The Challenge

The leading disaster services non-for-profit agency in the Chicago area was facing an uphill battle. The general public misunderstood its mission, there was a tremendous amount of ill-will existing from long-past sins, constituents felt disenfranchised. Donors were generally in the dark and staff took little responsibility for their actions. All this added up to a lack of presence for this long-established entity.

There was good news and bad news to deal with at every turn:

• The Board of Directors created an in-depth media spokesperson policy.
  However, it had never been implemented.
• There was the ability to respond to media calls around the clock
  but no procedures for maximizing inquiries.
• A constituency of over 4500 individuals was ripe for acting as ambassadors
  but no means to inform or script for the best possible story.
• Powerful reporters and media personalities held long-time biases
  against the organization without rhyme or reason.
• Rumors easily got out of hand during disasters with no means
  to funnel information through one key source.
• The internal phone system “bounced” calls arbitrarily throughout the various
  region offices with no story or script to provide effective information to the callers.

What We Did

Information management and dissemination was the key to elevating this organization’s image. The spokesperson was implemented and volunteers were trained as front line representations with the media. Key spokespeople were available 24 hours a day and quickly became the “go to organization” for information during any disaster situation. A system of timely updates was created to keep all levels of leadership and constituents informed, with both good and bad news. Operations personnel were always kept in the loop – and reciprocated – providing a true back and forth flow of information and issue management. Donors were educated about the day to day activities as well as the bigger picture issues.

The Outcome

Within one year, the entire organization, from the garage maintenance up through the board of directors felt empowered. Media became partners – in both “getting the word out” and raising significant funds. Rumors and potential bad stories were easily defused because of the good relationships. At he end of four years, the organization was able enjoy the reputation it deserved and take its place as a key player in the community