Crisis Response and Information Services (CRI) 2: Personnel
Program personnel have the competency and support needed to provide services and meet the needs of persons served.
Competency can be demonstrated through education, training, or experience. Support can be provided through supervision or other learning activities to improve understanding or skill development in specific areas.
Currently viewing: CRISIS RESPONSE AND INFORMATION SERVICES (CRI)
Crisis Response and Information Services operate as part of the community's crisis response system to provide immediate, dependable responses and reliable information to promote safety and stability for the individual in crisis.
All elements or requirements outlined in the standard are evident in practice, as indicated by full implementation of the practices outlined in the Practice Standards.
Practices are basically sound but there is room for improvement, as noted in the ratings for the Practice Standards; e.g.,
With some exceptions, staff (direct service providers, supervisors, and program managers) possess the required qualifications, including education, experience, training, skills, temperament, etc., but the integrity of the service is not compromised; or
Supervisors provide additional support and oversight, as needed, to the few staff without the listed qualifications; or
Most staff who do not meet educational requirements are seeking to obtain them; or
With few exceptions, staff have received required training, including applicable specialized training; or
Training curricula are not fully developed or lack depth; or
Training documentation is consistently maintained and kept up-to-date with some exceptions; or
A substantial number of supervisors meet the requirements of the standard, and the organization provides training and/or consultation to improve competencies when needed; or
With few exceptions, caseload sizes are consistently maintained as required by the standards or as required by internal policy when caseload has not been set by a standard; or
Workloads are such that staff can effectively accomplish their assigned tasks and provide quality services and are adjusted as necessary; or
Specialized services are obtained as required by the standards.
Practice requires significant improvement, as noted in the ratings for the Practice Standards. Service quality or program functioning may be compromised; e.g.,
A significant number of staff (direct service providers, supervisors, and program managers) do not possess the required qualifications, including education, experience, training, skills, temperament, etc.; and as a result, the integrity of the service may be compromised; or
Job descriptions typically do not reflect the requirements of the standards, and/or hiring practices do not document efforts to hire staff with required qualifications when vacancies occur; or
Supervisors do not typically provide additional support and oversight to staff without the listed qualifications; or
A significant number of staff have not received required training, including applicable specialized training; or
Training documentation is poorly maintained; or
A significant number of supervisors do not meet the requirements of the standard, and the organization makes little effort to provide training and/or consultation to improve competencies; or
There are numerous instances where caseload sizes exceed the standards' requirements or the requirements of internal policy when a caseload size is not set by the standard; or
Workloads are excessive, and the integrity of the service may be compromised; or
Specialized staff are typically not retained as required and/or many do not possess the required qualifications; or
Specialized services are infrequently obtained as required by the standards.
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the Practice Standards.
Procedures for accessing supervisory support
Table of contents of training curricula
Sample job descriptions from across relevant job categories
Formal agreements with necessary professionals, as applicable
Documentation tracking staff completion of required trainings and/or competencies
Interviews may include:
Review personnel files
Direct service providers are selected for their ability to handle stressful situations and for qualities such as maturity, judgment, and alertness to warning signs of potential crisis.
Direct service providers work under the supervision of trained professionals who meet the applicable legal requirements for practice within their professions.
At all times when the program is in operation:
an individual with an advanced degree in human services and appropriate certification and/or licensure by the designated authority in their state is available to provide clinical supervisory guidance to direct service personnel;
crisis hotline personnel have immediate access to clinical supervision, when applicable; and
procedures outline how to access this clinical support.
This support may be available on staff, through on-call consultation, or through a formal arrangement with a social service organization.
Prior to coming in contact with the service population, direct service personnel are trained on, or demonstrate competency in:
assessing for and responding to suicide risk;
special issues regarding age, substance use and mental health conditions, developmental disabilities, and other needs typically presented by the service population;
prevention of compassion fatigue or “burn-out;"
procedures for making referrals to, or providing information on, community resources;
handling emergencies including assessing needs in crisis situations, de-escalation techniques, and situations that may require consultation with supervising or cooperating professionals or the police;
laws governing disclosure of suspected abuse or other criminal behavior;
organization policy reconciling the principles of consumer confidentiality and the requirements of the law; and
Supervisors are trained on, or demonstrate competency in:
helping direct service personnel process and debrief following a crisis or traumatic event;
building and maintaining morale;
providing constructive ways for direct service personnel to approach difficult situations with service recipients; and
facilitating a structure for ongoing communication and collaboration among personnel.
To minimize compassion fatigue and rapid turnover, the organization offers a standardized debriefing process for all service personnel.
Employee workloads support the achievement of service recipient outcomes and are regularly reviewed.