[BCM] [SHINE] [E3] [BIA] [T2] [CBF] [7] Communications & Stakeholder Coordination

CBF-7 Communications & Stakeholder Coordination

Effective communication and stakeholder coordination are critical enablers for SHINE’s mission to safeguard children and youth.

During disruptions, timely and accurate communication ensures continuity of care, maintains stakeholder trust, supports crisis response, and mitigates reputational, regulatory, and safeguarding risks.

This section evaluates the temporal impact of disruptions to CBF-7 Communications & Stakeholder Coordination, including internal staff, volunteers, government agencies, donors, partners, parents, and the public.

The analysis identifies how impacts escalate with increasing disruption duration, enabling SHINE to define Recovery Time Objectives (RTOs), Maximum Tolerable Periods of Disruption (MTPDs), and vulnerable periods for each Sub-CBF.

Impact scores range from 1 (Low Impact) to 5 (Severe Impact).

Table P3: Impact Over Time of Business Functions for CBF-7

The impact analysis for CBF-7 Communications & Stakeholder Coordination demonstrates that communication-related disruptions escalate rapidly, particularly during the early stages of a crisis.

Sub-CBFs related to crisis communication execution, stakeholder coordination, and internal communications show the shortest RTOs and lowest MTPDs, reflecting their critical role in safeguarding, regulatory compliance, and public trust.

For SHINE, delayed or ineffective communication can quickly lead to misinformation, coordination breakdowns, safeguarding risks, and reputational harm.

This analysis underscores the importance of pre-defined communication plans, trained spokespersons, redundant communication channels, and strong stakeholder mapping.

The outcomes of this impact-over-time assessment will directly inform recovery strategies, resource prioritisation, and crisis communication procedures in subsequent BCM planning phases, ensuring SHINE remains resilient while continuing to protect and support children and youth during disruptions.

CBF-7 Communications & Stakeholder Coordination

 

Effective communications and stakeholder coordination are critical enablers of crisis management for SHINE Children and Youth Services.

During disruptions, SHINE must maintain timely, accurate, and coordinated communications with internal teams, beneficiaries, caregivers, partners, regulators, and donors to safeguard trust, continuity of care, and organisational reputation.

This section identifies the supporting IT systems, applications, and specialised resources required to sustain CBF-7 Communications & Stakeholder Coordination during crisis and recovery situations.

The defined Recovery Point Objectives (RPO) and System Recovery Time Objectives (RTO) ensure that information loss and system downtime remain within acceptable limits, enabling SHINE to respond decisively and coherently during incidents.

Table P4: Supporting IT Systems and Applications for CBF-7

Sub-CBF Code	Sub-CBF	IT Systems and Applications	RPO	System RTO	Supporting Special Equipment or Resources	Remarks
7.1	Stakeholder Identification	CRM system, Beneficiary Management System, Microsoft Excel (secured), SharePoint	24 hours	24 hours	Secure laptops, access-controlled databases	Stakeholder data must be kept current and protected under PDPA requirements
7.2	Communication Planning	Document Management System (SharePoint), Microsoft Word/PowerPoint, Crisis Communication Playbooks	24 hours	24 hours	Laptops, secure cloud storage	Pre-approved templates and escalation matrices reduce response time
7.3	Crisis Communication Execution	Mass Notification System (SMS/email), Microsoft Outlook, WhatsApp Business, Zoom/MS Teams	1 hour	4 hours	Mobile phones, backup SIM cards, and headsets	High criticality function; redundancy in communication channels is required
7.4	Internal Communications	Microsoft Teams, Email System, Intranet Portal	4 hours	8 hours	Laptops, mobile devices, VPN access	Ensures staff coordination, morale, and situational awareness
7.5	External Communications	Website CMS, Social Media Platforms, Email Marketing Tools, Media Distribution Lists	4 hours	8 hours	Internet access, media briefing kits	Public messaging must be approved and consistent to avoid misinformation
7.6	Stakeholder Feedback Collection	Online Survey Tools (e.g. Microsoft Forms), Email, Hotline Management System	24 hours	24 hours	Call centre phones, laptops	Feedback supports real-time issue identification and service adjustment
7.7	Stakeholder Coordination	CRM, Shared Calendars, Collaboration Platforms (Teams/Zoom), Task Tracking Tools	24 hours	24 hours	Laptops, video conferencing equipment	Supports coordination with partners, agencies, and volunteers
7.8	Post-Crisis Communication Review	Document Management System, Data Analytics Tools, Reporting Dashboards	48 hours	48 hours	Laptops, secure archival storage	Lessons learnt feed into BCM and crisis communication improvements

 

 

 

The resilience of CBF-7 Communications & Stakeholder Coordination at SHINE is heavily dependent on the availability, reliability, and security of its supporting IT systems and communication tools.

By defining clear RPOs and RTOs, SHINE ensures that critical information flows and stakeholder engagement can be restored swiftly during disruptions.

Equally important is the provision of appropriate specialised equipment, backup communication channels, and trained personnel, enabling SHINE to maintain transparency, trust, and coordinated action throughout a crisis lifecycle.

Continuous review, testing, and improvement of these systems will strengthen SHINE’s overall crisis readiness and support its mission to protect and empower children and youth, even under adverse conditions.

 

 

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM
eBook 3: Starting Your BCM Implementation
MBCO	P&S	RAR T1	RAR T2	RAR T3	BCS T1	CBF
CBF-7 Communications & Stakeholder Coordination
DP	BIAQ T1	BIAQ T2	BIAQ T3	BCS T2	BCS T3	PD