[BCM] [HH] [E2] [C5] Business Continuity Strategy

Chapter 5

 As Part of the BCM Planning Methodology for HopeHouse

Purpose of Chapter

In the Business Continuity Management (BCM) lifecycle, the Business Continuity Strategy (BCS) Phase translates the insights gathered from the Risk Analysis and Review (RAR) and Business Impact Analysis (BIA) into actionable, sustainable, and compassionate strategies that ensure the continuity of HopeHouse’s mission.

HopeHouse, a non-profit organisation that provides a supportive and rehabilitative environment for at-risk youth, operates with a strong sense of purpose and community.

Given the vulnerability of its beneficiaries and the criticality of its social services, formulating robust mitigation, prevention, and recovery strategies is essential.

This chapter outlines how HopeHouse implements the Business Continuity Strategy phase, aligned with ISO 22301:2019, and tailored to its specific operating environment, constraints, and mission.

Objectives of the Strategy Implementation Phase

1. Identify Strategic Options for mitigating disruption to HopeHouse’s critical business functions.
2. Select Appropriate Continuity Strategies based on operational, financial, and human resource considerations.
3. Integrate Preventive and Recovery Measures that address people, processes, infrastructure, and technology.
4. Ensure Sustainability and Compassionate Alignment with HopeHouse’s mission and stakeholders.

Key Activities in the BC Strategy Phase

1. Review of Critical Business Functions

Using the outcomes from the BIA, HopeHouse identified the following as Critical Business Functions (CBFs):

• CBF 1: Residential Care and Shelter Operations
• CBF 2: Counselling and Psychological Support
• CBF 3: Skills Training and Educational Programs
• CBF 4: Community Engagement and Service Initiatives
• CBF 5: Governance and Administrative Functions

Each CBF was mapped to its maximum tolerable downtime (MTD), recovery time objectives (RTO), and recovery point objectives (RPO).

2. Mitigation and Prevention Strategies

To proactively reduce the likelihood or impact of disruptions, the following mitigation strategies were developed:

3. Recovery Strategies

HopeHouse’s recovery strategies focus on timely and cost-effective restoration of critical services. These include:

Strategy Selection Criteria

HopeHouse used the following criteria to determine which strategies to adopt:

• Cost vs. Impact: Low-cost strategies with high impact were prioritised.
• Feasibility: Only strategies that can be realistically executed with existing resources were shortlisted.
• Alignment with Organisational Values: Compassion, respect, and empowerment remain central to every decision.
• Stakeholder Impact: Strategies were evaluated based on their impact on residents, staff, donors, and partners.

Example: Strategy Implementation for Residential Care Operations

Scenario: A fire causes the temporary closure of the primary residence.

BCS Measures:

• Immediate relocation of residents to a partner care facility, with a Memorandum of Understanding (MOU) in place.
• Notification to guardians and relevant authorities via the emergency communication tree.
• Mobile counselling support is dispatched within 6 hours.
• Weekly activities resumed using backup schedules and resources.

This strategy was tested via simulation and adjusted to ensure it supports both emotional and logistical needs of residents during a crisis.

Communication and Training

Strategies are only effective if communicated and practised:

• Staff Workshops on how to Activate and Execute BCS
• Resident Briefings (age-appropriate) on emergency response procedures.
• Stakeholder Notifications with continuity plan highlights to donors, partners, and regulators.

Integrating with Risk Mitigation and Recovery Planning

The BCS Phase does not stand alone. It is reinforced by:

• Risk Controls from the Risk Analysis and Review (RAR) Phase.
• Impact Scenarios from the Business Impact Analysis (BIA) Phase.
• Resource Planning from the Project Management (PM) Phase.

Each BC strategy is mapped to roles, responsibilities, and timelines in the HopeHouse Business Continuity Plan document.

Summing Up ...

For HopeHouse, continuity means more than just operational resilience; it means honouring the trust placed in the organisation by vulnerable young people, their families, staff, and society.

The Business Continuity Strategy Phase allows HopeHouse to act swiftly, compassionately, and decisively in times of disruption.

By integrating practical prevention, thoughtful mitigation, and mission-aligned recovery strategies, HopeHouse ensures that its services remain a beacon of stability and hope, regardless of the crisis.

Continuity with Compassion: Implementing BCM at HopeHouse
eBook 2: Implementing BCM Planning Methodology

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].

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