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

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Section five A Team Approach Most crisis response materials advocate for a team approach. It is important to have a team structure in place prior to an incident. Individuals should be familiar with both this toolkit and your program’s Critical Incident Response Plan. Individuals need the authority to carry out what needs to be done. The capacity for a team approach will be based on the resources within each program and the person(s) affected by the incident. Flexibility and composition of the team are critical. Considerations For Developing A Team Approach: ◗ Who is trained in crisis response or critical incident response? ◗ What roles are reasonable for staff and volunteers to fill? ◗ What happens if staff and volunteers were witnesses to the critical incident and/or are directly affected by the crisis situation? ◗ What roles can members of your BOD fill? ◗ Does staff have the means to adjust to the staffing changes (e.g. childcare if different hours/transportation if services moved to a different location)? ◗ Does the diversity of program staff and those leading the critical incident response mirror that of the clients, families and community to whom you are responding? ◗ What community resources might be available (assisted living facility for residents with special needs, other local domestic violence programs to handle hotline, counseling, support groups)? How can you solidify relationships with them? Team Roles Every team needs a leader who will be the primary decision-maker. This is likely to be the executive director or her/his designee. The team leader needs to have crisis response training, the ability to maintain composure and a clear head when interacting with the media and the public and the authority to make decisions. Depending on the size of the program, several “liaisons” may be helpful in responding to the needs of staff, BOD volunteers, clients, their families and the public. Each of the following roles are important and could be assigned to one or more staff: ◗ A staff liaison to serve as the direct line of communication between the team and all staff, BOD and volunteers needing to be informed during the response time following a critical incident. • They can also make sure that logistics, like where to continue providing services if the building is unavailable, are handled and that staff are having their own crisis reactions addressed. ◗ A liaison(s) to work with clients, families and the public/media. ◗ A liaison(s) to work with any designated group that may have specific needs to be addressed or that needs to know what’s happening as it unfolds. Liaisons should be considered the direct source of factual and timely information between the team and others. page 20 When Crisis Strikes | Pennsylvania Coalition Against Domestic Violence | 2012
Include Your Board of Directors Participating in the Critical Incident Response Team may be a good fit for those board members with experience in crisis response and may help you add diversity to the skills and strengths of your BOD membership. Any board member who is part of the Critical Incident Response Team also needs to be trained in crisis response and have an understanding of the impact of trauma and vicarious trauma on direct service staff. Communication Establish a plan to disseminate information to staff, residents, clients, volunteers and BOD members both on and off-site. Phone trees, secure emails and staff meetings are often used for important communications. Clear and direct communication outlining factual information and plans to address the physical and emotional safety of those affected will offer a sense of security from which all can begin to move forward. Ensure that your plan addresses the means for providing updated information to relevant parties – especially if the program is temporarily shut down or providing only limited services. ◗ Some communication may be vulnerable to interception by the media or other parties. It is important for everyone involved to understand that the designated liaison handles all inquires about the incident. This is especially true for calls from the media. ◗ Depending on the size of the program staff, it MAY be possible to designate an additional person to handle the nonmedia calls; however, he/she should have constant communication with the media liaison. Documentation Documenting the statements you make to staff, BOD volunteers, clients, and the media are especially helpful in the aftermath of a critical incident. It is helpful to have more than one staff person review these statements. Even on the best days, we sometimes use language that can be misinterpreted or misleading. In a crisis situation, the human brain is not organized as it is in everyday situations, leaving those affected vulnerable to misinterpretation; sensitivity and clarity can be challenging to find in those moments. ◗ Documenting in-house and media communications is a helpful way to organize what’s happening to make sure things are being done as needed, and to provide a “paper trail.” ◗ A Communication Log (see appendix) can ensure accurate transmission of information and document the process. Some people may not be able to rely on memory for the specifics of what took place or was done. • Memory is sometimes compromised in crisis situations. • Document all communications. • Make documentation a priority in your Critical Incident Response Plan. Section five PCADV can take your media calls and help “control the story” being put out to the public. Work with PCADV to establish a public statement if it becomes necessary to shut down or reduce services. This statement should assure the community that services are still available and will continue though they may be provided at an alternate location. When Crisis Strikes | Pennsylvania Coalition Against Domestic Violence | 2012 page 21
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 22 and 23: Section five E. Take Care of Staff
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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