---
title: "[BCM] [JHA] [E2] [C9] Summary for Business Continuity Management Planning Methodology for Jamiyah Home for the Aged"
description: "Summary of JHA's ISO 22301 BCM planning methodology: seven phases, risks R1-R10, CBF-01 to CBF-12, six strategies, roles, first steps and open points."
---

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

# [\[BCM\] \[JHA\] \[E2\] \[C9\] Summary for Business Continuity Management Planning Methodology for Jamiyah Home for the Aged](https://blog.bcm-institute.org/bcm-v2/bcm-jha-e2-c9-summary-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 3, 2026, 9:34:33 AM

This chapter brings together the business continuity management (BCM) planning methodology set out in this eBook for Jamiyah Home for the Aged (JHA). It revisits each of the seven phases in order, carries forward the codes, tiers and counts defined in earlier chapters, and shows how the phases work together. It then lists the pitfalls the methodology helps JHA avoid, summarises roles, proposes an illustrative first-steps plan and sets out what JHA must confirm before relying on the examples used throughout.

## Introduction

Chapter 1 identified the requirement that runs through every phase of the methodology: an uninterrupted duty of care to frail, largely destitute residents, delivered under a licence that expects BCM to be in place, kept current and demonstrable to MSF. The Code of Practice makes that expectation concrete. It expects business continuity plans to be updated regularly, business continuity procedures to be reviewed at least once a year, serious incidents to be reported to MSF within 24 hours, regular fire drills to be held at varied times, and homes to adhere to MSF's BCM advisories and guidelines. Each of the seven phases helps meet these expectations while also following the planning requirements of ISO 22301.

All internal details in this eBook, including owners, scores, tiers, recovery times, strategies and schedules, are illustrative. They show how the methodology applies to a home like JHA; they do not describe JHA's current arrangements.

## The Seven Phases Revisited

### Phase 1: Project Management (PM) — Chapter 2

Project Management sets BCM up as a governed project. Chapter 2 proposed a scope covering the whole Home at 1 Tampines Avenue 3, with shared services provided by Jamiyah Singapore treated as external dependencies. It suggested measurable objectives, including completing the risk assessment and business impact analysis within four months and plans for all Tier 1 functions within six months. Governance rests on a sponsor, a steering committee meeting monthly, and a project team led by the Superintendent as organisation BCM coordinator, supported by business unit BCM coordinators from care and nursing, kitchen and housekeeping, case management and programmes, and administration. A responsibility matrix makes roles explicit, and an illustrative six-month work plan uses short workshops at shift handover to avoid disrupting care. The phase ends with a handover pack and a twelve-month programme calendar.

### Phase 2: Risk Analysis and Review (RAR) — Chapter 3

Risk Analysis and Review follows four steps: identifying, assessing, mitigating and continuously reviewing risks. Chapter 3 defined a five-point scale for likelihood and for impact, with the risk score as their product, and three bands: Low (1 to 6), Medium (8 to 12) and High (15 to 25). It produced an illustrative register of ten risks:

- R1 Fire (score 10, Medium)
- R2 Infectious disease outbreak (16, High)
- R3 Prolonged power or water failure (12, Medium)
- R4 Critical staff shortage (16, High)
- R5 Food supply disruption or kitchen failure (12, Medium)
- R6 Medication supply disruption or error (15, High)
- R7 Severe haze or extreme heat (9, Medium)
- R8 Serious resident safety incident (12, Medium)
- R9 Information technology (IT) failure, cyber incident or data breach (9, Medium)
- R10 Funding or key supplier failure (8, Medium)

Three risks fall in the High band and seven in the Medium band. The chapter also connected the register to JHA's existing safety arrangements: fire safety and drills for R1, infection control for R2 and incident management for R8.

### Phase 3: Business Impact Analysis (BIA) — Chapter 4

The Business Impact Analysis measures how impact grows over time when each function stops, and sets the maximum tolerable period of disruption (MTPD), recovery time objective (RTO), minimum business continuity objective (MBCO), recovery point objective (RPO) and dependencies. Chapter 4 carried forward the twelve critical business functions (CBFs) identified in the first eBook, coded CBF-01 to CBF-12, and assigned illustrative tiers:

- **Tier 1 (seven functions, RTO within hours):** CBF-01 Personal care and 24-hour supervision (RTO 1 hour, MTPD 4 hours); CBF-02 Medication management and access to medical care (4 hours, 12 hours); CBF-03 Meals, nutrition and hydration (4 hours, 12 hours); CBF-04 Safe premises and essential utilities (4 hours, 24 hours); CBF-05 Infection prevention and control (4 hours, 24 hours); CBF-06 Staffing and rostering (8 hours, 24 hours); CBF-07 Incident reporting and communication with MSF (4 hours, 24 hours).
- **Tier 2 (four functions, RTO within days):** CBF-08 Admissions, discharges and case management (3 days, 7 days); CBF-09 Resident records and IT (24 hours, 3 days); CBF-10 Religious and spiritual life (3 days, 7 days); CBF-11 Finance, procurement and payroll (3 days, 7 days).
- **Tier 3 (one function, RTO in weeks):** CBF-12 Social, recreational and volunteer programmes (14 days, 30 days).

The chapter anchored the MBCO for supervision to the staffing requirements of the Code of Practice, noted that the 24-hour incident reporting window sets a ceiling on CBF-07, and highlighted the night shift as the Home's most vulnerable period.

### Phase 4: Business Continuity Strategy (BCS) — Chapter 5

The strategy phase chooses prevention, mitigation and recovery measures for each function. Chapter 5 grouped them into six strategy groups by the resource each function depends on, and linked each group to the risks it addresses:

- **S1 People:** CBF-01 and CBF-06; risks R4 and R2.
- **S2 Premises and utilities:** CBF-04; risks R1, R3 and R7.
- **S3 Critical supplies:** CBF-02, CBF-03 and CBF-05; risks R2, R5 and R6.
- **S4 Information, technology and finance:** CBF-09 and CBF-11; risks R9 and R10.
- **S5 Communication, reporting and case coordination:** CBF-07 and CBF-08; risks R8, R1 and R2.
- **S6 Faith, community and volunteer partners:** CBF-10 and CBF-12; risks R2, R7 and R10.

Each of the twelve functions appears in exactly one group, and each of the ten risks is addressed by at least one. The chapter sets out criteria for choosing strategies, including whether they meet the RTO, their cost, whether the night team can carry them out, and whether they comply with the licence, and describes how strategies are tested on paper for cost and practicality before approval.

### Phase 5: Plan Development (PD) — Chapter 6

Plan Development turns strategies into usable plans in three stages: deciding how plans are organised, running a plan-writing workshop, and finalising and validating the plans. Chapter 6 proposed a standard template with activation criteria, first-hour and first-24-hour actions, resources, communication and MSF reporting steps, and a three-level recovery organisation: a crisis management team, an emergency response team led by the senior staff member on duty, and business unit recovery teams. It gave an illustrative plan outline for CBF-03 Meals, nutrition and hydration, and stressed that every plan must be usable by the night shift without office support.

### Phase 6: Testing and Exercising (TE) — Chapter 7

Testing and Exercising proves plans and builds confidence. Chapter 7 describes six types of exercise in two groups: initial tests (component tests, call notification tests, and walkthrough exercises) and advanced tests (integrated tests, simulation tests, and live tests), along with an eight-step method for planning and running an exercise. It emphasised that exercises must never put residents at risk. Under "Regulatory Requirement for This Phase", it found that the Code of Practice is binding and requires regular fire drills at varied timings with records, an annual review of business continuity procedures, staff training in procedures and adherence to MSF's BCM advisories, but sets no specific frequency for exercising business continuity plans.

### Phase 7: Program Management (PgM) — Chapter 8

Program Management keeps BCM current after the project ends. Chapter 8 covered governance and ownership, with the Superintendent as illustrative programme owner; scheduled review, change triggers and lessons from events; awareness and training built into induction and existing safety training; six illustrative performance measures; internal audit and annual management review; and a programme calendar that places the annual review of business continuity procedures at a fixed point each year.

## How the Phases Work Together

The phases form a chain in which each output becomes the next phase's input. The project charter defines what the risk team examines. The risk register (R1 to R10) and the BIA (CBF-01 to CBF-12) together tell the strategy team which functions to protect and against which threats. The six strategy groups tell plan writers what each plan must implement. The plans give the exercise coordinator something concrete to test. Exercise findings and incident lessons feed Program Management, which in turn triggers fresh risk and impact reviews. The chain becomes a cycle.

A practical way to see this at JHA is to follow one thread through all seven phases. Take a critical staff shortage, R4. The project plan schedules workshops so that care staff can contribute without leaving shifts short. The risk register scores R4 as High. The BIA shows that CBF-01 and CBF-06 are Tier 1, with supervision tolerable for only a few hours at reduced levels. Strategy group S1 provides a call-out list, a relief pool, cross-training and a minimum staffing plan. The care plan sets out who calls whom in the first hour and which tasks are paused. A simulation exercise tests the plan against an outbreak that removes several staff at once. Program Management reviews the relief arrangements annually and whenever key staff change. At every step, the licence requirement for adequate supervision at all times keeps the focus on residents.

## Common Pitfalls the Methodology Prevents

- **Planning for buildings rather than residents.** By judging impact through residents first, the methodology keeps attention on supervision, medication and meals rather than on assets.
- **Writing plans for the day shift only.** Workshops that include night-shift supervisors, and validation that checks night-time usability, close this common gap.
- **Treating every function as critical.** Tiering in the BIA separates the seven functions that must recover within hours from those that can wait days or weeks.
- **Single points of failure in people.** Named alternates for every role, and reporting steps written into plans, mean that the 24-hour MSF reporting duty does not depend on one person.
- **Strategies that look good on paper but fail in practice.** Testing strategies for cost and practicality before approval, and exercising them afterwards, exposes suppliers that cannot deliver and stock that has expired.
- **Plans that go stale.** An annual review cycle, quarterly contact checks and change triggers keep plans current, and satisfy the Code of Practice requirement for annual review.
- **Parallel systems.** Connecting BCM to existing fire safety, infection control and incident management avoids duplicate registers and conflicting instructions.
- **Losing knowledge when staff leave.** Induction briefings and written, role-based plans keep BCM knowledge in the Home.

## Roles at a Glance

| **Role** | **Illustrative holder at JHA** | **Main responsibilities** |
| --- | --- | --- |
| **Sponsor** | **Senior representative of Jamiyah Singapore or chair of the overseeing committee** | **Approves charter, strategies and budget; receives reports** |
| **Steering committee** | **Sponsor, Superintendent, senior nurse or care manager, finance or administration representative, independent member** | **Approves phase outputs; resolves issues** |
| **Organisation BCM coordinator and programme owner** | **Superintendent** | **Leads the project and programme; maintains register, BIA and calendar; reports to MSF on incidents** |
| **Business unit BCM coordinators** | **Leads from care and nursing, kitchen and housekeeping, case management and programmes, administration** | **Gather information, write and maintain plans, join exercises** |
| **Crisis management team** | **Superintendent or senior Jamiyah Singapore representative, with deputies** | **Strategic decisions, MSF and stakeholder communication, spending** |
| **Emergency response team** | **Senior staff member on duty** | **Protect residents and staff in the first hour, including evacuation** |
| **All staff** | **Care, kitchen, housekeeping, administration and programme staff** | **Know where plans are, follow procedures, attend training and drills** |

## Illustrative First-Steps Plan

For a home starting from limited formal BCM, the first ninety days might look like this:

1. **Weeks 1 to 2:** confirm the sponsor and appoint the Superintendent as organisation BCM coordinator; obtain MSF's current BCM advisories and guidelines; draft the project charter and scope.
2. **Weeks 3 to 4:** form the steering committee and appoint business unit BCM coordinators; brief all staff on why BCM matters for residents; agree the work plan.
3. **Weeks 5 to 6:** collect quick wins that reduce High risks immediately, such as checking the emergency contact list, confirming a second pharmacy supplier (R6), checking protective equipment stock (R2) and updating the relief staff list (R4).
4. **Weeks 7 to 10:** run the risk identification and assessment workshops, including a night-shift session; finalise the register R1 to R10.
5. **Weeks 11 to 13:** start the BIA for the seven Tier 1 functions, confirming RTOs, MTPDs and minimum staffing levels against the licence; report progress to the steering committee.

The remaining months follow the timetable in Chapter 2: complete the BIA, approve strategies, write and validate plans, run initial tests and hand over to programme management.

## What JHA Must Confirm Before Relying on the Examples

- The licence category under which JHA operates, and therefore which supervision ratios in the Code of Practice apply \[verify\].
- The current MSF BCM advisories and guidelines referred to in the Code of Practice, and any exercise or reporting requirements they contain \[verify\].
- The list of twelve critical business functions, and whether any should be added, merged or split.
- All tiers, RTOs, MTPDs, MBCOs and dependencies in Chapter 4, through JHA's own BIA workshops.
- All likelihood and impact scores in the risk register, and the existing controls recorded against each risk.
- The scope of services provided by Jamiyah Singapore as managing agent, and the continuity arrangements behind them.
- Any mutual aid with other Jamiyah services, agreed in writing with clear limits.
- Supplier commitments assumed in strategies, such as delivery times for alternative caterers and pharmacies.
- Resident numbers, capacity and staffing levels, which are not stated on the Home's website and should come from JHA's own records.
- Roles and names in the recovery organisation, with alternates for every position.

## Summary Table

| **Phase** | **Chapter** | **Key output** | **Codes and counts carried forward** |
| --- | --- | --- | --- |
| **Project Management (PM)** | **2** | **Charter, responsibility matrix, six-month plan, handover pack** | **Scope: whole Home at 1 Tampines Avenue 3** |
| **Risk Analysis and Review (RAR)** | **3** | **Scored risk register** | **R1 to R10; 3 High (R2, R4, R6), 7 Medium** |
| **Business Impact Analysis (BIA)** | **4** | **Tiers, RTOs, MTPDs, dependencies** | **CBF-01 to CBF-12; 7 Tier 1, 4 Tier 2, 1 Tier 3** |
| **Business Continuity Strategy (BCS)** | **5** | **Approved strategy groups** | **S1 to S6, covering all 12 CBFs and all 10 risks** |
| **Plan Development (PD)** | **6** | **Template, recovery organisation, validated plans** | **3 recovery levels; outline for CBF-03** |
| **Testing and Exercising (TE)** | **7** | **Exercise programme and reports** | **6 exercise types in 2 groups; fire drills at varied timings** |
| **Program Management (PgM)** | **8** | **Policy, calendar, measures, audit, management review** | **Annual review of business continuity procedures; 6 measures** |

## Conclusion

The seven-phase methodology gives JHA a complete route from deciding to act on business continuity to running a maintained, tested programme. Its outputs fit together: ten risks, twelve functions in three tiers, six strategy groups, a consistent set of plans, a structured exercise programme and an annual cycle of review. Throughout, the methodology keeps JHA's defining requirement in view: frail, largely destitute residents must be supervised, medicated, fed and kept safe through any disruption, and the Home must be able to show MSF how it has prepared. With the examples confirmed against JHA's own information, the methodology is ready to be put into practice, which is the subject of the third eBook in this series.

## Sources

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

**Continue reading:** Chapter 10, *\[Back Cover\] Business Continuity Management Planning Methodology*, summarises this eBook and points to training and the next eBook in the series.

[View full post](https://blog.bcm-institute.org/bcm-v2/bcm-jha-e2-c9-summary-for-business-continuity-management-planning-methodology-for-jamiyah-home-for-the-aged)

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