Understanding these inter-dependencies ensures continuity, enhances operational efficiency, and strengthens accountability across the organisation.
This chapter outlines the internal and external relationships, as well as the upstream, downstream, or mutual dependencies that influence each Sub-CBF within CBF-9.
|
Sub-CBF Code |
Sub-CBF |
Name of Business Unit or Vendor/ Supplier/ Outsource Partner |
Type of Dependency - Internal |
Type of Dependency - External |
Upstream / Downstream / Mutual |
Description of the Nature of Dependency |
|
9.1 |
Fundraising & Grant Applications |
Fundraising Team, Communications & Marketing Team |
Yes |
Grant Agencies, Corporate Sponsors, Philanthropic Foundations |
Upstream |
Fundraising relies on marketing to develop proposals and campaigns; external grant agencies provide funding that enables service delivery. |
|
9.2 |
Donor Management |
Donor Relations Team, IT/Data Management |
Yes |
Individual Donors, CSR Partners, Donor Platforms |
Mutual |
Maintaining donor relationships requires internal data management systems; external platforms support donation processing and engagement tracking. |
|
9.3 |
Resource Allocation & Budgeting |
Finance Team, Program Managers |
Yes |
Vendors, Service Providers |
Downstream |
Budgeting decisions affect resource allocation across programs; vendors provide essential services and materials for program execution. |
|
9.4 |
Financial Reporting & Accountability |
Finance Team, Audit & Compliance |
Yes |
Regulatory Authorities, Funding Bodies |
Upstream |
Accurate reporting depends on internal finance records; external regulatory requirements shape reporting standards and compliance obligations. |
|
9.5 |
Partnership & Stakeholder Engagement |
Partnerships & Collaboration Team |
Yes |
Community Partners, NGOs, Government Agencies |
Mutual |
Successful engagement depends on internal coordination and external collaboration to secure support, joint programs, or advocacy opportunities. |
|
9.6 |
Emergency Fund Management |
Finance Team, Program Leadership |
Yes |
External Donors, Relief Organisations |
Downstream |
Emergency fund deployment is informed by internal financial planning and external donor contributions or relief partnerships. |
The inter-dependencies within CBF-9 highlight the complex ecosystem required for effective funding, resource, and donor management at SHINE. Internal collaboration ensures smooth operational workflows, while strong external partnerships amplify the organisation’s capacity to support its beneficiaries.
By understanding and managing these inter-dependencies, SHINE can maintain resilience, improve service delivery, and uphold accountability to its donors and stakeholders, even during periods of disruption.
For SHINE Children and Youth Services, managing funding, resources, and donor relationships is central to sustaining its programs and services for children and youth.
Maintaining accurate and secure vital records ensures operational continuity, legal compliance, financial accountability, and effective stakeholder engagement.
This section identifies the key vital records for each Sub-Critical Business Function (Sub-CBF) under CBF-9, outlining their media type, storage location, and custodianship.
Proper management of these records supports SHINE’s resilience and capacity to respond to emergencies, audits, and stakeholder inquiries.
|
Sub-CBF Code |
Sub-CBF |
Description of Vital Records |
Media Type |
Location |
In Whose Care |
|
9.1 |
Fundraising & Grant Applications |
Records of all fundraising campaigns, grant proposals, approvals, and associated correspondence. |
Digital (PDF/Word), Physical (hardcopy proposals) |
Secure server, Filing cabinets |
Fundraising Manager |
|
9.2 |
Donor Management |
Donor profiles, donation history, contact information, pledge agreements, and correspondence |
Digital (CRM system), Physical (donor agreements) |
CRM database, Locked office storage |
Donor Relations Officer |
|
9.3 |
Resource Allocation & Budgeting |
Budget plans, allocation approvals, resource requisitions, and expense authorisations |
Digital (Excel, Finance system), Physical (budget files) |
Finance server, Finance office |
Finance Manager |
|
9.4 |
Financial Reporting & Accountability |
Annual financial statements, audit reports, payment vouchers, and accounting ledgers |
Digital (Accounting software), Physical (ledgers, audit files) |
Finance server, Secure archive room |
Finance Manager / Accountant |
|
9.5 |
Partnership & Stakeholder Engagement |
MOUs, contracts, partnership agreements, stakeholder communications, and progress reports |
Digital (PDF/Email), Physical (signed agreements) |
Partnership office, Secure server |
Partnership Manager |
|
9.6 |
Emergency Fund Management |
Records of emergency fund requests, approvals, disbursement logs, and supporting documentation |
Digital (Finance system), Physical (fund files) |
Finance server, Finance office |
Finance Manager |
The identification and management of vital records for CBF-9 ensure that SHINE Children and Youth Services can maintain operational continuity, uphold transparency, and fulfil accountability obligations.
By clearly assigning custodianship, secure storage, and proper documentation, SHINE strengthens its ability to respond to crises, meet regulatory requirements, and maintain the trust of donors, partners, and stakeholders.
Regular review and updates of these vital records are essential to sustaining the organisation’s resilience and effectiveness in fulfilling its mission.
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-9 Funding, Resource & Donor 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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