[BCM] [SHINE] [E3] [PD] [CBF] [7] Communications & Stakeholder Coordination

The Guidance Notes to Implement Business Continuity Recovery Procedure for CBF-7: Communications & Stakeholder Coordination provides SHINE Children and Youth Services with a comprehensive framework for responding to, managing, and recovering from crises that impact its communication channels and stakeholder relationships.

As a critical business function, effective communication is central to maintaining trust, ensuring transparency, and facilitating recovery during disruptions.

This document outlines a step-by-step process to guide SHINE’s response to crises, emphasising the importance of clear, timely, and consistent messaging for both internal and external stakeholders.

It highlights proactive preparedness strategies, response actions within the first 24 hours of a crisis, and recovery steps to restore normal operations and stakeholder engagement.

By following these procedures, SHINE can mitigate the impact of disruptions, reinforce its commitment to stakeholders, and ensure operations resume swiftly and effectively.

WHAT

CBF-7 Communications & Stakeholder Coordination encompasses all activities related to identifying stakeholders, planning communications, executing crisis communication, managing internal and external messaging, collecting feedback, coordinating stakeholders, and reviewing communications post-crisis.

Importance:

• Ensures accurate, timely communication to prevent misinformation and maintain confidence.
• Supports operational decision-making during crises.
• Protects SHINE’s reputation and relationships with stakeholders, donors, partners, staff, and clients.
• Enables coordinated response and recovery actions across organisational functions.

Objective

To proactively prepare for potential disruptions by implementing measures that reduce the impact of crises and ensuring the communication function is well-equipped to handle any situation that may arise.

1. Stakeholder Identification

HOW – Implementation Steps

• Comprehensive Stakeholder Mapping:
  • Identify all relevant internal and external stakeholders for SHINE Children and Youth Services, including employees, parents, volunteers, donors, service recipients, government bodies, community leaders, local media, and suppliers.
  • Regularly update stakeholder lists, ensuring that new stakeholders are identified and added promptly.
  
  
• Classification of Stakeholders:
  • Classify stakeholders by importance and urgency. For example:
    • Priority Stakeholders: Parents, children, and key partners critical to SHINE’s mission.
    • Secondary Stakeholders: Volunteers, donors, and service providers.
    • Tertiary Stakeholders: Media, general public, and less critical vendors.
• Key Contact Details:
  • Maintain an up-to-date directory of all stakeholders with accurate contact details (e.g., phone numbers, email addresses, social media handles).
  • Assign specific individuals within SHINE to take ownership of stakeholder relationships, ensuring there is always a point of contact.
  
  
• Stakeholder Segmentation by Communication Needs:
  • Define the communication needs and preferences of different stakeholder groups (e.g., email for donors, SMS or phone calls for parents).
  • Determine how frequently each group requires communication (e.g., daily updates for frontline staff, weekly updates for donors).

2. Communication Planning

HOW – Implementation Steps

• Develop a Comprehensive Communication Strategy:
  • Establish clear communication objectives during a crisis. Objectives may include:
    • Ensuring all stakeholders receive accurate, timely information.
    • Minimising confusion or panic.
    • Maintaining trust in SHINE’s operations and mission.
  
  
• Define Key Messages:
  • Prepare pre-approved crisis message templates for different scenarios (e.g., health emergency, natural disaster, operational disruption).
  • Ensure messages are adaptable across channels and audiences while maintaining consistency and clarity.
  
  
• Communication Channels:
  • Identify and test reliable communication channels that can be quickly activated during a crisis. These might include:
    • Internal Channels: Email, intranet, mobile apps, internal messaging systems (e.g., Slack).
    • External Channels: Website, social media platforms (e.g., Facebook, Twitter), email newsletters, text messaging.
  
  
• Crisis Communication Team:
  • Designate a crisis communication team to execute the communication plan. This team should include:
    • Spokesperson(s): Individuals who will handle public relations and media inquiries.
    • Content Creators: Team members responsible for drafting and disseminating messages.
    • Internal Coordinators: Personnel who liaise with staff to ensure internal communication is efficient.
  
  
• Define the Communication Hierarchy:
  • Create a transparent chain of command for communication.
  • Specify who communicates with which groups and what authority each individual has regarding public statements.
  • For example, the Executive Director might issue public statements, while team leaders will communicate directly with staff.
  
  
• Pre-Scripted Communication Templates:
  • Develop templates for frequently used crisis communication, including press releases, social media posts, and internal bulletins.
  • These templates should address potential scenarios like service disruptions, safety protocols, and emergency response actions.
  
  
• Crisis Communication Tools:
  • Invest in tools to manage communication during a crisis. For example:
    • Mass Notification System: Automated systems that send alerts to staff, parents, and stakeholders quickly (e.g., text messages, emails).
    • Crisis Management Software: A platform to coordinate communication and tasks during a crisis.
    • Media Monitoring Tools: Systems to track media coverage and social media mentions during a crisis.

3. Crisis Communication Execution Protocols

HOW – Implementation Steps

• Crisis Communication Activation Process:
  • Establish a straightforward process for activating the crisis communication plan, including steps to initiate the plan, notify relevant personnel, and determine the crisis scope.
  • Define the first 24 hours of response, ensuring that internal and external communication efforts are coordinated and immediate.
  
  
• Escalation Protocols:
  • Create escalation protocols to determine when crisis communication is required. For instance:
    • If a minor disruption occurs, the communication team may be able to handle it within normal operational channels.
    • For a more severe crisis, the crisis communication team, along with senior leadership, should take immediate control.
    
    
• Designated Spokesperson Role:
  • Assign one or more trained spokespersons to serve as the official voice of SHINE during a crisis. Ensure they are prepared to handle media interviews, public statements, and social media responses.
  
  
• Information Flow Monitoring:
  • Establish a system to monitor information flow to and from all stakeholder groups, including feedback loops. This will allow SHINE to adjust messaging if there is confusion or misinformation quickly.
  
  
• Social Media Strategy:
  • Create guidelines for using social media during a crisis to ensure that information is accurate, timely, and consistent with other messaging. Designate a team to monitor social media channels and respond to comments, questions, and concerns.

4. Internal Communications

HOW – Implementation Steps

• Establish Internal Communication Channels:
  • Set up dedicated internal communication channels to ensure staff can easily access up-to-date information during a crisis.
  • Use tools such as SHINE’s intranet, email newsletters, and group messaging platforms (e.g., Slack, Teams) to keep employees informed.
  
  
• Clear Instructions for Staff:
  • Provide staff with detailed instructions on how to respond during a crisis. This could include action plans for evacuations, safety procedures, or changes in job roles.
  • Ensure all staff understand how to communicate with their teams and the crisis communication team during a disruption.
  
  
• Regular Internal Crisis Simulations:
  • Conduct regular training and simulation exercises to ensure staff are familiar with crisis communication protocols and the tools they will use.
  • Hold debrief sessions after each simulation to evaluate what worked well and what can be improved.

5. External Communications

HOW – Implementation Steps

• Stakeholder Engagement Strategy:
  • Develop a strategy for how SHINE will engage with external stakeholders during a crisis. This includes parents, the community, donors, suppliers, and the media.
  • Create personalised communication plans for high-priority groups (e.g., immediate parents and children, critical donors or government bodies).
  
  
• Media Communication Plan:
  • Set up a plan to proactively engage with the media. Ensure SHINE is visible and provides timely updates to the press on crisis developments.
  • Designate a media spokesperson and prepare press releases, Q&A sheets, and other media materials in advance.
  
  
• Transparency and Honesty:
  • Ensure that all external communications are transparent, honest, and empathetic. Stakeholders need to feel confident that SHINE is in control and acting responsibly in the crisis.
  
  
• Feedback Mechanisms for Stakeholders:
  • Establish methods for stakeholders to provide feedback or ask questions during a crisis. This could include setting up a hotline, email inbox, or online survey tools.

6. Stakeholder Feedback Collection

HOW – Implementation Steps

• Real-time Feedback Collection:
  • Implement feedback systems that enable SHINE to gather stakeholder insights during a crisis. This could include feedback forms, surveys, or direct phone calls.
  
  
• Monitor Stakeholder Sentiment:
  • Regularly assess how stakeholders are responding to the crisis through sentiment analysis tools or manual monitoring of communications. Adjust messaging accordingly to address concerns or misinformation.
  
  
• Post-Crisis Feedback Evaluation:
  • After the crisis has passed, conduct a comprehensive review of stakeholder feedback to assess how well communication efforts performed and identify opportunities for improvement in future preparedness.

7. Stakeholder Coordination

HOW – Implementation Steps

• Coordination Framework:
  • Develop a framework to ensure all communication efforts align with SHINE’s overall crisis management strategy. This includes ensuring that both internal and external communication teams are synchronised.
  
  
• Collaboration with External Partners:
  • Work with external partners, such as government agencies, donors, and local organisations, to ensure coordinated messaging and unified responses during a crisis.
  
  
• Monitoring and Adjusting:
  • Continually assess the effectiveness of communication efforts and adjust coordination strategies as needed to meet the needs of various stakeholders.

8. Post-Crisis Communication Review

HOW – Implementation Steps

• Review and Document Communication Efforts:
  • After a crisis has been resolved, conduct a thorough review of all communication efforts.
  • Document what worked well, identify areas for improvement, and develop action plans for refining communication processes.
  
  
• Continuous Improvement:
  • Use the lessons learned to improve communication strategies and update crisis communication plans.
  • Ensure the communication team is trained on any new protocols and tools as needed.

This Pre-Crisis Preparedness phase provides SHINE with a comprehensive and proactive approach to managing communications and stakeholder relationships.

By identifying key stakeholders, developing communication plans, and establishing transparent processes, SHINE will be prepared to handle a crisis and reduce its impact.

Objective

Ensure immediate recovery steps are efficiently implemented within the first 24 hours following a crisis to minimise disruption and restore essential communications and operations.

This phase focuses on coordinating the rapid flow of information, maintaining stakeholder trust, and ensuring SHINE’s staff and stakeholders are kept informed throughout the crisis.

1. Activate Crisis Communication Plan

HOW – Implementation Steps

• Immediate Activation of Crisis Response:
  • Once a crisis is identified, the crisis communication team must immediately activate the crisis communication plan to ensure crisis management begins without delay.
  • Notify all key personnel, including the crisis communication team, senior leadership, and department heads, to mobilise their roles in the response effort.
  
  
• Initial Communication to All Stakeholders:
  • Send an initial, high-level communication to all internal and external stakeholders. This should include:
    • Acknowledgement of the crisis or disruption.
    • Reassurance that SHINE is responding and managing the situation.
    • Instructions for immediate action (e.g., contact details for inquiries and emergency procedures).
  • Ensure that key groups (e.g., staff, parents, volunteers) are informed of how they will receive updates in the next 24 hours.
  
  
• Coordinate Messaging Across Channels:
  • Use all available communication channels (e.g., email, website, social media, SMS) to distribute the message. Maintain consistency and clarity in the tone and content to prevent confusion.
  • Acknowledge that SHINE is aware of the issue, actively addressing it, and will provide further updates as information becomes available.
  
  
• Internal Communication Briefing:
  • Ensure that all staff members receive an internal communication briefing outlining the situation, roles and responsibilities during the response phase, and specific instructions for their respective departments.
  • Set up a dedicated internal communication channel (e.g., a team chat group or intranet updates) to ensure smooth, efficient information flow within the organisation.

2. Implement Internal Communications

HOW – Implementation Steps

• Establish Clear Communication Channels for Staff:
  • Set up internal communication tools (e.g., email lists, instant messaging, or the intranet) to provide employees with real-time updates on the crisis. This will ensure that all internal teams are aligned and have the information they need to perform their roles.
  
  
• Daily Briefings:
  • Organise daily briefings for staff at all levels to share updates on the crisis status and any developments. These briefings can be conducted in person, via video calls, or via written communication.
  • Designate a leadership spokesperson to ensure clear, concise messaging and to address any concerns that may arise during the briefing.
  
  
• Provide Crisis Protocols:
  • Ensure all staff understand their responsibilities during a crisis. This includes roles such as client handling, logistics management, and media inquiry response, among others.
  • Distribute crisis management documents, guidelines, and contact lists to staff for easy reference.
  
  
• Monitor Staff Well-being:
  • Acknowledge the emotional and psychological impact the crisis may have on employees and provide resources to support them (e.g., access to counselling services, regular check-ins with HR or team leads).
  • Encourage open communication among staff to reduce anxiety and maintain high morale.

3. Engage External Stakeholders

HOW – Implementation Steps

• Immediate External Communication:
  • Send a comprehensive message to external stakeholders, including parents, donors, volunteers, and the general public. This message should include:
    • A summary of the crisis and SHINE’s immediate response actions.
    • Instructions on how stakeholders can get further information or assistance (e.g., helplines, dedicated crisis email addresses).
    • A clear timeline of expected updates (e.g., next update within 24 hours).
  • Depending on the severity of the crisis, initiate direct contact with priority stakeholders (e.g., parents or caregivers of children in SHINE’s care) through personalised emails or phone calls.
  
  
• Use Social Media for Timely Updates:
  • Provide regular updates through SHINE’s social media channels, ensuring information is accurate, concise, and aligned with the messages shared through other channels.
  • Actively monitor social media responses and be prepared to address queries, correct misinformation, and manage negative sentiment.
  
  
• Establish a Crisis Hotline:
  • Set up a dedicated phone line or virtual platform for parents, donors, and other key stakeholders to request more information or clarification. Ensure that these lines are staffed by knowledgeable personnel who can address concerns in real time.
  
  
• Press and Media Engagement:
  • If the crisis warrants media attention, designate a media liaison or spokesperson to manage all media inquiries.
  • Issue a press release to inform the media of SHINE’s response to the crisis and how the organisation is addressing the situation. Ensure that media statements align with internal communications to avoid confusion or conflicting messages.
  • Monitor media coverage to ensure that the organisation’s messaging is being accurately represented.

4. Assess Stakeholder Impact

HOW – Implementation Steps

• Monitor Stakeholder Sentiment:
  • Track feedback from stakeholders (e.g., via surveys, social media, or direct inquiries) to gauge their perception of SHINE’s crisis management. Adjust communication strategies as necessary to address concerns or miscommunication.
  
  
• Analyse Feedback Channels:
  • Use surveys or digital feedback forms to gather real-time input from parents, staff, and donors on how SHINE’s communication is being received and whether additional information is needed.
  • Create a feedback mechanism for employees to report any challenges they face in managing the crisis, such as operational difficulties or insufficient communication.
  
  
• Identify Key Issues to Address:
  • Prioritise any critical issues raised by stakeholders that require immediate attention or clarification. Address them promptly to maintain trust and support.

5. Stakeholder Coordination

HOW – Implementation Steps

• Ensure Unified Messaging:
  • Coordinate with all departments (e.g., HR, Operations, PR) to ensure that messaging is consistent and aligned. This helps avoid mixed messages and ensures that everyone is on the same page regarding the crisis response.
  
  
• Engage with External Partners:
  • For key external stakeholders, such as government agencies, local community organisations, and other partners, ensure that SHINE coordinates efforts to maintain a consistent response. This might involve sharing information or aligning response efforts to reduce duplication and optimise resource use.
  
  
• Regular Coordination Meetings:
  • Organise regular crisis management meetings (virtual or in person) to ensure all relevant teams are aligned and up-to-date on the latest developments. These meetings should include representatives from the communications team, operations, HR, and senior leadership.

6. Social Media Monitoring and Response

HOW – Implementation Steps

• Active Social Media Engagement:
  • Keep SHINE’s social media platforms active by posting regular updates. Provide clear, concise information that is easy for followers to digest.
  • Designate team members to monitor social media for feedback, concerns, and rumours. Respond quickly and transparently to ensure the organisation’s side of the story is communicated.
  
  
• Address Misinformation:
  • Actively work to correct any misinformation or rumours circulating on social media or in the public sphere. Use official statements and clarifications to provide clarity.
  
  
• Transparency and Compassion:
  • Keep the tone of social media updates transparent, acknowledging the crisis’s impact while reassuring stakeholders of SHINE’s commitment to resolving the issue.

7. Media Strategy

HOW – Implementation Steps

• Prepare Media Statements:
  • Issue clear, concise media statements addressing the crisis and SHINE’s response. Ensure the media team has a list of key messages and stick to them.
  
  
• Handle Press Inquiries:
  • Have a designated spokesperson to respond to any press inquiries, providing timely updates and avoiding speculation or ambiguity in public statements.
  
  
• Monitor Media Coverage:
  • Track press coverage to ensure accurate representation of SHINE’s efforts during the crisis. Address any incorrect or misleading reports promptly.

The Within T+24 Hours (Response and Recovery Phase) is critical to ensuring that SHINE Children and Youth Services maintains open, transparent communication with all stakeholders immediately after a crisis begins.

The primary goals during this phase are to activate the crisis communication plan, provide immediate updates, and manage stakeholder sentiment while restoring normal communication channels.

By acting quickly, effectively, and consistently, SHINE can mitigate the crisis's impact and begin the recovery process, ensuring all stakeholders are informed, supported, and reassured.

.

Objective

o complete the recovery of communication efforts, restore normal operations, and return to regular activities with minimal disruption.

This phase focuses on ensuring that stakeholders are fully informed, all systems are back to normal, and the organisation learns from the crisis to enhance future preparedness.

1. Review Communications Effectiveness

HOW – Implementation Steps

• Conduct a Post-Crisis Communication Evaluation:
  • Gather the crisis communication team and key stakeholders (e.g., senior leadership, department heads) to evaluate the effectiveness of the communication efforts.
  • Assess the timeliness, clarity, and consistency of messages shared across all channels (internal and external) during the crisis.
  • Consider metrics such as engagement rates, information accuracy, stakeholder feedback, and overall stakeholder satisfaction.
  
  
• Identify Strengths and Weaknesses:
  • Identify what communication strategies worked well and what could be improved. For example, did the message reach stakeholders quickly? Was there confusion or misinformation at any point?
  • Collect feedback from internal teams on the communication flow—whether they received the correct information and at the right time.
  
  
• Gather Stakeholder Feedback:
  • Distribute surveys or conduct interviews with key stakeholders (staff, parents, donors, community partners) to gather their perspective on SHINE’s crisis communication. Questions should address the clarity, frequency, and effectiveness of the messaging.
  • Use this feedback to pinpoint any gaps in communication, such as unclear instructions, delayed responses, or lack of updates.
  
  
• Document Key Learnings:
  • Record lessons learned from the crisis communication efforts, including both the successful aspects and areas for improvement. This documentation should serve as the foundation for refining SHINE’s future crisis communication strategy.

2. Resume Normal Operations

HOW – Implementation Steps

• Communicate the Return to Normal Operations:
  • Once the immediate response phase has subsided and the crisis is under control, send clear, reassuring communications to all stakeholders, informing them that SHINE is resuming normal activities.
  • The communication should include:
    • A summary of the crisis and SHINE’s actions to mitigate the impact.
    • Clear instructions on what stakeholders can expect in the coming days, including resumed programs, regular operations, or changes to timelines.
    • Contact information for any continued support or queries.
  
  
• Staff Reintegration:
  • For employees who have been working remotely or under emergency protocols, provide detailed guidance on returning to regular work routines.
  • This may include returning to regular office locations, resuming meetings, or adjusting workloads.
  • Ensure HR is available to answer any questions regarding payroll, benefits, or operational changes implemented as a result of the crisis.
  
  
• Monitor Operations:
  • Closely monitor the first few days and weeks of resumed operations to ensure everything is functioning as expected.
  • This includes checking in with various departments to ensure that the crisis does not still impact their operations.
  • Continue tracking key metrics to ensure recovery efforts remain on track and service delivery returns to normal levels.

• Address Outstanding Issues:
  • Review any ongoing issues or concerns that arose during the crisis and ensure they are addressed promptly. For example, if there were disruptions in services or delays in critical operations, communicate specific timelines for resolution.

3. Stakeholder Feedback Collection and Analysis

HOW – Implementation Steps

• Conduct a Thorough Stakeholder Feedback Review:
  • Use surveys, focus groups, or one-on-one interviews to gather detailed feedback from stakeholders (staff, parents, donors, volunteers) on their experiences during the crisis and recovery.
  • Questions should focus on:
    • The clarity of communication provided.
    • The perceived effectiveness of SHINE’s crisis response and recovery efforts.
    • Whether stakeholders felt adequately supported and informed.
  
  
• Segmented Feedback Analysis:
  • Segment the feedback by stakeholder type (e.g., parents, staff, donors) to identify any group-specific concerns or needs.
  • For instance, parents may have concerns about their children's safety or the continuity of programs.
  • At the same time, staff may focus on improving internal communication clarity or making role adjustments during the crisis.
  
  
• Use Feedback to Adjust Policies:
  • Incorporate relevant feedback into SHINE’s internal policies and procedures, particularly those related to crisis management and communication.
  • This will ensure future responses are more agile, responsive, and tailored to stakeholder expectations.

4. Update Communication Plans and Procedures

HOW – Implementation Steps

• Revise Crisis Communication Plans:
  • Based on lessons learned during the crisis, revise SHINE’s crisis communication plan to address any gaps or weaknesses identified in the post-crisis review. This may include:
    • Updating crisis message templates to ensure they address new types of potential crises.
    • Revising internal communication protocols to enhance clarity and speed of information flow.
    • Streamlining media engagement procedures to improve the response time and accuracy of public statements.
    
    
• Enhance Training and Resources:
  • Use the crisis feedback and insights to enhance training programs for employees involved in crisis management and communications. This may involve:
    • Running additional simulation exercises or training sessions to improve the readiness of the crisis management team.
    • Providing more resources on how to handle sensitive communications, particularly in high-pressure situations.
  
  
• Develop New Crisis Scenarios for Training:
  • Based on the nature of the recent crisis, develop new crisis scenarios for future training exercises to ensure that all staff and key personnel are prepared for a wide range of emergencies.

5. Post-Crisis Communication Review

HOW – Implementation Steps

• Formal Review with Stakeholders:
  • Once the crisis is fully resolved, conduct a formal post-crisis review meeting with internal teams and key external stakeholders. This meeting should focus on:
    • The overall effectiveness of communication efforts during the crisis.
    • The impact of the crisis on SHINE’s reputation and how it was managed.
    • What can be improved in the future better to serve stakeholders in the event of a crisis?
  
  
• Publish a Post-Crisis Report:
  • Create a detailed post-crisis report that summarises SHINE’s response, recovery efforts, and communication outcomes. This report should be shared with key stakeholders (e.g., board members, donors, staff, and parents) to ensure transparency and maintain trust.
  • Include a timeline of events, a summary of the recovery process, and the steps SHINE will take to mitigate similar risks in the future.
  
  
• Public Acknowledgement and Gratitude:
  • Publicly acknowledge the contributions of staff, volunteers, and external partners who played crucial roles in managing and recovering from the crisis.
  • Consider issuing thank-you messages or organising appreciation events for those who supported SHINE during the crisis. This helps reinforce positive relationships and demonstrates gratitude for the collective effort.

6. Final Stakeholder Communication

HOW – Implementation Steps

• Final Communication to All Stakeholders:
  • Once all recovery actions are complete, send out a final communication to all stakeholders, summarising the steps taken during the crisis, the outcomes achieved, and the return to normal operations. This communication should include:
    • A clear recap of the crisis response.
    • A transparent overview of what was learned and what changes have been made to improve future preparedness.
    • A commitment to continued support for stakeholders moving forward.
  
  
• Provide Ongoing Support:
  • Offer continued support to those who may still be affected by the crisis. For example, if there are any unresolved issues (e.g., parents with ongoing concerns, employees adjusting to post-crisis changes), ensure follow-up communication includes options for assistance.

7. Continuous Improvement and Long-Term Recovery

HOW – Implementation Steps

• Establish a Continuous Improvement Plan:
  • Develop a continuous improvement plan based on the post-crisis review and feedback. This plan should focus on refining crisis management processes, communication strategies, and recovery protocols for future crises.

• Monitor Long-Term Impact:
  • Continue to monitor the long-term effects of the crisis on SHINE’s operations and stakeholder relationships. This includes checking in periodically with staff, clients, and donors to ensure that any lingering concerns or issues are addressed promptly.
  
  
• Incorporate Lessons into Future Strategy:
  • Use the lessons from the current crisis to inform SHINE’s long-term strategic planning. Ensure that crisis management capabilities are integrated into broader organisational strategies to maintain resilience and readiness for future disruptions.

The After T+24 Hours (Restore and Return Phase) ensures that SHINE Children and Youth Services can fully recover from a crisis by resuming normal operations, evaluating the effectiveness of crisis communications, and improving preparedness for future crises.

By collecting stakeholder feedback, refining communication strategies, and implementing long-term recovery measures, SHINE will not only restore its operations but also strengthen its resilience to potential future disruptions.

This phase underscores SHINE's commitment to continuous improvement, transparency, and long-term stakeholder engagement.

In conclusion, the Business Continuity Recovery Procedure for CBF-7: Communications & Stakeholder Coordination is an essential tool for SHINE Children and Youth Services to ensure the organisation remains resilient and responsive during a crisis.

By following the structured phases of crisis management—Pre-Crisis Preparedness, Within T+24 Hours (Response and Recovery), and After T+24 Hours (Restore and Return)—SHINE can safeguard its communication effectiveness and maintain stakeholder trust.

The key to successful recovery lies in proactive planning, swift execution, and continuous improvement.

The guidance outlined in this chapter equips SHINE with the strategies necessary to not only respond effectively in times of crisis but also to learn from each experience and enhance future preparedness.

With clear communication, coordinated stakeholder engagement, and a focus on resilience, SHINE can continue its mission of supporting children and youth, even in the face of unforeseen challenges.

 

 

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM
eBook 3: Starting Your BCM Implementation
MBCO	P&S	RAR T1	RAR T2	RAR T3	BCS T1	CBF
CBF-7 Communications & Stakeholder Coordination
DP	BIAQ T1	BIAQ T2	BIAQ T3	BCS T2	BCS T3	PD

 

More Information About Business Continuity Management Courses

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].

	Please feel free to send us a note if you have any questions.