---
title: "[BCM] [JHA] [E2] [C8] Program Management Phase for Business Continuity Management Planning Methodology for Jamiyah Home for the Aged"
description: "Program management for JHA's ISO 22301 BCM programme: governance, annual review, change triggers, training, measures, audit and a programme calendar."
---
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###### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# \[BCM\] \[JHA\] \[E2\] \[C8\] Program Management Phase for Business Continuity Management Planning Methodology for Jamiyah Home for the Aged
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
Chapters 2 to 7 described a one-time effort: setting up the project, analysing risks and impacts, choosing strategies, writing plans and testing them. Program Management turns that effort into a routine that runs year after year. Its purpose is simple: to make sure that when a disruption happens, the plan staff pick up still matches the Home as it is, not as it was when the plan was written.
For JHA, the benefits are concrete. A maintained programme means the night-shift carer finds working phone numbers in the plan. It means the medication reserve has been rotated and has not expired. It means new staff have been briefed on their role in an emergency. And it means the Home can show the Ministry of Social and Family Development (MSF) that its business continuity plans are regularly updated and that its business continuity procedures have been reviewed in the past year, as the Code of Practice for Social Residential Homes requires. All roles, measures and dates in this chapter are illustrative.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/2c2fa354-3d59-4e3e-ab4c-d1e1d1ac521c)
[Dr Goh Moh Heng](https://blog.bcm-institute.org/bcm-v2/author/dr-goh-moh-heng) Nov 3, 2026
The business continuity project at Jamiyah Home for the Aged (JHA) will end; the need for business continuity will not. Residents change, staff come and go, suppliers are replaced, regulations are updated and new threats emerge. The Program Management (PgM) phase is what keeps plans, people and arrangements current long after the project team has disbanded. This chapter explains its purpose and benefits for JHA and covers governance, keeping the programme current, awareness and training, performance measures, audit and management review, and a programme calendar.
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/2c2fa354-3d59-4e3e-ab4c-d1e1d1ac521c)
## Introduction
Chapters 2 to 7 described a one-time effort: setting up the project, analysing risks and impacts, choosing strategies, writing plans and testing them. Program Management turns that effort into a routine that runs year after year. Its purpose is simple: to make sure that when a disruption happens, the plan staff pick up still matches the Home as it is, not as it was when the plan was written.
For JHA, the benefits are concrete. A maintained programme means the night-shift carer finds working phone numbers in the plan. It means the medication reserve has been rotated and has not expired. It means new staff have been briefed on their role in an emergency. And it means the Home can show the Ministry of Social and Family Development (MSF) that its business continuity plans are regularly updated and that its business continuity procedures have been reviewed in the past year, as the Code of Practice for Social Residential Homes requires. All roles, measures and dates in this chapter are illustrative.
## Governance and Ownership
Every programme needs an owner with authority and a forum for decision-making. For example, JHA might confirm the Superintendent as programme owner and organisation business continuity management (BCM) coordinator, with the business unit BCM coordinators responsible for their own plans. A management committee overseeing JHA, or a designated committee within Jamiyah Singapore, might receive a BCM report twice a year and approve the annual programme, budget and any changes in risk appetite.
A short BCM policy, approved by the governing body, should set out the programme's scope, objectives, roles, and review cycle. It links BCM to the Home's mission of providing a home for the homeless aged and to its obligations under the licence. Because JHA operates under a managing agent, the policy should also state how JHA's programme connects with Jamiyah Singapore's wider risk and governance arrangements.
## Keeping the Programme Current
### Scheduled review
The Code of Practice requires reviewing business continuity procedures at least once a year. JHA might schedule a single annual review cycle: refresh the risk register (Chapter 3) and the Business Impact Analysis (BIA, Chapter 4) first, check strategies (Chapter 5) against the updated results, and then revise and re-validate plans (Chapter 6). Contact lists, which go out of date fastest, might be checked every quarter.
### Change triggers
Some changes should prompt an immediate review rather than waiting for the annual cycle. Illustrative triggers for JHA include: a significant change in the resident profile, such as more residents needing high levels of care; a change of key staff, such as the Superintendent or senior nurse; a new or changed supplier for food, medication or utilities services; building works or changes to the layout of the Home; new advisories from MSF or public health authorities; and any change to licensing conditions.
### Lessons from events
Real incidents and near misses are the most valuable learning source. The Code of Practice requires processes to review and learn from incidents, and to monitor and evaluate improvement plans arising from those reviews. JHA can use the same process for BCM: after any disruption, however small, such as a two-hour water cut or a weekend with several staff off sick, the team records what happened, what worked, what did not and what will change in the plans. Lessons from exercises (Chapter 7) are handled the same way.
## Awareness and Training
Plans are only as good as the people who carry them out. The Code of Practice requires all staff to be aware of, trained in and follow the Home's procedures, and requires fire safety training within six months of employment, with at least one staff member on site at all times holding valid first aid and fire safety certification. BCM training at JHA can build on these existing requirements rather than starting separately.
An illustrative training approach might include: a short BCM briefing in the induction of every new staff member, covering where plans are kept, how to raise the alarm and what their role is in the first hour; an annual refresher for all staff, perhaps combined with a fire drill; deeper training for business unit BCM coordinators and members of the crisis management team; and external certification for the organisation's BCM coordinator. Volunteers and regular visiting partners should also know the basics, such as assembly points and who to report to during an emergency.
## Performance Measures
Measures show whether the programme is alive. They should be few, simple and reported regularly. Illustrative measures for JHA include:
- percentage of plans reviewed and re-validated within the past twelve months (target 100 per cent);
- percentage of staff who have received BCM induction or refresher training in the past year;
- number of exercises completed against the annual programme;
- percentage of corrective actions from exercises and incidents closed by their due date;
- call notification test response rate within one hour;
- reserve stock checks completed on schedule, covering medication, food, water and personal protective equipment.
## Audit and Management Review
An internal audit, carried out by someone independent of the programme, checks whether BCM is being done as the policy says. For JHA, this might be a colleague from another Jamiyah service or an external reviewer, auditing once a year against the BCM policy, ISO 22301 and the relevant clauses of the Code of Practice. The programme owner and committee receive findings.
Management review is the governing body's annual look at the whole programme. It considers audit findings, performance measures, exercise results, incidents, changes in risk and regulation, and resource needs, and it decides on improvements for the year ahead. This review record is strong evidence for MSF that the Home takes business continuity seriously, and it supports the Code of Governance for Charities and Institutions of a Public Character principle that a charity is well managed and plans for the future.
## Requirements Specific to JHA
- **Annual review on record:** the annual review of business continuity procedures required by the Code of Practice should be dated, signed off and filed, so it can be produced on request. For example, JHA might hold the review in the same month every year and minute it at the management committee.
- **Following MSF advisories:** because the Code requires adherence to MSF's BCM advisories and guidelines, the programme owner should check for new or revised advisories at least quarterly and record how each has been addressed \[verify\].
- **Ageing resident profile:** JHA's own objectives refer to planning for challenges linked to the ageing profile of residents. As residents become frailer, recovery times may need to shorten and staffing assumptions in plans may need revision; the annual review should test this explicitly.
- **Managing agent alignment:** changes in Jamiyah Singapore's shared services, such as a new finance system or payroll provider, are change triggers for JHA's plans.
- **Staff turnover:** as care staff change over time, induction briefings are the main way to keep BCM knowledge in the Home rather than with departing individuals.
## Summary Table: Illustrative Programme Calendar
| **When** | **Activity** | **Owner** |
| --- | --- | --- |
| **Every quarter** | **Contact list check; call notification test; check for new MSF advisories; reserve stock check** | **Organisation BCM coordinator** |
| **Months 1 and 7** | **Component tests of emergency lighting, water, backups and printed resident list** | **Business unit BCM coordinators** |
| **Months 2 to 4** | **Annual risk register and BIA refresh** | **Organisation BCM coordinator with team** |
| **Months 4 to 5** | **Strategy check and plan revision; walkthrough of each plan** | **Business unit BCM coordinators** |
| **Month 6** | **Annual review of business continuity procedures signed off; mid-year report to committee** | **Superintendent** |
| **Month 8** | **Integrated or simulation exercise** | **Organisation BCM coordinator** |
| **Month 9** | **All-staff BCM refresher, combined with a fire drill** | **Superintendent** |
| **Month 10** | **Internal audit** | **Independent reviewer** |
| **Month 12** | **Management review and approval of next year's programme** | **Governing committee** |
| **Ongoing** | **Induction briefings; fire drills at varied timings; post-incident reviews** | **Superintendent and supervisors** |
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/64d16cdc-b532-47f6-af61-7b33f5b500a3)
## Conclusion
Program Management is the phase that makes all the others last. For JHA, it rests on clear ownership, an annual review cycle that satisfies the Code of Practice, change triggers that catch important shifts as they happen, training built into induction and existing safety requirements, a handful of measures, and an annual audit and management review. With this in place, the seven phases form a cycle rather than a one-off project.
## 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/)
- [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)
**Continue reading:** Chapter 9, *Summary for Business Continuity Management Planning Methodology for Jamiyah Home for the Aged*, brings the seven phases together and sets out first steps and the points JHA must confirm.
---
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