Toolkit with Report Form - Pennsylvania Coalition Against Domestic ...

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Section five E. Take Care of Staff 1. Monitor Staff For Any Ongoing Crisis Reactions That May Be Leading Into Long-Term Crisis Reactions And/ Or Vicarious Trauma. ◗ KCIT or your local crisis response team may be able to make additional referrals for the long-term and provide crisis intervention services in the short-term ◗ Liberal leave policy could/should be instituted ◗ Understand vicarious trauma and its implications for staff ◗ Communicate and implement coping strategies for staff 2. Effects on Current Clients ◗ Gauge client reactions to crisis ◗ Provide supportive mechanisms ◗ Refocus or redirect client to their situation, goals, and safety plan 3. Have Resources Ready To Address Possible Reactions Of Family Members Of The Victim(S) F. How Crisis Intervention Helps 1. Returning To Business As Usual: Structure And Familiar Patterns Usually Help People Organize And Problem Solve, Thereby Rendering Them Better Equipped To Cope With Stressful Situations. G. Confidentiality Provisions 1. Your Agency’s Confidentiality Policy 2. Maintaining Confidentiality In Section 4: Support From Pcadv Legal Department H. Organizational/ Community Resources For obtaining technical assistance, talking points, or direct crisis intervention service to staff/residents/community 1. Keystone Crisis Intervention Team (KCIT) ◗ During business hours: ◗ 2. PCADV ◗ 800-932-4632 ◗ Ask to speak to the Director of Communications or a member of the Crisis Response Technical Assistance Team 3. Your Community’s Local Crisis Response Team 2. Honoring Victims/ Community Anniversaries page 18 When Crisis Strikes | Pennsylvania Coalition Against Domestic Violence | 2012
Considerations & resources The information below includes explanations, considerations and resources for responding to a critical incident and provides greater detail about the critical elements to consider in the development of your plan. Section five Purpose Having a Critical Incident Response Plan in place will assist your program when a Tier One critical incident occurs and it is essential to act quickly to: ◗ Stabilize services ◗ Support staff, volunteers, clients and others directly affected The pace and manner of your initial response will set the tone for recovery and potentially reduce stress levels and opportunities for mistakes. Assuring the continuity of services is an early and essential part of this process. Tools like the Continuity of Operations Charts ( © HollyHartConsulting.com 2010), located in the Appendix, are available to provide guidance to programs updating their existing plans or exploring the development of a Critical Incident Response Plan. It is a very comprehensive document. You do not have to address all of the elements listed. It is meant to stimulate some thought and discussion at your program. A Critical Incident Response Plan is similar to a safety plan in that it is a “living” document that needs consistent, regular review to update contact information, improve response plans (especially if there are lessons learned), and refresh staff and volunteers’ recollection about how to respond when a critical incident occurs. When is it a crisis? A crisis is a critical incident or traumatic event that pushes individuals and, sometimes, communities beyond their capacity to function on a day-to-day basis. For purposes of reporting critical incidents to PCADV, the following additional definitions apply: ◗ Tier One Incidents – Major incidents, such as domestic violence fatalities, near fatalities, or natural deaths of shelter residents. ◗ Tier Two Incidents – Other incidents, such as fires, floods, bed bugs, or no heat in shelter that disrupt your program’s continuity of services and may attract unwanted media attention. issues to consider There are several specific issues to consider when developing a Critical Incident Response Plan and/or responding to a critical incident. A team approach and direct lines of communication with clear documentation are recommended to provide structure during a situation that can become chaotic. Confidentiality also requires dedicated and serious consideration in such situations. When Crisis Strikes | Pennsylvania Coalition Against Domestic Violence | 2012 page 19
Page 1 and 2: When Crisis Strikes: A Toolkit for
Page 3: TABLE OF CONTENTS 1. When Crisis St
Page 6 and 7: Section ONE PCADV technical Assista
Page 8 and 9: Section two Involve other systems i
Page 10 and 11: COMMUNICATIONS Do: Don’t: Do: Don
Page 12 and 13: Responding to Subpoena for Program
Page 14 and 15: Section four PROTECTING CONFIDENTIA
Page 16 and 17: Section four RESPONDING TO A subpoe
Page 18 and 19: Section four ◗ Staff should never
Page 20 and 21: Section five 4. Trauma ◗ A unique
Page 24 and 25: Section five A Team Approach Most c
Page 26 and 27: Section five Communication with Fam
Page 28 and 29: Section five Take Care of Staff Fee
Page 30 and 31: Section five Vicarious Trauma Impli
Page 32 and 33: Section five Bringing in Other Indi
Page 34 and 35: Section five Physical Injury Severe
Page 36 and 37: Section five In securing personal i
Page 38 and 39: Section five Children and Death Whe
Page 40 and 41: Section five Appendix Resources Res
Page 42 and 43: Section six Managing Communications
Page 44 and 45: Section Six A Reference Guide to th
Page 46 and 47: Section Six Preparing Victims and S
Page 48 and 49: Section Six DISPELLING MYTHS Myth:
Page 50 and 51: Section Six Myth: Women Lie About B
Page 52 and 53: Section Six Myth: There’s Nothing
Page 54 and 55: Section seven Individual and Commun
Page 56 and 57: Section seven Honoring Victims Prof
Page 58 and 59: Section seven Community Awareness E
Page 60 and 61: Section seven Randi’s Race This a
Page 62 and 63: Section 1: General Information Prog

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