[BCM] [SHINE] [E3] [BIA] [T1] [CBF] [10] Partnership & Community Network Management

CBF-10 Partnership & Community Network Management

Partnerships and community networks are foundational to SHINE Children and Youth Services’ ability to deliver holistic, timely, and sustainable support to children, youths, and families.

Through collaboration with schools, government agencies, community partners, donors, and social service organisations, SHINE extends its reach, optimises resources, and strengthens service continuity—especially during disruptions or crises.

Critical Business Function CBF-10: Partnership & Community Network Management focuses on ensuring that these collaborative relationships remain functional, trusted, and practical under all circumstances.

From a business continuity perspective, this function safeguards SHINE’s support ecosystem, enabling coordinated responses, shared resources, and uninterrupted service delivery.

The Business Unit Minimum Business Continuity Objective (BU-MBCO) for each Sub-CBF reflects the minimum acceptable level of performance required to prevent material impact on beneficiaries, reputation, funding confidence, and statutory obligations.

Table P1: Critical Business Functions for CBF-10

Sub-CBF Code	Sub-CBF	Description of CBF	Business Unit Minimum Business Continuity Objective (MBCO)
CBF-10.1	Partnership Development	Identify, assess, and establish new partnerships with community organisations, schools, government bodies, and corporate entities to support SHINE’s programmes and strategic goals.	Maintain the capability to initiate and formalise priority partnerships at a basic operational level to support essential programmes and future recovery initiatives.
CBF-10.2	Stakeholder Engagement	Manage ongoing communication and relationship-building with key stakeholders, including partners, funders, community leaders, and referral agencies.	Ensure continuous, timely communication with critical stakeholders to preserve trust, coordination, and confidence during disruptions.
CBF-10.3	Community Outreach	Engage communities through awareness activities, joint initiatives, and collaborative events to promote SHINE’s services and foster community support.	Sustain essential outreach activities that enable referrals, information sharing, and community awareness of critical services.
CBF-10.4	Network Maintenance and Coordination	Coordinate activities, information exchange, and joint responses among SHINE and its network partners to ensure aligned service delivery.	Maintain a minimum level of coordination with key partners to support service continuity, referrals, and crisis response.
CBF-10.5	Resource Sharing and Collaboration	Facilitate sharing of facilities, manpower, expertise, and materials with partners to optimise service delivery and crisis response.	Ensure access to critical shared resources required to support priority services and beneficiary needs.
CBF-10.6	Partnership Monitoring and Evaluation	Track partnership performance, compliance with agreements, and outcomes to ensure effectiveness and alignment with SHINE’s mission.	Maintain basic monitoring of critical partnerships to identify risks, issues, or failures that may impact service delivery.
CBF-10.7	Conflict Resolution and Mediation	Address disputes or misunderstandings with partners through structured dialogue and mediation to preserve working relationships.	Retain the ability to manage and resolve partnership conflicts promptly to prevent disruption to essential programmes.

Effective partnership and community network management enable SHINE Children and Youth Services to operate as part of a resilient, interconnected support system rather than in isolation. CBF-10 ensures that collaborative relationships remain stable, functional, and responsive—even under adverse conditions—thereby protecting SHINE’s capacity to serve vulnerable children and youths.

By clearly defining Sub-CBFs and their corresponding Business Unit MBCOs, SHINE establishes realistic continuity expectations that prioritise trust, coordination, and shared responsibility. This structured approach strengthens organisational resilience, supports faster recovery, and reinforces SHINE’s role as a reliable community partner committed to sustained impact and collective wellbeing.

CBF-10 Partnership & Community Network Management

Partnerships and community networks are central to SHINE Children and Youth Services’ ability to deliver holistic, accessible, and sustainable programmes for children, youth, and families.

Through collaborations with schools, government agencies, community partners, donors, and volunteers, SHINE extends its reach, optimises resources, and enhances service quality.

This section assesses the impact areas of disruptions to the CBF-10 Partnership & Community Network Management. In accordance with BCMPedia’s Impact Area framework, the analysis considers financial, operational, reputational, compliance, and service delivery implications.

Understanding these impacts enables SHINE to prioritise recovery actions, protect its Minimum Business Continuity Objectives (MBCO), and sustain trust within its community ecosystem during and after a disruption.

Table P2: Impact Area Assessment for CBF-10

Sub-CBF Code	Sub-CBF	Impact Area	Financial Impact – Monetary Loss (Estimated)	Financial Impact – Calculation of Monetary Loss (State Formula for Calculations)	Impact on MBCO – Affect MBCO	Impact on MBCO – Impact	Remarks – Description
10.1	Partnership Development	Strategic / Financial / Reputational	Medium (SGD 20,000–50,000 per annum)	Estimated value of delayed or unrealised partnership grants, sponsorships, or in-kind contributions	Yes	Delay in onboarding new partners affects programme scalability and sustainability.	Reduced pipeline of new partners limits future programme expansion and funding diversification.
10.2	Stakeholder Engagement	Reputational / Service Delivery	Low–Medium (SGD 10,000–30,000)	Cost of additional engagement efforts + potential loss of stakeholder contributions	Yes	Weakened stakeholder confidence may affect the continuity of collaborative services.	Poor engagement leads to misalignment of expectations and reduced stakeholder support
10.3	Community Outreach	Service Delivery / Reputational	Medium (SGD 15,000–40,000)	Estimated cost of missed outreach events + reduction in referrals and programme uptake	Yes	Reduced community access affects the timeliness of services to beneficiaries.	Disruption limits SHINE’s visibility and ability to reach vulnerable groups
10.4	Network Maintenance and Coordination	Operational / Service Delivery	Medium (SGD 20,000–45,000)	Cost of duplicated efforts + inefficiencies arising from poor coordination	Yes	Coordination gaps delay multi-agency service delivery	Ineffective coordination disrupts integrated care and referral pathways
10.5	Resource Sharing and Collaboration	Financial / Operational	Medium–High (SGD 30,000–70,000)	Replacement cost of shared resources + emergency procurement expenses	Yes	Increased operating costs threaten the continuity of essential programmes	Loss of shared resources strains budgets and operational capacity
10.6	Partnership Monitoring and Evaluation	Governance / Compliance / Financial	Low–Medium (SGD 5,000–20,000)	Cost of corrective actions + potential withdrawal of funding due to poor reporting	No	Limited direct impact but weak oversight affects long-term resilience	Inadequate monitoring may lead to unmet partnership obligations
10.7	Conflict Resolution and Mediation	Reputational / Strategic	Medium (SGD 15,000–35,000)	Cost of mediation efforts + potential loss of partnerships or funding	Yes	Unresolved conflicts disrupt collaborative service delivery	Prolonged disputes can damage trust and SHINE’s standing within the community

The impact analysis of CBF-10 Partnership & Community Network Management highlights that disruptions in partnership-related functions extend beyond immediate financial losses.

They can significantly affect SHINE’s service delivery capability, reputation, stakeholder confidence, and long-term sustainability.

Several Sub-CBFs—particularly Partnership Development, Network Coordination, Resource Sharing, and Conflict Resolution—directly influence SHINE’s ability to meet its Minimum Business Continuity Objectives (MBCO).

Proactive management of these impact areas strengthens organisational resilience and ensures that SHINE can continue to serve children, youth, and families effectively, even under adverse conditions.

By clearly understanding and documenting these impact areas, SHINE is well positioned to prioritise recovery strategies, allocate resources effectively, and reinforce its vital role within the community network it supports.

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CBF-10 Partnership & Community Network Management
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Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM

[BCM] [SHINE] [E3] [BIA] [T1] [CBF] [10] Partnership & Community Network Management

Business Continuity Management Certified Planner-Specialist-Expert

CBF-10 Partnership & Community Network Management

Table P1: Critical Business Functions for CBF-10

CBF-10 Partnership & Community Network Management

Table P2: Impact Area Assessment for CBF-10

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM

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[BCM] [SHINE] [E3] [BIA] [T1] [CBF] [10] Partnership & Community Network Management

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Business Continuity Management Certified Planner-Specialist-Expert

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CBF-10 Partnership & Community Network Management

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Table P1: Critical Business Functions for CBF-10

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Table P2: Impact Area Assessment for CBF-10

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM

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CBF-10 Partnership & Community Network Management