Vous êtes sur la page 1sur 25

1

TABLE OF CONTENTS

A Crisis Communication Plan for the St. Andrew High School for Girls
10 Cecelio Avenue, Kingston 10, Jamaica, W.I.

Introduction ...................................................................................................................................... 3
Synopsis of Threats ............................................................................................................................ 5
Possible Crisis Scenarios .......................................................................................................................... 7
Stakeholders...................................................................................................................................... 8
Crisis Communication/Response Team ............................................................................................. 10
Crisis Response Team: Functions & Roles ............................................................................................. 10
Joint Information System & Joint Information Center .......................................................................... 13
Media Relations ............................................................................................................................... 15
Crisis Media Engagement Protocol ....................................................................................................... 15
Crisis Messaging .................................................................................................................................... 17
Social Media Plan .................................................................................................................................. 18
Procedures ...................................................................................................................................... 22
Crisis/Emergency Intervention Action Plan ........................................................................................... 22
Long-term Follow-Up Procedures ......................................................................................................... 22
Appendices ...................................................................................................................................... 23
Appendix I: Media Inquiry Form............................................................................................................ 23
Appendix II: Sample Press Release ........................................................................................................ 24

2
INTRODUCTION
St. Andrew High School for Girls (SAHS) is located at 10 Cecelio Avenue in Kingston, Jamaica. The school
was established in 1925 with 21 students. Now, more than 1600 young ladies are enrolled at the
institution, each year producing outstanding women who have made their mark in various fields both
locally and internationally. The school is greatly supported by the contribution of Old Girls (SAHS alumni)
and the Parent Teachers Association. This support has significantly helped to advance the vision and
goals of the school.

The mission of SAHS is to “provide a secondary education for our students…through the active
participation of all stakeholders including the contribution of highly motivated and competent staff with
technologically advanced systems, keeping in mind the fourfold development – physical, mental,
spiritual, social – so as to equip them with healthy bodies, well trained minds, religious principles and
ideals to serve their country as disciplined citizens, to enable them to earn a living and to live a ‘Life
More Abundant’”. With this in mind, we are dedicated to the total development of all students.
The Crisis Communication Plan for SAHS is a guide for recommended actions to be taken when faced
with a crisis or emergency. It outlines the roles, responsibilities, protocols and procedures to be followed
by the institution in such an event. For the purpose of this plan, a crisis is defined as a significant event
that prompts media coverage and public scrutiny. An emergency is any event that involves a response
from fire, police, medical team or other emergency personnel. A crisis/emergency also has the potential
to damage the school’s image, credibility and reputation.

At SAHS we are committed to providing a well-rounded education for our students in a safe
environment. Educators and school administration have the responsibility to assist in creating this
environment which includes the need to be aware and prepared for situations that may arise within the
school community. Quick and appropriate action is key for limiting the negative effects of a crisis or
emergency situation should they arise.

3
The following crisis communication plan is intended for use by staff, school board and the committees
responsible for action in a potential crisis. When speaking with the media and public, SAHS will provide
factual information and monitor communication when required and as deemed appropriate. Steps
necessary to implement this plan should be firmly in place before a crisis situation occurs. The plan
should be shared and explained to staff and should be reviewed and revised by management semi-
annually.

4
SYNOPSIS OF THREATS FOR THE ORGANIZATION
The Crisis Communication Plan for SAHS is a guide for recommended actions to be taken when faced
with a crisis or emergency that has the potential to damage the school’s image, credibility and
reputation. There are various possible threats to our institution, especially with the involvement of
students who have been entrusted to us during the academic year. The extent of crisis response will be
determined by the impact that the crisis/emergency has had on the school community. Unanticipated
events, such as suicides, school bus crashes, natural disasters, or multiple injuries or deaths, can quickly
escalate into a national calamity if not dealt with effectively. Adequate preparation in the event of such
a crisis occurs will minimize the chaos, rumors, and the impact of the event on members of the school
community including students, staff and parents.

Possible threats to the school can be divided into categories. One category includes acts of violence such
as shootings, homicides, kidnappings, riots, rape and assault. These are threats that the institution must
prepare for. Another category includes accidental death caused by negligence or freak accidents.
Disasters that can occur from natural disasters or man-made disasters including explosions and fires
make up another category. Additionally, medical emergencies caused by illness, riots, school bus crashes
etc. must be anticipated.

In light of such threats, the school must first conduct an investigation to gather all the facts before
making a public statement. The Management and Crisis Response Teams will be notified so that the
necessary steps (as will be outlined in this plan) can be taken to limit the impact on the school
community. The Crisis Response Team will manage the immediate response to the crisis/emergency
with the required methods to ensure student and staff safety as much as is possible. The team will meet
to debrief and decide on the official statement to respond to the incident and control what is said in the
media and subsequently follow up after the crisis has ended. Detailed strategies for responding to the
categories of possible threats will be outlined in the plan as a guide for the school officials to use best
practices to monitor the prospective situation. A risk likelihood and impact chart is included below as a

5
guide for determining the level of threat to the institution.

LOW MEDIUM HIGH EXTREME

RISK
RATING 0 1 2 3
GENERALLY INTOLERABLE
KEY ACCEPTABLE ALARP (as low as UNACCEPTABLE
reasonably practicable)

TAKE MITIGATION PLACE EVENT


OK TO PROCEED EFFORTS SEEK SUPPORT ON HOLD

SEVERITY

ACCEPTABLE TOLERABLE UNDESIRABLE INTOLERABLE

LITTLE TO NO EFFECTS ARE SERIOUS IMPACT COULD RESULT IN


EFFECT ON EVENT FELT, BUT NOT TO THE COURSE OF DISASTER
CRITICAL TO ACTION AND
OUTCOME OUTCOME
L IK E L IH

IMPROBABLE LOW MEDIUM MEDIUM HIGH

RISK IS – 1 – –4– –6– – 10 –


OOD

UNLIKELY TO
OCCUR

6
POSSIBLE LOW MEDIUM HIGH EXTREME

RISK WILL – 2 – –5– –8– – 11 –


LIKELY OCCUR

PROBABLE MEDIUM HIGH HIGH EXTREME

RISK WILL – 3 – –7– –9– – 12 –


OCCUR

Figure 1 showing Risk Likelihood Chart to be used a guide

Possible Crisis Scenarios


 Acts of Violence:
o Gun shots
o Homicide
o Kidnapping
o Rape
o Assault
o Suicide
 Accidental Death
 Missing Child
 Riots
 Severe Weather
 Gas leaks Explosion
 Chemical Spills/Fire
 Medical Emergency due to illness
 Natural disasters

7
STAKEHOLDERS
The Crisis Communication Plan for SAHS is a necessary tool when faced with a crisis or emergency. It
outlines the roles, responsibilities, protocols and procedures to be followed by the institution in such an
event. The institution has a responsibility to provide accurate information to its stakeholders as quickly
as possible in the event of a crisis. Trust is the foundation of any good relationship and we value our
relationship with our stakeholders. We pledge to be transparent and honest in our communication with
them, especially in a crisis. By doing so we hope to maintain and strengthen our bond and protect our
relationships and reputation as we seek to effectively manage any crisis that may arise. The contact
details for stakeholders must be on hand to readily communicate with them and facilitate a quick and
easy communication process.
Category Institution Best Contact Contact Information
/Entity Method
Board Members St. Andrew High Phone, Email (List provided internally on school
School for Girls system)
Parents St. Andrew High Phone, Text, Email (List provided internally on school
School for Girls system)
Teachers & Staff St. Andrew High Email, Text (List provided internally on school
School for Girls system)
Teacher Parent-Teachers Phone, Email (876) 908-3410
Associations Association of the St. PTA_admin@sahs.edu.jm
Andrew High School
for Girls
National Parent- Phone, Email (876) 922-1400-1
Teachers Association info@nationalptajam.org.jm
of Jamaica

8
Jamaica Teachers’ Phone (876) 922-1385-7
Association
Media The Gleaner Phone, Email (876) 922-3400
editorial@gleanerjm.com
Jamaica Observer Phone, Email (876) 960-6593
editorial@jamaicaobserver.com
The Star Phone, Email (876) 922-3400
star@gleanerjm.com
RJR FM Phone, Email (876) 929-6862
contact@rjrnewsonline.com
MELLO FM Phone, Email (876) 971-4163
mellofm88@gmail.com
Power106 FM Phone, Email (876) 968-4880-3
power106@cwjamaica.com
Television Jamaica Phone, Email (876) 926-1100-9
news@televisionjamaica.com
CVM TV Phone, Email (876)931-9400
news@cvmtv.com
Local Government Ministry of Education Phone, Email (876) 922-1400-9
info@moey.gov.jm
Community Local citizens, Via traditional & new Internal Crisis Communication Team
Members surrounding media (tv, radio,
community members press releases, social
media)
Table 1 showing list of Stakeholders

9
CRISIS COMMUNICATION/RESPONSE TEAM

CRISIS RESPONSE TEAM: FUNCTIONS & ROLES


Crisis Response Teams (CRT) may be utilized when the emotional or physical safety of students
or staff is threatened. Such situations may include:

1. Medical emergency or natural emergency.


2. Violence in or around a school (from outsiders or students/staff).
3. Death of a student or staff member.
4. Suicide of a student or staff member.

The extent of Crisis Response is determined by the impact the tragedy has had on the school and staff.
Crisis Team should be comprised of essential network and school personnel including the principal, vice
principals, designated senior staff members, guidance counsellors and the school security guard.

The institution will provide accurate and timely information to the school community, media,
stakeholders and other relevant individuals/groups. The Crisis Communication Team will develop factual
messages to be used by SAHS and its representatives. All media and public enquiries should be referred
to the assigned spokespersons for comment.

CRISIS RESPONSE TEAM & ROLES


TITLE NAME CONTACT SPOKESPERSON
STATUS
Principal – Crisis Sharon Reid Phone: 876-926-5925/6, Ext. Main Spokesperson
Communication 220
Leader Email: sreid@sahs.edu
Vice Principal – Alison Bowes Phone: 876-926-5925/6, Ext. Spokesperson
Crisis 221
Communication Email: abowes@sahs.edu
Assistant Leader
10
Guidance Maria Soares Phone: 876-926-5925/6, Ext. Reserve
Counselor 225 Spokesperson
Email: msoares@sahs.edu
School Nurse Pauline Green Phone: 876-926-5925/6, Ext. NO
227
Email: pgreen@sahs.edu
Heads of Multiple Phone: 876-926-5925/6 NO
Departments hod@sahs.edu
Head Secretary Sarah Royster Phone: 876-926-5925/6, Ext. NO
223
Email: sroyster@sahs.edu
Head Custodian Craig Tanner Phone: 876-926-5925/6, Ext. NO
229
Email: ctanner@sahs.edu
Table 2 showing Crisis Team and Roles

Roles for Crisis Response Team (CRT) & Spokespersons


CRT Leader – Principal
 Assess situation as to what happened, who is involved, and what has to bedone
 Inform the Chairman, Board Members and appropriate network leaders
 Make announcement and inform Crisis Communication Team to evacuate or lockdown
 Announce for the CR Team to report and designate a CR Team headquarters (JIC)
 Main media spokesperson
 Work with team to develop press release for media, parents & school community
 Schedule emergency faculty meeting for information and follow--‐up plan

11
CRT Member -­­ Assist. Principal
 Police, Fire and Rescue liaison
 Assist with the evacuation or lockdown of facility
 Report names and status of all involved to Principal
 Assist with parents arriving on campus
 Accompany injured to hospital
 Continue to update appropriate network staff on status of all involved

CRT Members – Guidance Counselors


 Compile information about student(s) involved
 Call for additional community resources if needed
 Set--‐up Crisis Center for students who need counselling
 Provide sign--‐in logs for a record of students seen by a counsellor
 Inform administrators of any student(s) severely emotionally distressed
 Inform teachers to refer students to the crisis center
 Make crisis counseling available for staff members if necessary

12
JOINT INFORMATION SYSTEM & JOINT INFORMATION CENTER
JIS Checklist

The Joint Information System (JIS) is the mechanism through which the institution will organize and
coordinate information to ensure accurate and timely messaging during a crisis or emergency. The JIS
provides a structure and system for developing and delivering messages, disseminating public
information on behalf of the school and monitoring rumors and inaccurate information that could harm
the school’s reputation.

 Direct staff and others not to repeat information until verification is obtained
 Notify principal, staff & other stakeholders
 Convene CRT and assign duties
 Prepare formal statement or announcement
 Develop press releases
 Announce time and venue for emergency staff meeting & follow through
 Make official announcement
 As needed, assign team members and other staff to monitor grounds; notify
parents, support staff and attend to students

13
Principal

Crisis Response Team Vice Principal Guidance Counselor


& Media Relations

Figure 2 showing JIS Organization Chart

JIC

The Joint Information Center (JIC) is a central location that facilitates the operation of the JIS. It provides
a physical or virtual location where the Crisis Response/Communication Team can meet. Functions
include:

• Gather, verify, coordinate, and disseminate event information


• Engage in crisis communications
• Facilitate public affairs functions

The JIC will be located in the Board Room of the institution. In the event that the school is not suitable
grounds for a meeting due to damage of school property or potential danger, the JIC will be located at
the Ministry of Education or other appointed space. When a physical location is otherwise not available
or necessary, technology communications such as email, mobile/landline phones or fax will be utilized.

14
MEDIA RELATIONS
The success of the implementation of the Crisis Communication Plan for SAHS is largely dependent on
the effectiveness and efficiency of media relations. It is essential that the CCT take great care in how
they respond to media queries, interviews and represent the institution in the face of a crisis or
emergency.

Only assigned spokespersons are authorized to provide the media and public with information. All
media relations should be guided by professionalism, transparency and accuracy to maintain the
relationship between the school, media and public. In the event of a crisis, maintaining good media
relations is critical in shaping public opinion and overall confidence in the institution. Spokespersons
must ensure that the media is kept up to date regarding the crisis.

CRISIS MEDIA ENGAGEMENT PROTOCOL:


 Only the assigned spokespersons (or reserved) should release information to the media
 Pre--‐scripted responses (modified if necessary to fit the scenario) should be developed and
provided to ensure the organization has one unified message in the public.
 The institution should respond to all media inquiries as quickly as possible within 24 hours.
Quick and responsive input to media will allow us to monitor and subsequently guide the
conversation rather than react to it.
 All facts must be gathered before making a statement. If unsure when contacted, the
spokesperson must state clearly that an investigation is still underway and provide updates
as soon as possible.
 Immediately after a crisis, the Crisis Communication Team should develop key message points
that should be referenced in all subsequent media interviews.
 Key message points will be disseminated to all designated spokespersons who must follow
the approved key message points to ensure consistency and uniformed voice.

15
Pre--­scripted Comments to Media (upon initial contact):
 We are aware of the incident in question and the organization will be releasing an official
statement after all facts have been gathered.
 We are aware of the incident in question. These are the details (proceed to share approved
details).
 We are not aware of the situation in question. We will look into the matter and provide an
update after an investigation has been conducted.

Media Contact List

Media House Media Contact General Contact


The Gleaner Paul Clarke (876) 922-3400
(876) 922-3400, Ext. 305 editorial@gleanerjm.com
paul.clarke@gleanerjm.com
Jamaica Observer Balford Henry (876) 960-6593
(876) 960-6593, Ext. 230 editorial@jamaicaobserver.com
balfordh@jamaicaobserver.com
The Star Alicia Barrett (876) 922-3400
(876) 922-3400, Ext. 245 star@gleanerjm.com
alicia.barrett@gleanerjm.com
RJR FM Dadrian Gordon (876) 929-6862
(876) 929-6862, Ext. 310 contact@rjrnewsonline.com
dadrian.gordon@rjrnewsonline.com
MELLO FM Samuel Wilson (876) 971-4163
(876) 971-4163 mellofm88@gmail.com

16
ellofm88@gmail.com
Power106 FM John Stewart (876) 968-4880-3
(876) 968-4880-3 power106@cwjamaica.com
Power106@cwjamaica.com
Television Lilah Rodriguez (876) 926-1100-9
Jamaica (876) 926-1100-9, Ext. 212 news@televisionjamaica.com
lilah.rodriguez@televisionjamaica.com
CVM TV Michelle Barnes (876)931-9400
(876)931-9400, Ext. 156 news@cvmtv.com
michelle.barnes@cmtv.com

CRISIS MESSAGING
The Crisis Communication Plan must be closely followed in the event of a crisis as it serves as a guide for
the right course of action. Employing an effective messaging strategy during a crisis or emergency is a
key part of any crisis communication proposal. The institution must provide accurate and timely
information to the school community, media, stakeholders and other relevant individuals/groups.

The Crisis Communication Team will develop factual messages to be used by SAHS and its
representatives. All media and public enquiries should be referred to the assigned spokespersons for
comment. The messaging strategy involves planning ahead, maintaining transparency, timeliness and
determining the best platforms based on the audience. Detailed strategy points are outlined below:

Strategy
 Plan ahead by developing possible scenarios and key messages to handle them.
 Develop a list of possible questions from the audience (families, media, partners/stakeholders,
government) about the crisis and use it to create/modify pre-scripted messages and develop new
messages as necessary.
17
 When a crisis arises, meet with the communication team to develop a script for conveying key
information points about the crisis to the media and public.
 Clearly state the facts. Take responsibility when necessary and always show empathy in key messages.
 Distribute an official response as quickly as possible. If more time is needed to conduct an investigation,
release a statement outlining this and give timely updates.
 Identify the best methods for delivery of key messages (via news releases, email, phone, social media,
media interviews etc.). The method may change based on the intended audience.
 Similarly, the message disseminated may be modified based on the audience (the messages shared with
parents may differ from those shared with the school’s board members)
 Monitor crisis and update messages based on the responses or as the need arises.
 Meet with staff fully brief employees about the crisis and official stance of the school. Internal
communication must be appropriately managed to limit rumors and speculation. Employees can then
act as spokespersons within their own social circle, working in partnership with the official
spokespersons that control the messages in the public.

SOCIAL MEDIA PLAN


The Crisis Communication Plan for SAHS is a guide for recommended actions to be taken when faced
with a crisis or emergency. It outlines the roles, responsibilities, protocols and procedures to be followed
by the institution in such an event. The following crisis communication plan is intended for use by staff,
school board and the committees responsible for action in a potential crisis.

It is of utmost importance that the members of the Crisis Communication Team (CCT) control and
monitor the messages disseminated to the public. With the prevalence of social media use in recent
years, it is not uncommon for a discussion to take place via these platforms. During a crisis or
emergency, there is also the potential for rumors to be spread via social media. The following plan

18
provides a framework for the CCT to use on social media. The school’s social media platforms currently
include Facebook, Twitter, Instagram and YouTube.

Objectives:
 To disseminate approved information regarding the crisis via the school’s social media
channels including Facebook, Twitter, Instagram and YouTube.
 To monitor/control the narrative from users surrounding a crisis on social media.
 To use social media platforms to connect with users and provide information and assurance
during a crisis.

Levels of Use
 Monitor comments, mentions and other social media chatter surrounding the brand and
incident during a crisis.
 Command/control the narrative by sharing only approved messages for consistency and
accuracy.
 Coordinate social media messages via images, videos, infographics, press releases based
on approved messages from the CCT. Messages must also be coordinated based on
responses and feedback from the media and school community.
 Cooperate and collaborate with the CCT and Principal to outline and implement social
media protocol. Tone must reflect and be considerate of the crisis that has occurred
with transparency, assurance and remorse at the forefront.

Platforms
 Facebook – to be used to share official statements, news articles, lengthier updates on the
crisis/emergency, press releases as well as images and video content associated with news
stories, updates and recovery efforts. Pre-approved hashtags will be used to identify
19
messages regarding the crisis.
 Twitter – to be used for quick updates on the status of the crisis/emergency, official
statements and aftermath. Pre-approved hashtags will be used to identify messages
regarding the crisis.
 Instagram – to be used to share images and video clips associated with news stories and
recovery efforts. Pre-approved hashtags will be used to identify messages regarding the
crisis.
 YouTube – to be used to share press conferences, news bites, media interviews and other
relevant video content

Strategy/Policy:
Establish Team Roles – The CCT must outline the roles and responsibilities for members during a crisis or
emergency. Tasks include creating messages, monitoring social media for mentions and comments,
responding to comments on the school’s pages and disseminating messages for the public via the
school’s accounts.
Tone – The tone of social media messages should align both with the SAHS’ tone in general and the
appropriate tone demanded by the situation. Social media is generally light-hearted but serious issues
must be treated accordingly.
Timeliness – Ensure that SAHS reacts/responds as quickly as possible while still making sure that
information shared is accurate. The school’s social media pages should be updated quickly and the
conversation monitored to track the public’s reaction. Social media happens in real-time and the school
must take advantage of this nature. In the long-term, messages may need to be adjusted and updated
based on direction from the CCT.
Thoroughness – As with any other media platform, shared information must be approved, consistent
and transparent. If further investigation is required, a quick statement outlining what happened should
be made with the intention of gathering the additional information to make an update subsequently.

20
Transparency – In almost every situation, transparency is best. The official response should therefore
acknowledge any mistake made while assuring the audience that it will be dealt with the needs of those
affected and members of the school community taken into account. This means openly broadcasting all
of the steps that you are taking to fix it and ensuring that measures are put into place to prevent a
reoccurrence (if possible) or monitor the situation closely (if inevitable).
Provide a space for opinions/feedback – Social media provides a platform for users to state their
opinions whether positive or negative. During a crisis, conversation surrounding the incident should be
monitored and escalated to the Principal and CCT when necessary. However, there should also be a
space for persons to voice their concerns, with the SAHS’ pages responding to comments (both negative
and positive) while offering them an opportunity to communicate privately if the need arises. It is crucial
that users are not made to feel unimportant or ignored. Rather, the lines of communication should
remain open to give these persons a voice.
Pause scheduled posts – As the crisis unfolds, it may be necessary to pause scheduled posts to direct
attention to the incident at hand, giving it the time it deserves based on the nature of the crisis. Persons
may also deem it insensitive to continue regular postings about unrelated matters while a crisis
develops.

Social Media Checklist:


 Pause scheduled social media posts
 Pause paid ads on social media channels (if ongoing)
 Assess posting schedule for appropriateness
 Create post/release addressing situation as necessary
 Check all content for relevant references that could be perceived as offensive in light of the crisis
 Create plan for employee communications as needed
 Communicate updates via social media

21
PROCEDURES
CRISIS/EMERGENCY INTERVENTION ACTION PLAN
 Remove students and staff in emergency situations (previously outlined in possible scenarios) as
necessary
 Call emergency teams (police, fire department etc.) as necessary
 Arrange for ambulance or other transportation to hospital if necessary
 Notify building support staff, such as counselors, psychologists, and/or social workers
 Direct staff and others not to repeat information until verification is obtained
 Notify Principal and CCT
 Convene CRT and assign duties
 Prepare formal statement or announcement
 Announce time and place of emergency staff meeting & hold meeting
 Identify other/additional students, staff, and parents likely to be most affected by the news
 Assess need for additional community resources
 Assign trained staff or community professionals to provide grief support to students if necessary
 Make official announcement to media and stakeholders
 As needed, assign team members and other staff to monitor grounds; notify parents, support staff,
provide support to staff; collect student belongings and withdraw student from school rolls
 Follow up with media, school community and adjust messaging as necessary

Long-term Follow-up Procedures


 Monitor at--‐risk--‐students closely for a period of 30 days
 Amend crisis response procedures as necessary.
 Be alert on crisis anniversaries and holidays. Often students may experience an "anniversary" grief
reaction the following month or year of the crisis, or when similar crises occur that remind them of the
original crisis. Holidays may also be difficult in the event of a loss of lives.

22
APPENDICES
Appendix I: Sample Media Inquiry Form

23
Appendix II: Sample Press Release

FOR IMMEDIATE RELEASE

SAHS Reaffirms Security of Students

Kingston, Jamaica- March 30, 2018: We confirm that a fire occurred today at the St. Andrew High
School for Girls (SAHS) in a portion of the school garden. The Fire Department arrived on the scene
quickly and was assisted by members of the Ancillary Staff who were able to extinguish the fire
promptly. There were no injuries to students or staff members and no damage to property outside
of the school garden. Documents and records were not affected by the fire and remain secure. The
rest of the property was affected by smoke only. An investigation into the cause of the fire is
currently underway.
SAHS will be closed for the remaining portion of the day and tomorrow as the clean-up process
begins. Parents and guardians of students are advised to make arrangements to collect their
children. Plans are underway for the re-opening of the institution on Monday, March 2, 2018. We
apologize for any inconvenience that this may cause but assure the public that our students and staff
are our top priority.
Sharon Reid, Principal, assures the public that all will be back to normal as soon as possible. She
stated, “The fire was brought under control before any major damage could be done to school
property. There was no threat to students or staff. There is still smoke in the area so we are asking
parents and guardians to pick up their as soon as possible. It is a Friday so we will cancel classes for
the rest of the day and reopen on Monday.”
The St. Andrew High School for Girls is a prominent secondary institution located in Kingston,
Jamaica. At SAHS we are committed to providing a well-rounded education for our students in a safe

24
environment. The school was established in 1925 with 21 students. Now, more than 1600 young
ladies are enrolled at the institution, each year producing outstanding women who have made their
mark in various fields both locally and internationally.

Contact:
Sharon Reid
Principal
St. Andrew High Schools for Girls
Phone: (876) 926-5925/6, Ext. 220
Email: sharon.reid@sahs.edu.jm

###

25