[BCM] [SHINE] [E3] [PD] [CBF] [9] Funding, Resource & Donor Management

CBF-9 Funding, Resource & Donor Management

 

Funding, resource, and donor management are the lifeblood of SHINE Children and Youth Services.

This critical business function ensures that the organisation maintains adequate financial and material resources to continue providing essential services to children and youth.

Any disruption to CBF-9 could directly impact service delivery, stakeholder confidence, and organisational sustainability.

This chapter outlines a structured approach to proactively prepare, promptly resume, and fully recover the funding, resource, and donor management function in the event of a crisis.

 

CBF-9: Funding, Resource & Donor Management ensures that SHINE has the necessary financial and material resources to operate effectively. Its sub-functions include:

 

Importance

• Ensures a continuous inflow of funds and resources for programs.
• Maintains donor trust through timely and accurate reporting.
• Supports strategic allocation of resources during crises.
• Facilitates swift financial decision-making to sustain organisational operations.

 

Objective

To ensure that SHINE Children and Youth Services is fully prepared to maintain funding, resources, and donor management activities in the event of a disruption. The focus is on preventive measures, preparedness, and resilience-building to ensure operations can continue with minimal impact.

HOW – Implementation Steps

1. Fundraising & Grant Applications (CBF-9.1)

• Maintain an updated calendar of grant deadlines and fundraising campaigns with responsible staff assigned.
• Keep digital and physical copies of all critical applications in secure, backed-up repositories.
• Identify alternative funding sources, including corporate sponsors, individual donors, and community fundraising options.
• Pre-draft templates and communication materials for urgent or emergency fundraising campaigns.
• Conduct regular scenario-planning exercises to address disruptions that may delay funding applications.

2. Donor Management (CBF-9.2)

• Maintain a secure, up-to-date donor database that includes contact details, giving history, and engagement preferences.
• Implement redundant backup systems (cloud and local) to ensure donor information is not lost.
• Identify key donor liaisons with secondary contacts to maintain communication during disruptions.
• Develop pre-approved communication templates for crisis situations to reassure donors and maintain trust.
• Conduct periodic donor engagement audits to ensure relationships remain strong and to identify at-risk donors early.

3. Resource Allocation & Budgeting (CBF-9.3)

• Maintain contingency budgets specifically reserved for crisis response.
• Pre-define priority programs and essential resource allocations to enable rapid decisions during disruptions.
• Establish emergency approval workflows for reallocating resources and processing urgent transactions.
• Conduct regular budget reviews to ensure funds are available and aligned with strategic priorities.
• Maintain a list of vendors and suppliers, with backup options in place if primary sources are unavailable.

4. Financial Reporting & Accountability (CBF-9.4)

• Implement cloud-based accounting systems with secure remote access.
• Ensure all financial records, reports, and documentation are backed up offsite or on encrypted storage.
• Conduct periodic audits and reconciliations to confirm the accuracy and integrity of financial data.
• Pre-define emergency financial procedures, including approvals and limits for urgent disbursements.
• Train staff on basic financial continuity protocols to maintain reporting during disruptions.

5. Partnership & Stakeholder Engagement (CBF-9.5)

• Maintain an up-to-date directory of partners, funders, and key stakeholders with multiple points of contact.
• Establish communication protocols for emergency updates (email, phone, and alternative messaging platforms).
• Develop mutual support agreements (MOUs) with partners to ensure the sharing of resources and assistance during crises.
• Conduct periodic stakeholder engagement reviews to ensure contact information and communication channels are up to date.
• Maintain a log of commitments and agreements for quick reference during recovery efforts.

6. Emergency Fund Management (CBF-9.6)

• Maintain a designated emergency fund separate from regular budgets, specifically for crisis situations.
• Establish clear guidelines on fund access, approval limits, and authorised personnel.
• Regularly review funding adequacy against organisational risk assessments and potential disaster scenarios.
• Conduct training sessions for staff responsible for emergency fund management to ensure swift and compliant disbursement.
• Maintain transaction logs and contingency plans to enable rapid deployment of funds to critical programs or urgent operational needs.

Additional Pre-Crisis Measures:

• Conduct regular business continuity training for all staff in CBF-9 sub-functions.
• Schedule simulation exercises to test response procedures and system backups.
• Maintain clear documentation of policies and procedures, accessible both on-site and remotely.
• Establish early-warning indicators for financial or resource risks to allow proactive intervention.
• Regularly review and update the Pre-Crisis readiness plan to reflect changes in funding sources, donor relations, and organisational priorities.

 

By implementing these proactive readiness steps, SHINE ensures that CBF-9 operations remain resilient, that key resources and funds are safeguarded, and that donor relationships remain strong, even in the face of unexpected disruptions.

 

Objective

To restore critical functions of CBF-9 to minimal operational capacity within the first 24 hours after a disruption. The goal is to ensure essential funding, resources, and donor activities continue without significant interruption while complete recovery plans are activated.

HOW – Implementation Steps

1. Fundraising & Grant Applications (CBF-9.1)

• Prioritise urgent campaigns and grant submissions that are time-sensitive or critical to organisational operations.
• Activate backup systems (cloud or offsite) to access documents, templates, and funding applications.
• Communicate with staff to reassign responsibilities for interrupted fundraising activities to ensure coverage.
• Implement manual or alternative submission processes if electronic systems are unavailable.
• Document any delays or disruptions for reporting and post-crisis review.

2. Donor Management (CBF-9.2)

• Identify key donors who require immediate communication, such as major funders or recurring contributors.
• Use alternative communication channels (email, phone, SMS, WhatsApp) if standard systems are down.
• Reassure donors of organisational stability and outline continuity measures to maintain trust.
• Activate emergency donor management protocols, including temporary manual tracking if the CRM is inaccessible.
• Assign staff to monitor donor responses and address queries promptly to prevent misunderstandings.

3. Resource Allocation & Budgeting (CBF-9.3)

• Deploy contingency budgets to fund critical programs and operational requirements.
• Conduct an immediate resource status assessment to identify shortages or gaps caused by the disruption.
• Approve rapid reallocation of funds and resources to support priority activities, with clear documentation for accountability.
• Coordinate with other teams to redirect supplies or services from non-essential activities to critical programs.
• Document all resource decisions for post-crisis evaluation and financial reconciliation.

4. Financial Reporting & Accountability (CBF-9.4)

• Ensure that essential financial transactions (e.g., payroll, vendor payments, emergency purchases) are processed without delay.
• Activate backup accounting systems if primary systems are unavailable.
• Record all manual transactions, including cash disbursements and emergency approvals, to maintain audit trails.
• Communicate with management on initial financial impacts and immediate mitigation measures.
• Maintain continuous monitoring of financial risks during the resumption period.

5. Partnership & Stakeholder Engagement (CBF-9.5)

• Notify partners and stakeholders of the disruption, including any temporary operational limitations.
• Share planned recovery measures and timelines to maintain confidence and alignment.
• Utilise pre-defined emergency contact lists to ensure timely communication.
• Reallocate staff to ensure critical external communications are maintained during the initial resumption phase.
• Document all partner interactions and updates for post-crisis evaluation.

6. Emergency Fund Management (CBF-9.6)

• Activate emergency fund disbursement protocols to cover immediate operational expenses.
• Ensure authorised personnel approve and track fund allocations in accordance with predefined guidelines.
• Monitor cash flow needs closely to prevent shortages in essential activities.
• Maintain a transaction log to track all emergency fund usage for accountability and later reporting.
• Coordinate with finance and operational teams to ensure transparency and proper documentation.

Additional Immediate Actions:

• Activate the CBF-9 Crisis Response Team to oversee all resumption activities.
• Conduct rapid status checks on all sub-functions to identify any further risks or needs.
• Maintain real-time communication within teams to coordinate efforts efficiently.
• Ensure critical records and systems are accessible through backup or manual processes.
• Begin initial post-crisis documentation, including actions taken, decisions made, and issues encountered.

 

Within 24 hours, SHINE ensures that essential funding, resources, and donor management activities continue, protecting service delivery, stakeholder confidence, and organisational stability, even in a disrupted environment.

 

Objective

To fully restore all sub-functions of CBF-9 to normal operational capacity, ensure long-term stability, and implement lessons learned to strengthen organisational resilience. Recovery focuses on returning funding, resources, and donor management operations to pre-disruption standards while addressing any gaps caused by the crisis.

HOW – Implementation Steps

1. Fundraising & Grant Applications (CBF-9.1)

• Resume full-scale fundraising campaigns and grant application activities that were paused or disrupted.
• Follow up on pending applications, ensuring submission deadlines are met and any incomplete information is provided promptly.
• Evaluate campaign effectiveness during the disruption and adjust strategies accordingly.
• Update digital and physical repositories of proposals and templates based on lessons learned.
• Conduct a post-crisis review of fundraising processes to identify improvements for future disruptions.

2. Donor Management (CBF-9.2)

• Reconcile donor records and update the CRM with any manual or temporary entries made during the resumption phase.
• Conduct follow-up communications with key donors to restore confidence and ensure engagement continues.
• Review donor engagement strategies and implement corrective actions for any communication lapses.
• Document donor concerns and feedback during the crisis to inform process improvements.
• Reinforce long-term donor trust by sharing how the organisation managed continuity and safeguarded contributions.

3. Resource Allocation & Budgeting (CBF-9.3)

• Conduct a comprehensive resource assessment to identify gaps or shortages caused by the disruption.
• Update budgets and allocations based on actual expenditure and needs observed during the crisis.
• Implement corrective measures to prevent resource bottlenecks in future disruptions.
• Conduct financial reconciliation for all emergency or contingency funds used.
• Document lessons learned from the resource and incorporate them into future contingency planning.

4. Financial Reporting & Accountability (CBF-9.4)

• Complete all delayed reporting and audits to ensure full accountability.
• Review manual and temporary financial transactions for accuracy and consistency.
• Prepare post-crisis financial reports for management and stakeholders, summarising impact, actions taken, and recovery outcomes.
• Evaluate the effectiveness of financial systems and implement improvements to reduce vulnerability in future disruptions.
• Conduct a review meeting with finance teams to identify process gaps and enhance future readiness.

5. Partnership & Stakeholder Engagement (CBF-9.5)

• Conduct follow-up meetings with partners and stakeholders to provide updates and strengthen relationships.
• Re-establish all disrupted collaborations and ensure commitments made during the crisis are fulfilled.
• Document communications and decisions made during the disruption for transparency and learning.
• Incorporate stakeholder feedback into future crisis preparedness plans.
• Ensure long-term engagement strategies are reinforced to maintain confidence and support.

6. Emergency Fund Management (CBF-9.6)

• Replenish emergency fund reserves to pre-crisis levels to ensure readiness for future disruptions.
• Conduct a post-crisis review of fund usage, approval processes, and disbursement efficiency.
• Update policies and guidelines based on lessons learned to strengthen fund management protocols.
• Document all fund movements and prepare a comprehensive post-crisis financial report.
• Conduct training refreshers for staff responsible for emergency fund management.

Additional Recovery Measures:

• Conduct a comprehensive post-crisis review of all CBF-9 activities to identify gaps, successes, and lessons learned.
• Update the business continuity plan based on real-world experience during the disruption.
• Reinforce staff training on recovery procedures and emergency protocols.
• Maintain continuous monitoring of all sub-functions to ensure long-term stability.
• Communicate recovery outcomes to management, staff, donors, and partners to reinforce confidence in SHINE’s operational resilience.

 

By completing the After T+24 Hours recovery steps, SHINE ensures that all critical funding, resource, and donor management operations are fully restored, stakeholders remain confident, and the organisation is better prepared for future crises.

 

The recovery procedure for CBF-9 ensures that SHINE Children and Youth Services can maintain financial stability, donor trust, and resource readiness during and after a crisis.

By following this structured plan, SHINE safeguards its ability to continue delivering essential programs to children and youth, even under adverse conditions.