[BCM] [SHINE] [E1] [C2] Understanding Your Organisation

Understanding Your Organisation: SHINE Children and Youth Services

Introduction

SHINE Children and Youth Services (SHINE) is a non-profit organisation based in Singapore, dedicated to the holistic development of children and youth in need.

Their mission is to provide a safe and nurturing environment for children and youth, helping them overcome challenges, build resilience, and reach their full potential.

SHINE aims to empower these young individuals, especially those from disadvantaged backgrounds, to achieve personal growth and contribute meaningfully to society.

This chapter explores SHINE’s core functions and the critical business processes that support its mission.

By mapping out these functions and processes, we can ensure that SHINE remains resilient in the face of disruptions, thus continuing its crucial work of providing care and support to vulnerable children and youth.

It is a critical component of SHINE's Business Continuity Management (BCM) strategy, as outlined by ISO22301.

SHINE's Critical Business Functions (CBFs)

For SHINE, the following high-level critical business functions (CBFs) represent the core operations necessary to fulfil its mission.

These functions, elaborated in Chapter 10, are essential to the continuity of care, support, and development services that SHINE provides to children and youth.

• CBF-01 Educational Psychology Services (EPS)
• CBF-02 Community Social Work & School Social Work
• CBF-03 Targeted Interventions for At-Risk Youth
• CBF-04 Counselling & Therapy Services (SH.IFT and related programmes)
• CBF-05 Case Management & Client Support Coordination
• CBF-06 Client Information & Records Management
• CBF-07 Communications & Stakeholder Coordination
• CBF-08 Human Resource Management & Professional Capability
• CBF-09 Funding, Resource & Donor Management
• CBF-10 Partnership & Community Network Management
• CBF-11 Facilities, IT Systems & Service Infrastructure
• CBF-12 Governance, Compliance & Reporting

Key Stakeholders and Partners

SHINE relies on various stakeholders to fulfil its mission. These stakeholders include internal staff, volunteers, donors, partners, and the community at large.

The key partners and stakeholders involved in SHINE’s operations include:

• Staff Members: Full-time employees, social workers, counsellors, and teachers who work directly with children and youth.
• Volunteers: Individuals who offer their time and expertise to assist in program delivery and support.
• Donors and Funders: Corporate partners, government agencies, and individual donors who contribute to SHINE’s financial sustainability.
• Community Organisations: These may include schools, other social service agencies, and healthcare providers that collaborate with SHINE to provide a holistic approach to the care of children and youth.
• Government Agencies: SHINE works closely with various government bodies, such as the Ministry of Social and Family Development (MSF,) to ensure that its programs align with national policies and contribute to the broader social welfare framework.

Key Operational Processes and Resources

To ensure the continuation of its services, SHINE needs to map its critical processes and resources.

This step is vital for operational resilience and for complying with ISO22301 standards. Below are the key processes and resources for SHINE’s critical business functions:

Table for the Key Operational Processes and Resources for the specified critical business functions (CBFs) for SHINE Children and Youth Services

This table summarises the key processes and resources for each of SHINE's critical business functions, aligning with its operational and strategic goals for continuity and resilience.

Business Continuity Framework for SHINE

The Business Continuity Management (BCM) framework for SHINE aligns with ISO22301, ensuring SHINE is prepared for any disruption that may affect its ability to serve children and youth. Key components of SHINE’s BCM strategy include:

• Risk Analysis and Review (RAR): Identifying potential risks to SHINE’s operations, including natural disasters, health crises, cyber threats, and resource shortages.
• Business Impact Analysis (BIA): Analysing the critical functions and processes within SHINE to assess the impact of disruptions. This helps prioritise the recovery of key services and ensure minimal disruption to service delivery.
• Business Continuity Strategies (BCS): Developing strategies and procedures to maintain or restore SHINE’s critical functions in the event of a disruption. This includes alternative work arrangements, backup systems, and external partnerships.
• Plan Development (PD): Documenting the business continuity plans and protocols for staff, volunteers, and partners to follow during a disruption. This includes clear roles, responsibilities, and communication channels.
• Testing and Exercising (TE): Regularly testing and exercising the business continuity plans through tabletop exercises, scenario testing, and simulations to ensure readiness and identify gaps.

Understanding SHINE’s organisation, its core functions, and its critical processes is fundamental to developing an effective business continuity plan that aligns with ISO22301.

By mapping out these components, SHINE ensures that its mission of providing care and support to children and youth can continue seamlessly, even in the face of crises or disruptions.

This chapter lays the groundwork for implementing BCM processes that safeguard SHINE’s future, ensuring that its services remain resilient and sustainable in times of uncertainty.