Crisis communications planning for NGOs and institutions

What Lush Horizons got wrong—and how you can avoid the same mistakes

Lush Horizons had everything in place: a team of respected professionals in the environmental field, loyal donors, a solid reputation with EU partners. Their new pilot project on regenerative agriculture in Southern Italy had just launched. The media coverage was positive.

Until it wasn’t.

Within three days, a local farmers’ network accused the organisation of bypassing community consultation. Criticism escalated. Activists picked up the story. Regional press got involved. On social media, silence from Lush Horizons fueled speculation. Internally, the team scrambled—without alignment, without messaging, without a plan, without clear roles within the team and without a decision-making process to define how to respond.

By the time their first public response was issued, trust had already eroded and partners began pulling their budget.

But here’s the thing: Lush Horizons doesn’t exist.
This is a fictional organisation.
Their story is not real—but it’s based on real mistakes that real NGOs and institutions make when a crisis hits.

Let’s make sure it’s not the story of your organisation.

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1. Build the plan before the headlines

Lush Horizons failed not because of the crisis itself, but because they weren’t prepared to communicate under pressure.

What they didn't have:

A clear internal protocol
A risk scenario map with 3–5 likely reputational risks (community backlash, policy misstep, data breach, etc.)
A designated crisis team—small and empowered
Template messages for press, social media, donors, and staff—calm, clear, factual

By planning ahead, there's no such thing as a perfect storm.

2. Communicate fast—even if you don’t have all the answers

Lush Horizons took four days to issue a statement. By then, the online conversation had moved on—and shaped its own version of the facts.

When a crisis breaks, speed matters more than completeness.

Even a short holding message can make a big difference:

"We’re aware of the concerns that have been raised and are taking them seriously. We’re reviewing the situation and will provide an update shortly."

Keep it human and be honest about what you know and the next steps.

3. Speak with one voice

In the absence of structure, individual staff at Lush Horizons began responding from their personal accounts. The result: mixed messages, contradictions, confusion, suspicion.

In a crisis, decentralised communication causes damage.

Assign one spokesperson. Prepare internal briefings. Align social media accounts. And if you operate in more than one language, make sure every version is consistent in tone, facts, and timing.

4. Treat the follow-up as part of the crisis response

Once things calmed down, Lush Horizons issued a formal apology and met with the local network. It helped—but the reputational impact lingered.

What comes after the storm is part of the response.

Wrap-up well. That means:

A short internal review (no blame, just lessons)
Targeted updates to partners, funders, and media
A refreshed crisis comms checklist
A chance to rebuild credibility through action

Final thought: you don’t need to expect the worst, but you do need to be ready

Your stakeholders won’t judge you for facing a challenge. They’ll judge how you handle it.

A thoughtful, prepared crisis communications plan isn’t a luxury. It’s a sign of maturity, care, and responsibility. And it’s the difference between losing control—and leading through uncertainty. With a crisis management structure in place, even the smallest NGOs can be ready for the unexpected.

We help NGOs and institutions get ready for the moments they hope never come.

Because if a crisis becomes your story, let it be the one you’re ready to tell.

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