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.
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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. |
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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.
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.
|
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.
Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM |
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| eBook 3: Starting Your BCM Implementation |
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| MBCO | P&S | RAR T1 | RAR T2 | RAR T3 | BCS T1 | CBF |
| CBF-10 Partnership & Community Network Management |
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| DP | BIAQ T1 | BIAQ T2 | BIAQ T3 | BCS T2 | BCS T3 | PD |
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].
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Please feel free to send us a note if you have any questions. |
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