• Design a crisis communications tree, where anyone who is a part of the message delivery, including partners, can report communications problems/concerns to a focal point, who then ensures the problem/concern is communicated across the core communications team and appropriate action can be taken immediately.

• Develop a written protocol on what to do if there is a need for rapid deployment of information and spokespeople, and make sure it has been communicated to all appropriate staff and that they each understand their role. Regularly revisit this plan with staff (no one will learn a protocol through just one presentation of such).

• Compile a list of reporters, radio talk show hosts, radio DJs, TV personalities, bloggers, Tweeters and leaders of communities of faith (churches, mosques, temples, etc.) who you will contact if you need to respond to rumors immediately (you should already have an established relationship with these folks!).

• Compile a list of people at your organization and partner organizations (including government officials) who can be rapidly mobilized, briefed and made available to talk to the press.

• Remember that everyone is a potential messenger; all staff should be briefed about an emerging communications crisis and know what to say and how to respond in the course of their work, no matter what that work is.

• Saturate your social media channels with messages and encourage all staff to "like" and share the messages on their own channels.

If you have built trust with clients, volunteers and donors, you have an army of people that might  love to be a part of videos, podcasts, blogs and memes celebrating your organization and the great work it does - and this can be far, far more effective in countering a negative narrative than a lawsuit.