[BCM] [SHINE] [E3] [PD] [CBF] [3] Targeted Interventions for At-Risk Youth

WHAT: Description and Importance of the Critical Business Function

CBF-3 Targeted Interventions for At-Risk Youth focuses on providing specialised support to youth at risk of social exclusion, mental health challenges, or harmful behaviours.

The function involves identifying at-risk individuals, planning individualised interventions, delivering targeted programs, and evaluating outcomes to ensure long-term impact.

Importance:

This critical function is vital to SHINE’s mission of ensuring the well-being and development of at-risk youth, supporting them in overcoming challenges and achieving their full potential.

A disruption in this function can have immediate consequences on the safety and development of vulnerable youth, making it essential for SHINE to have a robust recovery plan in place.

Sub-Critical Business Functions (Sub-CBF) for CBF-3:

• CBF-3.1 Case Identification and Assessment
• CBF-3.2 Individualised Intervention Planning
• CBF-3.3 Program Delivery and Monitoring
• CBF-3.4 Stakeholder Collaboration and Coordination
• CBF-3.5 Crisis Management and Emergency Support
• CBF-3.6 Evaluation and Adjustment of Intervention Plans
• CBF-3.7 Post-Intervention Follow-Up

Each sub-CBF will follow a similar recovery structure based on its specific needs, ensuring that at-risk youth continue to receive the necessary support and intervention during a crisis.

Pre-Crisis Preparedness (Reduce Phase)

The Pre-Crisis phase is essential for preparing SHINE Children and Youth Services to handle disruptions in a structured and effective way. By focusing on proactive steps, the organisation can minimise the potential impact of crises on the CBF-3 Targeted Interventions for At-Risk Youth function.

This phase emphasises building a resilient infrastructure, ensuring staff readiness, developing contingency plans, and fostering strong relationships with stakeholders.

A well-prepared organisation can more quickly respond to a crisis and recover with minimal long-term consequences.

Risk Assessment and Vulnerability Mapping

Identify Potential Risks and Disruptions:

• Risk Identification:
  • Conduct a thorough risk assessment to identify the types of crises that could disrupt CBF-3 services. These may include:
    • Natural disasters (e.g., earthquakes, floods, storms).
    • Health-related disruptions (e.g., pandemics, viral outbreaks).
    • Technological disruptions (e.g., cyber-attacks, IT system failures).
    • Staff shortages (e.g., due to illness, strikes, or unexpected departures).
    • Social unrest or political instability (e.g., strikes, riots, or protests).
    • Financial disruptions (e.g., funding cuts, resource shortages).
• Vulnerability Mapping:
  • Map the areas most vulnerable to disruption within CBF-3. Identify which aspects of the intervention process are most sensitive to these risks.
    • For example, program delivery might be vulnerable if there is a lack of available staff, while data and record management might be susceptible to IT system failures.

Evaluate Dependencies with Other Business Functions:

• Inter-Function Dependencies:
  • Assess how CBF-3 is interconnected with other critical business functions, such as CBF-4 Counselling & Therapy Services or CBF-2 Community Social Work & School Social Work. Identify where interruptions in one function may cause a ripple effect on the other.
  • Ensure that cross-functional teams are prepared to support each other in the event of a crisis, such as providing temporary resources or sharing information.

Resource and Infrastructure Planning

Ensure Adequate Resources for Continuity:

• Staffing and Expertise:
  • Maintain an up-to-date roster of trained staff and volunteers who can step in if needed during a crisis. Ensure that key personnel (e.g., case managers, counselors, program managers) are cross-trained in multiple roles to increase flexibility in response.
  • Conduct staffing contingency planning, determining how staff may be redeployed in the event of a crisis or how additional personnel may be brought in if needed.
• Resource Inventory and Backup:
  • Program Materials and Tools:
    • Maintain an inventory of materials and tools needed for program delivery (e.g., activity kits, counselling resources, learning materials) and ensure they are readily available, even if regular suppliers or service providers are unavailable.
  • Technology Infrastructure:
    • Ensure that all critical IT systems (e.g., case management software, communication platforms) are backed up regularly. Establish cloud-based solutions for data storage to protect against physical damage to local servers.
    • Implement disaster recovery protocols for IT systems, including clear steps for restoring systems after an IT failure or cyber-attack.
    • Communication Systems:
      • Ensure that communication tools (e.g., phone systems, email, messaging apps) are robust, with backups in place. Consider implementing mobile apps or other flexible communication methods that can operate in a crisis.
• Facility and Equipment Readiness:
  • Ensure that physical spaces (e.g., community centres, counselling rooms) are accessible and able to function in the event of an emergency. This includes maintaining backup generators, ensuring safety compliance, and having portable technology available for remote service delivery.

Crisis Communication and Stakeholder Engagement

Develop a Crisis Communication Plan:

• Communication Protocols:
  • Create clear communication protocols for all staff, youth, and families in the event of a crisis. Ensure that these protocols are simple to follow, include emergency contact information, and outline who will be responsible for communicating updates.
  • Internal Communication Channels:
    • Establish secure, accessible communication channels for internal staff (e.g., instant messaging, dedicated crisis response groups). These should be available even if primary communication methods fail.
  • External Communication with Stakeholders:
    • Develop a communication strategy for external partners such as schools, social services, mental health professionals, and community organisations. Ensure all partners are informed of SHINE's crisis response plan and how they can support CBF-3 interventions during a disruption.
    • Regularly update families and youth on potential disruptions or delays to services. Prepare template communications (e.g., emails, SMS templates) to speed up communication during a crisis.

Engage with External Stakeholders and Build Relationships:

• External Partnerships and Collaboration:
  • Build strong partnerships with other local organisations and stakeholders who may assist during a crisis. These may include local hospitals, community outreach organisations, legal services, or mental health professionals who can provide immediate support to at-risk youth.
  • Form or reinforce mutual aid agreements with external service providers to ensure that resources and services can be quickly accessed in an emergency.
• Community and Family Engagement:
  • Engage regularly with the families of at-risk youth to build trust and ensure they understand the intervention process. Provide them with guidance on what to do during a crisis and how to reach out for support.

Training and Preparedness Exercises

Staff Training and Drills:

• Crisis Response Training:
  • Provide comprehensive training for staff on crisis management, focusing on how to respond to various types of disruptions (e.g., health emergencies, facility evacuations, technology failures). Include training on stress management, conflict resolution, and providing support under pressure.
  • Regularly update training content to include best practices and lessons learned from past events.
• Conduct Simulation Drills:
  • Organise regular simulation exercises where staff can practice responding to different crisis scenarios. These drills should cover a variety of potential disruptions, such as natural disasters, cyberattacks, or sudden changes in staff availability.
  • Use these exercises to evaluate staff readiness, identify gaps in response protocols, and fine-tune coordination between teams.

Develop Crisis Leadership Skills:

• Crisis Management Team (CMT) Leadership Training:
  • Ensure that the crisis management team is well-trained in leadership during emergencies. CMT members should understand their roles, be equipped to make fast decisions, and lead recovery efforts effectively.
  • Foster a culture of quick decision-making and flexibility within the CMT, ensuring they can adapt to changing circumstances in real-time.

Documentation and Crisis Response Plan

Develop a Comprehensive Crisis Response Manual:

• Crisis Response Protocols:
  • Develop a Crisis Response Manual that outlines step-by-step procedures for handling various types of disruptions. This manual should include:
    • Roles and responsibilities for all staff during a crisis.
    • Communication templates for internal and external stakeholders.
    • Specific recovery steps for different business functions (e.g., case identification, intervention planning, program delivery).
• Business Continuity Plan (BCP) Integration:
  • Ensure that the Crisis Response Manual is integrated with SHINE’s broader Business Continuity Plan (BCP). This ensures alignment between various functions and that all aspects of SHINE’s operations are covered in case of an emergency.

Summary Statement for Pre-Crisis Preparedness (Reduce Phase)

The Pre-Crisis – Proactive Readiness Steps outlined above lay the foundation for a robust and resilient response to any crisis that may affect CBF-3 Targeted Interventions for At-Risk Youth.

By identifying risks, preparing resources, establishing clear communication channels, and training staff, SHINE Children and Youth Services can mitigate the impact of potential disruptions and ensure that interventions for at-risk youth continue seamlessly in times of crisis.

These proactive measures not only protect vulnerable youth but also ensure that SHINE’s mission of supporting at-risk youth is maintained, no matter the circumstances.

Within T+24 Hours (Response and Recovery Phase)

The primary goal of the T+24 Hours period is to restore critical functions as quickly as possible to mitigate the immediate impact of the disruption.

These steps focus on ensuring the continuity of essential services and stabilising operations so that SHINE Children and Youth Services can begin to provide interventions to at-risk youth without further delay. While full recovery may take longer, the T+24 Hours steps set the foundation for a smooth transition back to normal operations.

Immediate Impact Assessment and Documentation

Incident Assessment and Response Team Activation:

• Activate Crisis Management Team (CMT):
  • Immediately activate the pre-designated Crisis Management Team (CMT), which should include key stakeholders such as senior management, program directors, IT support, and communication specialists.
  • The CMT will oversee all recovery efforts, make high-level decisions, and prioritise recovery actions.
• Assess the Scope and Impact of the Disruption:
  • Evaluate the extent of the disruption by determining which specific functions, services, or processes are affected within CBF-3 Targeted Interventions for At-Risk Youth.
  • Document the type of disruption (e.g., IT failure, staff shortages, facility damage, external factors like a health crisis) and its immediate impact on program delivery.
  • Identify the critical services that must be resumed immediately to minimise harm to at-risk youth (e.g., case identification, crisis intervention).
• Record Initial Incident Details:
  • Begin recording detailed notes on the crisis for internal reporting purposes, including the timeline of events and any actions taken thus far. This will support future reviews and improvement efforts.

Communication and Coordination

Stakeholder Notification and Internal Communication:

• Notify Internal Teams:
  • Immediately inform all relevant internal teams (e.g., counsellors, case managers, program delivery staff) about the disruption and provide instructions on their roles during the recovery period.
  • Maintain open communication channels between team leaders and CMT to ensure everyone is aligned on priorities and actions.
• Communicate with External Partners and Stakeholders:
  • Reach out to key external partners such as schools, community organisations, social services, and healthcare providers who may be involved in delivering or coordinating services for at-risk youth.
  • Communicate the expected timelines for service resumption and provide alternative contact details in case of further disruption.
• Contact Families and Youth Directly Affected:
  • Reach out to families and guardians of at-risk youth who are part of the ongoing interventions to inform them of the situation, reassure them of your commitment, and provide a timeline for resumption of services.
  • Use multiple channels for communication (e.g., phone calls, emails, text messages) to ensure that all parties receive timely updates.

Restore Critical Systems and Data

Technology and Systems Recovery:

• Restore Case Management Systems:
  • Ensure the resumption of all critical IT systems, especially those used for managing youth cases, intervention planning, and tracking progress.
  • In the event of an IT system failure, prioritise the restoration of cloud-based or backup systems to ensure that case files, intervention plans, and communication systems are operational again.
• Backup Data Recovery:
  • Retrieve and restore any lost or inaccessible data, ensuring that the information on at-risk youth and their progress is up to date.
  • If critical data or records were compromised or lost, work with the IT team to recover information from backups or reconstruct the necessary documents manually.
• Assess Technology Resources for Virtual Delivery:
  • If the disruption affected physical locations (e.g., community centers or schools), evaluate the feasibility of delivering services remotely. Enable virtual consultations, therapy sessions, and online meetings where possible.

Immediate Service Resumption

Prioritise High-Risk Cases for Immediate Attention:

• Reassess and Reinitiate Case Identification:
  • Resume the identification and assessment process for at-risk youth, focusing on cases where there may be urgent needs, such as mental health crises or cases of abuse.
  • Prioritise youth who were directly impacted by the disruption or whose intervention plans were interrupted.
• Activate Temporary Intervention Plans:
  • In cases where full services cannot immediately resume, implement temporary, flexible intervention plans. These may include:
    • Immediate referral to external crisis services (e.g., emergency counselling, helplines).
    • Telehealth or virtual counselling sessions for youth and families.
    • Interim safety plans for youth at risk, ensuring that their immediate needs are met while full interventions are re-established.
• Restore Access to Counselling and Crisis Services:
  • Ensure that counselling and emergency intervention services are restored as soon as possible. This may involve staff working overtime, collaborating with external crisis support teams, or using virtual platforms to continue therapy sessions.
  • If disruptions prevent in-person meetings, offer phone or online consultations to ensure continued support.

Temporary Staffing and Resource Allocation

Deploy Additional Staff or Volunteers if Necessary:

• Staff Reassignment:
  • Reassign existing staff members to critical areas that need immediate attention. For instance, reallocate case managers to handle high-priority cases, or have administrative staff assist in managing communications and documentation.
  • If necessary, deploy volunteers or temporary staff to assist with managing non-critical tasks or to fill gaps in service delivery.
• Utilize Backup Resources:
  • Ensure that backup resources (e.g., emergency kits, additional technology tools) are brought in to support staff in resuming services. This may include access to alternative meeting spaces, communication tools, or materials for youth interventions.

 Ongoing Monitoring and Stabilization

Monitor Service Delivery and Immediate Impact:

• Track the Progress of Service Resumption:
  • Regularly monitor the resumption of targeted intervention services, checking for any delays or barriers that could impact recovery efforts. Ensure that staff are delivering services in a timely and effective manner.
  • Keep track of any youth who may have experienced a delay in service resumption and prioritise their cases.
• Provide Regular Updates to Internal and External Stakeholders:
  • Maintain consistent updates with all stakeholders involved, including families, external partners, and internal teams, to keep everyone informed about recovery progress.
  • Address any concerns raised by families or partners and ensure that all parties are kept in the loop about changes to timelines, services, or communication channels.
• Stabilise Staff and Resources:
  • Offer emotional and psychological support to staff members who may be affected by the disruption, particularly those who are working in high-stress situations (e.g., dealing with vulnerable youth or managing large caseloads).
  • Assess whether additional resources, including temporary funding or equipment, are necessary to stabilise operations.

Documentation and Reporting

Prepare Initial Incident Reports:

• Document Resumption Progress:
  • Prepare an initial report documenting the recovery process within the first 24 hours. This includes recording actions taken, the status of systems and services, and any immediate challenges encountered.
  • This document will serve as a record for internal stakeholders, the crisis management team, and external auditors if necessary.
• Set Up a Feedback Mechanism:
  • Establish a process for collecting feedback from staff, clients, and external partners about the initial steps of recovery. This feedback will help identify areas for further improvement and guide the ongoing recovery process.

Summary Statement for Within T+24 Hours (Respond, Resume and Recovery Phase)

The T+24 Hours resumption period is critical for restoring key services and ensuring that SHINE’s interventions for at-risk youth continue with minimal disruption. The immediate recovery steps outlined above focus on prioritizing vulnerable youth, stabilizing systems, reallocating resources, and maintaining clear communication with all stakeholders. These actions lay the groundwork for a more comprehensive recovery in the subsequent stages, ensuring that SHINE can continue to fulfill its mission of supporting at-risk youth even in times of crisis.

After T+24 Hours (Restore and Return Phase)

After the initial 24-hour period of resumption, the goal is to transition from temporary, emergency recovery measures to a fully functional and sustainable recovery phase. This phase focuses on ensuring that all aspects of the targeted intervention program are restored to full operational capacity and that ongoing monitoring and improvements are in place.

Full Recovery of Operations

Service Resumption

• Resume Full Case Identification and Assessment:
  • Begin by reviewing all cases that were disrupted or delayed during the crisis. Prioritise those cases where youth have urgent needs and ensure that they are reassessed promptly.
  • Reactivate intake processes for new referrals or cases that may have been postponed.
  • Ensure that all case identification tools (e.g., databases, assessment forms, risk matrices) are accessible and functioning.
• Resume Individualised Intervention Planning:
  • Restore all intervention planning activities, ensuring that each youth has a tailored action plan that addresses their specific needs.
  • Collaborate with the youth and their families to update any information affected by the disruption, such as changes in personal circumstances or new risks.
  • Ensure intervention plans are updated to reflect any changes in services, goals, or resources that may have resulted from the crisis.
• Restart Program Delivery and Monitoring:
  • Fully resume all targeted programs and services, including workshops, therapy sessions, counselling, group activities, and mentorship programs.
  • Ensure that service delivery is fully operational across all affected locations, such as community centres, schools, and outreach programs.
  • Reassign staff to their original or adjusted roles to support the resumption of activities. If necessary, consider redeploying staff from other non-essential areas to support high-priority cases.
  • Reinstate regular monitoring protocols, including follow-up sessions, progress reports, and assessments to evaluate how effectively interventions are being implemented.

Resource Allocation and Staff Support

Reallocate Resources and Staff:

• Adjust Staffing Assignments:
  • Reallocate staff based on the current needs of at-risk youth. Prioritise intervention areas that require immediate attention and assign experienced staff to high-risk cases.
  • For cases that were disrupted, make sure the case managers or counsellors who were initially responsible are fully briefed and involved in resuming work on those cases.
• Ensure Adequate Resources:
  • Verify that all necessary resources for intervention delivery are in place, including program materials, technology (computers, tablets, software), and physical spaces (e.g., therapy rooms or community spaces).
  • If additional resources were required during the initial response (e.g., extra staff, emergency supplies), ensure that these are properly integrated into normal operations.

Monitoring and Continuous Support

Implement Continuous Program Monitoring:

• Track Youth Progress:
  • Continue to track the progress of all youth receiving targeted interventions. Regularly assess how well interventions are being delivered and whether the desired outcomes are being achieved.
  • Establish a system for tracking any disruptions that occurred due to the crisis, including rescheduling of sessions or shifts in intervention strategies.
• Adjust Intervention Strategies as Needed:
  • As recovery progresses, reassess the effectiveness of the intervention plans. Make adjustments to account for any new challenges arising from the crisis or changes in the youth's circumstances.
  • Consider the following:
    • Risk Level Changes: Did the crisis affect the risk profile of any of the youth? For instance, did certain youth become more isolated or experience heightened stress due to the disruption?
    • Updated Needs: Have any new needs emerged for the youth, such as additional psychological support or changes in their academic or behavioural goals?

Ongoing Communication with Youth and Families:

• Keep Families Informed:
  • Communicate regularly with the families or guardians of at-risk youth to ensure they are aware of the recovery progress and any changes in service delivery.
  • Offer additional support or reassurance if the youth’s circumstances have changed due to the disruption (e.g., trauma, displacement, or lack of access to critical services).
• Provide Emotional and Mental Health Support:
  • Ensure that emotional and psychological support is made available to both the youth and their families, especially if the crisis has caused significant emotional or mental strain.
  • Offer counselling services or access to support groups for families to help them cope with the impact of the disruption.

Post-Crisis Evaluation and Adjustment

Conduct a Detailed Post-Crisis Review:

• Assess the Recovery Efforts:
  • After full recovery has been achieved, conduct a comprehensive post-crisis review to evaluate the effectiveness of the recovery process. This should include:
    • How quickly was the recovery process initiated, and how effective were the initial response actions taken?
    • Were there any delays or obstacles in resuming key services or interventions?
    • Were there sufficient resources (human, financial, technological) to support the recovery?
• Identify Areas for Improvement:
  • Gather feedback from all stakeholders involved in the recovery process, including frontline staff, youth, families, and external partners. This feedback should be used to identify gaps or inefficiencies in the recovery process.
  • Use the review to identify areas where improvement can be made, such as better staff training for crisis response, more robust technological systems, or clearer communication strategies.

Update Risk Management and Business Continuity Plans:

• Revise Existing Protocols:
  • Based on the insights gained from the post-crisis review, update SHINE’s risk management and business continuity plans. This may include adjustments to response protocols, resource inventories, or crisis communication strategies.
  • Consider implementing new tools, technologies, or strategies to mitigate the impact of future disruptions, such as cloud-based case management systems or virtual therapy options.
• Enhance Preventive Measures:
  • Explore opportunities to improve SHINE’s preparedness for future crises by strengthening preventative measures, such as additional staff training, securing more robust IT infrastructure, and expanding external partnerships for emergency support.

Documentation and Reporting

Crisis Documentation:

• Prepare a Crisis Report:
  • Compile a detailed crisis report that documents the entire recovery process. This report should include a timeline of events, the actions taken, challenges encountered, and lessons learned.
  • Include recommendations for improving SHINE’s future crisis response, particularly in the context of CBF-3 Targeted Interventions for At-Risk Youth.

Update Incident Records:

• Ensure that all crisis-related incidents and the recovery actions taken are properly documented in SHINE’s incident management system. This will allow for future reference and facilitate any audits or reviews.

Summary Statement for After T+24 Hours (Restore and Return Phase)

The recovery steps for CBF-3 Targeted Interventions for At-Risk Youth after T+24 hours focus on fully restoring operations, allocating resources effectively, ensuring continuous support for youth and families, and evaluating the response for future improvements.

By taking a comprehensive, methodical approach to recovery, SHINE can ensure that targeted interventions for at-risk youth resume seamlessly, supporting their well-being and continued development even in the aftermath of a crisis.

The recovery procedure outlined in this document provides clear and actionable steps to ensure the continuity of Targeted Interventions for At-Risk Youth at SHINE Children and Youth Services.

This plan serves to safeguard the well-being of vulnerable youth during crises and disruptions, supporting SHINE's mission of providing comprehensive care and support to those who need it most.

Through continuous preparedness, immediate recovery efforts, and post-crisis evaluation, SHINE will maintain its capacity to support at-risk youth, regardless of unforeseen challenges.

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-03 Targeted Interventions for At-Risk Youth
DP	BIAQ T1	BIAQ T2	BIAQ T3	BCS T2	BCS T3	PD

 

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