COM 450 Portfolio

Evan Atkins

Prof. Marren

COM 450

12 May 2021

Abstract

When hit with any kind of public scandal, is it better, in terms of ten-year growth and impact, for a non-profit organization to hire an external PR agency, or deal with the scandal in-house with their own PR department?

There are many instances of scandal across the for-profit, non-profit, and political landscape, but one that has been of particular interest to many across the United States, and the world, is the scandal surrounding clergy-abuse in the Catholic Church.

The Catholic Diocese of Buffalo dealt with more than its fair share of the controversy, having hundreds of lawsuits brought against them, forcing the resignation of then-Bishop Malone, before eventually having to file for bankruptcy protection.

The question here is not aimed to lay blame on either the Diocese of Buffalo or any victims of abuse, but rather to discover if the PR response, which was formulated and executed in-house by the Diocese of Buffalo, might have been better handled by an outside consultant or PR agency (in terms of retaining public trust and positive overall impact on their mission).

The methods for conducting this research will be straight-forward. I will search for case-studies and similar examples of companies and organizations that have been struck by scandal of a similar nature. I will then uncover how they responded to that scandal, and attempt to discover whether a pattern exists indicating that either in-house or external PR work is best suited to help a non-profit organization recover from such events.

For this project, I will be working alone, conducting all research and writing all included work on my own. It is also important to note that this will be drafted as a formal paper, not as a video.

Given my life-long dream of working in non-profit PR, I hope I shall never have to employ this research, no matter what conclusion I draw at the end. Yet, in the same vein, it is far better to be prepared for an unexpected eventuality; a lesson we can easily draw from the case surrounding the Diocese of Buffalo.

Introduction

Back in 2018, the world was shocked as Catholic diocese after Catholic diocese released reports of decades of sexual abuse by hundreds of priests. These sorts of scandals weren’t exactly new to the Catholic Church, by any means, but the vast extent of these new reports, and the resulting discovery of decades-long cover-ups, left many in shock.

Even the Diocese of Buffalo was not to be spared. In the past three years, more than 150 priests (Tokasz “Bankrupt Buffalo Diocese”) have been accused of abuse, with more than 250 victims filing lawsuits against the diocese, individual parishes, priests, and former bishops (Tokasz “Number of WNY”). Even the beloved then-Bishop Richard Malone had to step down in disgrace because of his alleged contribution to the cover-up of this decades-long scandal.

Though it is subjective opinion that the diocese’s crisis communication plan and execution of said plan (if such a plan actually existed which, as I will show, may not be the case) was a shambles, it is objective fact that it did not, and has continued to not work well or in their favor, with donations still continuing to fall, church attendance down, and most of the staff of former Bishop Malone having been laid-off and not returned (Tokasz “Number of WNY”).

What the following research attempts to discover is whether or not hiring an outside crisis communications consultant to organize and systematize a strategic response and give recommendations might have saved the diocese from losing its (formerly) beloved Bishop Malone, but also more importantly whether such a move could have saved them years of continuing scandal, loss of public trust, and the prospect of decades of rebuilding their public image.

Literature Review

To begin to assess the effectiveness of internal or external public relations for an organization as complex as the Catholic Church it is important to understand the internal structure of communication. From a common-knowledge standpoint, the pope is the head of the Catholic Church on earth. Then, roughly speaking, come cardinals, archbishops, bishops, monsignors, and then priests.

In an isolated example, the bishop of the diocese might head the communications effort and be the face of the organization. Yet, since this was simultaneously a local and global crisis, the messaging, language, and strategic response were set forth in large part by Pope Francis I himself, his advisers, and select groups who held counsel with him (Shaw “Catholic World Report”).

This is significant, when it is commonly acknowledged, and a chief principal of crisis communications, that getting ahead of the narrative and controlling the messaging as best as possible, as quickly as possible, is of primary concern to organizations that wish to remain in the public trust (Arenstein “PR News”).

However, despite any natural challenges the organizational structure of the Catholic Church presents to crisis communication, John Loftus, in the Journal of Theological Studies, makes it clear that the Church has been dealing with this scandal, on and off, for nearly 40 years with the same, failing strategy of gently punishing priests, keeping it out of the public eye as much as possible, and then returning said offenders to active duty as soon as possible (222).

Loftus says that, “Various authors have rounded up the usual suspects: clericalism, patriarchy, homosexuals in ministry, a general laxity of moral norms…” (221), but maintains that the church, as a whole, never addressed the base root of the problem.

Shaw argues that this is highly significant. As a former media relations professional for the American Bishops’ Conference, he says that in order to have good public relations, you have to, “Do the right thing, and tell people about it” (“Catholic World Report”).

For decades, then, the Church was setting itself up for failure by:

A) Fixing only symptoms, while ignoring whatever may have been the disease

B) Not assuring their audience (or the entire world), that the problem was under control.

It is now clear that the communication structure is very convoluted and presents many challenges, the least of which is being on the same page with dozens of other dioceses dealing with the same scandal, as well as Rome and Pope Francis himself. To put it lightly, Bishop Malone was in a difficult situation.

Still, his situation was not impossible, and there was already much research for him and his team to draw from in order to be better prepared. In 2013, The Atlantic conducted interviews with media advisers to top-U.S. politicians who analyzed previous Church scandals and gave recommendations. Democrat strategist Mo Elleithee maintains that the Church, from the pope all the way down to the bishops, need to respond to and get ahead of any and all scandals “immediately and convincingly,” with the added comment, “You’ve got to connect with people, convince them… that you’re willing and able to fix institutional problems” (Resnick and Izadi “The Atlantic”). This is exactly the response that Loftus pointed out has missing for nearly 40 years.

As a way of broadening the available research, it can help to look at similar scandals in similar organizations and analyze the varied responses that have met with varied success over the years. The U.S. public school system is an excellent candidate for such comparison, given that it has a similar mission, serves a similar audience, and has a similar, convoluted, communication structure. In addition, since it is a government institution, the details of prior scandals are usually far more accessible.

Marc Whitt, in the Journal of University Business, writes about a crisis event that took place on the college campus where he is a professor of public relations. He states that a strategic communications plan is essential for any business or organization as a means of swiftly overcoming such scandals and maintaining the public’s trust (22).

Alison DeNisco, in the Journal of District Administration, adds to Whitt’s comments, saying that all organizations, at some point or another, find themselves under scrutiny from the media to varying degrees. DeNisco states that certain, strategic, pre-planned responses are invaluable to maintaining the image of a particular organization. “Speak to the community as soon as possible,” she writes, and “show concern” (18). In other words, apologize, empathize, and promise to do better in the future; the basics of what every public relations professional learns in their freshman year of college.

This is where everything begins to tie together. In the Planning for Higher Education Journal, Daniel Prywes and Scott Sobel write, “A recent survey of businesses showed that many feel unprepared to manage various types of crises and recognize that they have gaps in their crisis communications and decision-making capabilities” (20). It is plausible to state that not only most businesses, but also most organizations, like the Catholic Church (it is also clear to see in hindsight), have a crisis communication plan that is somewhat lacking.

Without an effective plan, it is impossible to have an effective response. Without an effective response, an organization will flounder in its own sins.

With some analysis, it is clear that the diocese did not have an effective crisis communication plan. What then, should it have done in the face of this crisis, and how should it have known when to ask for help?

In a journal from the Institute of Internal Auditors, Christal Johnson talks about her experience with volatile CEOs and the valuable lesson she learned about internally auditing her organization’s crisis communication plan. The media landscape is constantly changing, and an organization can be plunged into crisis at a moment’s notice. Johnson recommends regular analysis and testing, to “audit the effectiveness of an organization’s crisis communication plan,” so that it is constantly re-tailored to be the best fit for that particular organization (12).

That said, every plan has its limitations, and even the best plans can fail. In a case study on crisis communications, Delia Pop-Flanja, writes that “effective crisis responses depend on the assessment of the situation and the related reputational threat” (115). It stands to reason then that if an organization is overwhelmed by negative media response, it has to deviate from its crisis communication plan in any way, or at any point loses its ability to accurately assess the situation it faces, it should consider seeking outside help and counsel from seasoned professionals.

While usually more expensive up-front, a crisis communications consultant can help drastically reduce the negative effects of a scandal, which oftentimes more than pays for their services in the long run. Amy George writes, “Crisis PR firms help protect and defend companies’ and organizations’ reputations… by coaching company… spokespeople on media interviews… as well as finding ways to better control the narrative.” Such firms can help focus and strategize a response, while also preparing for future problems that are difficult to predict. (“3 Things”).

Conclusion

While the exact plan, or lack thereof, used and acted upon by the diocese during this continuing crisis is unknown, it is clear from an analysis of the events since 2018 that it has remained largely ineffective.

While there is no direct case study that has deduced that its situation required a consultant (or several), it is clear that such an investment could not have hurt, and only could have helped the organization weather the storm of its (still continuing) scandal.

What it lacked in strategy, coherent messaging, and future planning, could have been provided to it via the proper consultant, and it perhaps would not have lost so much public trust, and may have even been able to keep the (formerly) much beloved Bishop Malone as the head of the local church.

Findings

So, in the case of the diocese, should they have stuck to their original crisis communication plan, or sought the help of a consultant? What might have been the difference if they had gotten outside help? Given either answer, can this knowledge be applied outside of this specific example?

To answer the first question, I think it is useful to ask one more. Could their PR response have been better? I believe this is an important question to ask, because it allows us in retrospect to discern whether an alternate course of action could have been taken to yield greater results.

Unfortunately, in this case, we cannot look for a deductive answer, rather we must seek an inductive one, because only one of the two scenarios has played out (not seeking the help of a consultant) and no other directly comparable situation has occurred and been resolved, for better or worse, with the help of a consultant. “Better” is not the perfect term, but it must suffice to get the point across.

The basic principles of public relations strategy (analyze, prepare, and execute (“The 9 Steps”)) give us a hint at the answer. In the event of such a crisis, the main goal of any organization is to return to a state of homeostasis. It stands to reason then that if the strategy an organization is implementing in an attempt to return to normal isn’t working, it should be tweaked or altogether abandoned for something better. In other words, if at any point an organization cannot properly analyze the situation they are facing, prepare for it, and execute their plan, they should seek outside help and counsel.

I believe that my research establishes that the diocese’s response could, in fact, have been better. It could have been more organized and strategic, more focused on issues important to public perception, and more transparent from the top-down.

So how might the end result have been different? Scandals happen all the time and rarely is an organization left unscathed. It is true, then, that even with the best team of crisis communication consultants in the world, the diocese may still have lost Bishop Malone, seen an erosion in public trust, and a decline in donations and church attendance.

Yet, as the words of Amy George imply, there would have been far more potential for reward, than harm, in the hiring of a crisis communications consultant. A simple risk/reward analysis shows that hiring such a consultant brings in expertise, experience, and outside perspective – all of which are objective positives in a situation like the one the diocese found themselves in. The only real risk involved in such a move would be seen in the cost of those services. Only if the situation was completely incurable could the balance of risk and reward be not in favor of the diocese making that decision.

Given all the supporting evidence, both deductive and inductive, I believe this research shows that hiring a consultant could only have benefited the diocese in the situation they confronted. It is the responsibility of a communications professional to know when their organization is in trouble, and to seek help when necessary. When the diocese got overwhelmed early on by the combination of the influx of claimants, outrage from the media and on social media, and the simultaneous need to reach out to the people in the pews, they lost their ability to plan, and were able only to react to what was happening. It was then that they lost their ability to analyze, prepare, and execute their crisis communications plan, and would have benefited from the help of outside consulting the most.

Conclusion

This is a difficult topic to research, given that the Catholic Church is really a pioneer case-study in managing a crisis of this scale, and no other example exists that it can be compared to.

As it applies to other businesses and organizations, it seems that the scale of the scandal is a large determining factor in the hiring of an outside consultant. Small-scale scandals happen all the time, and a good communications professional is well equipped to handle these types of things for their organization. Yet, when a larger even occurs and it becomes impossible to stay abreast of the changing situation, it seems that seeking the help of a seasoned consultant can only help.

There are likely many compounding factors that kept the diocese from seeking a consultant initially when they needed the most help, not the least of which was the slow and centralized response from the pope and other leaders within the Church. Still, the high risk/reward ratio makes such a move seem like an easy, readily available solution to a struggling organization like the diocese.

It is my sincere hope that the findings of this research never have to be employed and that no organization has to undergo the painstaking stress of a large-scale scandal. Yet, we live in an imperfect world, a world that can change in the blink of an eye, and a world that can quickly become overwhelming. Be proactive and self-aware when representing an organization. If a situation begins to get beyond your control, it’s a good idea to ask for the help of a consultant.

Works Cited

Arenstein, Seth. “Catholic Bishops Take Steps to Repair Church’s Reputation.” PR News, 20 September 2018, https://www.prnewsonline.com/catholic-bishops-take-steps-to-repair-churchs-reputation/. Accessed 11 April 2021.

DeNisco, Alison. "What to do when district mistakes go viral." District Administration, vol. 50, no. 8, 2014, p. 18. Gale Academic OneFile, link.gale.com/apps/doc/A379429006/AONE?u=buffalostate&sid=AONE&xid=e37dd99a. Accessed 11 April. 2021.

George, Amy. “3 Things a Crisis Communications Firm Can Do for Your Business (Should a Crisis Hit).” Inc., 23 July 2019, https://www.inc.com/amy-george/3-things-a-crisis-communications-firm-can-do-for-your-business-should-a-crisis-hit.html. Accessed 11 April 2021.

Loftus, John Allan. "Before Dallas: The U.S. Bishops' Response to Clergy Sexual Abuse of Children." Theological Studies, vol. 70, no. 1, 2009, p. 221+. Gale Academic OneFile, link.gale.com/apps/doc/A195324795/AONE?u=buffalostate&sid=AONE&xid=7298d3f9. Accessed 11 April. 2021.

Pop-Flanja, Delia. "CRISIS COMMUNICATION. A CASE STUDY ON THE 'COLECTIV' BLAZE." Studia Europaea, vol. 64, no. 1, 2019, p. 114+. Gale Academic OneFile, link.gale.com/apps/doc/A607474889/AONE?u=buffalostate&sid=AONE&xid=6ca61403. Accessed 11 Apr. 2021.

Prywes, Daniel I., and Scott Sobel. "Planning for university crisis management: the seven-step approach." Planning for Higher Education, vol. 44, no. 1, 2015, p. 20+. Gale Academic OneFile, link.gale.com/apps/doc/A449344842/AONE?u=buffalostate&sid=AONE&xid=77acfab3. Accessed 11 Apr. 2021.

Resnick, Brian and Izadi, Elahe. “Pope Francis, Need Some Public Relations Help? Here’s Advice from America’s Political Consultants” The Atlantic, 13 March 2013, https://www.theatlantic.com/politics/archive/2013/03/pope-francis-need-some-public-relations-help-heres-advice-from-americas-political-consultants/454737/. Accessed 11 April 2021.

Shaw, Russel. “The Vatican press office and the first law of good public relations.” Catholic World Report, 17 January 2019, https://www.catholicworldreport.com/2019/01/17/the-vatican-press-office-and-the-first-law-of-good-public-relations/. Accessed 11 April 2021.

“The 9 Steps of Strategic Planning.” ROI, https://roico.com/2015/06/04/the-9-steps-of-strategic-planning/. Accessed 12 May 2021.

Tokasz, Jay. “Bankrupt Buffalo Diocese cuts spending on schools as its legal bills rise.” The Buffalo News, 29 March 2021, https://buffalonews.com/news/local/bankrupt-buffalo-diocese-cuts-spending-on-schools-as-its-legal-bills-rise/article_515584fe-8c16-11eb-9d51-5fe750e04f55.html

Tokasz, Jay. “Number of WNY priests accused in Child Victims Act suits grows to 173.” The Buffalo News, 20 September 2020, https://buffalonews.com/news/local/number-of-wny-priests-accused-in-child-victims-act-suits-grows-to-173/article_06e847ba-f9ba-11ea-b9ac-d33aceff1913.html

"WHEN CEOS BECOME THE CRISIS: Companies can take steps to restore their reputation when a CEO's words bring negative publicity, says Christal Johnson, assistant professor of public relations at Syracuse University." Internal Auditor, vol. 75, no. 5, Oct. 2018, p. 12. Gale Academic OneFile, link.gale.com/apps/doc/A560015392/AONE?u=buffalostate&sid=AONE&xid=f06b3a97. Accessed 11 Apr. 2021.

Whitt, Marc C. "Building a proactive crisis communications program: how a solid crisis plan can advance the PR office's reputation and credibility." University Business, vol. 17, no. 11, 2014, p. 22. Gale Academic OneFile, link.gale.com/apps/doc/A388967071/AONE?u=buffalostate&sid=AONE&xid=2ac7ee95. Accessed 11 Apr. 2021.