1. Policy Statement
Family Promise of Puget Sound (FPOPS) is committed to ensuring the safety and well-being of its individuals, staff, volunteers, and the broader community it serves, particularly families experiencing homelessness, and to protecting the organization’s ability to fulfill its mission. This policy establishes a framework for proactively preparing for, effectively responding to, and recovering from disruptive events or crises that could threaten the organization, its stakeholders, or its operations. By establishing clear roles, responsibilities, and procedures, FPOPS aims to manage crises in a coordinated, timely, and effective manner, minimizing harm and ensuring the continuity of vital services.
2. Purpose
The purpose of this policy is to:
* Provide a comprehensive and consolidated guide for identifying, assessing, managing, and responding to a wide range of potential crises.
* Establish clear roles, responsibilities, and lines of authority for crisis response within FPOPS.
* Ensure the rapid and coordinated mobilization of resources during a crisis to protect the safety and well-being of all involved.
* Outline essential communication protocols for internal and external stakeholders during a crisis.
* Provide a structured approach for learning from crisis events to enhance future preparedness and response.
* Formalize decision-making processes during urgent and complex situations.
3. Scope
This policy applies to all FPOPS staff (paid and unpaid), volunteers, Board members, and encompasses all organizational activities, programs, facilities, and operations. It covers any event or situation that poses a significant threat or disruption, including but not limited to:
* Immediate threats to the safety of individuals, staff, or volunteers.
* Major facility issues or operational disruptions (e.g., fire, structural damage, utility failures).
* External events impacting operations (e.g., natural disasters, severe weather, widespread health emergencies).
* Incidents involving significant harm to a individual, staff member, or volunteer.
* Reputational crises or significant public relations issues.
* Significant financial or legal emergencies.
* Technological crises (e.g., data breach, system failure).
4. Definitions
* Crisis: A disruptive and unexpected event or situation that threatens to harm the organization, its stakeholders, its mission, or its ability to operate effectively. This may range from an immediate, localized “danger” requiring urgent intervention to a broader, more complex “risk” that needs systematic assessment and management.
* Crisis Management: The process by which an organization deals with a disruptive and unexpected event that threatens to harm the organization, its stakeholders, or the public.
* Crisis Response Team (CRT): A designated group of individuals responsible for coordinating the organization’s response during a crisis.
* Stakeholders: Any individuals or groups with an interest in FPOPS, including individuals, staff, volunteers, donors, Board members, partner organizations, and the community.
5. Guiding Principles
In managing a crisis, FPOPS will be guided by the following principles:
* Safety First: The immediate safety and well-being of individuals, staff, and volunteers is the absolute top priority.
* Preparedness: Proactive planning, training, and preparation are essential to mitigate the impact of potential crises.
* Clear Communication: Timely, accurate, and consistent communication, both internally and externally, is critical. Communication should be clear, simple, and unambiguous, especially in stressful situations.
* Coordination: A coordinated response involving relevant internal personnel, external partners, and authorities is necessary for effectiveness.
* Flexibility and Adaptability: Crisis situations are dynamic and require the ability to adapt plans and procedures as circumstances change.
* Accountability: Clear roles and responsibilities ensure accountability for actions taken or not taken during a crisis. Documentation is crucial to demonstrate fulfillment of responsibilities.
* Support: Providing support to staff and volunteers navigating stressful and uncertain situations is essential. Utilizing skills like active listening and empathy is important.
* Trauma-Informed Response: Recognizing that crises can be re-traumatizing or exacerbate existing trauma, responses will be sensitive to the potential impact on individuals.
* Learning and Improvement: Every crisis provides an opportunity to review the response, identify lessons learned, and improve plans and training for the future. A “no blame” culture for review supports learning.
6. Crisis Identification and Activation
Any individual (staff, volunteer, individual, or community member) who becomes aware of a potential crisis situation should report it immediately to their supervisor or the CEO. Initial reporting may align with existing Grievance or Whistleblower policies for certain types of concerns.
The CEO, in consultation with available members of the Executive Committee or other designated leadership, is responsible for assessing the reported situation and determining if it constitutes a crisis requiring activation of the Crisis Response Team (CRT). The severity and potential impact of the event will guide this decision.
7. Crisis Response Team (CRT)
The standing CRT shall include:
* Chief Executive Officer (CEO)
* Board Chair or a designated Board representative (e.g., Executive Committee member)
* Program Director(s)
* Operations Lead (if applicable)
* Human Resources representative (e.g., CEO or designated staff/Board member from HR Committee)
* Other individuals may be added based on the nature of the crisis (e.g., specific program staff, external experts).
Responsibilities of the CRT:
* Assess the situation and confirm the existence and nature of the crisis.
* Develop a coordinated response strategy and action plan.
* Allocate necessary resources (financial, personnel, material).
* Direct internal and external communication.
* Make timely decisions necessary to manage the crisis.
* Ensure the safety and support of all stakeholders.
* Monitor the situation and adjust the response as needed.
* Determine when the crisis is resolved.
* Initiate the post-crisis review process.
8. Crisis Response Procedures
Upon activation of the CRT, the response will generally follow these phases:
8.1. Assessment
* Gather all available information about the situation.
* Determine the immediate impact and potential scope of the crisis.
* Identify immediate dangers and risks.
* Assess the needs of affected individuals and the organization’s capacity to respond.
* Utilize principles of recognizing and assessing the situation (R.A.D.A.R.).
8.2. Planning
* Define the primary goals of the crisis response.
* Develop a clear action plan with specific tasks, timelines, and assigned responsibilities.
* Consider alternative plans (Plan B) if initial strategies encounter obstacles.
* Identify necessary internal and external resources and support.
* Outline communication strategies and key messages.
8.3. Implementation
* Execute the action plan.
* Maintain ongoing communication and coordination among the CRT, staff, volunteers, and relevant external parties.
* Provide support and clear guidance to staff and volunteers involved in the response, recognizing the potential stress and emotional impact.
* Document all significant actions, decisions, and communications.
8.4. Resolution
* Take steps to stabilize the situation and return to normal or modified operations.
* Ensure the immediate safety threat has passed.
* Communicate the resolution to relevant stakeholders.
9. Communication Protocols
* The CEO or a designated spokesperson will be the primary point of contact for external communication (e.g., media, partners, public) unless delegated otherwise.
* Internal communication with staff and volunteers will be timely and provide necessary information and guidance.
* Communication with individuals will be handled sensitively, providing reassurance and clear information about service continuity or changes.
* All communication should be factual, consistent, and avoid speculation.
* Utilize designated communication channels (e.g., organization-issued phone, email, official announcements).
10. Post-Crisis Review and Learning
* Following the resolution of a crisis, the CRT will conduct a formal review to evaluate the effectiveness of the response.
* Gather feedback from relevant stakeholders (staff, volunteers, potentially individuals where appropriate).
* Identify what worked well and what could be improved.
* Update policies, procedures, training materials, and crisis plans based on lessons learned.
* Conduct debriefing sessions for staff and volunteers involved in the crisis response to process the experience and address any ongoing support needs.
11. Responsibilities
* Board of Directors: Provides oversight of crisis management planning and response; approves this policy; ensures adequate resources are available for preparedness and response. The Board Chair is involved in CRT leadership, especially if the CEO is affected.
* CEO: Overall responsibility for implementing and enforcing this policy; leads the CRT; makes key decisions during a crisis; serves as primary spokesperson or designates one.
* Crisis Response Team (CRT): Responsible for the coordinated management of a crisis as outlined in Section 7.
* Program Directors/Supervisors: Responsible for identifying potential crises within their areas; supporting staff and volunteers during a crisis; implementing response plans at the program level.
* All Staff and Volunteers: Responsible for understanding this policy; reporting potential crises; following established procedures and instructions from leadership during a crisis; prioritizing safety; seeking support if needed.
* HR (or designated personnel): Supports policy development and review; provides guidance on personnel matters during a crisis; facilitates access to support resources for staff/volunteers.
12. Policy Review and Revision
This policy shall be reviewed annually by the CEO and Board of Directors, or more frequently as needed, particularly following a crisis event or significant changes in operations, resources, or legal requirements. Input from staff, volunteers, and other stakeholders may be sought during the review process. Revisions will be communicated to all relevant personnel.