While short-term disruptions may not immediately affect frontline service delivery, prolonged unavailability of these functions can rapidly escalate into regulatory breaches, loss of funding confidence, weakened board oversight, and long-term reputational harm.
This section evaluates the impact over time of disruptions to each Sub-CBF under CBF-12, enabling SHINE to identify tolerance thresholds, define recovery priorities, and strengthen organisational resilience.
|
Sub-CBF Code |
Sub-CBF |
Highest-Impact Area |
4 Hr |
8 Hr |
1 Day |
2 Day |
3 Day |
5 Day |
7 Day |
10 Day |
14 Day |
21 Day |
30 Day |
60 Day |
RTO |
MTPD |
Vulnerable Period |
|
12.1 |
Compliance Monitoring |
Regulatory & Reputational |
1 |
1 |
2 |
2 |
3 |
3 |
4 |
4 |
4 |
5 |
5 |
5 |
3 Days |
14 Days |
Regulatory audits, investigations, funding reviews |
|
12.2 |
Regulatory Reporting |
Legal & Funding Compliance |
1 |
2 |
2 |
3 |
3 |
4 |
4 |
5 |
5 |
5 |
5 |
5 |
2 Days |
10 Days |
Statutory reporting deadlines, grant submissions |
|
12.3 |
Governance Oversight |
Strategic & Board Effectiveness |
1 |
1 |
2 |
2 |
3 |
3 |
3 |
4 |
4 |
4 |
5 |
5 |
5 Days |
21 Days |
Crisis decision-making, leadership transitions |
|
12.4 |
Policy Development & Review |
Operational & Compliance Alignment |
1 |
1 |
1 |
2 |
2 |
2 |
3 |
3 |
4 |
4 |
4 |
5 |
7 Days |
30 Days |
Regulatory changes, programme expansion |
|
12.5 |
Audit and Risk Management |
Financial & Organisational Risk |
1 |
1 |
2 |
2 |
3 |
3 |
4 |
4 |
5 |
5 |
5 |
5 |
3 Days |
14 Days |
Internal/external audits, emerging risk events |
1 = Minimal impact (Very Low)| 2 = Minor impact (Low) | 3 = Moderate impact (Medium) | 4 = High impact (high) | 5 = Severe / Critical impact (Very High)
The impact analysis highlights that CBF-12 functions are time-sensitive and risk-intensive, with consequences that compound significantly beyond the first few days of disruption.
Sub-functions related to regulatory reporting, compliance monitoring, and audit & risk management exhibit the shortest tolerance for disruption, given statutory obligations and funding dependencies.
Conversely, policy development and governance oversight, while less immediately critical, become severely impactful over extended periods.
By clearly defining RTO, MTPD, and vulnerable periods, SHINE is well-positioned to prioritise recovery strategies, allocate competent alternates, and ensure governance continuity during crises.
Strengthening resilience in these areas safeguards SHINE’s mission, reinforces stakeholder confidence, and supports sustainable service delivery to children, youth, and families over the long term.
These functions ensure adherence to statutory requirements, funder expectations, sector standards, and internal governance frameworks. Robust and reliable IT systems are essential to support timely reporting, effective oversight, policy governance, and risk management.
This section outlines the key IT systems, recovery objectives, and supporting resources required to sustain governance-related Sub-CBFs during normal operations and disruptive events.
|
Sub-CBF Code |
Sub-CBF |
IT Systems and Applications |
RPO |
System RTO |
Supporting Special Equipment / Resources |
Remarks |
|
12.1 |
Compliance Monitoring |
Compliance management system, Case management system, SharePoint / Document management system |
24 hours |
48 hours |
Secure laptops, VPN access, and encrypted document storage |
Ongoing monitoring of service standards, funding conditions, and regulatory requirements |
|
12.2 |
Regulatory Reporting |
Financial management system, Grant reporting portals, Microsoft Excel / BI tools |
24 hours |
72 hours |
Secure desktops, internet access, and digital signatures |
Reporting deadlines may be statutory; manual workarounds may be possible in the short term |
|
12.3 |
Governance Oversight |
Board management system, Document repository, Email and collaboration tools (e.g., Microsoft 365) |
48 hours |
72 hours |
Video conferencing tools, secure board access devices |
Supports board meetings, decision records, and governance documentation |
|
12.4 |
Policy Development & Review |
Document management system, Version control tools, Internal knowledge portal |
48 hours |
96 hours |
Secure laptops, policy templates, and controlled access folders |
Not time-critical but essential for organisational consistency and compliance |
|
12.5 |
Audit and Risk Management |
Risk register system, Audit management tools, Financial systems |
24 hours |
72 hours |
Secure data access, audit logs, backup storage |
High sensitivity data; strong access control and data integrity required |
The governance, compliance, and reporting functions at SHINE rely heavily on secure, resilient, and well-managed IT systems to ensure transparency, regulatory adherence, and informed oversight.
While some Sub-CBFs can tolerate short delays, timely recovery of compliance and audit-related systems is critical to maintaining stakeholder confidence and statutory compliance.
By clearly defining system dependencies, recovery objectives, and supporting resources, SHINE strengthens its organisational resilience and ensures that governance responsibilities remain effective even during periods of disruption.
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-12 Governance, Compliance & Reporting |
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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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