---
title: "[BCM] [JHA] [E1] [C6] Composing BCM Team for Jamiyah Home for the Aged"
description: "How JHA should compose its BCM team: board oversight, a steering committee led by the Superintendent, a BCM coordinator, incident roles and trained deputies."
---
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###### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# \[BCM\] \[JHA\] \[E1\] \[C6\] Composing BCM Team for Jamiyah Home for the Aged
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
Plans do not carry themselves out. When a disruption hits Jamiyah Home for the Aged (JHA), someone must decide, someone must coordinate, and someone must act, often at night or at the weekend. A well-composed business continuity management (BCM) team ensures those people are known, trained, and empowered in advance.
Chapter 5 sets out the planning assumptions behind JHA's continuity work. This chapter proposes the structure, roles and responsibilities that will deliver it. It addresses clause 5.3 of ISO 22301 on roles, responsibilities and authorities, and clauses 7.2 and 7.3 on competence and awareness.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/7d3edc55-29ae-4482-b5f0-90d2063aa09e)
[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/3893111/7d3edc55-29ae-4482-b5f0-90d2063aa09e)
## Introduction
[![\[BCM\] \[JHA\] \[E1\] \[C6\] Composing BCM Team](https://no-cache.hubspot.com/cta/default/3893111/361e7c21-cb95-46a4-ba9a-9f1c4d959801.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/361e7c21-cb95-46a4-ba9a-9f1c4d959801)Plans do not carry themselves out. When a disruption hits Jamiyah Home for the Aged (JHA), someone must decide, someone must coordinate, and someone must act, often at night or at the weekend. A well-composed business continuity management (BCM) team ensures those people are known, trained, and empowered in advance.
Chapter 5 sets out the planning assumptions behind JHA's continuity work. This chapter proposes the structure, roles and responsibilities that will deliver it. It addresses clause 5.3 of ISO 22301 on roles, responsibilities and authorities, and clauses 7.2 and 7.3 on competence and awareness.
#### Principles for JHA's BCM Team
Four principles guide the design. First, accountability sits with top management, not with a coordinator working alone. Second, every critical service needs a named owner. Third, roles must cover every shift, because JHA runs 24 hours a day. Fourth, the structure should mirror JHA's existing departments, so that people do in a crisis broadly what they do every day.
JHA already organises its critical services into four departments: Operations, Programme and Therapy, Social Work, and Support. Building the BCM team around these departments means less new structure and faster adoption.
#### Governance Layer
##### Governing body
Jamiyah Singapore, as the Managing Agent and the charity responsible for the home, provides oversight through its board or a delegated committee. Its role is to approve the business continuity (BC) policy, endorse the scope of the business continuity management system (BCMS), receive performance reports and allocate resources. The revised Code of Governance for Charities and IPCs (2023) also asks charities to have policies on IT, data protection and cybersecurity, which fall naturally within the board's oversight of continuity.
##### BCM steering committee
The steering committee, chaired by the Superintendent, owns the programme day to day. Its members might include the heads of the four departments and the BCM coordinator. It approves objectives, assumptions, the risk register and the business impact analysis (BIA) results, and it reviews exercise findings. For example, it might meet monthly during the first year and quarterly once the BCMS is established (illustrative).
#### Coordination Layer
The BCM coordinator runs the programme: maintaining documents, organising workshops, tracking objectives and preparing reports. In a home of JHA's size, this is likely to be a part-time role held by a senior officer, supported by the Superintendent. The coordinator does not need to be an expert in every service but must understand BCM and have the authority to request time from department heads.
Each department should also nominate a departmental BC representative. For example, the Support department's representative might maintain the plans for meals, cleaning, laundry and transport, and keep supplier contact lists up to date (illustrative).
#### Response Layer
When an incident occurs, JHA needs a small incident management team that can be assembled quickly. A typical composition is an incident lead (normally the Superintendent or a delegated deputy), a site lead responsible for residents and premises, a communications lead, and the departmental representatives relevant to the incident.
Below the incident team, departmental recovery teams restore their own critical services. Shift leaders are the first responders: they raise the alarm, protect residents and start the first actions in the plan before the incident team convenes. For example, if the water supply fails at 2am, the night shift leader starts the water contingency and calls the duty manager, without waiting for morning (illustrative).
External liaison is also essential. The incident team should name who informs the Ministry of Social and Family Development (MSF), who speaks to Jamiyah Singapore, who contacts families and who coordinates with receiving facilities, partner agencies and emergency services.
#### Terms of Reference for the Steering Committee
The steering committee needs written terms of reference so that its authority is clear. These should state its purpose, membership, chair, quorum, meeting frequency, decision rights and reporting line to Jamiyah Singapore. They should also state what the committee may approve on its own and what must go to the board.
For example, JHA's terms of reference might allow the committee to approve the BIA results, the assumptions register and exercise plans, while reserving the BC policy, the BCMS scope and any significant spending for the board (illustrative). Clear decision rights avoid delays when the committee needs to act quickly.
#### Activation and Escalation
The team structure only works if people know when to activate it. JHA should define simple triggers. A minor incident, such as a short lift failure, is handled by the shift leader under normal procedures. A significant incident, such as loss of power or water beyond an agreed time, triggers a call to the duty manager. A major incident, such as fire, an infectious disease outbreak or loss of the premises, activates the full incident management team (illustrative thresholds).
Escalation should be fast and without blame. Staff should be told clearly that calling for help early is always the right decision. For example, a night shift leader who escalates a cooling failure during a heatwave and finds it was a false alarm has acted correctly; one who waits until residents show signs of heat stress has not.
## Competence, Awareness and Deputies
Clause 7.2 asks JHA to determine the competence each role needs and to make sure people have it. The BCM coordinator may benefit from formal BCM training; incident team members need training in decision-making and communication; shift leaders need practical drills.
Clause 7.3 asks that all staff understand the BC policy, their own role and the consequences of not following plans. Brief awareness sessions at induction and during staff meetings can achieve this. Every key role should also have at least one trained deputy, because the person who normally holds the role may be the one affected by the disruption.
## Summary Table
**Table 6: Composing BCM Team for Jamiyah Home for the Aged**
| **Role** | **Suggested holder (illustrative)** | **Main responsibilities** | **ISO 22301 link** |
| --- | --- | --- | --- |
| **Governing body** | **Jamiyah Singapore board or delegated committee** | **Approve policy and scope; receive reports; allocate resources** | **5.1, 9.3** |
| **Steering committee chair** | **Superintendent** | **Own the BCMS; approve objectives, BIA and risk register** | **5.1, 5.3** |
| **Steering committee members** | **Heads of Operations, Programme and Therapy, Social Work, Support** | **Represent departments; own critical services** | **5.3** |
| **BCM coordinator** | **Senior officer (part-time role)** | **Run the programme; maintain documents; track objectives** | **5.3, 7.5** |
| **Departmental BC representatives** | **One per department** | **Maintain departmental plans and contact lists** | **8.4** |
| **Incident lead** | **Superintendent or deputy** | **Lead the response; make key decisions** | **8.4.2** |
| **Site lead** | **Senior Operations officer** | **Protect residents and premises; direct evacuation** | **8.4.2** |
| **Communications lead** | **Nominated senior officer** | **Inform MSF, Jamiyah Singapore, families and partners** | **8.4.3** |
| **Shift leaders** | **Leader on each shift** | **First response; start initial actions; escalate** | **7.2, 8.4** |
#### Conclusion
JHA's BCM team works in three layers: governance by Jamiyah Singapore and the steering committee, coordination by the BCM coordinator and departmental representatives, and response by the incident team, recovery teams and shift leaders. Built around the home's existing departments and covering every shift, the structure makes clear who decides and who acts. Trained deputies and staff awareness keep it working when key people are unavailable.
With the team in place, JHA can look outward at the environment in which it operates.
#### Sources
- [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 7, *Analysing Operating Environment for Jamiyah Home for the Aged*, examines the regulatory, environmental and social factors that shape JHA's continuity needs.
---
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