BALI, PRINDONESIA.CO – Chrystelina GS, Head of the Information Service and Public Communication of Public Relations Bureau of the Corruption Eradication Commission (KPK), the recipe in front of the participants of the parallel workshop series ahead of the PR INDONESIA Jamboree (JAMPIRO) #5 in Bali on Wednesday (30/10/2019). 

In dealing with cries, KPK’s public relations (PR) refer to four principles. First, maintain the reputation and ensure that the anti-corruption commission is perceived positively according to the institutional principles such as legal certainty, transparency, accountability, public interest, and proportionality. Second, having control over crisis situation and ensuring the correct key messages, delivering accurate key messages, on time and accepted, understood, and believed by the stakeholders. Third, anticipate and minimize disruption towards KPK’s programs and activities. Fourth, maintain stakeholder’s trust.

Even so, Chrystelina said which becomes the concern when a crisis occurred is the internal party. “The threat at KPK usually disrupts organizational processes or governance, if a crisis occurs, internal must know first,” she said.

Whatever happens, KPK employees must continue to eradicate corruption. Some potential crises experienced by KPK in the change of leadership, in 2009, 2015 the leadership of KPK was criminalized when he finished taking office. This has an impact on the KPK organization, especially in the case handling process. Because an investigation warrant must be signed by the leadership.

Next is the revision of the law. Chrystelina likened this condition to renovating a house. There must be coordination with the house owner to find out what they like. However, this did not happen to KPK. This then caused discomfort inside KPK. “Moreover, this year’s revision if the law, we were not invited. Next thing I know, the revision was released,” she said.

Last, institutional attenuation. KPK investigators can indeed be from the police and independent investigators. When there was an issue of institutional attenuation, the organization was confused. The forms of crisis faced by KPK are in the forms of threats, hoaxes/disinformation, a pretrial, and legal proceeding. This condition can have an impact on decreasing public trust.

In order for the crisis not to interfere with internal performance, KPK held a town hall meeting. This meeting aimed to inform what is happening at the institution. They also hold small group meetings, making products from social media which was also intended for internal use as encouragement. Forming a crisis team report, crisis communication email (helpdesk), internal communication products through portals and other internal media.

In dealing with crises, KPK applies 5C. Such as:

Care

The message delivered shows a sense of care and empathy for stakeholders affected by the crisis.

Commitment

The responsibility of delivering the message will immediately act to resolve, find sources and minimize recurring events.

Consistency and coherency

All parties from leaders to staff must give the same statement.

Clarity

The message delivered to the public must be clear, easy to understand, and simple so that the message does not develop into incorrect information.

Community

Developing communities with various parties, one of which has begun well before the crisis.

The strategy was also equipped with the KPK crisis management team. It includes a law firm tasked with analyzing the origin and consequences of a crisis, measuring/analyzing crisis levels (media exposure and interest), spokespersons. Meanwhile, the Public Relations Bureau is in charge of producing products and communication activities, mapping the medium for product output. The deputy head was tasked with analyzing mass media and social media, as well as mapping high profile people, to managing internal communication. "We open the widest possible access to the public because the KPK is publicly owned," he concluded. (mai)