Posted , by Wendy McGrady, Vice President. Topic: Nonprofit Management.

An article that ran last week in the Chronicle of Philanthropy got us thinking about the recent controversy between Susan G. Komen and Planned Parenthood. No matter where you stand on the issue, there are valuable lessons to be learned for any nonprofit. The most obvious to us is the importance of a solid crisis communication plan.

The time that it took for the Komen organization to respond to the backlash of its decision to cut off grants to Planned Parenthood for breast cancer screening and education, may have caused just as much damage to donor relationships, as the decision itself. This was obviously a decision that the organization had taken time to come to and certainly one that they anticipated controversy over, but it became apparent that they were unprepared for the overwhelming rejection of the decision.

First lesson learned: we live in an information-rich society where news is made instantaneously available through technology. Many heard this decision and immediately voiced their rejection and demand for a change in policy; however it took Komen officials almost four days to communicate the news that they were rescinding their decision to defund Planned Parenthood. The delay in response to donors will likely have a negative impact on the organization for some time.

As for Planned Parenthood, they have become the beneficiary of a great outpouring of support and funds as a result of Komen’s decisions. Not only this, but the controversy has highlighted the fact that Planned Parenthood offers more than just reproductive health initiatives, but programs surrounding breast cancer screening and early detection education. What an opportunity to cultivate new donors and to leverage the interest and visibility generated by this situation?

Second lesson learned: If a situation of this scope were to affect your nonprofit tomorrow, would your leaders be prepared to capitalize on it? Would you have the ability to quickly build on the new donor relationships? Would you have the ability to cultivate and steward these donors wisely so they could become more than just one-time donors?

Both sides of the controversy beg the question: Does your nonprofit have a crisis communications plan in place? Can crisis management-type decisions be made without consulting large groups or committees? And most importantly, if a situation like this were to arise for your organization, would you be agile enough to respond and communicate with your donors more expeditiously than Komen did?

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