Insurance Policies for Crisis Communications, Part 2

Westmont College, a small, private Christian educational institution, suffered significant campus damage in the devastating November 2008 “Santa Barbara Tea Fire.” The day after the fire started, the school recognized the possibility that its students might have caused the disaster; the blogosphere and local community was rife with rumor and speculation. Though the true perpetrators were eventually found to be students from a neighboring school, with no Westmont students involved, in the heat of the initial hours the school needed to respond forthrightly. With time ticking, the urgent demands of police and fire authorities, the looming deadlines of media inquiries, frantic calls from parents and from neighboring residents, Westmont decision makers debated various, often emotional and defensive responses. The protection of students, privacy issues, assessing blame and the need to cooperate and show concern for the community all vied for attention. At the “request” of its insurance company, United Educators, Westmont called upon Fineman PR, previously vetted for these kinds of crises, to assist. Less than 24 hours after the fires began, Fineman PR was engaged and worked with the College through the night and weekend to develop effective communications plans and responses for a range of scenarios and audiences.

Westmont College was prepared the next morning to present itself, cogently, as a community and law enforcement resource for any investigation or for up to date information. College communications had to assume a delicate balance during a time of great loss, intense scrutiny, allegations and suspicion. In the end, Westmont College was acknowledged throughout the community and by the media for its responsible and forthright response.

With professional, experience-based communications, the insurance provider benefitted by minimizing the client institution’s total loss related to reputation, credibility and even legal exposure from misleading, false or clumsy communications. Because of this, the crisis event is less likely to contribute to dropped applications, enrollment and donations. The amount of time the institution is fully involved in its crisis may also be shortened if its communications do not add complications to the original situation.

The issue is also one of quality of service provided. If the insurance company vets the communications firms they wish to use and is confident in those firms’ qualifications and experience, its members are assured of having quick access to quality professional services during a time when members would have limited ability to find a provider themselves. As a crisis unfolds, crucial time delays are encountered as the institution looks for a provider. Also, less experienced providers, selected in a rush, may have limited ability to effect the desired outcome.