[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [7] Communications & Stakeholder Coordination

CBF-7 Communications & Stakeholder Coordination

Effective communications and stakeholder coordination are highly interdependent functions within SHINE, particularly during incidents, crises, and service disruptions involving children, youths, families, schools, funders, and regulators.

This section identifies and analyses the internal and external dependencies associated with the detailed business processes (Sub-CBFs) under CBF-7 Communications & Stakeholder Coordination.

Understanding these inter-dependencies enables SHINE to anticipate cascading impacts, prioritise recovery actions, and ensure that timely, accurate, and coordinated messages are delivered to all stakeholders during disruptions.

This aligns with BCM good practices for managing upstream, downstream, and mutual dependencies across people, processes, technology, and third-party relationships.

Table P5: Inter‑dependencies for CBF-7

Sub-CBF Code	Sub-CBF	Name of Business Unit / Vendor / Partner	Internal Dependency	External Dependency	Dependency Type (Upstream / Downstream / Mutual)	Description of the Nature of Dependency
7.1	Stakeholder Identification	Senior Management, Programme Heads	✔		Upstream	Programme heads and management provide authoritative stakeholder lists (clients, schools, partners, funders) required before communication planning can begin.
7.1	Stakeholder Identification	Ministry of Social and Family Development (MSF), Schools, Community Partners		✔	Mutual	External stakeholders provide updates to contact points and engagement expectations, while SHINE maintains stakeholder records for coordination.
7.2	Communication Planning	Crisis Management Team (CMT), Programme Management	✔		Upstream	Communication strategies depend on incident details, operational priorities, and response decisions defined by internal crisis and programme teams.
7.2	Communication Planning	Communications Consultants / Media Advisors (if engaged)		✔	Mutual	External advisors support message framing and media strategy while relying on SHINE for accurate information and approvals.
7.3	Crisis Communication Execution	IT & Systems Support	✔		Upstream	Availability of email systems, messaging platforms, websites, and collaboration tools is required to disseminate crisis communications.
7.3	Crisis Communication Execution	Media Outlets, Social Media Platforms		✔	Downstream	Media channels and digital platforms are used to broadcast SHINE’s messages to the public and stakeholders during crises.
7.4	Internal Communications	Human Resources, Programme Teams	✔		Mutual	HR and programme teams both provide and receive internal updates to ensure staff are informed, aligned, and able to continue service delivery.
7.4	Internal Communications	Internal Collaboration Platforms (e.g. email, messaging tools)		✔	Upstream	Internal communication relies on third-party communication platforms to function effectively during normal and disrupted conditions.
7.5	External Communications	Management, Legal / Governance Function	✔		Upstream	External messages require management approval and legal or governance input to ensure accuracy, compliance, and reputational protection.
7.5	External Communications	Donors, Funders, Schools, Community Partners		✔	Downstream	External stakeholders depend on SHINE for timely and transparent updates that affect funding, collaboration, and service continuity.
7.6	Stakeholder Feedback Collection	Programme Teams, Case Management	✔		Upstream	Programme and case teams collect frontline feedback from clients and partners, feeding into communication refinement and decision-making.
7.6	Stakeholder Feedback Collection	Clients, Families, Volunteers, Community Partners		✔	Mutual	Stakeholders provide feedback while expecting acknowledgement, follow-up, and communication improvements from SHINE.
7.7	Stakeholder Coordination	Case Management, Community Outreach Teams	✔		Mutual	Coordination activities rely on operational teams to align actions, schedules, and responsibilities with stakeholder expectations.
7.7	Stakeholder Coordination	Schools, Social Service Agencies, Healthcare Providers		✔	Mutual	Ongoing coordination ensures aligned responses, shared information, and continuity of care for children and youths during disruptions.
7.8	Post-Crisis Communication Review	Crisis Management Team, Quality & Governance	✔		Downstream	Lessons learned and post-incident reviews depend on inputs from crisis teams to assess communication effectiveness and gaps.
7.8	Post-Crisis Communication Review	External Auditors, Regulators (where applicable)		✔	Downstream	Findings may be shared with external parties to demonstrate accountability, compliance, and continuous improvement.

The interdependencies associated with CBF-7 Communications & Stakeholder Coordination demonstrate that effective communication at SHINE is not a standalone activity but a highly interconnected function that relies on internal governance, operational teams, IT capabilities, and trusted external stakeholders.

Clear identification of upstream, downstream, and mutual dependencies enables SHINE to anticipate failure points, establish prioritised recovery actions, and strengthen coordination mechanisms during crises.

By proactively managing these interdependencies, SHINE enhances its organisational resilience, safeguards stakeholder trust, and ensures the continuity of critical services for children, youth, and families under all operating conditions.

CBF-7 Communications & Stakeholder Coordination

Vital records are records that are essential for SHINE Children and Youth Services (“SHINE”) to continue critical communications, meet legal and regulatory obligations, protect its reputation, and maintain stakeholder trust during and after a disruption or crisis.

For CBF-7 Communications & Stakeholder Coordination, these records enable SHINE to identify key stakeholders, execute timely and accurate communications, coordinate internally and externally, and review communication effectiveness post-incident.

In accordance with BCM good practice, vital records must be accurate, accessible, protected, and recoverable within the required timeframe to support crisis and continuity response. This section identifies the vital records associated with each Sub-Critical Business Function (Sub-CBF), their media types, locations, and custodians.

Table P6: Vital Records for CBF-7

Sub-CBF Code	Sub-CBF	Description of Vital Records	Media Type	Location	In Whose Care
7.1	Stakeholder Identification	Master stakeholder registry including internal staff, volunteers, partners, donors, schools, government agencies (e.g. MSF), emergency contacts, and media contacts	Electronic (database, spreadsheet); limited hardcopy	SHINE shared drive / secure cloud system; hardcopy in Admin office	Management Team; Communications Lead
7.2	Communication Planning	Crisis communication plans, stakeholder communication matrices, message templates, escalation and approval workflows	Electronic documents (Word/PDF); hardcopy backup	SHINE shared drive / BCM repository; hardcopy in Crisis Management File	Communications Lead; Crisis Management Team
7.3	Crisis Communication Execution	Approved crisis messages, media statements, press releases, social media posts, communication logs, time-stamped dissemination records	Electronic (email system, CMS, social media platforms); screenshots	Email servers, social media accounts, shared drive	Communications Lead; Authorised Spokesperson
7.4	Internal Communications	Staff advisories, internal announcements, emergency contact trees, staff communication logs	Electronic (email, messaging platforms); limited hardcopy	Email system, internal messaging platforms, shared drive	Human Resources; Management Team
7.5	External Communications	Communications with families, schools, donors, partners, regulators, and public stakeholders; media enquiry logs	Electronic (email, CRM, media tracking tools)	Email system, CRM platform, shared drive	Communications Lead; Programme Heads
7.6	Stakeholder Feedback Collection	Feedback forms, complaint records, post-incident surveys, hotline or email feedback logs	Electronic (online forms, spreadsheets); scanned documents	Secure cloud system; shared drive	Programme Heads; Communications Lead
7.7	Stakeholder Coordination	Coordination records with partners and agencies, meeting minutes, action trackers, and agreements during crisis response	Electronic documents; meeting recordings (if applicable)	Shared drive; secure cloud storage	Management Team; Programme Heads
7.8	Post-Crisis Communication Review	Post-incident communication review reports, lessons learned, corrective action plans, audit and compliance evidence.	Electronic documents (Word/PDF); signed hardcopy	BCM repository; shared drive; hardcopy in Admin office	BCM Coordinator; Senior Management

The identification and protection of vital records for CBF-7 Communications & Stakeholder Coordination are critical to SHINE’s ability to manage information flow effectively during crises, maintain stakeholder confidence, and comply with governance and accountability requirements.

These records support timely decision-making, consistent messaging, and coordinated engagement with both internal and external stakeholders.

By ensuring that vital records are correctly classified, securely stored, regularly reviewed, and accessible within defined recovery timeframes, SHINE strengthens its overall crisis management and business continuity capability.

Regular testing, access control reviews, and updates to these records should be incorporated into SHINE’s ongoing BCM and crisis communication programme to ensure continued relevance and resilience.

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM
eBook 3: Starting Your BCM Implementation
MBCO	P&S	RAR T1	RAR T2	RAR T3	BCS T1	CBF

CBF-7 Communications & Stakeholder Coordination
DP	BIAQ T1	BIAQ T2	BIAQ T3	BCS T2	BCS T3	PD

More Information About Business Continuity Management Courses

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].



	Please feel free to send us a note if you have any questions.

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

[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [7] Communications & Stakeholder Coordination

Business Continuity Management Certified Planner-Specialist-Expert

CBF-7 Communications & Stakeholder Coordination

Table P5: Inter‑dependencies for CBF-7

CBF-7 Communications & Stakeholder Coordination

Table P6: Vital Records for CBF-7

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

More Information About Business Continuity Management Courses

Your Comments Here :

More Posts

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

[BCM] [SHINE] [E3] [BIA] [T3] [CBF] [7] Communications & Stakeholder Coordination

hbspt.cta._relativeUrls=true;hbspt.cta.load(3893111, 'c7d00b8b-77c0-43ee-a2cf-76ea43b26fe8', {"useNewLoader":"true","region":"na1"});

hbspt.cta._relativeUrls=true;hbspt.cta.load(3893111, '6d3e4359-14f4-4816-b274-3f61b92be858', {"useNewLoader":"true","region":"na1"});

Business Continuity Management Certified Planner-Specialist-Expert

hbspt.cta._relativeUrls=true;hbspt.cta.load(3893111, 'c7d00b8b-77c0-43ee-a2cf-76ea43b26fe8', {"useNewLoader":"true","region":"na1"});

CBF-7 Communications & Stakeholder Coordination

hbspt.cta._relativeUrls=true;hbspt.cta.load(3893111, 'ed6152ff-4926-4fae-bd6b-ba572bcc781b', {"useNewLoader":"true","region":"na1"});

Table P5: Inter‑dependencies for CBF-7

hbspt.cta._relativeUrls=true;hbspt.cta.load(3893111, '117996e6-4a68-4449-880f-d8a48ff3071d', {"useNewLoader":"true","region":"na1"});

hbspt.cta._relativeUrls=true;hbspt.cta.load(3893111, '1a235d79-3b86-4019-9cfa-860b22849fab', {"useNewLoader":"true","region":"na1"});

CBF-7 Communications & Stakeholder Coordination

Table P6: Vital Records for CBF-7

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

More Information About Business Continuity Management Courses

Your Comments Here :

More Posts