1. Policy Statement & Purpose
Family Promise of Puget Sound (FPOPS) is unwavering in its commitment to ensuring the safety, well-being, and stability of all individuals within its programs and facilities, particularly families experiencing homelessness who are at the heart of our mission. This Crisis/Emergency Response Plan serves as a foundational document to guide FPOPS in effectively preparing for, responding to, and recovering from crisis and emergency situations. Its purpose is to protect lives, minimize harm, maintain essential operations, and uphold FPOPS’s integrity and ability to serve its community during times of significant disruption or threat.
2. Scope
This policy covers all actual or potential crisis and emergency situations that may impact FPOPS’s operations, facilities, personnel (staff, volunteers, Board members), and clients. This includes, but is not limited to, natural disasters, public health emergencies, incidents involving violence or threats, significant programmatic disruptions, major IT/data security breaches, and any event posing a substantial risk to safety, security, or the organization’s mission fulfillment.
3. Definitions
* Crisis: A critical event or period of intense difficulty, danger, or extreme stress that significantly disrupts FPOPS’s normal operations, poses a threat to the safety of individuals, impacts organizational reputation, or requires immediate, decisive action beyond routine procedures.
* Danger: An immediate, clear, and present threat of harm, injury, or severe negative consequence.
* Risk: The potential for harm or negative consequences to occur, which may not be immediate but requires assessment and mitigation strategies.
* Crisis Response Team (CRT): A designated group of FPOPS leadership and key personnel responsible for the overall management, coordination, and decision-making during a crisis or emergency.
4. Guiding Principles
* Preparedness: FPOPS commits to proactive planning, regular training, and maintaining necessary resources to effectively anticipate and respond to potential crises.
* Communication: All crisis responses will prioritize clear, timely, and accurate communication, both internally and externally, ensuring transparency and consistency.
* Coordination: Crisis response efforts will be highly coordinated, fostering teamwork and integrated action among all involved parties to ensure a unified and effective response.
* Flexibility: The plan recognizes that every crisis is unique. Responses will be flexible and adaptable, allowing for adjustments based on the evolving nature of the situation.
* Accountability: Clear roles and responsibilities are defined for all personnel involved in crisis response, ensuring accountability for actions taken.
* Support: FPOPS is committed to providing emotional and practical support for all individuals affected by a crisis, including clients, staff, and volunteers. This is rooted in Mandt principles of listening, engaging, and protecting individuals through difficult times.
* Trauma-Informed Response: All crisis interventions will be guided by trauma-informed practice, prioritizing the physical, psychological, and emotional safety of all individuals. This means recognizing that individuals experiencing homelessness often have histories of trauma, striving to minimize re-traumatization during crisis events, and understanding behavior as communication, even in high-stress situations.
* Learning: Following any crisis, FPOPS will conduct a thorough review to identify lessons learned, improve future responses, and update procedures, fostering continuous organizational improvement.
5. Crisis Identification and Activation
Potential crises may be identified through direct observation, incident reports, client or staff grievances, whistleblowing disclosures, or external notifications.
1. Initial Reporting: Any staff member, volunteer, or client who identifies a potential crisis or emergency is expected to immediately report it to their direct supervisor or the highest-ranking staff member available. Concerns that could escalate into crises, such as unresolved grievances or whistleblowing disclosures, should follow established reporting protocols.
2. Initial Assessment: The supervisor or staff member receiving the report will conduct an immediate preliminary assessment to determine the nature and severity of the situation, identifying if there is an immediate danger or a significant risk requiring urgent action.
3. Activation Trigger: If the preliminary assessment indicates a situation that meets the definition of a “Crisis” or “Danger,” the Crisis Response Team (CRT) will be immediately activated. The FPOPS CEO or designated Program Director holds the authority to activate the CRT.
6. Crisis Response Team (CRT)
The Crisis Response Team (CRT) is responsible for leading FPOPS’s response to all significant crisis and emergency situations.
* Typical Composition: The CRT typically comprises the FPOPS CEO, Program Director(s), Case Manager(s), and other key designated staff or Board members as needed based on the nature of the crisis.
* Responsibilities:
* Overall management and coordination of the crisis response.
* Decision-making regarding immediate actions, resource allocation, and communication strategies.
* Ensuring the safety and well-being of all clients, staff, and volunteers.
* Liaising with external authorities and stakeholders.
* Authorizing emergency expenditures if necessary.
* Overseeing post-crisis review and recovery efforts.
7. Crisis Response Procedures (Phases)
The CRT will manage the crisis through the following phases:
7.1. Assessment
This phase focuses on rapid information gathering and understanding the full scope of the crisis.
* Information Gathering: Collect all available information about the situation, its cause, and its potential impact.
* Danger vs. Risk: Clearly distinguish between immediate threats (danger) that require urgent protective action and potential issues (risk) that require careful planning and mitigation.
* Needs and Capacity Assessment: Identify the immediate needs of affected individuals and FPOPS’s internal capacity and resources to respond.
* Application of R.A.D.A.R.:
* Recognize: Identify signs of a developing or active crisis.
* Assess: Systematically assess the situation. This involves assessing the person (their unmet needs, past history of behavior, current emotional state, and any communication barriers they may have), the environment (any immediate dangers, potential weapons, and maintaining appropriate distance), and contextual factors specific to the situation.
* Decide: Determine the most appropriate initial course of action.
* Act: Implement the decided action.
* Review: Continuously evaluate the effectiveness of the action and adjust as needed.
* Crisis Cycle Stages: Understand and identify the current stage of the Crisis Cycle (e.g., Stimulus/Trigger, Escalation) to inform appropriate intervention strategies.
7.2. Planning
Based on the assessment, the CRT will develop a comprehensive response plan.
* Goal Setting: Establish clear, achievable goals for immediate crisis resolution and stabilization.
* Action Plans: Develop detailed action plans outlining specific steps, responsible parties, and timelines. Include a Plan B for contingencies.
* Resource Identification: Identify and allocate necessary internal resources (personnel, supplies, equipment) and external resources (emergency services, community partners). This aligns with the Resource Management policy.
* Communication Strategy: Outline who needs to be communicated with (internally and externally), what information will be shared, by whom, and through what channels.
7.3. Implementation
This phase involves the execution of the planned response.
* Execute the Plan: Implement the defined actions promptly and efficiently.
* Maintain Communication and Coordination: Ensure continuous communication within the CRT and with all responding personnel. Maintain clear coordination to avoid duplication or conflicting efforts.
* Staff/Volunteer Support: Provide immediate support to staff and volunteers engaged in crisis response, recognizing the stressful nature of their roles.
* Communication/Interaction Skills: Utilize active listening, awareness of nonverbal cues, and de-escalation techniques when interacting with individuals in distress. Focus on affirming feelings and choosing appropriate behaviors. Avoid power struggles or commanding language like “calm down.”
* Appropriate Physical Interaction: Physical interaction should only be used when there is a clear and present danger to self or others. The principle of using the ‘least amount of interaction necessary for safety’ will always guide any physical intervention. Mandt physical skills principles emphasize appropriate stance, balance, minimal force, and avoiding pain when physical intervention is required.
* Documentation: Maintain meticulous documentation of all actions taken, decisions made, communications, and observations throughout the implementation phase.
7.4. Resolution
This phase focuses on stabilizing the situation and returning to normal operations.
* Stabilization: Implement steps to stabilize the immediate environment and address any lingering immediate threats.
* Transition: Develop a clear plan for transitioning back to routine operations, ensuring continued support for clients and personnel.
8. Communication Protocols
Effective communication is paramount during a crisis.
* Internal Communication:
* All staff and volunteers will be kept informed of critical updates through designated channels (e.g., internal alerts, team meetings, secure messaging).
* Clear chain of command for reporting and information dissemination will be followed.
* External Communication:
* All external communications (e.g., media, public, partner agencies, clients’ families not on-site) will be coordinated and issued only by the CEO or a designated spokesperson.
* Messages will be clear, accurate, consistent, and empathetic.
* No unauthorized personnel should speak on behalf of FPOPS to external parties during a crisis.
9. Post-Crisis Review and Learning
Following the immediate resolution of a crisis, FPOPS will engage in a systematic review process.
* Evaluation: The CRT will conduct a thorough evaluation of the response, assessing what went well, what could be improved, and identifying any unmet needs.
* Feedback Gathering: Gather feedback from all involved parties, including staff, volunteers, and where appropriate, clients.
* Lessons Learned: Identify key lessons learned from the incident, focusing on organizational vulnerabilities and strengths.
* Procedure Updates: Based on lessons learned, this Crisis/Emergency Response Plan and related procedures will be updated to enhance future responses.
* Debriefing and Support: Comprehensive debriefing sessions will be held for all staff and volunteers involved in the crisis response. This provides an opportunity for emotional processing, peer support, and professional learning.
10. Responsibilities
* Board of Directors: Provides strategic oversight, ensures adequate resources for crisis preparedness, and supports the CEO during significant crises.
* CEO: Overall leadership during a crisis, final decision-making authority, primary external liaison, and ultimate accountability for crisis response and recovery.
* CRT Members: As defined in Section 6, responsible for active participation in all phases of crisis management, decision implementation, and specific delegated tasks.
* Program Directors/Supervisors: Serve as initial points of contact for crisis identification, manage immediate on-ground response, ensure staff/volunteer adherence to procedures, and provide direct support to their teams.
* All Staff and Volunteers: Responsible for understanding this plan, immediately reporting potential crises, adhering to all safety protocols and instructions during a crisis, and cooperating fully with the CRT and emergency services.
11. Supporting Staff and Volunteers
FPOPS recognizes the immense stress and potential for vicarious trauma associated with crisis response. We are committed to supporting our staff and volunteers.
* Professional Support and Supervision: Supervisors and Program Directors will provide consistent professional support and supervision, offering a space to discuss the emotional and ethical challenges encountered during crises, as outlined in the Professional Support, Supervision, and Development Policy.
* Trauma Stewardship: FPOPS encourages staff and volunteers to engage in practices that support their well-being and mitigate the effects of secondary trauma, recognizing the emotional toll of this work.
* Debriefing: Formal and informal debriefing sessions will be conducted after significant incidents or crises, fostering a culture of teamwork and mutual support in processing challenging experiences.
* Consultation Resources: Staff and volunteers have access to various consultation resources, including their supervisors, Program Directors, the CEO, trusted peers, and external experts when needed to navigate complex situations or ethical dilemmas.
* Well-being Focus: FPOPS prioritizes staff and volunteer well-being and safety, encouraging individuals to affirm their feelings and choose behaviors that promote resilience and self-care.