Communication in a Crisis — Social Care Business Continuity
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📣 Blog 5 of 7 in our Business Continuity Series
Communication in a Crisis
Links to all 7 blogs in this series are at the bottom of this post.
📣 Why Communication Is Central to Continuity
In many crises, the actual disruption is only part of the challenge. The bigger issue is communication. If families, staff, and commissioners feel left in the dark, confidence collapses. If they feel informed and reassured, even major disruption can be managed without reputational damage.
This is why communication is a core part of any Business Continuity Strategy. It should sit alongside operational planning, not as an afterthought. Commissioners expect to see how providers will communicate quickly, clearly, and consistently when services are under pressure.
👥 Internal Communication with Staff
Staff are the first line of defence in a crisis. If communication to them is confused, contradictory, or delayed, the entire response can fall apart. Good practice includes:
- Having a single, clear escalation line (e.g. service manager or on-call lead).
- Using established communication channels (WhatsApp groups, SMS systems, rota software alerts).
- Ensuring relief staff or redeployed workers receive timely instructions.
- Building staff updates into emergency planning policies.
Example: A domiciliary care provider facing snow disruption issues instant rota updates via its scheduling app. Staff know which calls are prioritised, who to contact for transport assistance, and how to report problems. This clear communication keeps the service running safely.
🏠 Communication with Families and Advocates
Families and advocates want reassurance above all else. Silence fuels panic and complaints. Proactive communication builds trust, even when disruption is unavoidable. Good approaches include:
- Nomination of a family liaison lead during major incidents.
- Template messages ready for common disruptions (IT outage, staffing shortages, weather delays).
- Commitments to provide updates at agreed intervals, even if “nothing has changed.”
- Clear explanations of prioritisation decisions (e.g. why some visits may be delayed).
For example, a supported living provider that phones every family within an hour of a heating failure, explaining the backup plan, will inspire far more confidence than one that waits until complaints start arriving. These examples should be captured in tender-ready method statements to evidence resilience.
🏛️ Communication with Commissioners and Regulators
Commissioners don’t expect providers to prevent every crisis — they expect providers to manage them well. That includes notifying the right people promptly. Strong practice involves:
- Agreeing notification thresholds in advance (e.g. missed calls, evacuations, safeguarding incidents).
- Providing concise situation reports — what happened, what actions are taken, and what support is needed.
- Being transparent about risks while showing control of the response.
- Following CQC notification requirements consistently.
For example, a home care provider that emails the commissioner within an hour of a snow disruption — attaching a clear plan to maintain priority calls — shows competence and transparency. A vague “we’re doing our best” update will not inspire confidence. Working with a home care bid writer can help shape this language persuasively for tenders.
💡 Example: IT System Outage
Two providers face the same IT outage:
- ❌ Provider A tells families “systems are down, we’ll update you later.” Staff are unclear on paper backup processes. Commissioners are not informed until complaints arise.
- ✅ Provider B activates its scenario plan: staff receive paper care note templates, families are called within two hours, and the commissioner receives a status update. Service disruption is minimised and trust is maintained.
Embedding examples like this into continuity strategies and proofread tender responses demonstrates practical, tested resilience.
🧰 Practical Next Steps for Providers
- Create a crisis communication plan covering staff, families, and commissioners.
- Develop template messages for common disruptions to save time in emergencies.
- Nominate communication leads at service and organisational level.
- Include communication protocols in your emergency planning policy.
- Ensure tenders reference not only operational continuity but also how you maintain confidence and trust during crises.
📚 Catch up on the full Business Continuity Series:
- 📘 Why Business Continuity Matters in Social Care
- 🧭 Risk Assessment and Scenario Planning
- 👥 Staffing Continuity: Covering Absences and Crises
- 🧯 Service Disruption Response: Keeping Care and Support Running
- 📣 Communication in a Crisis
- 🔁 Testing and Reviewing Your Continuity Plan
- 📄 Embedding Business Continuity in Tenders and Inspections