---
title: xxx [BCM] [JHA] [E1] [C10] Identifying Critical Business Functions for Jamiyah Home for the Aged
description: JHA's 17 critical business functions with recovery tiers, dependencies and impacts, set against MSF requirements, charity governance and ISO 22301.
---
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###### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# xxx \[BCM\] \[JHA\] \[E1\] \[C10\] Identifying Critical Business Functions for Jamiyah Home for the Aged
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
When a disruption strikes Jamiyah Home for the Aged (JHA), staff cannot restore everything at once. They must know which services come first, which can wait a day and which can pause for a week. Those decisions are far easier, and far safer, when they are made in advance. That is the purpose of identifying critical business functions.
Chapters 1 to 9 built the foundations: an understanding of JHA's operations and environment, goals and objectives, assumptions, a business continuity management (BCM) team, a methodology and an illustrative risk register. This chapter turns to the services that all of that work exists to protect. ISO 22301:2019 (with Amendment 1:2024) calls them "prioritised activities"; this series also uses the more familiar term "critical business functions" (CBFs). The full business impact analysis (BIA) that confirms them belongs to eBook 2, so the list here is preliminary.
By the end of this chapter, readers should be able to:
- explain what a critical business function is and how it relates to ISO 22301's prioritised activities;
- describe JHA's 17 critical services and the recovery tier assigned to each;
- identify the people, premises, suppliers, technology and utilities each service depends on;
- understand how the requirements of the Ministry of Social and Family Development (MSF), charity governance and ISO 22301 interact when JHA sets priorities;
- trace how a single disruption affects several services at once; and
- recognise their own role in protecting critical services.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/fbb42012-8f64-401c-a56c-d84bdcfeee14)
[Moh Heng Goh](https://blog.bcm-institute.org/bcm-v2/author/moh-heng-goh) Nov 3, 2026
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/fbb42012-8f64-401c-a56c-d84bdcfeee14)
## 10.1 Introduction
[![\[BCM\] \[JHA\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/9179abf5-8864-4c30-b0a0-2dbff717595f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/9179abf5-8864-4c30-b0a0-2dbff717595f)When a disruption strikes Jamiyah Home for the Aged (JHA), staff cannot restore everything at once. They must know which services come first, which can wait a day and which can pause for a week. Those decisions are far easier, and far safer, when they are made in advance. That is the purpose of identifying critical business functions.
Chapters 1 to 9 built the foundations: an understanding of JHA's operations and environment, goals and objectives, assumptions, a business continuity management (BCM) team, a methodology and an illustrative risk register. This chapter turns to the services that all of that work exists to protect. ISO 22301:2019 (with Amendment 1:2024) calls them "prioritised activities"; this series also uses the more familiar term "critical business functions" (CBFs). The full business impact analysis (BIA) that confirms them belongs to eBook 2, so the list here is preliminary.
By the end of this chapter, readers should be able to:
- explain what a critical business function is and how it relates to ISO 22301's prioritised activities;
- describe JHA's 17 critical services and the recovery tier assigned to each;
- identify the people, premises, suppliers, technology and utilities each service depends on;
- understand how the requirements of the Ministry of Social and Family Development (MSF), charity governance and ISO 22301 interact when JHA sets priorities;
- trace how a single disruption affects several services at once; and
- recognise their own role in protecting critical services.
## 10.2 About Jamiyah Home for the Aged
Chapter 2 described JHA in detail, so this section repeats only the features that shape its priorities. JHA was established in 1996 by the then Ministry of Community Development, with the Muslim Missionary Society Singapore, now known as Jamiyah Singapore, as Managing Agent. It has operated from purpose-built premises at 1 Tampines Ave 3 since December 1997 and is one of the welfare homes gazetted by MSF, which remains the admitting authority.
Four features drive JHA's continuity needs. First, care is continuous: the home is open 24 hours a day, so there is no quiet period in which to recover. Second, residents are vulnerable: many are elderly, frail and destitute, and some depend on regular medical treatment such as dialysis. Third, JHA operates from one site, so damage to the premises affects every service. Fourth, the home has a faith-based character. Halal food, religious classes, and observance of Ramadan and Friday prayers are part of residents' daily lives and must continue during a disruption, not be set aside.
JHA's own continuity framework already groups its critical services into four departments, Operations, Programme and Therapy, Social Work and Support, and assigns each service to one of four recovery tiers. That gives JHA a head start that many organisations lack.
### Faith and culture in continuity planning
JHA's faith-based character affects how critical services are delivered, not just which ones are critical. CBF-13 must deliver halal meals, so any standby caterer must hold appropriate halal certification and understand residents' dietary needs. During Ramadan, meal times shift to sahur before dawn and iftar at sunset, which changes when the kitchen and staff are busiest and when a supplier failure would hurt most.
Religious life also supports residents' well-being. Religious classes and prayer are part of the engagement captured in CBF-9 Management of cognitive and social engagement, and they can provide calm during a crisis. If residents must be relocated, the receiving location should offer space for prayer and respect residents' routines. Building these considerations into plans from the start avoids the risk of a response that keeps residents safe but leaves them distressed.
## 10.3 What BCM Is, in Brief
Chapter 1 introduced BCM and the business continuity management system (BCMS). In short, BCM is the process of identifying what an organisation must keep doing during a disruption, how quickly each activity must resume and what is needed to resume it. The BCMS is the set of policies, roles, plans, exercises and reviews that keeps BCM working over time.
BCM differs from emergency response. Emergency response covers the first minutes and hours of an incident: evacuating residents, calling the fire service, and providing first aid. BCM covers what follows: where residents sleep, how they are fed, and how their medication continues until normal service returns. For JHA, the two must hand over cleanly once the immediate danger has passed but normal operations have not resumed.
Identifying critical functions sits at the heart of BCM. The table below defines the key terms used in this chapter, each with a JHA example.
**Table 10.3: Key ISO 22301 terms with JHA examples**
| **Term** | **Meaning** | **JHA example (illustrative)** |
| --- | --- | --- |
| **Disruption** | **An incident that interrupts normal delivery of services** | **A power failure that stops cooking and lighting at night** |
| **Prioritised activity** | **An activity given priority because of the impact of its loss** | **CBF-4 Supervision of residents** |
| **Business impact analysis (BIA)** | **The process of analysing the impact of disruption over time** | **Workshops with each department to confirm recovery tiers** |
| **Maximum tolerable period of disruption (MTPD)** | **The time after which the impact of not resuming becomes unacceptable** | **Residents without meals for more than eight hours** |
| **Recovery time objective (RTO)** | **The time within which an activity must be resumed** | **Tier 1: within 0–4 hours** |
| **Minimum business continuity objective (MBCO)** | **The minimum acceptable level of service during disruption** | **Two hot halal meals and drinking water per resident per day** |
| **Business continuity strategy** | **The approach chosen to continue or restore an activity** | **A standby halal caterer for meals** |
| **Business continuity plan** | **Documented procedures to respond to and recover from disruption** | **The Support department's meal-continuity checklist** |
| **Exercise** | **A process to train for, assess and improve performance** | **A tabletop discussion of a kitchen fire** |
## 10.4 Regulatory and Governance Context
JHA's priorities are shaped by three distinct groups of requirements. Do not confuse them, and in particular do not describe voluntary standards as mandatory.
### Regulators and legislation
MSF is JHA's primary regulator. JHA is a gazetted welfare home under the Destitute Persons Act 1989, and since 1 July 2026 the Social Residential Homes Act 2025 (SRHA) has replaced the Act's relevant provisions with a common licensing framework for social residential homes, supported by regulations and a Code of Practice. MSF therefore applies to JHA directly: it sets the standards for resident care and incident management, admits residents and holds step-in and enforcement powers. JHA should confirm its licensing position and the Code's incident management requirements with MSF \[verify\].
The Ministry of Health (MOH) applies to JHA in specific areas rather than as its licensing authority. Public health measures, infection prevention and control guidance and advisories such as haze guidance affect how JHA protects residents, particularly during outbreaks. The Early Childhood Development Agency (ECDA) does not apply, because JHA provides no services for children.
### Governance framework
Jamiyah Singapore, as a charity, applies the Code of Governance for Charities and IPCs (2023), issued by the Charity Council and overseen by the Commissioner of Charities, on a "comply or explain" basis. The Code is not a continuity standard, but its expectations for board oversight, internal policies, and IT and data protection mean the board should understand which of JHA's services are critical and how they are protected.
### Voluntary standards
ISO 22301:2019 sets the requirements for a BCMS and is the basis for any future certification; ISO 22313:2020 provides guidance on applying it. Both are voluntary. Amendment 1:2024, titled "Climate action changes", asks organisations to consider whether climate change is relevant to their context and whether interested parties have climate-related requirements \[verify exact wording\]. For JHA, the answer is clearly yes: hotter days, heavier rainfall and haze all threaten Tier 1 services such as supervision, meals and medical care. Singapore has no national BCM law or policy that applies to welfare homes; JHA adopts ISO 22301 by choice.
### How the frameworks interact: a worked scenario
Consider an illustrative scenario. A heatwave coincides with an air-conditioning failure in one residential block. Under ISO 22301, JHA's plans identify CBF-2 Provision of accommodation and CBF-4 as Tier 1 services and direct staff to move vulnerable residents to a designated cool area within four hours. Under MSF's framework, the home considers whether the incident must be reported under the Code of Practice and keeps MSF informed if residents need to be transferred. MOH guidance on heat and haze informs how staff monitor residents with heart or lung conditions. Under the Code of Governance, the Superintendent later reports the incident and lessons to Jamiyah Singapore's board, which approves investment in backup cooling. Each framework plays a different part, and together they produce a better outcome than any one alone.
## 10.5 The Structure of ISO 22301
ISO 22301 follows the Plan-Do-Check-Act cycle common to ISO management system standards. Clauses 4 to 10 contain the requirements. The list below maps each clause to the cycle and to JHA's critical functions.
- **Clause 4, Context (Plan):** understanding JHA's operations, interested parties and scope. Example: recognising that MSF is the admitting authority for every resident.
- **Clause 5, Leadership (Plan):** commitment, policy and roles. Example: the Superintendent approving the list of critical services.
- **Clause 6, Planning (Plan):** risks and opportunities to the BCMS, and business continuity (BC) objectives. Example: objective O2 to complete the BIA for all 17 services.
- **Clause 7, Support (Plan):** resources, competence, awareness, communication and documents. Example: cross-training staff for CBF-6 Access to medical care, medication and vital signs checks.
- **Clause 8, Operation (Do):** BIA, risk assessment, strategies, plans and exercises. Example: confirming the RTO for CBF-3 Provision of dialysis treatment.
- **Clause 9, Performance evaluation (Check):** monitoring, internal audit and management review. Example: reviewing whether Tier 1 services were restored on time in an exercise.
- **Clause 10, Improvement (Act):** corrective action and continual improvement. Example: revising the meal-continuity plan after a supplier failure.
## 10.6 Overview of BCM for JHA
Table 10.1 brings these elements together, showing how each part of the BCMS applies to JHA and where governance or regulatory requirements link in.
**Table 10.1: Overview of Business Continuity Management for Jamiyah Home for the Aged**
| **BCM element** | **ISO 22301 clause** | **Purpose** | **Application at JHA** | **Governance or regulatory link** |
| --- | --- | --- | --- | --- |
| **Context and scope** | **4** | **Define what the BCMS covers** | **All services at Tampines; 17 critical services** | **MSF welfare-home status; SRHA** |
| **Leadership and policy** | **5** | **Set direction and accountability** | **Superintendent owns BCMS; goals G1–G6** | **Code of Governance: board oversight** |
| **Planning and objectives** | **6** | **Set measurable targets** | **Objectives O1–O8** | **Board reporting (O8)** |
| **Support** | **7** | **Provide people, skills and records** | **Cross-training; document control** | **Code of Governance: IT and data policies** |
| **BIA and risk assessment** | **8.2** | **Set priorities and identify threats** | **Confirm tiers; risk register R1–R12** | **SRHA Code: incident management \[verify\]** |
| **Strategies and solutions** | **8.3** | **Choose continuity options** | **Standby suppliers; relocation; surge staff** | **MSF involvement in relocation** |
| **Plans and procedures** | **8.4** | **Document response and recovery** | **Incident and departmental plans** | **Incident reporting to MSF \[verify\]** |
| **Exercise programme** | **8.5** | **Prove plans work** | **Two exercises a year (O7)** | **Evidence for MSF and board** |
| **Evaluation and improvement** | **9, 10** | **Check and improve** | **Management review; corrective actions** | **Board reporting; audit** |
## 10.7 JHA's Critical Business Functions
JHA's continuity framework lists 17 critical services across its four departments and assigns each to a recovery tier: Tier 1 within 0–4 hours, Tier 2 within 24 hours, Tier 3 within 48 hours and Tier 4 within one week. This series adopts that list, with codes CBF-1 to CBF-17 for consistent reference.
The list is a strong starting point, but it is preliminary. The BIA in eBook 2 should confirm each service's tier by examining how impacts grow over time, set an MTPD and MBCO for each, and check that dependencies can actually support the stated RTO. For example, if the BIA shows that dialysis cannot be missed for more than a day, the RTO for CBF-3 should stay at Tier 2; but if transport is the real constraint, the plan must address transport as well as treatment (illustrative).
Several patterns stand out. Of the 17 services, 12 are Tier 1 or Tier 2, and nine are Tier 1, reflecting how quickly a disruption affects residents' safety and well-being. Tier 1 is not limited to physical care: it includes managing cognitive and social engagement and providing post-trauma counselling, recognising that residents' mental well-being can deteriorate quickly in a crisis. Support services such as meals, cleaning and transport are also Tier 1, because without them the front-line services cannot function.
### Dependencies that cut across services
Looking down the dependency column of Table 10.2 reveals a small number of resources that support many services at once. These shared dependencies deserve the most attention because a single failure can affect several Tier 1 services at once.
Staff are the most important. Supervision, medical care, cognitive engagement, meals, and cleaning all depend on having enough trained people present on every shift. The premises come next: as a single site, the Tampines building supports every service, so its loss would trigger relocation. Utilities, particularly power and water, underpin accommodation, meals, cleaning, laundry and security. Transport links the home to dialysis and hospital care and would be essential for any relocation.
External relationships also cut across services. MSF is involved in admissions, transfers and any relocation of residents. Jamiyah Singapore may provide shared services such as finance, human resources or IT support, and could also offer staff or space from its other homes in an emergency (illustrative). Identifying these shared dependencies early allows JHA to protect several services with one investment, such as cross-training a pool of relief staff or agreeing a single relocation arrangement.
### Setting MTPD, RTO and MBCO in the BIA
JHA's tiers express RTOs. The BIA should add two further measures for each service. The MTPD is the point beyond which the impact becomes unacceptable; the RTO must be set comfortably inside it. The MBCO defines the minimum service that is acceptable while recovery is under way.
For example, for CBF-6 the BIA might conclude that missing a scheduled medication round for more than six hours could cause serious harm to some residents, giving an MTPD of six hours. The Tier 1 RTO of four hours sits inside that limit. The MBCO might be that all time-critical medications are given on schedule and vital signs are checked for residents flagged as high-risk, even if routine checks for others are deferred (all figures illustrative). Defining these measures in advance gives shift leaders a clear standard to work to under pressure.
The table below is preliminary and will be confirmed through the BIA. The indicative priority combines JHA's tier with the likely impact on residents.
**Table 10.2: Indicative Critical Business Functions (Prioritised Activities) for Jamiyah Home for the Aged**
| **Function** | **What it involves** | **Key dependencies (people, premises, suppliers, IT, utilities)** | **Impact if disrupted** | **Indicative priority (High / Medium / Low)** |
| --- | --- | --- | --- | --- |
| **CBF-1 Routine intake (fresh admission and re-admission)** | **Admission, medical screening and records, registration and case records, allocation to a dormitory** | **Social and operations staff; MSF referrals; case records; available beds** | **New admissions delayed; MSF referrals redirected** | **Low (Tier 4, one week)** |
| **CBF-2 Provision of accommodation** | **Beds, bedding, fresh clothing and toiletries** | **Premises; laundry; stores; power and water** | **Residents without safe shelter or hygiene** | **High (Tier 1, 0–4 hours)** |
| **CBF-3 Provision of dialysis treatment** | **Ensuring residents receive scheduled dialysis** | **External dialysis provider; transport; escort staff; medical records** | **Serious, potentially life-threatening harm** | **High (Tier 2, 24 hours)** |
| **CBF-4 Supervision of residents** | **Monitoring behaviour, routine care activities, safe custody and environment** | **Care staff on every shift; lighting; communication devices** | **Falls, wandering, conflict, unnoticed illness** | **High (Tier 1, 0–4 hours)** |
| **CBF-5 Provision of security and access** | **Controlling entry and exit; protecting residents and premises** | **Security staff or systems; access control; power** | **Residents leaving unaccompanied; intrusion** | **High (Tier 1, 0–4 hours)** |
| **CBF-6 Access to medical care, medication and vital signs checks** | **Medication rounds, vital signs checks, access to doctors and hospitals** | **Trained staff; medication supply; medical records; GP and hospital links** | **Missed medication; undetected deterioration** | **High (Tier 1, 0–4 hours)** |
| **CBF-7 Day-to-day routine programmes** | **Daily activities such as exercise, reading and crafts** | **Programme staff; activity spaces; volunteers** | **Boredom and reduced well-being if prolonged** | **Low (Tier 4, one week)** |
| **CBF-8 Occupational and physiotherapy** | **Physical engagement and maintenance therapy** | **Therapists; equipment; therapy space** | **Loss of mobility and function over time** | **Medium (Tier 3, 48 hours)** |
| **CBF-9 Management of cognitive and social engagement** | **Keeping residents mentally and socially engaged, especially under stress** | **Programme staff; communal space** | **Distress, confusion and behavioural incidents** | **High (Tier 1, 0–4 hours)** |
| **CBF-10 Casework (ICP) and counselling** | **Individual care plans and routine counselling** | **Social workers; case records** | **Delays to rehabilitation and discharge planning** | **Medium (Tier 3, 48 hours)** |
| **CBF-11 Facilitation of post-trauma counselling** | **Counselling for residents and staff after a distressing incident** | **Social workers; external counselling partners** | **Lasting distress after an incident** | **High (Tier 1, 0–4 hours)** |
| **CBF-12 Facilitation of family access** | **Enabling contact and visits with families** | **Social workers; visiting space; phones or video calls** | **Isolation; family concern and complaints** | **Medium (Tier 2, 24 hours)** |
| **CBF-13 Provision of meals** | **Halal meals and drinking water for all residents** | **Kitchen or caterer; food supply; gas, power and water** | **Hunger, dehydration, health risks** | **High (Tier 1, 0–4 hours)** |
| **CBF-14 Provision of cleaning and toilet services** | **Hygiene of rooms, toilets and common areas** | **Cleaning staff or contractor; supplies; water** | **Infection risk; loss of dignity** | **High (Tier 1, 0–4 hours)** |
| **CBF-15 Provision of laundry services** | **Washing clothing and bedding** | **Laundry staff or contractor; machines; water and power** | **Hygiene declines after a few days** | **Medium (Tier 3, 48 hours)** |
| **CBF-16 Management of beneficiaries** | **Administering residents' entitlements and personal matters** | **Administrative staff; records; links with MSF and agencies** | **Administrative backlogs; resident concerns** | **Medium (Tier 2, 24 hours)** |
| **CBF-17 Provision of transportation** | **Transport for medical appointments, dialysis and essential trips** | **Vehicles; drivers; fuel; road access** | **Missed treatment; inability to relocate residents** | **High (Tier 1, 0–4 hours)** |
Tiers are taken from JHA's continuity framework; descriptions, dependencies and impacts are illustrative and will be confirmed by the BIA.
### How the list will be used
The CBF list is a working tool, not a finished document. In eBook 2, the BIA will use it as the agenda for departmental workshops, and the continuity strategies will be organised around it, with at least one strategy for each Tier 1 and Tier 2 service. Plans will be written so that a shift leader can find the right checklist by service name, and exercises will test whether each service can be restored within its tier.
The list should also be reviewed whenever JHA's services change. For example, if the home introduced a new programme for residents with dementia, or stopped arranging dialysis because residents were transferred elsewhere, the steering committee would need to add, remove or re-tier services accordingly (illustrative). Keeping the codes stable, and retiring rather than reusing a code when a service ends, keeps the link between the CBF list, the risk register and the plans intact.
## 10.8 Disruption Scenarios
A useful way to test the list is to ask how each type of disruption would affect it. ISO 22301 encourages organisations to plan for the effects of disruption, such as loss of people or premises, rather than for every possible cause. The table below shows how the main effects would play out at JHA.
**Table 10.4: Disruption effects and JHA examples**
| **Disruption effect** | **JHA example (illustrative)** | **Services most affected** |
| --- | --- | --- |
| **Loss of staff** | **An outbreak leaves a third of care staff unable to work** | **CBF-4, CBF-6, CBF-9, CBF-13** |
| **Loss of utilities** | **Power and water fail overnight for 18 hours** | **CBF-2, CBF-5, CBF-13, CBF-14** |
| **Loss of premises** | **A fire makes one residential block unusable for two weeks** | **CBF-2, CBF-4 and all services in that block** |
| **Loss of suppliers** | **The halal caterer cannot deliver for three days** | **CBF-13** |
| **Loss of IT and records** | **A ransomware attack locks electronic case files** | **CBF-1, CBF-6, CBF-10, CBF-16** |
| **Health emergency** | **Authorities require visits to stop and zones to be set up** | **CBF-12, CBF-7, CBF-9** |
| **Climate event** | **Flash floods stop staff and transport from reaching Tampines** | **CBF-3, CBF-17, CBF-4** |
| **Reputational damage** | **An incident attracts media coverage and family concern** | **CBF-12, CBF-16, governance** |
### Worked example: a three-day meal supplier failure
The following illustrative example shows how JHA would work through a disruption to CBF-13 Provision of meals.
1. **Detect:** at 7 am, the caterer phones to say its kitchen has been closed after a fault, and it cannot deliver for three days. The shift leader logs the incident and calls the duty manager.
2. **Assess:** the duty manager confirms that CBF-13 is Tier 1 and that the MBCO is two hot halal meals and drinking water per resident per day. Breakfast stocks will last until 10 am.
3. **Activate:** the incident lead activates the meal-continuity plan and the Support department's recovery team.
4. **Continue:** the team serves pre-stocked ready meals for lunch and calls the standby halal caterer, which agrees to deliver from dinner onwards. Staff check residents with special diets individually.
5. **Communicate:** staff explain the change to residents; the communications lead informs Jamiyah Singapore and records whether the incident must be reported under MSF requirements \[verify\].
6. **Recover:** when the original caterer resumes, the team checks food safety arrangements before switching back.
7. **Review:** the steering committee reviews what worked, replenishes ready-meal stocks and considers whether a second regular supplier would reduce the risk (R7 in Chapter 9).
The example shows how a well-prepared home can keep a Tier 1 service within its RTO with modest preparation. Without a standby caterer and stock, the same event could leave residents without proper meals for a day or more.
## 10.9 Benefits of BCM for Each Stakeholder Group
Identifying and protecting critical functions benefits everyone connected with JHA. Residents gain the assurance that their care, meals, medication and safety will continue during a disruption, and that their dignity and religious practice will be respected. Families gain confidence that they will be informed and that contact will continue, even if visits are suspended.
Staff gain clarity on what to do and what matters most, reducing stress and improvisation in a crisis. The Superintendent and senior staff gain a defensible basis for decisions about priorities and resources. MSF gains evidence that the home manages incidents consistently and protects residents admitted under its authority.
Jamiyah Singapore's board gains a clear view of the home's most important services and the risks to them, supporting its governance responsibilities and protecting the charity's reputation. Partner agencies, volunteers and suppliers gain a clearer understanding of the role they play when the home is under pressure, and the wider community gains confidence that a home it supports is well run.
## 10.10 Roles and Responsibilities
Chapter 6 sets out JHA's BCM team in detail. For critical functions, responsibilities are as follows.
Jamiyah Singapore's board or delegated committee approves the scope of the BCMS and is informed of the critical services and their tiers. The Superintendent, as chair of the steering committee, approves the list of critical services and any tier changes following the BIA, and acts as incident lead during a major disruption.
The heads of Operations, Programme and Therapy, Social Work and Support each own the critical services in their departments. They confirm dependencies, maintain departmental recovery plans and lead recovery teams. The BCM coordinator maintains the CBF list, the BIA records and the link between critical services and the risk register.
Departmental BC representatives keep plans and contact lists up to date. Shift leaders start the first actions for Tier 1 services at any hour, before the incident team convenes. Every staff member, including night and weekend shifts, should know which services are critical in their area and what their role is if those services are disrupted.
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/64d16cdc-b532-47f6-af61-7b33f5b500a3)
## 10.11 Conclusion
JHA begins its continuity journey with an advantage: a documented list of 17 critical services, each assigned to a recovery tier. This chapter has set that list in the context of ISO 22301, MSF's regulatory framework and charity governance, mapped each service's dependencies and impacts, and shown how disruptions affect several services at once. The BIA in eBook 2 will confirm the tiers and set MTPDs and MBCOs for each service.
Five takeaways stand out:
- Most of JHA's critical services are Tier 1 or Tier 2, so preparation must happen before an incident, not during it.
- Tier 1 includes residents' mental and social well-being, not only physical care.
- Support services such as meals, cleaning and transport are as critical as front-line care, because care cannot continue without them.
- A few shared dependencies, including staff numbers, the single site and key suppliers, affect many services at once.
- MSF, MOH guidance, charity governance and ISO 22301 each play a distinct part, and JHA's priorities must satisfy all of them.
The next chapter, a summary of eBook 1 (Chapter 11), brings together everything JHA has learned and prepares it for implementation.
## 10.12 Sources
- [Jamiyah Home for the Aged: About Us](https://jha.jamiyah.org.sg/about-us/)
- [Jamiyah Home for the Aged: Programmes and Activities](https://jha.jamiyah.org.sg/programmes-activities/)
- [MSF: Welfare Homes](https://www.msf.gov.sg/what-we-do/help-those-in-need/article/programmes/welfare-homes)
- [MSF: About the Social Residential Homes Act](https://www.msf.gov.sg/what-we-do/srha/about-srha)
- [MSF: Regulatory Requirements Under the SRHA](https://www.msf.gov.sg/what-we-do/srha/regulatory-requirements)
- [Charity Portal: Code of Governance for Charities and IPCs](https://charities.gov.sg/Pages/Charities-and-IPCs/Manage-Your-Charity/Code-of-Governance-for-Charities-IPCs.aspx)
- [ISO: ISO 22301:2019/Amd 1:2024](https://www.iso.org/standard/88412.html)
- [MOH: Haze advisory](https://www.moh.gov.sg/others/haze/)
- [Wikipedia: Jamiyah Singapore](https://en.wikipedia.org/wiki/Jamiyah_Singapore)
- Jamiyah Home for the Aged: Continuity Management Framework (internal document; critical services and recovery tiers)
**Continue reading:** Chapter 11, *Summary of Understanding Your Organisation for Jamiyah Home for the Aged*, draws together the ten chapters of eBook 1 and prepares JHA for implementation.
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