarios which call to question the integrity of the
organization.
* To obtain detailed information on planning and preparing for, as well as surviving a crisis, order “Vital Signs: Anticipating,
Preventing and Surviving a Crisis in a Nonprofit” by contacting the Nonprofit Risk Management Center at
www.nonprofitrisk.org or 202-785-3891.
**For more detailed information on strategic risk management planning, order “Enlightened Risk Taking: A Guide to
Strategic Risk Management for Nonprofits” by contacting the Nonprofit Risk Management Center at www.nonprofitrisk.org
or 202-785-3891.
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Section I: Crisis Management
E
ach agency should have a risk management plan intact that is shared with a
staff and board members so that if a crisis strikes, the agency can move
promptly and effectively.
Following is a checklist of actions to take before an incident occurs.
CRISIS MANAGEMENT CHECKLIST
Actions to take before a crisis occurs:
 Create a risk management system that ensures the agency’s operational
risks are identified and appropriately managed through insurance, policies
and procedures (see first page for more information on risk management
plans). That plan includes crisis management policies, procedures, and
action plan.
 Implement a quality assurance plan to identify staff training needs and
ensure child safety and high quality in service delivery.
 Ensure that the staff and board of directors are aware of the agency’s
crisis management policies, procedures, and action plan. Include crisis
management planning in new staff orientation and revisit with current staff
on a regular basis. Reviewed and update procedures regularly.
 Ensure that the crisis management plan is readily accessible in an
emergency, and stored in several places, including an off-site location in
case agency offices are not readily accessible to staff.
 Establish a communication plan for notifying Board, management, staff,
Bigs, parents and Littles, key donors, and vendors. (For suggested
language contact Julie Novak at Julie.novak@bbbs.org.)
 Designate a primary spokesperson who will deal with all inquires from the
media. Advise staff and board of these designees and communicate to
them that all inquires go to the appropriate person. Designate a backup
spokesperson in the event the primary spokesperson is on vacation or
otherwise unavailable.
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 Create a file that provides immediate access to emergency contact
numbers for National staff (Julie Novak, Director of Child Safety and
Quality Assurance; Noreen Shanfelter, Director of Media and Public
Relations, BBBSA; Regional Agency Development staff. The file should
also contain contact information for neighboring agencies within the same
media outlet, Board Chair and/or other Board Executive Committee
members.
Mandatory and recommended actions during a sexual abuse allegation
 Immediately contact Julie Novak, Director of Child Safety and Quality
Assurance, Big Brothers Big Sisters of America, 715.878.9670 or
715.559.6852. The Agency’s CEO and/or Vice President of Programs
should make the initial report.
 Immediately contact local legal counsel.
 Immediately inform law enforcement and/or Child Protective Services and
solicit guidance with respect to handing of the interview of the child and
contact with the alleged perpetrator to prevent interference with vital
investigative matters. (For more information on resources available to
respond to an allegation of child abuse contact your local Child Advocacy
Center through their national web site at www.nationalcac.org.)
 Interview the child and parent, if determined appropriate based on
recommendations from law enforcement, child protective services and
legal counsel.
 Suspend or close the match and notify all match parties by certified letter
that they are not to have further contact until further notification.
 Inform the Chair of the Board and solicit guidance. The agency’s local
crisis management policy should designate which members of the board
will also be informed.
 Prepare appropriate media statements in consultation with the agency’s
top leadership and Noreen Shanfelter, Director of Media and Public
Relations at Big Brothers Big Sisters of America. 215.665.7778,
267.973.9107, or noreen.shanfelter@bbbs.org.
 Make staff aware of the crisis and advise them of communication plans
and the importance of designating one spokesperson to respond to the
crisis. Staff should be prepared to respond appropriately and
compassionately to parents, children, volunteers and donors who inquire
about the crisis, carefully weighing the availability of public record
information and confidentiality considerations. How much information is
shared with program participants and supporters should be carefully
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considered depending on the circumstances. For specific consultation,
contact BBBSA’s Director of Child Safety and Quality Assurance.
 Review the case file carefully, with consultation from legal counsel, and
document each action taken since the allegation was first reported to the
agency.
 Inform the agency’s insurance carrier and solicit their guidance.
 Submit BBBSA’s Sexual Abuse Allegation Form to the National Director of
Child Safety (including child sexual abuse allegations involving child
pornography or child sexual abuse perpetrated by a person closely
associated with BBBS such as a Big, staff person, or board member,
regardless of whether the child named in the allegation is a Little).
BBBSA’s regional Agency Development staff will be informed of the crisis
and are available to provide support and guidance.
 Inform other BBBS agency CEO’s within the same media outlet area
about the allegation if media coverage is likely, working in coordination
with Julie Novak and BBBSA’s Agency Development Staff.
 Offer support to staff members hwo worked directly with the case.
This
support may come from an internal source, an outside consultant,
BBBSA’s Director of Child Safety and Quality Assurance and/or BBBSA’s
Agency Development Staff.
 Offer a support and referrals for counseling to the child and his or her
family, in consultation with agency legal counsel, law enforcement and
Child Protective Services authorities.
 Review any previous match files if the Big was associated with other
children in the program, and contact the parent/guardian of those children
following consultation with agency legal counsel, law enforcement and
Child Protective Services so that efforts are coordinated
Section II: Dealing with the News Media
C
risis Communications Management is a critical piece of your crisis
management plan. Allegations directed against volunteers in your agency go
to the very heart of your agency’s integrity and credibility.
Effective crisis communications means not only being honest and forthright, but
also means showing sensitivity and good judgment in dealing with constituents,
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including the victim’s family and courage in analyzing and correcting practices
that might help prevent similar situations in the future.
The vehicle that has the most power in how your agency is portrayed during a
child abuse allegation is the news media: your local newspapers, radio and tv
stations. Dealing effectively with the media will help your cause tremendously.
Following are some general guidelines for dealing with the media, determining
who should deliver your message to the media and what that message should
be.
A. Dealing with the Media
1. Create a strong year round communications program, so that when a
crisis arises your good reputation and media savvy will be your best asset.
Since reporters and editors you have dealt with during the year will quite
possibly be the same individuals who cover your crisis, you are way out in
front if you already have a relationship with those individuals and have a
reputation as a strong professional.
2. Have a written strategy that tells your agency how to act when an abuse
allegation or media call about it occurs. That plan should include a method
to share information internally, learn more about the case so that accurate
information is available on an ongoing basis, if necessary, and share out
agreed upon information to the news media and to various publics.
Sometimes a call from the media is your first inkling that something is
wrong, so you need to be able to mobilize rapidly.
3. Be prepared to act swiftly. Good intentions are not enough. You will need
the facts and a statement available ASAP.
4. Have all calls routed through one person and agree what the role of that
person will be. Sometimes that person will also be the spokesperson, but
not always. Sometimes that person will be your communications
professional. Listening to questions, establishing a relationship,
understanding a reporters deadline pressures etc. The spokesperson
might then be the president or CEO.
5. Tell the truth always. It’s about credibility.
6. Don’t duck a reporter’s call. If you don’t have complete information tell the
reporter you’re working on it and will get back to him or her as soon as you
have information or a statement.
7. Try to “contain” the story. If you do a good job, you might be looking at a
story of one day’s duration, instead of a story that drags on interminably
injuring your agency.
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8. Know what the reporter’s deadline is and be respectful of it. If you cannot
come up with the requested information by deadline time, call the reporter
back, so he or she doesn’t think you’re trying to avoid them. This usually,
but not always wins you points for openness.
9. Nothing is ever “off the record” so assume that whatever is said to the
media will be reported.
10. Do not use the words “no comment” unless advised to do so by your legal
counsel.
11. Your legal counsel should not be your spokesperson. Legal counsel and
the spokesperson have two very different roles.
B. Selecting your media spokesperson
Y
our media spokesperson is a key member of your management team who is
your agency’s voice to the public. Make your selection carefully. The agency
spokesperson should have access to all pertinent information regarding the crisis
and enjoy the confidence of the CEO.
1. Ideally the person has prior experience dealing with the media as a
reporter or public relations professional.
2. Ideally, the media spokesperson is a member of the agency’s leadership
team.
3. Your agency spokesperson should be an individual able to maintain a
calm, professional attitude when dealing with the media.
4. This person, whether a board or staff member, is the only person
authorized to speak on behalf of the agency, or to respond to requests for
information from the media. (You should have a backup person as well.)
C. Creating your media message or statement
Y
ou will need to prepare a statement that can be circulated to the media (and
other stakeholders as well). This is not a news release but a brief summary
of the situation. Here are some tips for your statements.
1. Keep It Brief. One paragraph is generally sufficient.
2. Keep it Truthful. Acknowledge that an allegation (or arrest, of a volunteer
has been made).
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3. Express Sympathy for those who are victims.
4. State BBBS’s commitment to child safety.
5. State BBBS’ excellent safety record and screening process.
6. Assert, however, that even one abuse case is one too many.
7. Explain that you are cooperating with Authorities.
8. If you have never had an abuse allegation before, say so. For example
“this is the first allegation in our 40 year history.”
Sample statements are in “E” below
D. Circulating the message: the medium
1. As stated above a statement should be made available to inquiring news
media (not all). It can be read, faxed or e-mailed to the inquiring reporter.
2. The statement should be transmitted by the designated spokesperson.
3. You may be asked to read your statement to a TV or radio station. This is
entirely appropriate. Make it clear that you are not participating in an
interview, but merely reading the statement.
4. We do not recommend on-air television interviews unless your
spokesperson has prior TV on-air experience.
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E. Some sample statements
T
he following are some sample statements that can be tailored to your
situation during press inquiries.
Agency Response to Child Sexual Abuse Allegation
We are shocked and deeply saddened by the news that one of our
volunteers/staff members has been identified in connection with an
allegation of sexual abuse. We express our sympathy to all of those
affected.
We are cooperating fully with the authorities investigating this situation.
The safety of the children we serve is our number one priority. Every staff
member or volunteer is thoroughly screened through a series of
professional checks and interviews prior to his or her employment or
acceptance as a “Big.” Big Brothers Big Sisters has zero tolerance for
abuse and we will continue to refine our practices to ensure the safety of
all the children we serve.
Criminal Allegation Against Former Agency Volunteer/Staff
We are aware of the recent allegations against a former (staff, volunteer,
board member, etc). The person involved in these allegations is not
currently employed as a volunteer with our agency. Then, pick up
language from above.
Criminal Allegation Against Current Agency Volunteer/Staff
We are aware of the recent allegations against one of our (staff, board,
volunteer, etc). That individual has been removed from our
(staff/board/volunteer pool) pending the outcome of the investigation.
Then, pick up language from above.
Agency Being Sued
This matter is currently in legal proceedings and we are not able to
comment except to say that we are cooperating fully with the appropriate
authorities. We would like to underscore that the safety and welfare of
children is our number one priority.
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F. Stakeholders
on’t forget the importance of your stakeholders when dealing with a crisis.
They are the volunteer, the child and his or her family, your staff, members
of your boards of directors, your corporate and foundation supporters, your local
United Way, your local officials and your community at large.
D
Statements made for the media can be slightly tailored to address audiences
such as your current volunteers and families. Staff should be brought together
and informed of the allegation and how the agency will address it. If your
situation becomes protracted, you will want to continue to convene meeting with
funders such as United Way. Corporate and foundation supporters can receive
the same email as sent to inquiring press. This should be preceded by a
personal phone call.
G. Actions to take after the immediate crisis
 Support continues for the CEO/ED and staff who worked directly with the
case.
 Agency leadership evaluates the effectiveness of the crisis management
plan and makes adjustments where necessary.
 Agency leadership debriefs the crisis to determine what steps need to be
taken to avoid the same kind of crisis in the future.
 The CEO or Program Director continues contact with the Director of Child
Safety and Quality Assurance regarding ongoing developments of sexual
abuse cases, including criminal and civil actions taken.
 A third party evaluation is initiated if after debriefing and consultation with
BBBSA, it is deemed necessary.
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Crisis Communications Management: Resources
1. Contact the following national staff if you have questions applying any of the
recommendations made in this guide.
a. For questions related to the media, contact Noreen Shanfelter,
215.665.7778, noreen.shanfelter@bbbs.org.
b. For matters regarding child abuse allegations or concerns, contact
Julie Novak, Director of Child Safety and Quality Assurance, Big Brothers
Big Sisters of America, 715.878.9670 email julie.novak@bbbs.org.
c. For all other matters, contact your Agency Development staff person.
For contact information go to: www.agencies.bbbsa.org.
2. Contact other agencies you know who have gone through a similar crisis.
Talking to another CEO/ED or staff member who has also experienced a similar
crisis can be very helpful.
3. Contact the Nonprofit Risk Management Center (202.785.3891) for additional
information or to ask specific questions about crisis and risk management
planning.
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