[BCM] [SHINE] [E3] [BIA] [T1] [CBF] [2] Community Social Work & School Social Work

Part 1: Identification of Business Functions

CBF-02 Community Social Work & School Social Work

CBF-02 encompasses the wide-ranging activities and services related to Community Social Work and School Social Work that SHINE Children's community's ongoing well-being

These services are designed to support the development, well-being, and safety of children, youth, and families within the community and in school environments. SHINE’s social workers provide crucial engagement, support, and coaching for individuals and families in need, collaborate with partners to create a nurturing environment, and deliver preventive and developmental programs to promote overall well-being. Ensuring that these services remain resilient in times of crisis or disruption is critical to the ongoing well-being of the community.

This chapter outlines the detailed Sub-Critical Business Functions (Sub-CBFs) that contribute to the overall Community Social Work & School Social Work critical business function (CBF-02). By identifying each Sub-CBF and aligning it with the Minimum Business Continuity Objectives (MBCO), SHINE can ensure continuity of services, protecting vulnerable populations and fulfilling its mission, even during disruptions.

Table P1: Critical Business Functions for CBF-2

Sub-CBF Code	Sub-CBF	Description of CBF	Business Unit Minimum Business Continuity Objective (MBCO)
CBF-2.1	Community Social Work – Community Engagement & Development	This function involves building relationships within the community, fostering engagement, and promoting social development. It focuses on creating and maintaining supportive, inclusive environments that meet the needs of individuals and groups in the community.	The MBCO for this function is to ensure continuous engagement with community stakeholders and sustain development programs, especially in areas of urgent social needs or during periods of crisis.
CBF-2.2	Community Social Work – Family Support & Coaching	This service provides direct support to families, offering coaching, advice, and resources to strengthen family systems. It focuses on family-based interventions that promote positive outcomes for children and youth.	The MBCO for this function is to maintain essential family coaching services and support mechanisms that help families navigate challenges, even during a crisis.
CBF-2.3	School Social Work – In-School Social Work & Student Support	This service focuses on providing direct social work services within schools to support students’ emotional and social well-being. It includes one-on-one counseling, group support, and intervention for at-risk students.	The MBCO for this function is to provide timely and effective student support, ensuring that students receive the necessary care and interventions, especially when they face challenges at school.
CBF-2.4	School Social Work – Preventive & Developmental Programmes	This function involves delivering preventive programs aimed at promoting mental and emotional well-being among students. It includes workshops, peer support programs, and other development-focused initiatives.	The MBCO for this function is to continue offering preventive and developmental programs to students, even in the face of disruptions, to ensure that youth have access to necessary support.
CBF-2.5	Casework & Counselling Support (Community & School)	This service provides casework and counseling to individuals and families, addressing complex issues such as mental health, abuse, or family breakdowns. It provides ongoing support through direct counseling interventions.	The MBCO for this function is to ensure that critical casework and counseling services remain available, particularly for at-risk individuals and families, during any crisis or disruption.
CBF-2.6	Collaboration & Partnership Management	This function involves coordinating and collaborating with external partners and stakeholders, including schools, community organizations, and governmental agencies, to align efforts and enhance service delivery.	The MBCO for this function is to sustain partnerships and collaboration efforts to ensure service continuity, particularly when inter-agency support is needed in times of crisis.
CBF-2.7	Volunteer & Youth Engagement / Capacity Building	This service focuses on engaging volunteers and youth in social work activities, empowering them to contribute positively to the community while enhancing their own development.	The MBCO for this function is to maintain volunteer and youth engagement, ensuring that there is no interruption in volunteer-driven programs and that capacity-building initiatives continue to empower future community leaders.
CBF-2.8	Monitoring, Evaluation & Research-informed Practice	This function ensures that SHINE’s services are effective and meet the needs of the community. It involves continuous monitoring, evaluating program effectiveness, and implementing evidence-based practices.	The MBCO for this function is to ensure that evaluation and monitoring activities continue without disruption, providing data-driven insights into service effectiveness and guiding future interventions.

The continuity of Community Social Work and School Social Work services is essential for SHINE Children and Youth Services to fulfill its mission of supporting children, youth, and families in Singapore.

By identifying each Sub-CBF and aligning them with Minimum Business Continuity Objectives (MBCO), SHINE ensures that critical services remain available and effective, even in times of crisis or disruption.

It is important to note that the MBCO for each Sub-CBF is not static; rather, it is a dynamic, context-dependent goal that will evolve based on the nature of the disruption and the specific needs of the affected stakeholders.

Through ongoing risk assessments, scenario testing, and business continuity planning, SHINE can ensure that its services continue to meet the needs of the community, whether during times of routine operations or crises.

In this way, the organization not only demonstrates its commitment to the children, youth, and families it serves but also strengthens its resilience, preparing it to continue making a meaningful impact, no matter the challenges it faces.

Part 2: Impact Area of Business Functions

CBF-02 Community Social Work & School Social Work

In this chapter, we delve into the Impact Area of Business Functions (Part 2) for SHINE Children and Youth Services (SHINE), focusing on the high-level critical business function CBF-02 Community Social Work & School Social Work.

SHINE is committed to empowering children, youth, and families through comprehensive social services, particularly in community and school settings. The social work services provided are essential to the well-being of the youth they serve, fostering personal and social development.

This section will evaluate the business impact, focusing on the effects of disruptions across different sub-functions, such as Community Engagement & Development, School Social Work, and Volunteer Engagement. For each sub-CBF, we assess the potential financial impact, the impact on Minimum Business Continuity Objectives (MBCOs), and provide a framework for understanding the scale of disruptions and their effects on SHINE’s operations.

Table P2: Impact Area Assessment for CBF-2

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
CBF-2.1	Community Social Work – Community Engagement & Development	The delivery of community outreach and development programs aimed at fostering community ties and resilience.	$20,000 – $50,000	Loss of program funds due to inability to reach the community (e.g., cancellation of events, missed opportunities for partnerships).	High	Disruption in community engagement may result in a failure to meet engagement targets, reducing SHINE’s community impact.	This sub-CBF plays a pivotal role in SHINE’s outreach activities and in establishing long-term relationships with the community.
CBF-2.2	Community Social Work – Family Support & Coaching	Direct social work services to families, offering guidance, support, and counseling for families in need.	$15,000 – $30,000	Costs incurred for missed sessions, cancellations, or inability to provide emergency support to families.	Medium	MBCO related to ongoing casework may be impacted, resulting in delayed support for families and potential long-term setbacks.	A vital service for families needing personalized guidance to overcome challenges.
CBF-2.3	School Social Work – In-School Social Work & Student Support	School-based support to students facing emotional, academic, or social challenges.	$10,000 – $25,000	Monetary loss from reduced student engagement or the absence of staff to provide necessary interventions.	High	School continuity may be disrupted if students cannot access essential counseling or support services.	SHINE’s role in schools is critical in maintaining a supportive environment for students.
CBF-2.4	School Social Work – Preventive & Developmental Programmes	Preventive measures and development programs aimed at enhancing the resilience and well-being of students.	$12,000 – $40,000	Financial loss due to the cancellation of programs or the inability to conduct preventive workshops for students.	Medium	Delays or suspension of preventive programs may exacerbate underlying issues in students, leading to higher long-term intervention needs.	Critical in providing proactive support for youth, preventing future challenges.
CBF-2.5	Casework & Counselling Support (Community & School)	Provides casework and individual counseling services to both students and community members.	$25,000 – $60,000	Losses stem from session cancellations and ongoing therapy services that may be delayed or halted.	High	Disruption to casework can directly impact vulnerable individuals, increasing long-term rehabilitation needs.	The key for long-term success and healing for individuals facing challenges.
CBF-2.6	Collaboration & Partnership Management	Managing partnerships with external organizations to facilitate community and school support programs.	$10,000 – $15,000	Lost opportunities in partnerships due to breakdowns in communication or service delivery disruptions.	Low	Long-term partnerships may suffer from gaps in delivery, impacting future opportunities for SHINE to work with collaborators.	This sub-CBF impacts SHINE’s broader network and access to additional resources for service delivery.
CBF-2.7	Volunteer & Youth Engagement / Capacity Building	Engaging volunteers and youth in meaningful roles to build community capacity and leadership.	$5,000 – $10,000	Loss of volunteer engagement and training opportunities.	Low	Short-term disruption in volunteer activities, but minimal impact on SHINE’s broader operational structure.	Volunteers and youth engagement are important, but may not immediately affect core services.
CBF-2.8	Monitoring, Evaluation & Research-informed Practice	Monitoring the effectiveness of social work services and using research to improve practices.	$8,000 – $20,000	Delays in monitoring and evaluation processes may impact SHINE’s ability to adapt and optimize services.	Medium	Interruptions in data collection or research can slow down the feedback loop necessary for improving services.	Critical for continuous improvement and maintaining best practices within SHINE’s programs.

The analysis of the Impact Area of Business Functions for CBF-02 Community Social Work & School Social Work highlights the importance of maintaining continuous, uninterrupted service delivery. Disruptions in any of the sub-functions—whether it’s community engagement, school-based support, or counseling services—can have significant financial and operational consequences. The financial impact, as seen in the table, can range from thousands to tens of thousands of dollars, depending on the scope and scale of the disruption. Moreover, the impact on SHINE’s Minimum Business Continuity Objectives (MBCOs) is profound, particularly in areas such as family support, student services, and community development.

The resilience of SHINE’s operations depends not only on effective contingency planning but also on maintaining strong relationships with external partners and volunteers. Ensuring the continued function of these services during disruptions will require a strategic approach to resource allocation, communication, and timely response. This chapter serves as a framework for identifying critical vulnerabilities and establishing proactive measures to safeguard SHINE’s ability to serve the community and students under all circumstances.

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

[BCM] [SHINE] [E3] [BIA] [T1] [CBF] [2] Community Social Work & School Social Work

Business Continuity Management Certified Planner-Specialist-Expert

Part 1: Identification of Business Functions

CBF-02 Community Social Work & School Social Work

Table P1: Critical Business Functions for CBF-2

Part 2: Impact Area of Business Functions

CBF-02 Community Social Work & School Social Work

Table P2: Impact Area Assessment for CBF-2

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

More Information About Business Continuity Management Courses

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

[BCM] [SHINE] [E3] [BIA] [T1] [CBF] [2] Community Social Work & School Social Work

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Business Continuity Management Certified Planner-Specialist-Expert

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Part 1: Identification of Business Functions

CBF-02 Community Social Work & School Social Work

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Table P1: Critical Business Functions for CBF-2

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Part 2: Impact Area of Business Functions

CBF-02 Community Social Work & School Social Work

Table P2: Impact Area Assessment for CBF-2

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

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