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).
|
Sub-CBF Code |
Sub-CBF |
Highest-Impact Area |
4H |
8H |
1D |
2D |
3D |
5D |
7D |
10D |
14D |
21D |
30D |
60D |
RTO |
MTPD |
Vulnerable Period |
|
7.1 |
Stakeholder Identification |
Stakeholder Database |
3 |
3 |
4 |
4 |
4 |
4 |
3 |
2 |
2 |
1 |
1 |
1 |
12 hours |
1 day |
6 hours |
|
7.2 |
Communication Planning |
Communication Strategy |
4 |
4 |
5 |
5 |
5 |
4 |
4 |
3 |
3 |
2 |
1 |
1 |
12 hours |
1 day |
12 hours |
|
7.3 |
Crisis Communication Execution |
Crisis Response Messaging |
5 |
5 |
5 |
5 |
5 |
4 |
4 |
3 |
2 |
1 |
1 |
1 |
6 hours |
12 hours |
6 hours |
|
7.4 |
Internal Communications |
Staff Coordination |
3 |
3 |
4 |
4 |
3 |
3 |
3 |
2 |
2 |
1 |
1 |
1 |
24 hours |
2 days |
12 hours |
|
7.5 |
External Communications |
Public Relations |
4 |
5 |
5 |
5 |
4 |
3 |
3 |
2 |
2 |
1 |
1 |
1 |
12 hours |
1 day |
6 hours |
|
7.6 |
Stakeholder Feedback Collection |
Feedback Gathering |
2 |
3 |
3 |
4 |
4 |
4 |
3 |
2 |
2 |
1 |
1 |
1 |
24 hours |
3 days |
24 hours |
|
7.7 |
Stakeholder Coordination |
Partnership Engagement |
3 |
3 |
4 |
4 |
4 |
4 |
3 |
3 |
2 |
2 |
1 |
1 |
24 hours |
2 days |
12 hours |
|
7.8 |
Post-Crisis Communication Review |
Crisis Assessment |
2 |
3 |
3 |
4 |
4 |
4 |
3 |
2 |
2 |
1 |
1 |
1 |
48 hours |
5 days |
24 hours |
This table outlines the expected impact scores at different time intervals, ranging from 1 (lowest impact) to 5 (highest impact), as well as the Recovery Time Objective (RTO), Maximum Tolerable Period of Disruption (MTPD), and the Vulnerable Period for each Sub-CBF under CBF-7 Communications & Stakeholder Coordination.
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.
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.
|
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 |
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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-7 Communications & Stakeholder Coordination |
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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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