[BCM] [SHINE] [E4] [R] [BIA] Report

 Summary for Management Approval

Executive Summary

This Business Impact Analysis (BIA) was conducted to assess the operational, service, regulatory, and reputational impacts arising from disruptions to SHINE Children and Youth Services’ twelve Critical Business Functions (CBFs).

The objective is to determine recovery priorities, minimum continuity requirements, and key dependencies to inform Business Continuity and Resilience planning.

The BIA confirms that SHINE’s core service delivery functions—particularly those supporting children, youth, and families—are time-sensitive, people-dependent, and information-intensive.

Prolonged disruption would result in significant service, safeguarding, compliance, and reputational risks. Supporting corporate and enabling functions are equally critical in sustaining frontline operations during disruptions.

Management approval of this BIA will enable:

• Formal endorsement of recovery priorities and Minimum Business Continuity Objectives (MBCOs)
• Alignment of continuity strategies with organisational risk appetite
• Progression to Business Continuity Strategy and Recovery Plan development

Purpose and Scope

1. Confirm and document these critical business functions to ensure accuracy and consistency.
2. Assess their tolerable downtime, cost and non-financial impacts over time;
3. Identify supporting IT systems, interdependencies, and vital records;
4. Provide input to recovery planning, prioritisation, and resource allocation.

We request management’s review and approval of the findings as the basis for the BCM/recovery strategy as we progress.

Part 1: Identification of Business Functions

What was Assessed?

This part identified and confirmed the twelve Critical Business Functions (CBFs) that are essential to SHINE’s ability to:

• Deliver statutory and mission-critical services to children, youth, and families.
• Meet professional, ethical, funding, and regulatory obligations
• Maintain organisational viability and stakeholder confidence during disruptions

Each CBF was defined, scoped, and aligned with a Minimum Business Continuity Objective (MBCO), representing the minimum level of service that must be maintained or restored following a disruption.

Key Observations

• All twelve CBFs are mission-critical and interlinked.
• Client-facing services (CBF-1 to CBF-5) have the lowest tolerance for disruption, particularly where safeguarding, therapeutic continuity, and case management are involved.
• Enabling and governance functions (CBF-6 to CBF-12) are essential to sustain frontline delivery and organisational control during crisis conditions.

Why does this matter to Management?

Clear identification of CBFs ensures:

• Continuity planning is risk-based and prioritised
• Resources are directed to functions that matter most under disruption
• There is a shared management understanding of what must not fail

Management approval confirms that the identified CBFs and MBCOs accurately reflect SHINE’s critical obligations and risk appetite.

Part 2: Impact Area of Business Functions

What was Assessed?

This part assessed the maximum tolerable disruption and required recovery timelines for each CBF, based on:

• Client safety and well-being
• Legal, regulatory, and funding requirements
• Reputational and operational considerations

The outcome defines how quickly each function must be restored before impacts become unacceptable.

Key Observations

• Several CBFs require recovery within 24 hours.
• Delays beyond defined timeframes significantly increase:
  • Safeguarding and duty-of-care risks
  • Service backlogs and staff stress
  • Stakeholder dissatisfaction and reputational damage
    
    
• Corporate support functions (HR, communications, IT) are time-critical enablers, not secondary priorities.

Why does this matter to Management?

Timeliness requirements drive:

• Recovery Time Objectives (RTOs)
• Crisis staffing and escalation thresholds
• Investment decisions in people, systems, and alternative arrangements

Part 3: Impact Over Time of Business Functions

What was Assessed?

This part analysed how the severity of impact escalates over time if a CBF is disrupted, considering:

• Client outcomes and safeguarding risks
• Operational performance and service backlogs
• Financial, regulatory, and reputational exposure

Impacts were assessed across multiple time horizons (e.g. immediate, 24 hours, several days, extended disruption).

Key Observations

• Impacts escalate non-linearly, with sharp increases after early thresholds.
• Prolonged disruptions result in:
  • Compounded service delays
  • Increased complexity and recovery effort
  • Long-term damage to trust with funders, partners, and regulators
• Early intervention and recovery significantly reduce the overall impact.

Why does this matter to Management?

Understanding impact over time enables management to:

• Prioritise early recovery actions
• Balance short-term costs against long-term consequences
• Make informed decisions during crisis escalation

Management approval confirms acceptance of the impact assessments and their use in recovery prioritisation.

Part 4: Supporting IT Systems and Applications

What was Assessed?

This part identified the IT systems and applications required to support each CBF, including:

• Client and case management systems
• Communication and collaboration platforms
• HR, finance, and donor management systems

It also assessed the feasibility of manual workarounds.

Key Observations

• Most CBFs are highly dependent on shared IT systems.
• Several systems support multiple CBFs, creating single points of failure.
• Manual alternatives are limited, short-term, and increase operational risk.

Why does this matter to Management?

IT system resilience directly affects:

• Speed and effectiveness of service recovery
• Data integrity and confidentiality
• Staff productivity during disruptions

Management approval confirms that identified IT systems are correctly classified as critical and should be prioritised in resilience and recovery planning.

Part 5: Inter-Dependencies

What was Assessed?

This part analysed internal and external dependencies, including:

• Dependencies between CBFs
• Reliance on people, facilities, technology, suppliers, and partners
• Potential cascading effects of a single disruption

Key Observations

• Strong dependencies exist between:
  • Frontline services, case management, and records
  • HR capability, communications, and service continuity
  • Governance, funding, and stakeholder trust
• Failure of one function can rapidly impair multiple others.

Why does this matter to Management?

Understanding inter-dependencies:

• Prevents siloed continuity planning
• Supports end-to-end service resilience
• Improves crisis coordination and decision-making

Management approval confirms acceptance of these dependency relationships and their incorporation into continuity strategies.

Part 6: Vital Records

What was Assessed?

This part identified vital records required to:

• Continue critical operations
• Meet legal and regulatory obligations
• Defend organisational decisions and actions

Examples include client records, assessment reports, consent forms, HR credentials, and financial and governance documents.

Key Observations

• Many vital records are time-critical and sensitive.
• Loss of access would severely impair:
  • Service delivery and safeguarding
  • Legal defensibility and compliance
  • Management control during crises

Why does this matter to Management?

Vital records protection is foundational to:

• Business continuity
• Information security and privacy
• Organisational accountability

Management approval confirms that the identified vital records require priority protection, backup, and assured access arrangements.

Overall Risk and Priority Assessment

Based on the BIA results:

    • Highest Priority for Rapid Recovery
        ○ Client-facing and safeguarding-related services
        ○ Client information and records management
        ○ Communications and HR capability during crises

    • Key Risk Themes
        ○ Dependency on people, systems, and accurate information
        ○ Limited tolerance for service interruption

Reputational and regulatory exposure if recovery objectives are not met

Overall Findings & Recommendations for Management Approval

The Business Impact Analysis confirms that SHINE’s ability to deliver safe, effective, and trusted services depends on the timely recovery of both frontline and enabling functions. 

Disruptions—if unmanaged—would have immediate and escalating consequences for clients, staff, partners, and the organisation’s standing.

Approval of this BIA represents a critical step in strengthening SHINE’s organisational resilience and ensuring continuity of care for children, youth, and families under all circumstances.

Together, these six BIA components provide a comprehensive, evidence-based view of SHINE’s operational resilience requirements. Approval of this BIA signals management’s commitment to:

• Protecting clients and staff
• Meeting statutory and ethical obligations
• Strengthening organisational resilience

Continuity of Care: Ensuring SHINE’s Mission Through Effective BCM
eBook 4: Consolidate and Report Your BCM Implementation
BIA Consolidated Report (Part 1 to Part 6)

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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