crisis and reputation management
DESCRIPTION
PM2 presentation from the 2013 NCVO / BWB Trustee Conference. Tess Woodcraft (chair), Communications Consultant, coaching comms and Vice Chair, Rationalist Association Siobhan Sheridan, Director of Human Resources, NSPCC Judith Miller, Accountant, Sayer Vincent Accountant Rosamund McCarthy, Partner, Bates Wells Braithwaite http://www.ncvo.org.uk/training-and-events/trustee-conferenceTRANSCRIPT
PM2: Crisis and reputation
management
Tess Woodcraft, Chair: Communications consultant,
coaching comms and Vice Chair, Rationalist Association
Siobhan Sheridan, Director of Human Resources,
NSPCC
Judith Miller, Accountant, Sayer Vincent Accountant
Rosamund McCarthy, Partner, Bates Wells Braithwaite
PM2: Crisis and
Reputation Management
Presentation by
Judith Miller, Partner, Sayer Vincent, Auditors and Advisors
Fraud • Context – size and types
• How to
• prevent it
• detect it
• respond
• Guidance
Context - size • £147m estimated total cost
• 9% respondents victims
• 70% external, 30% internal
• 47% payment/banking fraud (Source: Annual Fraud Indicator 2013)
Context • The sector is attractive
• Practice is evolving
• Internal or external
• Role of the trustee
Examples • Misuse of the charity’s bank account
• Fraudulent card transaction
• Stealing or ‘skimming off’ money from cash collections
• Fake fundraising events and requests for donations
• Thefts from charity shops
• Fake invoices
• Charities set up for improper purposes
• Fraudulently obtain grants
• Fake letters - suppliers
How to prevent it • Assess the risk
• Create the right culture
• Develop proportionate policies,
systems and controls
How to prevent it • Anti-fraud policy
• Balanced framework of controls
• Review approach regularly
How to prevent it – framework
of controls Preventative Detective
Objectives Direct controls
Planning processes Monitoring
Accountability Employee welfare and management
Training, continuous learning & competency framework
Independent review
How to detect it • Robust controls
• Whistleblowing policy
• Warning signs
• In numbers
• In behaviours
How to spot it • Unusual or unexplained items in accounting records &
reconciliations
• Missing documents or account books
• High numbers of cancelled cheques
• Common names regularly appearing as payees
• Duplicated payments/ cheques
• Payments for ‘round’ numbers to unknown recipients.
• Suppliers submitting electronic invoices in non-PDF
formats that can be altered
• Payments made to individuals/ companies with family or
business connections to trustees
• Reluctance by staff to accept assistance with finances
• Staff trying to delay work reviews or audits
How to respond • Policies & plans
• Anti-fraud policy
• Whistleblowing policy
• Fraud response plan
How to respond • Anti-fraud policy - What should it contain?
• What fraud & theft mean to the charity
• How the charity expects to deter fraud
• How it will react to actual frauds
• Key responsibilities of senior staff &
trustees
• Details of any whistleblowing plan
• How to respond to allegations of fraud, as
part of a Fraud Response Plan
• How the charity assesses exposure to
fraud risk
How to respond • Reporting to
• The police
• Charity Commission
Guidance • National Fraud Authority
• Action Fraud
• Fraud Advisory Panel
• CFG “Charity Fraud” guide
• Charities Internal Audit Network
• Charity Commission – CC8, Compliance toolkit chapter
3
• Sayer Vincent “made simple” guides – Risk
management
• Contact
• Judith Miller
• 0207 841 6360
PM2: Crisis and
Reputation Management
Presentation by
Siobhan Sheridan, Director of Human Resources, NSPCC
Experiences
• Financial services
• Government
– Defra
– Department for Work and Pensions
– Home Office
• NSPCC - employee
• Crisis at Christmas - volunteer
• Build Africa - trustee
Keeping it Simple
Crisis about people and / or crisis involving people
– Before a Crisis
– During a Crisis
– After a Crisis
Before a Crisis
• Practice – seriously
• Build big relationships
• Understand yourself
• Know your organisation
• Context is king
During a Crisis – Don’t
• Panic – easily said…
• Forget the day job
• Create further casualties
• Close out those who could help
During a Crisis - Do
• Walk in the corridors
• Focus on containment
• Communication is the crisis
• Clarity re stakeholder management
• Take decisions mindfully
• Manage confidentiality
• Maintain clear governance
• People are watching your leadership
After a Crisis
• Take time to review…with support
• Remember there may still be casualties
• Consider the impact on your
organisational culture going forward
• Reflect and learn
PM2: Crisis and
Reputation Management
Presentation by
Rosamund McCarthy, Partner, Bates Wells Braithwaite
• Governance/internal administration
– Board dispute e.g. about mission and vision
– Board and wider membership in conflict
– Board and Founding Body at loggerheads
– Unauthorised benefits
– Acting outside objects
What can cause a crisis?
• A triggering event - e.g. fraud, child protection,
terrorism, fire, flood, storm damage, which will
have governance implications
• Conduct of Board Members, CEO, Finance
Director, Chair, Patron – whether act or
omission relates to charity or another entity
What can cause a crisis?
Duties of Trustees
• Trustees must safeguard the good name,
assets, property and work of the Charity
• Trustees must asses and manage risk, which is
of utmost importance in a crisis
Crisis is a threat… and an opportunity
Aim to:-
• Pull together and come out stronger
Don’t:-
• Use the crisis to settle old scores
Is the Charity’s constitution and are its policies fit for purpose for a crisis? • Short notice for urgent Board Meetings –
virtual/by email
• Quorum
• Majority decisions out of a Board Meeting
• Conflicts of interest
• Trustee Code of Conduct?
• Removal of Trustee and/or Members
Crisis and Constitution
Investigation by Trustees (where necessary)
• Board to approve process for the
investigation
• Trustees may be allocated different roles
• Smaller group to oversee investigation
• Some Trustees sealed off to hear Appeal?
• Ultimately, responsibility for decision
making still lies with the Board as a whole
Reporting to the Charity Commission
• Which incidents should a charity report?
• When should the report be made?
• How to make a report
WHICH?
Annual Return: A charity with an income over £25,000 must, as part of the Annual Return, sign a declaration that there are no serious incidents
General rule: Charity Commission advise that you should make a report to the Charity Commission if you have reasonable grounds to suspect a serious incident
“serious incident”: any incident that has resulted or could result in a significant loss of funds or a significant risk to the charity’s property, work, beneficiaries or reputation
Examples of “serious incidents”
The Charity Commission suggests:
• Fraud and/or Theft
• Significant loss
• Significant donation from an unverified donor
• Known or suspected links to terrorism
• A disqualified person acting as a trustee
• Lack of safeguarding policy
• Abuse or mistreatment
• Criminal or regulatory investigation
Also…
• Incident reported to the police and/or other
statutory agency
• Charity or individuals subject to an
investigation by another agency
• You believe it is a serious incident
• Professional advisers advise you to report
Reports of serious incidents
2011 -2012
From Charities Back on Track 2011-2012
Concerns about charities identified
or reported from other sources
From Charities Back on Track 2011-2012
Please DO NOT Report….
• Disagreements with trustee decisions,
policies or strategies
• Complaint that the charity is delivering a
poor service
• Disputes in the way a contract is handled
• If there is no serious risk to the charity, its
assets or beneficiaries
WHEN?
General Rule: The Charity Commission say as soon as possible* and, if very serious, immediately
• Allowances will be made for the trustees gathering information and establishing facts
• Declaration on the annual return *The legal obligation is to report a serious incident in the Annual Return.
HOW?
Include the following information:
• A summary of the circumstances and details
• How it was discovered
• If there’s a relevant policy/procedure and whether it was followed
• What action has been taken to deal with the incident
Send via email: [email protected]
Multiple incidents
The Charity Commission may accept periodic, rather than individual reports
Different ways to report
Use of Information
The charity may forward the Charity
Commission a copy of a report to
another agency or an internal report
to the board.
Signposting
• Charity Commission – Reporting Serious Incidents: guidance for trustees
• Charity Commission – Risk Framework
• Charity Commission – Application for Charity Commission’s Risk Framework
Rosamund McCarthy
0207 551 7819
PM2: Crisis and
Reputation Management
Presentation by
Tess Woodcraft, Chair: Communications consultant, Chair
of Rationalist Association
Media Management in a Crisis
Protecting your Reputation
• Prevention – this is where Board plays
major role
• ‘Cure’
Prevention 1: Risk Assessment
• Risks to your reputation: What is your reputation based on? – Brand values
– What is your organisation’s credibility based on?
– Key strengths: the 4 pillars of your reputation?
– What do you uniquely contribute to your stakeholders?
• Where are you most vulnerable? What might go wrong? • People
• Places
• Services
• External factors
• Buildings
• Activities
• Money
When a crisis strikes – what is a journalist
looking for? • Reckless disregard of safety: Your failure to protect the public, eg. failure
to put in place health and safety procedures
• Lack of investment leading to accidents or poor performance
• Negligence: eg. Your failure to check the suitability or training of your operatives (eg. child abuse checks)
• Complacency: eg. failure to investigate or act on past allegations
• Bad management: Your failure to recognise a problem as a problem
• Arrogance (nb. Schadenfreude; the big machine against the little guy)
• Bureaucracy and red tape leading to failure
• Dishonesty
• Sexual impropriety
• Controversy
• Hypocrisy
Prevention 2: Risk Management
Systems to put in Place • Information: Ensure you have the information you need, and
all key people are familiar with it. EG regulatory guidance, company procedures, risk analysis reports, signposts to other data.
• Relationships: establish links external stakeholders and agencies involved in your highest risk areas (eg. police, fire service, local authority, health authority, regulator.)
• Internal communication: Ensure staff understand the importance of quality and the dangers inherent in risks, and that they know how to act if a crisis occurs.
Prevention 3: Planning ahead
• Appoint a Crisis Team
• key people
• clear roles
• train them
• Keep up-to-date names, contact numbers, etc. for the team
• Procedures and information needed by crisis team • Process for initiating a meeting
• Chart with flow of information (who should be kept in the loop?)
• Up-to-date press lists
• List of key stakeholders and agencies and contact details
• List of basic questions they will need to answer – Where did it happen
– When
– Why
– Who is involved
– What are you doing about it?
If a Crisis Hits......
• Don’t make statement until you have facts
• Call together crisis team
• Get information
• Decide ‘line’
• 1 spokesperson (until it becomes clear you have to
move up a gear)
In a Crisis – put a CAP on it!
• C Concern 50%
• A Action taken 40%
• P Perspective (your excuses) 10%