[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [5] Case Management & Client Support Coordination

CBF-5 Case Management & Client Support Coordination

In this section, we explore the inter-dependencies within the critical business function (CBF) "CBF-5 Case Management & Client Support Coordination" at SHINE Children and Youth Services.

This function is integral to ensuring that children and youth in need of assistance receive the appropriate care, services, and support throughout their journey.

Understanding the relationships among Sub-CBFs, as well as their internal and external dependencies, is essential for maintaining continuity of care in both routine operations and crises.

Each Sub-CBF within Case Management & Client Support Coordination relies on various internal and external entities to function effectively.

The nature of these dependencies—whether upstream, downstream, or mutual—shapes the timeliness, quality, and efficiency of services delivered to clients.

This chapter will highlight these relationships, helping BCM coordinators at SHINE plan for disruptions and ensure a smooth recovery by identifying where interdependencies may pose risks or create opportunities.

Table P5: Inter‑dependencies for CBF-5

Sub-CBF Code	Sub-CBF	Name of Business Unit / Vendor / Partner	Internal Depend-ency	External Depend-ency	Depend-ency Type	Description of the Nature of Dependency
5.1	Client Intake & Assessment	Client Services Team, Intake Coordinator	Yes	Healthcare Providers, Social Service Agencies	Downstream	The Intake team relies on external partners, such as healthcare providers, to assess clients' medical and psychological needs and collect required documentation. Internally, the team works with other departments to schedule and conduct intake assessments.
5.2	Case Management Planning	Case Managers, Family Support Workers	Yes	Legal Advisors, Education Institutions	Mutual	Case managers depend on legal advisors to ensure compliance with laws and regulations during case planning. They also collaborate with educational institutions to understand the client's academic needs.
5.3	Coordination of Support Services	Case Managers, Client's Family, Support Staff	Yes	External Agencies (e.g., NGOs, community organisations)	Upstream	Internal case managers rely on external agencies for additional services like therapy, financial assistance, or specialised care. These agencies, in turn, rely on case managers to ensure that client needs align with their services.
5.4	Monitoring & Follow-up	Case Managers, Client Support Coordinators	Yes	Healthcare Providers, Educational Institutions	Mutual	Internal case managers coordinate with external service providers (healthcare, education) to monitor client progress. Follow-ups are managed jointly between case coordinators and external partners to ensure continuous support.
5.5	Documentation & Reporting	Case Managers, Admin Support	Yes	Regulatory Bodies, Government Authorities	Upstream	Internal dependencies exist for documentation and reporting tasks, with admin support teams handling paperwork and reporting. Externally, these reports are submitted to regulatory bodies to demonstrate compliance with legal and service standards.
5.6	Client Discharge & Transition	Case Managers, Transition Coordinators	Yes	External Housing, Employment, or Education Providers	Downstream	Upon client discharge, internal teams work closely with external agencies that provide post-discharge services, such as housing or job placement, to ensure a smooth transition.

Understanding the inter-dependencies between internal and external entities within the CBF-5 Case Management & Client Support Coordination function at SHINE is critical for identifying potential bottlenecks, risks, and opportunities.

By acknowledging these dependencies, BCM coordinators can develop strategies to mitigate disruptions and ensure a smooth recovery process in the event of a crisis.

These relationships emphasise the importance of collaboration across teams, service providers, and external partners, ensuring that SHINE continues to provide comprehensive, uninterrupted support to at-risk children and youth.

Properly managing these interdependencies will strengthen SHINE's overall resilience, ensuring that all aspects of client care are maintained under both normal and exceptional circumstances.

CBF-5 Case Management & Client Support Coordination

[BCM] [SHINE] [E3] [BIA] [T3] [CBF] Case Management & Client Support CoordinationCounselling & Therapy Services

Vital records are essential for the continuity and recovery of critical business functions in the event of a disaster or disruption.

At SHINE Children and Youth Services, the Case Management & Client Support Coordination (CBF-5) function is critical to maintaining client care and service delivery.

This chapter examines the vital records that support the Sub-Critical Business Functions (Sub-CBFs) under CBF-5, with a focus on those required to ensure the continuity of case management activities, service coordination, monitoring, and client discharge processes.

These records are vital to maintaining client care, ensuring regulatory compliance, and enabling a seamless transition during crisis recovery.

Table P6: Vital Records for CBF-5

Sub-CBF Code	Sub-CBF	Description of Vital Records	Media Type	Location	In Whose Care
5.1	Client Intake & Assessment	Client intake forms, assessment reports, and case history records.	Digital, Paper	Client records database, physical files	Case Manager
5.2	Case Management Planning	Care plans, treatment plans, client goals, and progress reports.	Digital, Paper	Secure server, physical files	Case Manager
5.3	Coordination of Support Services	Service referral documents, coordination logs, meeting minutes, and follow-up reports.	Digital, Paper	Digital platform, physical files	Case Manager, Support Services Coordinator
5.4	Monitoring & Follow-up	Follow-up schedules, progress reports, communication logs, and service delivery records.	Digital, Paper	Client records database, physical files	Case Manager
5.5	Documentation & Reporting	Incident reports, evaluation reports, and any case-related documentation required by stakeholders.	Digital, Paper	Secure server, physical files	Case Manager, Reporting Officer
5.6	Client Discharge & Transition	Discharge summaries, transition plans, final case reports, and client feedback surveys.	Digital, Paper	Digital platform, physical files	Case Manager

In the context of CBF-5 Case Management & Client Support Coordination, the management and protection of vital records are paramount to ensure that services can be resumed or recovered swiftly after a disaster or crisis.

These records contain critical client information, care plans, and documentation necessary for decision-making, service coordination, and compliance with legal requirements.

By establishing appropriate locations, media types, and custodianship for these records, SHINE can ensure they remain accessible and secure, enabling a smooth recovery process while maintaining continuous, high-quality client care.

This chapter emphasises the importance of thorough documentation and proper record-keeping in the face of disruptions, ensuring that SHINE’s mission of providing comprehensive, practical support to at-risk youth and their families remains intact through any challenges.

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

[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [5] Case Management & Client Support Coordination

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CBF-5 Case Management & Client Support Coordination

Table P5: Inter‑dependencies for CBF-5

CBF-5 Case Management & Client Support Coordination

Table P6: Vital Records for CBF-5

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

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