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.
|
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.
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.
|
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.
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-5 Case Management & Client Support 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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