The ability to communicate clearly and coordinate effectively with both internal and external stakeholders during a crisis can make the difference between a successful response and further disruption.
In the context of SHINE, the high-level critical business function "CBF-07 Communications & Stakeholder Coordination" encompasses a range of business processes that ensure stakeholders, including staff, clients, partners, donors, and the public, are kept informed and aligned throughout a crisis.
This chapter outlines the key business processes (Sub-CBFs) integral to maintaining effective communication and stakeholder relationships during and after a crisis.
By ensuring all stakeholders are informed, supported, and involved in the recovery process, SHINE can continue to deliver essential services to at-risk children and families, even in the most challenging circumstances.
Appended below is the detailed breakdown of the high-level critical business function "CBF-07 Communications & Stakeholder Coordination" for SHINE Children and Youth Services (SHINE), presented in a table format:
|
Sub-CBF Code |
Sub-CBF |
Description of Process / Activity |
Examples (in SHINE context) |
|
7.1 |
Stakeholder Identification |
Identify and categorise key stakeholders, both internal and external to the organisation. |
Internal stakeholders include staff, case managers, and BCM coordinators. External stakeholders include partner organisations, service users (children and families), and donors. |
|
7.2 |
Communication Planning |
Develop communication plans for various disaster scenarios, ensuring key messages, channels, and target audiences are clearly defined. |
A communication plan that includes emergency contact lists, predefined messaging templates, and social media strategies to ensure clear and consistent messaging during crises. |
|
7.3 |
Crisis Communication Execution |
Implement communication strategies during a crisis, providing regular updates and clarifications to all stakeholders. |
During a service disruption, SHINE communicates updates to clients and families about alternative services or support through SMS and email. |
|
7.4 |
Internal Communications |
Ensure effective internal communication among SHINE staff, leadership, and BCM coordinators. |
Daily briefings or emails to staff, ensuring everyone is aware of crisis-management actions, such as redeploying case managers or changes to client support services. |
|
7.5 |
External Communications |
Engage with external media and the public to provide updates and manage the organisation's image and reputation. |
Press releases or social media posts about SHINE’s response to an emergency, such as the COVID-19 lockdown, ensure external stakeholders are aware of the organisation's actions. |
|
7.6 |
Stakeholder Feedback Collection |
Collect stakeholder feedback during and after a crisis to assess the effectiveness of communication. |
Surveys or interviews with service users and partners after a crisis to determine how well SHINE’s messaging reached them and if they felt informed or supported. |
|
7.7 |
Stakeholder Coordination |
Coordinate responses with external agencies, partners, and government bodies during and after a crisis. |
Collaborating with the Ministry of Social and Family Development (MSF) or other child welfare organisations to ensure that emergency response efforts are aligned and effective. |
|
7.8 |
Post-Crisis Communication Review |
After a crisis, review the communication strategies and make improvements for future incidents. |
A debrief meeting with the communications team to evaluate the clarity and effectiveness of crisis messaging and plan improvements for future responses. |
The business processes outlined in this chapter highlight the critical role that effective communication and stakeholder coordination play in the success of SHINE’s business continuity plan.
From stakeholder identification and communication planning to post-crisis feedback collection and review, each process helps ensure SHINE can respond promptly, effectively, and transparently during a crisis.
By systematically implementing these Sub-CBFs, SHINE not only strengthens its capacity to maintain operations during disruptions but also fosters trust, clarity, and resilience among its stakeholders.
The ability to adapt and refine these processes based on feedback and experience ensures that SHINE will continue to fulfil its mission to support children and youth, even in the face of adversity.
Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM |
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| eBook 3: Starting Your BCM Implementation |
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| MBCO | P&S | RAR T1 | RAR T2 | RAR T3 | BCS T1 | CBF |
| CBF-7 Communications & Stakeholder Coordination |
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| DP | BIAQ T1 | BIAQ T2 | BIAQ T3 | BCS T2 | BCS T3 | PD |
To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].
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Please feel free to send us a note if you have any questions. |
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