---
title: "[BCM] [JHA] [E3] [CORE] [C2] Products and Services for Jamiyah Home for the Aged"
description: Key products and services of Jamiyah Home for the Aged mapped to 25 critical business functions, with direct and enabling functions and minimum service levels.
---
.
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###### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# \[BCM\] \[JHA\] \[E3\] \[CORE\] \[C2\] Products and Services for Jamiyah Home for the Aged
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
International Organisation for Standardisation (ISO) 22301 requires an organisation to identify the products and services that it needs to continue and to understand the activities that support them. In the Business Impact Analysis (BIA) stage, these services determine which CBFs are critical and what the Minimum Business Continuity Objective (MBCO) for each should be. This chapter follows Chapter 1, which set the Corporate and Business Unit (BU) MBCOs, and it uses the same list of 25 CBFs, coded CBF-01 to CBF-25.
The services below are drawn from the home's public website, which describes shelter and care for destitute, elderly and frail residents, rehabilitation and community reintegration, and a range of programmes. The website does not describe meals, nursing, medication or the number of residents. Those supporting services, shown here as part of personal care, are assumptions based on the nature of a 24-hour residential home and need to be confirmed by the Superintendent.
[![\[Logo\] \[BCM\] Certification Transparent](https://no-cache.hubspot.com/cta/default/3893111/7789ece9-0b11-4cae-9f32-d34d7eb1688a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7789ece9-0b11-4cae-9f32-d34d7eb1688a)
[Moh Heng Goh](https://blog.bcm-institute.org/bcm-v2/author/moh-heng-goh) Nov 6, 2026
Every continuity decision depends on knowing what the organisation actually delivers. This chapter lists the key products and services that Jamiyah Home for the Aged (JHA) must keep available during an incident, emergency or disaster, and links each one to the Critical Business Function (CBF) activities that make it possible.
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
## Introduction
[![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[PS\] Key Product and Services](https://no-cache.hubspot.com/cta/default/3893111/5af2d31a-0e64-40c2-b836-b16308a1954e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/5af2d31a-0e64-40c2-b836-b16308a1954e)International Organisation for Standardisation (ISO) 22301 requires an organisation to identify the products and services that it needs to continue and to understand the activities that support them. In the Business Impact Analysis (BIA) stage, these services determine which CBFs are critical and what the Minimum Business Continuity Objective (MBCO) should be for each. This chapter follows Chapter 1, which set the Corporate and Business Unit (BU) MBCOs, and it uses the same list of 25 CBFs, coded CBF-01 to CBF-25.
The services below are drawn from the home's public website, which describes shelter and care for destitute, elderly and frail residents, rehabilitation and community reintegration, and a range of programmes. The website does not describe meals, nursing, medication or the number of residents. Those supporting services, shown here as part of personal care, are assumptions based on the nature of a 24-hour residential home and need to be confirmed by the Superintendent.
## Key products and services
The table groups the home's offerings into ten products and services. The right-hand column states the minimum level each should reach during a disruption, which is illustrative and aligns with the objectives set in Chapter 1.
| **Ref** | **Product or service** | **Description** | **Supporting CBFs** | **Minimum level during a disruption (illustrative)** |
| --- | --- | --- | --- | --- |
| **PS-01** | **Shelter and residential accommodation** | **A purpose-built home operating 24 hours a day for destitute, elderly and frail residents.** | **CBF-02, CBF-06, CBF-19** | **Safe, habitable, secure accommodation for every resident, on site or at an approved alternative.** |
| **PS-02** | **Personal care and 24-hour supervision** | **Holistic care that addresses each resident's individual needs. Medication, nursing, meal and infection-control support is assumed to underpin this service and is not described on the website.** | **CBF-01, CBF-03, CBF-04, CBF-05, CBF-07, CBF-25** | **Uninterrupted supervision, medication, meals and health observation at the minimum safe level.** |
| **PS-03** | **Health and well-being programmes** | **Health and nutrition talks, mass activity and dance exercise, individual or maintenance physiotherapy, meditation and breathing techniques, and a brisk walking programme.** | **CBF-10, CBF-12** | **Physiotherapy for high-need residents and simple indoor exercise; group programmes may pause.** |
| **PS-04** | **Daily living skills** | **Personal grooming, using public transport and managing finances, delivered according to each resident's capability and interest.** | **CBF-12** | **Personal grooming support continues; transport and finance sessions may be deferred.** |
| **PS-05** | **Intellectual and creative programmes** | **Newspaper reading (Takrim Daily), cognitive activities (Elder Learners' B'lvd), mind-stimulating games and batik.** | **CBF-12** | **Simple in-house activities only.** |
| **PS-06** | **Psycho-social support** | **Individual counselling, group-work, reminiscence, crafts, karaoke, outings and visits by volunteer groups and schools.** | **CBF-11, CBF-12, CBF-16, CBF-24** | **Crisis counselling and family contact maintained; outings and group visits may pause.** |
| **PS-07** | **Cultural and spiritual programmes** | **Religious classes, cultural performances and invitations to cultural events.** | **CBF-13** | **Prayer and spiritual support for residents continue; classes and events may pause.** |
| **PS-08** | **Skills learning and employment support** | **The Home Employment Scheme, the Day Release Scheme and support for employment.** | **CBF-14** | **Placements paused safely; resumed when operations are stable.** |
| **PS-09** | **Rehabilitation and community reintegration** | **Support for residents with potential for discharge to return to the community, working with partner agencies.** | **CBF-08, CBF-15, CBF-22** | **Urgent referrals processed; planned discharges deferred if unsafe.** |
| **PS-10** | **Resident assessment and individual planning** | **Assessment of past and present occupation, education, interests and preferences, life roles, and mental and physical capability.** | **CBF-08, CBF-09** | **Current assessments and care plans accessible to the on-duty team.** |
## Coverage of critical business functions
The coverage table below shows how each of the 25 CBFs relates to the products and services. 20 functions directly support at least one product or service. The remaining 5 are enabling functions: they do not appear in the services themselves but are needed for the home to operate, and a failure in any of them would eventually disrupt resident care.
| **CBF code** | **Critical Business Function** | **Role** | **Products and services supported** |
| --- | --- | --- | --- |
| **CBF-01** | **Personal Care and 24-Hour Supervision** | **Direct** | **PS-02** |
| **CBF-02** | **Resident Safety, Security and Emergency Response** | **Direct** | **PS-01** |
| **CBF-03** | **Medication Management and Administration** | **Direct** | **PS-02** |
| **CBF-04** | **Nursing and Basic Health Care Coordination** | **Direct** | **PS-02** |
| **CBF-05** | **Meals, Nutrition and Dietary Management** | **Direct** | **PS-02** |
| **CBF-06** | **Accommodation, Housekeeping and Laundry** | **Direct** | **PS-01** |
| **CBF-07** | **Infection Prevention and Control** | **Direct** | **PS-02** |
| **CBF-08** | **Admission, Assessment and Resident Case Management** | **Direct** | **PS-09, PS-10** |
| **CBF-09** | **Resident Records and Information Management** | **Direct** | **PS-10** |
| **CBF-10** | **Physiotherapy and Rehabilitation Support** | **Direct** | **PS-03** |
| **CBF-11** | **Counselling and Psycho-Social Support** | **Direct** | **PS-06** |
| **CBF-12** | **Resident Programmes, Activities and Daily Living Skills** | **Direct** | **PS-03, PS-04, PS-05, PS-06** |
| **CBF-13** | **Religious, Cultural and Spiritual Care** | **Direct** | **PS-07** |
| **CBF-14** | **Home Employment, Day Release and Employment Support** | **Direct** | **PS-08** |
| **CBF-15** | **Community Reintegration and Discharge Planning** | **Direct** | **PS-09** |
| **CBF-16** | **Volunteer, School and Visitor Management** | **Direct** | **PS-06** |
| **CBF-17** | **Staff Rostering, Deployment and Welfare** | **Enabling** | **Supports all products and services** |
| **CBF-18** | **Staff Training and Competency** | **Enabling** | **Supports all products and services** |
| **CBF-19** | **Facilities, Utilities and Equipment Maintenance** | **Direct** | **PS-01** |
| **CBF-20** | **Information Technology and Communications** | **Enabling** | **Supports all products and services** |
| **CBF-21** | **Finance, Funding and Procurement** | **Enabling** | **Supports all products and services** |
| **CBF-22** | **Partner Agency and Regulator Liaison** | **Direct** | **PS-09** |
| **CBF-23** | **Governance, Compliance and Licensing Reporting** | **Enabling** | **Supports all products and services** |
| **CBF-24** | **Crisis and Next-of-Kin Communications** | **Direct** | **PS-06** |
| **CBF-25** | **End-of-Life Care and Bereavement Support** | **Direct** | **PS-02** |
The enabling functions are CBF-17 (Staff Rostering, Deployment and Welfare), CBF-18 (Staff Training and Competency), CBF-20 (Information Technology and Communications), CBF-21 (Finance, Funding and Procurement) and CBF-23 (Governance, Compliance and Licensing Reporting). They are listed in code order and should be treated as seriously as direct functions when allocating resources, because staffing, systems, funding and governance sit behind every service.
## Using this chapter
- Confirm the ten services with the Superintendent, adding any that the website does not mention, such as meals, nursing and medication support.
- Use the minimum levels as the baseline for strategy options in later chapters.
- Record each service's dependencies on people, premises, technology, suppliers, and partner agencies so threats can be matched to them.
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/64d16cdc-b532-47f6-af61-7b33f5b500a3)
## Conclusion
JHA delivers ten products and services that rely on 20 directly supporting and 5 enabling functions. Treating them together makes clear that continuity of care depends as much on rostering, facilities, information technology and funding as on frontline care. The list is a working proposal that rests on public website information and stated assumptions, so it should be validated before it is used to set priorities. With the services and functions defined, the next chapters can identify the threats that could interrupt them.
**Next step:** confirm the product and service list with the Superintendent and your function owners, then continue to Chapter 3, List of Threats for Jamiyah Home for the Aged.
---
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