---
title: "[BCM] [JHA] [E2] [C5] Business Continuity Strategy Phase for Business Continuity Management Planning Methodology for Jamiyah Home for the Aged"
description: Six ISO 22301 business continuity strategy groups for JHA, linking people, premises, supplies and partners to its 12 critical functions and risks.
---

[BCM v2](https://blog.bcm-institute.org/bcm-v2)

# [\[BCM\] \[JHA\] \[E2\] \[C5\] Business Continuity Strategy Phase for Business Continuity Management Planning Methodology for Jamiyah Home for the Aged](https://blog.bcm-institute.org/bcm-v2/bcm-jha-e2-c5-business-continuity-strategy-phase-for-business-continuity-management-planning-methodology-for-jamiyah-home-for-the-aged)

 Written by [Dr Goh Moh Heng](https://blog.bcm-institute.org/bcm-v2/author/dr-goh-moh-heng) | Nov 4, 2026, 4:21:23 AM

Knowing what could go wrong and what matters most is only useful if it leads to action. The Business Continuity Strategy (BCS) phase decides how Jamiyah Home for the Aged (JHA) will protect its critical business functions and restore them within their recovery targets. This chapter presents business continuity strategies for JHA's twelve critical business functions, grouped by the kind of resource each function depends on, and explains how strategies are chosen and tested for cost and practicality.

## Introduction

Chapter 3 produced a register of ten illustrative risks, R1 to R10. Chapter 4 ranked twelve critical business functions (CBFs), CBF-01 to CBF-12, into three tiers with recovery time objectives (RTOs) and maximum tolerable periods of disruption (MTPDs). The strategy phase brings the two together. Its strategies cover three kinds of measures: prevention, which stops a disruption from happening; mitigation, which limits its effect; and recovery, which restores the function within its RTO.

Grouping strategies by resource, rather than by function or by risk, keeps the number of strategies manageable. Many functions share the same resources, so one well-designed strategy can protect several of them at once. This chapter uses six strategy groups, S1 to S6. All strategies, figures, and arrangements described are illustrative and must be confirmed by JHA.

## Business Continuity Strategies for Jamiyah Home for the Aged Critical Business Functions

### S1 People: care and support staff

*Functions:* CBF-01 Personal care and 24-hour supervision; CBF-06 Staffing and rostering. *Risks addressed:* R4 Critical staff shortage; R2 Infectious disease outbreak.

Prevention focuses on retention, well-being, and avoiding single points of knowledge. Mitigation includes cross-training so that housekeeping or programme staff can support basic care tasks under supervision, a call-out list of off-duty staff and a pool of relief or agency carers. Recovery includes a pre-agreed minimum staffing plan that sets out which tasks continue, which are paused and how residents are prioritised when the Home runs short. For example, JHA might agree with Jamiyah Singapore that staff from other Jamiyah services can be redeployed for non-clinical support in an emergency, and plan how staff can be split into separate care teams during an outbreak so that one infected team does not remove all cover.

### S2 Premises and utilities

*Function:* CBF-04 Safe premises and essential utilities. *Risks addressed:* R1 Fire; R3 Prolonged power or water failure; R7 Severe haze or extreme heat.

Prevention includes maintained fire equipment, electrical inspections and housekeeping that keeps exits clear, all of which the Code of Practice for Social Residential Homes already expects. Mitigation includes emergency lighting, battery-powered fans and torches, stored drinking water, a designated cooler room for haze or heat episodes, and an arrangement with an electrical contractor for rapid call-out. Recovery covers partial evacuation within the building, use of an agreed external assembly and shelter point, and, for prolonged loss of the building, temporary relocation of residents. Relocation is the most difficult option for a single-site home and needs the most preparation, including discussion with the Ministry of Social and Family Development (MSF) in advance.

### S3 Critical supplies: medication, food and infection control

*Functions:* CBF-02 Medication management and access to medical care; CBF-03 Meals, nutrition and hydration; CBF-05 Infection prevention and control. *Risks addressed:* R2 Infectious disease outbreak; R5 Food supply disruption or kitchen failure; R6 Medication supply disruption or error.

Prevention includes medication double checks, supplier performance monitoring and food safety routines. Mitigation is largely about stock: for example, JHA might hold a reserve of each resident's regular medication, a dry and ready-to-eat food reserve that meets residents' dietary and religious requirements, and a stock of personal protective equipment (PPE) sized for an outbreak. Recovery includes second suppliers for pharmacy, food and PPE, an alternative caterer able to deliver cooked meals within hours, and an agreed route to medical care if the visiting doctor is unavailable.

### S4 Information, technology and finance

*Functions:* CBF-09 Resident records and information technology (IT); CBF-11 Finance, procurement and payroll. *Risks addressed:* R9 IT failure, cyber incident or data breach; R10 Funding or key supplier failure.

Prevention includes access controls, updates, and staff awareness of phishing. Mitigation includes regular off-site or cloud backups and a printed emergency resident list, kept securely and refreshed weekly, showing each resident's key medical needs, medication and next-of-kin details where they exist. Recovery covers restoring systems from backup within the RTO, manual procedures for recording care until systems return, and arrangements with the managing agent for emergency payments and payroll if normal processes fail.

### S5 Communication, reporting and case coordination

*Functions:* CBF-07 Incident reporting and communication with MSF; CBF-08 Admissions, discharges and case management. *Risks addressed:* R8 Serious resident safety incident; R1 Fire; R2 Infectious disease outbreak.

Prevention and mitigation focus on making sure reporting never depends on one person. For example, JHA might name a deputy for the Superintendent, keep the incident report template and MSF contact details in the business continuity plan, and maintain an up-to-date emergency contact list as the Code of Practice requires. Recovery includes a communication tree for staff, a script for informing residents and any next of kin, and arrangements to pause new admissions during a major disruption while maintaining contact with referring agencies.

### S6 Faith, community and volunteer partners

*Functions:* CBF-10 Religious and spiritual life; CBF-12 Social, recreational and volunteer programmes. *Risks addressed:* R2 Infectious disease outbreak; R7 Severe haze or extreme heat; R10 Funding or key supplier failure.

These functions can pause longer, but their loss affects residents' well-being over weeks. Mitigation includes in-house alternatives that staff can run when volunteers cannot visit, such as small-group religious sessions led by staff or recorded talks, and indoor activities when haze or outbreaks prevent outings. Recovery means rebuilding the volunteer schedule promptly once restrictions lift and keeping partner groups informed during the pause.

## How Strategies Are Chosen

For each group, the strategy team lists options and compares them against agreed criteria. Useful criteria for JHA include: whether the option meets the RTO and minimum service level from Chapter 4; its one-off and recurring cost; whether staff can carry it out at night with the people normally on duty; whether it complies with the licence and the Code of Practice; whether it depends on a partner who might be affected by the same event; and how long it takes to put in place.

A simple scoring sheet helps the steering committee compare options. For example, JHA might compare three ways of covering a sudden loss of night staff: an agency contract, an internal call-out allowance for off-duty staff, and mutual aid with another Jamiyah service. The agency contract may be fastest but costly; the call-out allowance cheaper but less reliable during an outbreak, when off-duty staff may also be ill; mutual aid valuable for non-care tasks but limited if the other service faces the same pressure. A combination is often best.

## Testing Strategies for Cost and Practicality

Before approval, the team tests each strategy on paper. The team asks: can the supplier really deliver within four hours on a public holiday? Will the reserve stock be rotated so it does not expire? Can the emergency resident list be printed if the IT system is down? Can a single night-shift carer realistically carry out the first steps of the plan while still supervising residents? For costed items, the team estimates the total over three years and compares it with the impact the strategy avoids. Strategies that pass are approved by the sponsor; those that do not are redesigned, or the residual risk is formally accepted.

## Requirements Specific to JHA

- **Licence conditions:** strategies that change where or how residents are cared for, such as relocation or shared accommodation, must respect the licence and the Code of Practice, including bed-spacing requirements during outbreaks, and may need MSF's agreement \[verify\].
- **Sister services are not interchangeable:** Jamiyah Singapore also runs a nursing home and a halfway house, but each serves a different group under its own arrangements. Mutual aid should be agreed in writing, with clear limits on what each service can provide.
- **Managing agent contracts:** continuity of finance, payroll and procurement depends on Jamiyah Singapore; the agreement should state recovery expectations.
- **Funding constraints:** as a charity-run home, JHA must justify spending on reserves and contracts; costed strategies help make that case to the governing body and to funders.

## Summary Table

| **Group** | **Functions** | **Risks** | **Prevention** | **Mitigation** | **Recovery** |
| --- | --- | --- | --- | --- | --- |
| **S1 People** | **CBF-01, CBF-06** | **R4, R2** | **Retention, cross-training** | **Call-out list, relief pool, separate care teams** | **Minimum staffing plan, redeployment from Jamiyah services** |
| **S2 Premises and utilities** | **CBF-04** | **R1, R3, R7** | **Maintenance, fire safety, clear exits** | **Emergency lighting, stored water, cooler room** | **Partial evacuation, shelter point, temporary relocation** |
| **S3 Critical supplies** | **CBF-02, CBF-03, CBF-05** | **R2, R5, R6** | **Double checks, food safety** | **Medication, food and PPE reserves** | **Second suppliers, alternative caterer, medical care route** |
| **S4 Information, technology and finance** | **CBF-09, CBF-11** | **R9, R10** | **Access control, awareness** | **Backups, printed resident list** | **System restore, manual records, emergency payments** |
| **S5 Communication, reporting and case coordination** | **CBF-07, CBF-08** | **R8, R1, R2** | **Named deputies, templates** | **Emergency contact list, communication tree** | **24-hour reporting to MSF, admissions pause** |
| **S6 Faith, community and volunteer partners** | **CBF-10, CBF-12** | **R2, R7, R10** | **Partner relationships** | **Staff-led sessions, indoor activities** | **Rebuild volunteer schedule** |

All strategies are illustrative.

## Conclusion

Six strategy groups cover all twelve of JHA's critical business functions and all ten risks in the register. The emphasis falls on people and supplies, because those are what keep frail residents safe in the first hours of any disruption. Each strategy is chosen against clear criteria and tested on paper for cost and practicality before approval. The next phase turns these strategies into written plans that staff can follow.

## Sources

- [Code of Practice for Social Residential Homes (First Edition)](https://www.msf.gov.sg/api/media/93ce9c5e-b2dd-4916-9b65-97484987f21a.pdf)
- [Jamiyah Home for the Aged, About Us](https://jha.jamiyah.org.sg/about-us/)

**Continue reading:** Chapter 6, *Business Continuity Plan Development Phase for Business Continuity Management Planning Methodology for Jamiyah Home for the Aged*, explains how JHA can design a plan template, run a plan-writing workshop, and validate its plans.

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