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

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Section five Vicarious Trauma Implications Beyond the anniversary events, attention should be paid to the ongoing needs of program staff. You should anticipate that vicarious trauma will be an ongoing topic in your program to maintain healthy staff and volunteers. Vicarious trauma can become an occupational hazard for professionals in “helping professions” such as therapists and advocates when they: ◗ Experience heavy work loads ◗ Lack experience with trauma victims ◗ Are exposed regularly to listening to clients’ experience of trauma and abuse ◗ Do not have adequate supervision and consultation There are layers of coping strategies at the personal, professional and organizational levels that can be used to minimize the effects of working intimately with victims of abuse and trauma. (Please refer to the suggested reading, Vicarious Trauma and Its Impact on Advocates, Therapists and Friends, in the Appendix for more information.) Victims’ Compensation may be available to cover counseling fees, loss of support, and transportation to sessions resulting from exposure to a critical incident. In the Appendix, a suggested resource on vicarious trauma is available for your review: Guidebook on Vicarious Trauma: Recommended Solutions for Anti-Violence Workers (Jan I. Richardson, Centre for Research on Violence Against Women and Children, London, Ontario, for the Family Violence Prevention Unit, Health Canada). Children Exposed to Trauma Local crisis response teams and KCIT can provide helpful technical assistance in addressing the needs of children exposed to trauma. The children’s advocate in your program can be an important resource – she/he is likely to have a solid relationship with the children in shelter and with those coming in for services; children are likely to trust her/him. Additionally, you should consider creating a relationship with a local practitioner or counseling group that specializes in treatment of children to turn to in times of need. Stabilizing Services The same practices of using a team approach, establishing clear lines of communication and maintaining confidentiality are of importance when stabilizing services in the aftermath of a critical incident and/or in developing a program plan in preparation for such an event. Critical incidents can exacerbate already growing banks of secondary exposure to trauma. It is important for programs, as a matter of practice, to create relationships with local practitioners or counseling groups with experience in serving those affected by vicarious trauma so that you can refer staff to them in times of need. page 26 When Crisis Strikes | Pennsylvania Coalition Against Domestic Violence | 2012
Points to consider • Assessing the immediate safety of other clients, volunteers and staff: ◗ Triaging incoming calls ◗ Procedure if incident occurs during the week but outside of administrative staff hours, or over the weekend ◗ Planning to shut down or reducing services, and if so, time period involved ◗ Decisions regarding any staffing changes. Position(s) responsible for handling questions about time off, alternate work options, working remotely, etc. ◗ If a death occurs on-site and other residents want to relocate ◗ Assisting clients who feel they are vulnerable or face increased danger based on similarities between their situation and that of the individual(s) killed or injured ◗ Making the most of media and public statements ◗ Interruptions to program technology, and position(s) responsible for bringing the program back online ◗ Position(s) responsible for handling building issues, replacement of property, etc. ◗ Position(s) responsible for responding to family/families directly affected Maintain a Team Approach Staff members familiar with personnel (staff, BOD and volunteers) and the circumstances of the incident are usually the best choice to handle a Tier One incident; they are able to assess and reassess the events as they unfold and respond immediately to the situation. Their preparation and response will drive how the incident, and potentially the story in the media (See Section 6), unfolds. In most cases, this will be the role of the executive director or senior management. However, familiarity with the individual(s) injured or killed, or an event that might trigger personal traumatic memories, could also impact the ability of these individuals to respond. Communication Revisited When planning for, or responding specifically to, an interruption in service provision, ancillary communication methods may help provide the needed structure when the physical structure of carrying out services may not be a available. Consider holding additional staff meetings to address questions and dispel rumors. Meeting in smaller groups usually diminishes the likelihood that emotions will get out of control and can avoid ‘group think’ phenomenon that may inhibit individuals from asking the questions that are important to them. Section five In small communities staff, volunteers or BOD members could be asked to make a statement. A plan to address this issue should be determined ahead of time. In these cases, a standardized statement, similar to inquiries about clients receiving your services, should be used: “I can neither confirm nor deny that person is a client” or “I have no information. You should speak to...” When Crisis Strikes | Pennsylvania Coalition Against Domestic Violence | 2012 page 27
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 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 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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