2. 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
3. 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 mishaps
that can lead to bigger crisis.
4. PREPARE ACKNOWLEDGEMENTS
• Management has the choice to sign a statement to verify that you have read the Crisis Communication Plan State
• It will be signed and dated
• Two rehearsal date will be scheduled per year in order to implement and test plans accordingly.
5. PURPOSE AND OBJECTIVES
• Keep in mind that many high risk factors can take place because JVS is a human service organization that consist
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.
6. 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.
7. 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
8. 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
9. MEDIA SPOKESPERSON
Spokesperson #1: Kara Taylor, Crisis Communication PR & Management
Spokesperson #2: Samuel Smith, JVS Crisis Communication CFO
10. 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
11. 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”.
13. 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
14. 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.
15. 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!
