‘From every crisis, we learn something new’

Instead of staff members from across the organisation being brought together to respond to an unfolding crisis, there is now a fixed team preparing in various ways before the next crisis occurs. After the chaotic evacuation from Afghanistan in 2021, BZ recognised the increasing need for a streamlined approach to responding to crises where the interests of Dutch nationals and the Dutch state are at stake. This led to the establishment of the BZ Crisis Centre with 8 FTEs.
 

After eight years as a corporate communications spokesperson, Roel was open to a new challenge. The idea that he could make a practical, meaningful impact for people in need drew him to the team. And so a year and a half year ago he took on this specially created role at the DCC. In addition, he is also still part of the Communications Department (COM).

Developing expertise

COM needed a clear strategy when it came to crisis communication. ‘We didn’t have much expertise in this area,’ explains Roel. ‘We basically did what we always do, but faster.’

Roel read up on the topic, took various courses and spoke with experts from other ministries. And he developed a new vision on the basis of what he learned, opting for a direct, open and honest style of communication. ‘Even if we don’t know exactly what’s going on, we can at least say something about the process. Above all, we want to be transparent, because that inspires confidence.’

Within COM, Roel set up a Core Team for Crisis Communication (DKC), with members drawn from all communication disciplines, which specialises in crisis communication. Continuous learning and taking stock of lessons learned in a structured manner play a central role in this vision. ‘We actually begin our evaluation while the crisis is still ongoing. One team member has the specific task of noting any problems we encounter. Immediately following the crisis, we transform the list of problems into lessons learned and action points that we can work on right away. Speed is of the essence in the evaluation process. If you wait, you forget and lose your momentum. The key is to act while everyone remembers why it’s important. Besides, you never know when the next crisis will arise.’

The DKC systematically records all working agreements. These agreements are first set out in writing before the main points are added to the general handbook for crisis communication. ‘New agreements are immediately put into action, because they need to become second nature.’

Sharing lessons learned

Sharing lessons learned is also important. That’s why Roel is part of an interministerial group of professionals in this area. The DKC has also undertaken study visits to counterparts at the Dutch Railways (NS), ProRail, the Port of Rotterdam, the Ministry of Defence and the National Crisis Centre. ‘Visits like this inspire us to really get a sense for crisis communication. I want everyone in the team to feel that together we are getting better at this.’

Roel also established a dedicated focus group as a new way to learn and develop. The group comprises several DCC team members, the director of COM, the head of communications of the National Crisis Centre and a researcher from Leiden University. ‘Two to three times a year we get together to focus on issues we’re currently struggling with. I present various issues and dilemmas for discussion. It’s a good way to see the broader picture and get fresh insights.’

Working visits to counterparts in other countries also help establish a more professional approach. Washington and Brussels are among the places Roel has visited. ‘They’re facing the same dilemmas, so it’s helpful to share our experiences in this regard. For me it’s reassuring to know that other countries are facing similar issues, although unfortunately not all countries are equally willing to share information.’

Establishing good habits

Within his team Roel has a lot of support, authority and freedom to give shape and substance to the new vision. ‘There have been a lot of opportunities to hone our skills, for example by inviting external speakers. We’ve also invested a lot in team-building. In a crisis team it’s especially important that we can laugh with each other. That helps us manage the stress and emotions.’

What are the main challenges? According to Roel, some colleagues have difficulty concentrating on crisis communication because their everyday work requires all their attention. ‘Sometimes it helps if their director gives them the necessary encouragement. Preparing for a new crisis is usually not urgent, but it is important.’

It’s also important to make sure the new agreements are properly internalised. ‘Identifying lessons learned is one thing, but it requires a lot of energy to change established ways of working. That’s why we set aside time as a matter of course to evaluate the lessons learned as quickly and as easily as possible. This action-oriented approach is incredibly helpful.’