[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [10] Partnership & Community Network Management

CBF-10 Partnership & Community Network Management

Part 5 examines the inter-dependencies associated with the Partnership & Community Network Management function at SHINE.

This analysis identifies the internal and external relationships essential to sustaining effective partnerships, stakeholder trust, and community collaboration.

Understanding these dependencies enables SHINE to anticipate disruption impacts, prioritise recovery actions, and maintain service continuity through coordinated efforts with key business units, partners, and community stakeholders.

Table P5: Inter‑dependencies for CBF-10

Sub-CBF Code	Sub-CBF	Name of Business Unit or Vendor / Supplier / Outsource Partner	Type of Dependency – Internal	Type of Dependency – External	Dependency Direction (Upstream / Downstream / Mutual)	Description of the Nature of Dependency
10.1	Partnership Development	Programme Teams; Senior Management; Corporate Partners; Government Agencies (e.g. MSF, MOE)	✔	✔	Upstream & Mutual	Programme teams and leadership define partnership needs, while external agencies and partners provide opportunities for collaboration, funding support, and policy alignment necessary to establish partnerships.
10.2	Stakeholder Engagement	Communications Unit; Service Centres; Schools; Community Leaders	✔	✔	Mutual	Ongoing engagement relies on internal communications support and frontline feedback, while external stakeholders provide participation, insights, and trust critical to SHINE’s credibility and outreach effectiveness.
10.3	Community Outreach	Programme Teams; Volunteers; Community Organisations; Grassroots Groups	✔	✔	Downstream & Mutual	Outreach activities depend on internally planned programmes and volunteers, while external community groups enable access to beneficiaries and facilitate programme delivery at the community level.
10.4	Network Maintenance and Coordination	Programme Management Office; IT Support; Partner Organisations	✔	✔	Mutual	Network coordination requires internal tracking, scheduling, and systems support, while partner organisations actively participate in information-sharing, joint planning, and coordinated responses.
10.5	Resource Sharing and Collaboration	Finance Unit; HR; Donors; Corporate Sponsors; Partner Agencies	✔	✔	Upstream & Downstream	Internal units provide governance, budgeting, and manpower, while external donors and partners contribute financial, in-kind, or specialist resources that support SHINE’s programmes.
10.6	Partnership Monitoring and Evaluation	Quality Assurance; Management; Funding Agencies; Partners	✔	✔	Downstream	Monitoring frameworks and reporting processes are driven internally, while external partners and funders provide performance data, compliance requirements, and outcome feedback.
10.7	Conflict Resolution and Mediation	Senior Management; Legal / HR (if applicable); Partner Organisations	✔	✔	Mutual	Effective resolution depends on internal governance and decision-making authority, alongside cooperation and willingness from external partners to engage in mediation and corrective actions.

The inter-dependencies identified for CBF-10 Partnership & Community Network Management highlight SHINE’s firm reliance on both internal coordination and external collaboration.

These dependencies are largely mutual, reflecting the shared responsibilities, trust, and continuous engagement required to sustain effective partnerships and community networks.

By clearly documenting these inter-dependencies, SHINE strengthens its ability to manage risks, prioritise continuity strategies, and ensure that critical partnerships remain resilient during disruptions.

This structured understanding supports informed decision-making and reinforces SHINE’s commitment to delivering consistent, collaborative, and impactful services to children, youth, and families.

CBF-10 Partnership & Community Network Management

Vital records are the essential documents, files, and digital information that ensure the continuity of SHINE’s partnership and community network operations.

These records include agreements, communications, and reports that are essential for maintaining partnerships, coordinating networks, and executing community outreach.

Protecting these records safeguards organisational memory, supports legal and regulatory compliance, and enables effective crisis response.

Table P6: Vital Records for CBF-10

Sub-CBF Code	Sub-CBF	Description of Vital Records	Media Type	Location	In Whose Care
10.1	Partnership Development	Memoranda of Understanding (MOUs), signed contracts with partners, and partnership proposals.	Document / PDF	SHINE Head Office, Cloud Backup	Partnership Manager
10.2	Stakeholder Engagement	Stakeholder contact lists, engagement plans, and meeting minutes	Document / Spreadsheet	SHINE Head Office, Cloud Backup	Stakeholder Relations Officer
10.3	Community Outreach	Outreach program plans, campaign reports, and volunteer registration forms	Document / Digital Files	SHINE Program Office, Cloud Storage	Community Outreach Coordinator
10.4	Network Maintenance and Coordination	Meeting schedules, coordination logs, and contact directories	Document / Spreadsheet	SHINE Head Office, Cloud Backup	Network Coordinator
10.5	Resource Sharing and Collaboration	Resource sharing agreements, inventory logs, collaborative project files	Document / Spreadsheet / PDF	SHINE Program Office, Cloud Backup	Resource Manager
10.6	Partnership Monitoring and Evaluation	Evaluation reports, performance metrics, partner feedback forms	Document / PDF / Spreadsheet	SHINE Head Office, Cloud Storage	Monitoring & Evaluation Officer
10.7	Conflict Resolution and Mediation	Case files, mediation records, and resolution agreements	Document / PDF	Secure Cabinet, SHINE Head Office	Conflict Resolution Officer

Maintaining these vital records ensures that SHINE can sustain effective partnerships, engage stakeholders meaningfully, and coordinate community networks without disruption.

By clearly identifying media types, storage locations, and custodians, SHINE strengthens operational resilience, reduces the risk of data loss, and enables service continuity during unforeseen events.

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CBF-10 Partnership & Community Network Management
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Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM

[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [10] Partnership & Community Network Management

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CBF-10 Partnership & Community Network Management

Table P5: Inter‑dependencies for CBF-10

CBF-10 Partnership & Community Network Management

Table P6: Vital Records for CBF-10

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

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[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [10] Partnership & Community Network Management

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Table P5: Inter‑dependencies for CBF-10

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