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.
|
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.
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.
|
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.
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-10 Partnership & Community Network Management |
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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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