---
title: "[BCM] [JHA] [E1] [C3] Establishing Organisational Goals for BCM for Jamiyah Home for the Aged"
description: Six BCM goals for JHA, led by resident safety and continuity of care, plus a draft BC policy aligned with MSF requirements, charity governance and ISO 22301.
---
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###### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# \[BCM\] \[JHA\] \[E1\] \[C3\] Establishing Organisational Goals for BCM for Jamiyah Home for the Aged
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
Goals give a continuity programme its direction. Without them, Jamiyah Home for the Aged (JHA) could write plans that are thorough on paper but aimed at the wrong outcomes. With them, every later decision, from which services to restore first to how much to invest, can be tested against an agreed purpose.
Chapter 2 built JHA's operational profile. This chapter turns that profile into business continuity management (BCM) goals and a draft business continuity (BC) policy. It addresses clause 5.2 of ISO 22301, which asks top management to establish a policy that suits the organisation's purpose and provides a framework for setting objectives.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/bf448584-ed62-43bf-830d-e8e73f606fa4)
[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/bf448584-ed62-43bf-830d-e8e73f606fa4)
## Introduction
[![\[BCM\] \[JHA\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/f9894a1b-a194-48b1-ba86-e50498e6b4d8.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/f9894a1b-a194-48b1-ba86-e50498e6b4d8)Goals give a continuity programme its direction. Without them, Jamiyah Home for the Aged (JHA) could write plans that are thorough on paper but aimed at the wrong outcomes. With them, every later decision, from which services to restore first to how much to invest, can be tested against an agreed purpose.
Chapter 2 built JHA's operational profile. This chapter turns that profile into business continuity management (BCM) goals and a draft business continuity (BC) policy. It addresses clause 5.2 of ISO 22301, which asks top management to establish a policy that suits the organisation's purpose and provides a framework for setting objectives.
#### What BCM Goals Are and Why They Matter
BCM goals are broad statements of what the continuity programme must achieve. They differ from objectives, which Chapter 4 covers: goals describe the destination, while objectives set measurable milestones on the way. A good goal is short, linked to the organisation's mission, and meaningful to the people who must support it.
For JHA, the link to mission is direct. The home exists "to provide a Home for the homeless aged". Its BCM goals should therefore start with residents, not with buildings or systems. For example, a goal to "keep residents safe, fed and cared for during any disruption" speaks to every staff member, from the Superintendent to the night shift.
#### The Singapore Context for JHA's Goals
Singapore has no single national BCM policy that applies to welfare homes, and this series does not invent one. Instead, JHA's goals should reflect three sources of expectation that do apply.
The first is the Ministry of Social and Family Development (MSF). As one of MSF's gazetted welfare homes, JHA operates under the Ministry's oversight, and the Social Residential Homes Act 2025 has been in operation since 1 July 2026. MSF's Code of Practice for Social Residential Homes, issued in July 2026, includes incident management as one of its five domains \[verify the specific continuity provisions\]. A goal on regulatory compliance keeps JHA aligned with whatever these instruments require.
The second is governance. Jamiyah Singapore, as a charity, applies the Code of Governance for Charities and IPCs (2023) on a "comply or explain" basis. The revised Code added guidance on IT, data protection and cybersecurity policies, which bear directly on continuity. The third is ISO 22301 itself, which JHA adopts voluntarily as the basis for its business continuity management system (BCMS).
#### Proposed BCM Goals for JHA
Six goals, numbered G1 to G6 for use throughout this series, are proposed for the board's consideration:
- **G1 Resident safety and dignity:** protect the life, health, safety and dignity of every resident during and after a disruption.
- **G2 Continuity of essential care:** restore critical services within the recovery tiers set in JHA's continuity framework.
- **G3 Regulatory and governance compliance:** meet MSF's requirements and Jamiyah Singapore's governance obligations before, during and after an incident.
- **G4 Staff welfare and capability:** protect staff and give them the training and authority to act confidently in a crisis.
- **G5 Trust and communication:** keep MSF, Jamiyah Singapore, families, partners and the community informed and confident.
- **G6 Learning and resilience:** learn from incidents and exercises, and adapt to emerging threats, including climate change.
G1 and G2 are deliberately placed first. If a choice must be made during an incident, such as whether to keep the routine programme running or redeploy staff to supervision, resident safety comes first. Writing that priority down in advance removes doubt when time is short.
#### Applying the Goals: JHA Examples
Goals become useful when they guide real decisions. Consider an illustrative scenario in which a prolonged power failure hits the Tampines premises on a hot afternoon.
G1 directs staff to check first on residents most at risk from heat and loss of lighting. G2 points to the Tier 1 services, such as supervision of residents and access to medication, which must continue within four hours. G3 reminds the duty manager to report the incident through the channels MSF requires. G5 prompts early calls to families of residents who may need to be moved. G6 ensures that, once power returns, the team reviews what worked and what did not.
Faith and culture also run through the goals. For example, under G1 and G2, JHA might decide that halal meals and the ability to pray must continue even when the kitchen is out of action, and arrange alternative halal catering in advance.
#### Testing the Goals with Leaders and Staff
Goals written by one person rarely survive their first incident. JHA should test the draft goals in a short workshop with the Superintendent, department heads and, where possible, a representative of Jamiyah Singapore's board. Three questions help. Would these goals guide a duty manager at 3am? Do they reflect what MSF and families would expect? Is anything important missing?
Front-line staff should also be asked. A care officer on the night shift may point out, for example, that resident supervision depends on enough staff being able to reach Tampines during heavy rain, which strengthens the case for G4 (illustrative).
#### Common Pitfalls When Setting BCM Goals
Three pitfalls are common. The first is writing goals about documents rather than outcomes, such as "produce a business continuity plan". A plan is a means, not an end. The second is setting too many goals, which dilutes attention; six is already a full set for a home of JHA's size.
The third is setting goals once and never revisiting them. JHA's environment is changing, with a new licensing regime and more frequent extreme weather. The goals should be reviewed at least annually as part of management review under clause 9.3 of ISO 22301, and whenever a major incident shows that priorities have shifted.
#### From Goals to a Draft BC Policy
ISO 22301 expects the BC policy to be approved by top management, communicated within the organisation and available to interested parties as appropriate. For JHA, top management means the Superintendent with the endorsement of Jamiyah Singapore's board or its delegated committee.
A draft policy statement for JHA might read:
*"Jamiyah Home for the Aged is committed to protecting its residents, staff and services from disruption. The home will maintain a business continuity management system aligned with ISO 22301, meet the requirements of MSF and Jamiyah Singapore, restore critical services within agreed recovery tiers, and keep its plans current through regular exercises and review. The Superintendent is accountable for this policy, which is reviewed at least annually."* (draft for discussion)
The policy should also state the BCMS scope (for example, all services at the Tampines premises), name the accountable officer, commit to continual improvement and set a review cycle. Chapter 8 returns to scope when it sets out the planning methodology.
#### Summary Table
**Table 3: Establishing Organisational Goals for BCM for Jamiyah Home for the Aged**
| Ref | Goal | Why it matters for JHA | Main source of expectation |
| --- | --- | --- | --- |
| **G1** | **Resident safety and dignity** | **Residents are elderly, frail and cannot easily evacuate or adapt** | **JHA mission; MSF oversight** |
| **G2** | **Continuity of essential care** | **24-hour care with services tiered from 0–4 hours to one week** | **ISO 22301 clause 8; JHA framework** |
| **G3** | **Regulatory and governance compliance** | **New licensing regime from 1 July 2026; charity governance** | **Social Residential Homes Act 2025; Code of Governance (2023)** |
| **G4** | **Staff welfare and capability** | **Care depends on trained staff across all shifts** | **ISO 22301 clauses 7.2 and 7.3** |
| **G5** | **Trust and communication** | **MSF, families and community rely on timely information** | **ISO 22301 clause 8.4.3** |
| **G6** | **Learning and resilience** | **Climate change and new threats change the risk picture** | **ISO 22301 clause 10; Amendment 1:2024** |
#### Conclusion
Six goals give JHA's continuity programme a clear direction, with resident safety and continuity of essential care at the top. They draw on the home's mission, MSF's regulatory framework, charity governance and ISO 22301, without assuming a national BCM policy that does not exist. Turned into a short, approved policy, they become the reference point for every later decision.
The next step is to convert these goals into objectives that can be measured and tracked.
#### Sources
- [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)
- [Commissioner of Charities: Sharing on the Revised Code of Governance (April 2023)](https://www.charities.gov.sg/PublishingImages/Resource-and-Training/Events-and-Speeches/Documents/2023/Sharing%20on%20Revised%20Code%20of%20Governance%20(for4Apr).pdf)
**Continue reading:** Chapter 4, *Establishing BCM Objectives for Jamiyah Home for the Aged*, turns these goals into measurable objectives with owners and deadlines.
---
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