Contingency and Business Continuity Audit - Supported Living

Evidence to check

• • Business continuity plan is current and specific to supported living
• • Plan covers tenants’ own homes, shared accommodation, lone working, housing provider responsibilities and community-based support
• • Managers and staff can explain how the plan would be used in practice
• • Plan prioritises essential support without treating the setting like a care home

Evidence to check

• • BCP review dates and version control
• • Updates made after incidents, severe weather, outbreaks, IT failure, staffing pressures or housing-related disruption
• • Learning from events is recorded and added to the plan
• • Staff are informed when contingency procedures change

Evidence to check

• • Staff training or briefing records on business continuity
• • Staff can answer scenario-based questions
• • On-call, office and support staff understand their responsibilities
• • New staff receive BCP information during induction

Evidence to check

• • BCP covers a range of realistic supported living disruption scenarios
• • Plan includes severe weather, infection outbreaks, power cuts, water failure, telecoms failure and local emergencies
• • Actions are specific, not generic
• • High-risk tenants and high-risk settings are identified

Evidence to check

• • Risk-based priority or RAG rating system
• • Priority considers medication, personal care, nutrition, mental health, communication, mobility, safeguarding and informal support
• • Priority ratings are reviewed when tenant needs change
• • Staff and coordinators understand how priority ratings affect support planning

Evidence to check

• • Current emergency contact lists
• • Contacts include tenants, chosen representatives, professionals, housing provider, landlord and out-of-hours support
• • Staff can access key contacts during visits and out of hours
• • Contact details are reviewed and updated regularly

Evidence to check

• • Lone working procedure is included in the BCP
• • Check-in, check-out or buddy systems are clear where required
• • Staff know what to do if they feel unsafe or cannot contact the office
• • Missed check-ins or staff safety concerns are followed up promptly

Evidence to check

• • Staff shortage procedure or contingency rota
• • Essential support is prioritised during reduced staffing
• • Agency or bank staff arrangements include safe checks and local induction
• • Commissioners, families or professionals are informed where required

Evidence to check

• • Medication contingency arrangements in the BCP
• • Time-critical medicines or high-risk medication support identified
• • Staff know how to escalate missed, delayed or unavailable medicines
• • Pharmacy, GP, family or emergency escalation routes are recorded

Evidence to check

• • Digital downtime procedure
• • Offline access or backup arrangements for support plans, risk assessments, rotas, medication and emergency contacts
• • Staff know how to record support during system failure
• • Previous downtime incidents or tests show arrangements worked

Evidence to check

• • Tenant risk assessments include emergency considerations
• • Plans reflect individual needs such as mobility, cognition, mental health, communication, equipment or medication
• • Risk assessments are reviewed after incidents or changes in need
• • Staff know the tenant-specific emergency actions

Evidence to check

• • Staff can explain escalation routes for serious risks
• • Emergency, safeguarding, police, ambulance, crisis team and out-of-hours contacts are accessible
• • Incident records show timely escalation
• • Staff receive debrief and learning after serious events

Evidence to check

• • BCP considers travel and transport disruption
• • Critical appointments and essential community access are prioritised
• • Alternative arrangements are considered where transport fails
• • Tenant choice and safety are balanced when plans change

Evidence to check

• • BCP references tenancy rights, privacy and consent
• • Restrictions during disruption are proportionate, time-limited and reviewed
• • Tenants are not treated as residents of a care home
• • Legal, safeguarding or commissioner advice is sought where significant restrictions may be needed

Evidence to check

• • On-call rota and escalation procedure
• • Staff know how to contact on-call support
• • On-call records show advice, decisions and follow-up actions
• • Out-of-hours arrangements are tested or reviewed

Evidence to check

• • Stock monitoring records where the provider is responsible for supplies
• • PPE and hygiene supplies have reorder triggers
• • Tenant-specific arrangements for food, hygiene or continence products are known
• • Shortages are escalated before they affect safety or dignity

Evidence to check

• • Critical appointments and support needs are flagged
• • Staff know which appointments must be prioritised
• • Cancelled or missed appointments are reviewed for risk
• • Professionals, family or advocates are informed where necessary

Evidence to check

• • Housing provider and landlord emergency contacts are recorded
• • Responsibilities for repairs, utilities, access, fire safety and building issues are clear
• • Records show housing-related risks are escalated and followed up
• • Temporary risk controls are in place while waiting for housing action

Evidence to check

• • Debrief or lessons learned records
• • BCP updated after real events or near misses
• • Actions are allocated and followed up
• • Learning is shared with staff, managers and relevant partners

Evidence to check

• • Records of BCP tests, drills or scenario discussions
• • Scenarios reflect supported living risks such as no access, staff shortage, utilities failure, outbreak or missing tenant
• • Staff participation is recorded
• • Gaps identified during testing lead to action

Evidence to check

• • Governance or management meeting minutes
• • Continuity risks and incidents are reviewed
• • Actions have owners and timescales
• • Senior leaders monitor whether the BCP remains effective

Evidence to check

• • Emergency information-sharing guidance
• • Staff understand when information can be shared to prevent harm
• • Only relevant and proportionate information is shared
• • Digital and paper records remain secure during disruption

Evidence to check

• • Tenant communication plan or accessible information
• • Tenants are told about changes to support where possible
• • Communication is adapted to individual understanding and communication needs
• • Families, advocates or representatives are informed where appropriate and agreed

Evidence to check

• • BCP decisions consider dignity and independence, not only risk reduction
• • Tenants are involved in contingency planning where possible
• • Alternative support arrangements are least restrictive
• • Managers review the impact of emergency changes on quality of life

Evidence to check

• • High-risk tenants with limited support networks are identified
• • Advocacy, family, professional or welfare check arrangements are recorded
• • Staff know who may need extra support during disruption
• • Emergency planning considers tenants who may not request help themselves

Evidence to check

• • BCP is available to relevant staff
• • Backup access is available if digital systems fail
• • Confidential information is protected
• • Staff know where to find the latest version

Evidence to check

• • Risk register includes continuity risks
• • Risks include staffing, IT, utilities, housing issues, infection outbreaks and high-risk tenants
• • Risk ratings and controls are reviewed
• • Outstanding actions are tracked and escalated

Evidence to check

• • Procedure for notifying commissioners or local authority
• • Records of notifications during significant disruption
• • Safeguarding considered where disruption leaves tenants at risk
• • Communication includes impact, actions taken and ongoing risk

Evidence to check

• • Missed, late or reduced support records
• • Impact on tenant safety and wellbeing is assessed
• • Alternative support or welfare checks are arranged where needed
• • Learning is used to improve future contingency planning

Evidence to check

• • Rotas are reviewed for long hours, lone working and travel risks
• • Staff have access to support during difficult events
• • Debriefs are offered after traumatic or stressful incidents
• • Managers monitor sickness, stress or fatigue patterns

Evidence to check

• • Out-of-hours scenarios included in BCP testing
• • On-call staff can access key records and contacts
• • Decision-making responsibilities are clear when senior managers are absent
• • Learning from out-of-hours incidents is reviewed