2. Statement from Jewish Vocational Services of MetroWest to Employees:
There are many potential risk factors surrounding organizations that deliver a wide array of
personalized services to clients with emotional, behavioral, physical, and psychiatric disabilities.
Since JVS’s highest priority is to “help individuals who need help the most”, it is essential that
we ensure that we respond quickly and manage care when unexpected and precipitating events
occur. In the event of a situational crisis or event that threatens the physical, mental, social or
psychological wellbeing, we need to be prepared and respond quickly to prevent crisis and to
utilize our resources, support systems and coping mechanisms to maintain equilibrium within the
organization. If the potential crisis is still in its escalation stage, it is vital that we manage these
events appropriately, since clients react and respond differently due to various disabilities. As
managers, we need to stay calm and handle circumstances with utmost professionalism and
organization, and keep in mind that our clients may experience intense stress, high anxiety,
frustration, acute agitation, “lashing out” and other behavioral conditions. If apparent enough,
this can lead to serious harm to oneself or others.
We are faced with potential crisis every day and have collectively worked with our emergency
departments, urgent care facilities, and emergency call and health centers to deliver quick, timely
and quality service to our clients. If crisis’s or disasters occur and gain the attention of news
outlets, the media and the public, we must communicate effectively and efficiently to protect our
organizations representation and reputation. If we are unable to execute effective plans or
response techniques, we can lose the trust of our clients, potential clients and even the
organization itself so we must engage and respond with smooth, quick, professional and quality
service to our clients. We must assume that if all fails and the crisis is not resolved, our clients
may succumb to disorientation, disorganization, confusion, heightened anxiety, depression, or at
worst, violence against themselves or others. We should assess all needs to our patients
regardless of behavioral, psychological, or emotional disability and communicate all guidelines,
protocols, and treatment following ethical standards.
Potential crisis at Jewish Vocational Services include illness (epidemic), bomb threat, hazardous
threats such as electronics surrounding liquids, which can be life threatening if client (s) are
electrocuted, slippery or wet floors which can cause falls and other body traumas, shooter on site,
infrastructure failures, power outages, leading to severe heat or cold, inadequate supervision, (if
clients are not examined properly, this can lead to many problems such as physical fights, severe
harm or death), intensive behavioral or physical reactions caused by environmental or social
settings, untreated diagnosis that contribute to unprecedented physical or mental responses that
can affect other clients, suicidal or awkward gestures or body language, improper use of
containment (if handled the wrong way, this can result in unintended harm or injury to clients),
drug toxicity, ignored emotional or psychological problems that can lead to severe outcomes
such as inpatient hospitalization, failure to accurately inventory client information or resources
during examination or counseling, health care misdiagnoses, displacement of client (clients who
are lower functioning placed in higher functioning groups can threaten client and groups safety,
failure to log or inventory client medication, logging false information to the wrong client or
logging incorrect information to the wrong client (contributing to even more mental health
3. problems and prolonged treatment and therapy), health care misdiagnosis which could lead to
inpatient hospitalization, causing other clients to become overwhelmed by event and finally, all
other natural, technological, or human caused mishaps that should be followed by urgent
responses.
With any potential crisis, it is important to acknowledge if similar events have happened
previously or if there have been warning signs that we have failed to acknowledge so we can
implement better strategies when developing the crisis plan. In speaking to the public or media,
we must be as honest as possible. If we have been incoherent and incompetent in our responses,
we can lose trust, integrity and confidence from our clients. Our PR or Crisis Manager will
announce problematic events that we have previously experienced at JVS. Though many of you
most likely are not aware of the warning signs that trigger crisis events because we had no prior
severe crisis take place thus far, we need to not overlook or disregard the minor problems that
can result in a crisis and continue to take necessary precaution.
Sample Acknowledgment
By signing this statement, I verify that I have read this plan and prepared to put it into effect.
President and CEO
(Signature and date)
Vice President and CFO
(Signature and date)
Vice President
(Signature and date)
Office Manager
(Signature and date)
Sample RehearsalDates Schedule
Rehearsal Dates August 25, 2016
October 11, 2016
4. Purpose:
In the event of many high-risk factors that can take place in a human service organization where
clients who have physical and psychiatric disabilities seek the utmost care and help in obtaining
independence and rehabilitation, job placement, education training and other specialized
services, we must take precaution and measured approaches to significantly adhere to safety
guidelines by all means, which would ultimately allow clients to feel safe and help resolve and
redeem crisis as quickly and knowledgably as possible. Being honest with the public and media
and updating them on crisis plan measures can reduce uncertainties and will ultimately help
cease any future problems or crisis events.
Objectives:
We will make every effort to:
1. Initiate JVS Crisis Communication Plan within 2 hours.
2. Make safety the highest priority.
3. Express care, concern and sympathy towards victims and their families and given
information about corrective actions and counseling if needed.
4. Inform all internal and external stakeholders, health care facilities and services that can
help with the crisis.
5. Inform all owners and managers within 2 hours of any crisis or outbreak.
6. Inform publics regularly, providing thorough, honest and updated information.
7. Maintain professionalism while communicating with the media and the public about all
situational crisis’s.
8. Find the source of the problem as soon as possible.
9. Distribute honest information about crisis and communication plans to all media and
publics.
10. Develop ways to alleviate future problems.
11. Implement necessary changes and resume business as usual as soon as possible.
Key Publics:
Emergency Responders: Phone:
Emergency Management Agency 911
Law Enforcement Agency, NJ State Police 911
Fire Services Agency-468 Main Street, Orange Nj 07018 973-266-5509
Paramedics Agency- 472 Halsted, Orange, NJ 07018 973-673-6911
Mental Health Crisis Teams-60 Evergreen Pl, #402 973-676-1325
Public Health Department-204 Grove Avenue,
Cedar Grove, NJ 07009 973-571-2800
5. Key Staff, Employees:
111 Prospect Street, Orange NJ 07017 Phone:
Andy Bonet, Chief Executive Officer/Executive Director 973-986-7523
Michael Andreas , Chief Operating Officer/Chief Financial Officer 973-874-0834
Hetal Patel, Manager of Rehabilitation Services 973-974-0756
Lisa Simmons, Manager of Rehabilitation Services 973-794-8031
Dr. Meryl Kanner, Supervisor, Career Counseling and Placement 973-751-0094
Lynn Sternstein, Manager Education and Training 973-684-0912
Inna Kramers, Coordinator of Older Émigré Services 973-761-9461
Kari Mager, Director of Business Development 973-694-9872
Deborah Mitchell, Custom Production Services 973-876-7424
Frances Ramirez, Director of At Home Services 973-703-7818
Corporate Clients:
Jane Kurek, Executive Director, The Provident Bank Foundation- In support of job
readiness and computer training programs, The Provident Bank Foundation financially
contributes to JVS to improve employee training and productivity so clients are able to
enhance and upgrade their skills upon entry in the workforce.
Address: 250 Madison Avenue, Morristown, NJ 07960
Email: Foundation@ProvidentBank.com
Governor Christie, NJ Department of Labor and Workforce Development- Covers costs
for employment training, contributes to the success of New Jersey’s workforce by
helping people utilize their skills while gaining high quality service through this work
service organization.
Address: Office of the Governor, PO Box 001, Trenton, NJ 08625
Email: http://www.state.nj.us/cgi-bin/governor/govmail/govmail_1c_new.pl
William Wedemeyer, Corporate Training Programs-(Career Discovery Programs)-
Offered in the state of New Jersey and offers outreach programs to improve JVS by
providing customized training programs and businesses with the expertise to develop and
assist clients in workplace training.
6. Address: 111 Prospect Street, Orange NJ 07017
Email: bill.wedemeyer@sfgov.org
Institutional Collaborators, Teaming Partners: Phone:
Jewish Family Service of MetroWest-256 Columbia Turnpike
Suites 104-105, Florham Park, NJ 07932 973-765-7050
Rachel Coalition, Division of Family Service of MetroWest NJ
256 Columbia Turnpike, Suite 105, Florham Park, NJ 07932 973-740-1233
Jewish Service For The Developmentally Disabled of MetroWest
NJ-270 Pleasant Valley Way, West Orange, NJ 07052 973-325-1494
Contact preferred via email: Ipress@jsddmetrowest.org
Kessler Foundation-300 Executive Drive, Suite 70
West Orange, NJ 07052 973-324-8362
Montclair State University Hillel-1 Normal Avenue, Montclair NJ 07043 973-929-3000
Rutgers Hillel-93 College Avenue, New Brunswick NJ 08901 732-545-2407
Jewish Community Foundation of Greater MetroWest NJ-
901 Route 10, P.O Box 929, Whippany NJ 07981 973-929-3000
Jewish Educational Center-330 Elmora Avenue, Elizabeth NJ 07208 973-355-4850
Local Television News Personnel:
Station/Channel: Address: News Director: Phone:
NJ News 12 450 Raritan Pkway, David Kirschner 732-346-3270
Edison, NJ 08837
WNET, News 13 825 Eighth Avenue, Michael Stolm 212-560-2000
NY, NY 10019
WFUT-DT, News 68 390 W Market St, Eric Booker 973-643-6800
Newark, NJ 07107
Local Radio Personnel:
Station/Channel: Address: News Director: Phone:
Sirius XM Radio 165 Halsey St, Sam Hook 973-824-3659
Newark, NJ 07102
CBS Radio 118 Stockton St, Kelly Walker 973-817-5627
Newark, NJ 07105
WSOU 400 South Orange James Pine 973-761-9592
Avenue, NJ 07079
7. Crisis Inventory:
Crisis Directory:
Media Spokesperson:
The spokesperson must communicate clearly to all publics. He or she should be able to
articulate words concisely and in a pleasant manner.
The spokesperson must establish strong eye contact, present information competently,
professionally and concisely.
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Injury Fire Violence Illness
JVS Crisis Inventory
Probability Potential Damage
Sally L.
Phone:
Micah J.
Phone:
Larry S.
Phone:
Ursel T.
Phone:
Paula W.
Phone:
Tara H.
Phone:
James H.
Phone:
Natalie
W.
Phone:
Maegan
H. Phone:
Kelly A.
Phone:
Michael
T. Phone:
Tamara
Y. Phone:
Loraine
S. Phone:
Marie L.
Phone:
Egypt W.
Phone:
Ashley J.
Phone:
Kylie O.
Phone:
Lorena K.
Phone:
Earl L.
Phone:
Amanda
U. Phone:
Tia P.
Phone:
Laura T.
Phone:
Sara S.
Phone:
Patrick U.
Phone:
Paul C.
Phone:
Dana W.
Phone:
Bri U.
Phone:
Thomas
H.
Phone:
Kayla P.
Phone:
Kristina
K. Phone:
Pete U.
Phone:
Joy B.
Phone:
Asia W.
Phone:
Keanu H.
Phone:
Diane J.
Phone:
Miguel Y.
Phone:
Tuck J.
Phone:
Cara A.
Phone:
Kelsey T.
Phone:
Dave W.
Phone:
Radha T.
Phone:
Bryan N.
Phone:
Michaela
W. Phone:
Reggie O.
Phone:
Brielle U.
Phone:
Taylor
K.
Phone:
Lauren P.
Phone:
Kaley S.
Phone:
Eric G.
Phone:
KirstenH.
Phone:
TJ W.
Phone:
Jimmy T.
Phone:
Nia W.
Phone:
Samantha
H. Phone:
8. The spokesperson must avoid distracting behaviors such as fidgeting, pacing, and other
inappropriate nonverbal behaviors.
The spokesperson must remain cool, calm, collective and confident.
The spokesperson must appear empathetic during a crisis.
The spokesperson must avoid jargon, technical or professional terms.
The spokesperson must convey key messages to all publics.
The spokesperson must avoid going off the record.
Emergency Personnel:
Primary & Backup: Office Phone: Email:
Kara Taylor 862-260-1264 Karamel925@gmail.com
Samuel Smith 973-901-7323 SamuelS@JVS.com
NewJersey State Police Mental Health Association ofEssex County
250 Minnisink Rd, Totowa, NJ 07512 60 Evergreen Pl # 402, East Orange, NJ 07018
911 Communications: 973-676-1325
Media Relations: 973-785-9412 Fax: 1327
Fax: 9413
Orange Fire Department Public Health Department
419 Central Ave,City of Orange, NJ 07050 204 Grove Avenue, Cedar Grove NJ 07009
911 Management: 973-571-2800
Dept Info: 973-266-4229 Fax: 2801
Fax: 4228
Paramedics Center ofOrange Behavioral Department ofHealth
472 Halsted St, Orange,NJ 07018 224 Sussex Ave, Newark NJ 07103
PR: 973-420-4850 PR: 973-242-6599
Fax: 4920 Fax: 6755
9. Crisis Control Equipment and Supplies:
Pre-Gathered Information:
-Computers -Beverages -CopyingMachine -Gloves
-Chairs -Pens -Maps -Face mask
-Desks -Pencils -Flashlights -Crutches
-Telephones -PsychiatricBeds -Extracable cords -Refrigerator
for meds
-Televisions -Fire Distinguisher -Extralightbulbs
-Cell Phones -CamerasandFilm -Typewriter
-BulletinBoards -Police Radio -Extrafans forheat
-PoweredRadioandTV -Mop,CleaningProducts -Smartphone chargers
-ClientDirectories -CopyingMachine -Computerprinters
-MediaDirectories -A Chalkboard -Wheelchair
-Police Radio -Brail TextTranslatorfor the blind
-EmergencyKits -SignLanguage Interpreterforthe deaf orhard of hearing
-FirstAidKits -ContainmentResourcesduringapsychiatriccrisis
-PressKits -Spare keysincase someone needstolockorunlockdoors during
crisis
-CrisisPlans
-Food
-Mental Health Guidelines
-Containment Strategies
-Safety Precautions
-Maps and location of company and affiliated sites
-Fact Sheets
-All Emergency Contacts
-Phone books
-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
10. 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”.
Approaches to Dissemination:
In order to properly implement a crisis communication plan and achieve the objectives
aforementioned, key messages will be disseminated through different communicative events to
reach different target audiences. The messages will be distributed to internal and external
stakeholders and affiliated partners and can take the following forms:
o A general report
o Local, national or regional meeting, workshops, events or presentations
Dissemination through the media:
o If only limited target audiences are reached, social media, news outlets,
internet and other media platforms can reach a larger population and will
gain widespread attention due to this specific method of profiling-reaching
all publics.
o Social media platforms can be used to address all crisis concerns, prior to
and following dissemination of key message points.
o Clients and employees can discuss their success stories and how the
organization was still able to redeem itself after a crisis and continue to
provide utmost care and quality service to their clients. These can also be
published on social media accounts.
Dissemination through meetings and workshops:
o To ensure that key messages reach other stakeholders, meetings and local
workshops can be arranged with other local, national or regional
collaborators. The Crisis Communication Manager will be responsible for
creating all key messages that will reach target audiences and intended
stakeholders, being proactive in meetings and communicating effectively
to all attendees.
11. Potential Trick Questions:
Question:
“If you used the same containment strategies during a psychiatric or situational crisis to a
different client with a mental, behavioral or physically disability, would the same problem
happen again?”
Answer:
-“That is not an appropriate topic for you to address at this time.”
-“You are referring to a hypothetical situation and we are working extremely hard to prevent a
crisis like this to happen again.”
Question:
“Would you rather sacrifice one person facing harm due to improper use of containment or more
people if employees continue to restrain clients improperly?”
Answer:
“Who would rather one person facing harm? We did not want any of these circumstances to take
place but we are committed to exploring new containment strategies that proves will not severely
harm anyone”.
Vulnerability Of Crisis at JVS:
Likelihood of physical fights between disabled clients on JVS ground -6
Impact of physical fights between disabled clients on JVS ground-9
Crisis Score: 54%
Likelihood of product harm due to workplace violence-4
Impact of product harm due to workplace violence-7
Crisis Score: 28%
Likelihood of failed supervision causing disabled clients to miss medication, meals, counseling
appointments, and therapy-4
Impact of failed supervision causing disabled clients to miss medication, meals, counseling
appointments and therapy-10
Crises Score: 40%
12. References:
The Crisis Communication Plan Layout-Professor Schwab
http://www.nj.gov/humanservices/dmhas/home/hotlines/MH_Dir_COMPLETE.pdf
https://www.jfedgmw.org/community-directory/jewish-service-for-the-developmentally-
disabled-of-metrowest
https://www.jfedgmw.org/
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4237187/
http://www.nursingceu.com/courses/468/index_nceu.html
