Advance planning on how to handle emergencies and risks is crucial. For our purposes, an ‘emergency’ is something that puts the population in danger and must be addressed rapidly, such as weather events that threaten food production and farmers’ livelihoods. A ‘risk’ is something that can harm IFAD.
Reputation risk results when IFAD’s own conduct fails to meet minimum expectations of performance that apply to everyone else, such as unethical conduct or lapses of technical quality or staff protection.
Structural risk results when the entire sector is affected, such as altered public attitudes, new laws or anything that weakens performance.
Reputation risk results when IFAD’s own conduct fails to meet minimum expectations of performance that apply to everyone else, such as unethical conduct or lapses of technical quality or staff protection.
Structural risk results when the entire sector is affected, such as altered public attitudes, new laws or anything that weakens performance.
A crisis communication group is in place at headquarters that can quickly deal with media enquiries when there is an emergency or when there is a media issue that may affect our normal working routine.
Inform COM when an incident becomes newsworthy, public or potentially damaging to IFAD.
Inform COM when an incident becomes newsworthy, public or potentially damaging to IFAD.
When a risk or crisis occurs
- Focus first on understanding the facts as quickly as possible.
- Do something. Pretending the issue is not a problem does not work. Regardless of what is happening publicly, make sure that the people behind the scenes who need to know about the problem are working to fix it.
- Keep IFAD Communications Division and the country programme manager informed and involved to mitigate public exposure.
- It is always better to sort out the problem without publicity. Hold back on commenting publicly until those involved at headquarters have a chance to evaluate the issue.
- Initial response must be above reproach. It sets the tone for what may follow. Speed and timeliness is essential and we must show that we are in control, calm, authoritative, honest and open.
- The response by the media depends on their goodwill towards IFAD and United Nations agencies in general.
- Do not guess or lie. Admit that you do not know. If you say something now that could later be proved wrong – whether you meant to or not – you have made the situation much worse.
- Always consult with COM when dealing with risky publicity as every situation is different. It is often better ‘to go public’ right away, showing that IFAD is open and proactive.