JEWISH VOCATIONAL SERVICES OF METROWEST NJCRISIS MANAGEMENT AND COMMUNICATIONS PLAN, KARA MARIE TAYLOR

JVS CRISIS STATEMENT

• Our Mission Statement: “Helping Individuals who need help the most”

• Must ensure that we respond as quickly and efficiently as possible

• Goal: MAINTAIN EQUILIBRIUM, positive relationships with our clients

• Ultimately build company’s representation and reputation

MANAGE EVENTS APPROPRIATELY

• We are fortunate to work with clients with various disabilities who we learn from everyday.

• We must view safety as a high priority and execute all plans with this in mind.

• We have the experience to help our clients with various needs, so we must handle all circumstances with professionalism, organization and utmost respect.

• Crisis’s are unexpected and we cannot avoid all of them, however we can work effectively to prevent mishapsthat can lead to bigger crisis.

PREPARE ACKNOWLEDGEMENTS

• Management has the choice to sign a statement to verify that you have read the Crisis Communication Plan Statement.

• It will be signed and dated

• Two rehearsal date will be scheduled per year in order to implement and test plans accordingly.

PURPOSE AND OBJECTIVES

• Keep in mind that many high risk factors can take place because JVS is a human service organization that consists of many emotional, behavioral, physical and mentally disabled clients.

• We must take extra precaution when dealing with our clients, as they rely on us for our service, care, and safe environmental settings.

• During crisis, we need to be honest with the public and media and update them on crisis plan measures.

• Can reduce uncertainties if we provide thorough and honest information.

• Can help cease other future problems.

OBJECTIVES

• WE WILL MAKE EFFORTS TO:

• Initiate CCP within two hours.• Make safety the highest regard.• Express remorse and empathy.• Inform all internal and external stakeholders and all others who can help with crisis.• Inform publics, owners, and management within 2 hours of crisis.• Keep publics updated consistently.• Find the source of crisis immediately.• Be honest at all times.• Develop strategies to eliminate future problems.• Implement and execute necessary changes.

KEY PUBLICS

Emergency Responders:

-Emergency Management Agency-Law Enforcement Agency, NJ State Police

-Fire Services Agency -Paramedics Agency

-Mental Health Crisis Team - Public Health Department

KEY PUBLICS

Employees, Internal and external stakeholders such as:

• Corporate clients• Institutional collaborators & Team partners: Jewish Family Service of

MetroWest, Jewish Service For The Developmentally Disabled of MetroWest

Local news radio: NJ News 12, WFUTNew 68, WNET News 13• Affiliated partners-Kessler Foundation, Rachel Coalition

MEDIA SPOKESPERSON

Spokesperson #1: Kara Taylor, Crisis Communication PR & Management

Spokesperson #2: Samuel Smith, JVS Crisis Communication CFO

PRE-GATHERED INFORMATION• Mental Health Guidelines

-Containment Strategies -Safety Precautions

-Maps and location of company and affiliated sites-Fact Sheets

-All Emergency Contacts-Phone books I

-Internet and social media accounts-Emergency Response Team numbers

-Photos-Client logged Inventories and personnels

-Partnership contacts-Location of offices

-Annual Account Reports-Follow-Up Reports

KEY MESSAGES

“At Jewish Vocational Service of MetroWest New Jersey, our highest concern is the safety of our clients and employees”.

“We are extremely remorseful and apologetic for the unfortunate events that took place and take full responsibility for what happened”.

“We are completely and utterly committed to effectively assess, evaluate and communicate all pertinent facts in regard to this crisis and pledge to execute our Crisis Communication Plans to prevent similar issues from happening again”.

DISSEMINATION

Media Social media Meetings Workshops Events

BE CAREFUL ANSWERING CRISIS RELATED QUESTIONS

Always be prepared in detail! Avoid jargon Do not answer inappropriate questions but follow up with sentences like: “That in not an

appropriate topic for you to address at this time”. ”Do not speak off the record” Remain in control

VULNERABILITY DIAGNOSIS

As noted in the Crisis Communication Plan, a crisis be provoked by minor events that we failed to assess during the escalation stage, or in other circumstances that we cannot control even if we intervene.

For example, The likelihood of physical fights that take place between clients who are disabled can be high as well as the impact if a client experiences a head trauma that he or she cannot recover from or if another client blacks out and has permanent brain damage.

Or, if facility products are damaged due to a spill, flood, fights or even eroded product material that can cause illness, there can be a high impact, affecting clients, staff and all others who attend JVS. Product damage costs money, ill clients face short term or long term health threats.

MULTIPLY!

We will rate any potential crisis on a scale from 1-10 (from likelihood to impact).

Then multiply the likelihood and impact rating for a final crisis vulnerability score.

This crisis will be effective when the reputation of the company is the concern because if we focus on effective strategies and implement them during crisis, our clients and customers will develop trust and confidence with us, leaving a profound impact on our company. The way we represent our clients, customers and stakeholders matters!