[BCM] [SSO] [C1] BCM for Community-Based Social Services Organisations

Chapter 1

Building Resilience in Singapore’s Social Service Sector

Overview of Objectives

Social service organisations play a vital role in the well-being of Singapore’s most vulnerable groups — including children, youth, and families who rely on consistent care and specialised support.

 Whether it’s providing residential care, therapy sessions, counselling, or community outreach, these organisations form an essential safety net for society.

But what happens when that safety net is disrupted?

A fire in a residential facility, a prolonged IT outage, a pandemic, or even staff shortages can threaten the delivery of critical services. For organisations whose mission centres on people, not profit, the consequences of disruption are not just operational — they are deeply human.

That’s where Business Continuity Management (BCM) becomes essential.

Why This Blog Series for Social Services Organisations?

This blog series — “Business Continuity Management (BCM) for Community-Based Social Service Organisations” — is designed to guide leaders, managers, and staff in the social service sector through the process of implementing and sustaining a BCM program.

While BCM is often associated with banks or large corporations, it is equally vital for non-profit and community-based organisations. The goal is not to build complex systems, but to ensure that essential care and support continue even during crises.

Each chapter in this series breaks down the BCM journey into practical, relatable steps tailored to Singapore’s social service ecosystem.

What You Will Learn in This Series

Chapter 2: Understanding Business Continuity Management

This chapter explains what BCM is, why it matters, and how it supports resilience, preparedness, and recovery.

It explores common disruptions faced by social service organisations — from pandemics to power failures — and how BCM helps mitigate their impact.

Chapter 3: BCM Framework for Social Services

Readers are introduced to the core BCM framework based on international best practice (ISO 22301), simplified and adapted for charities and non-profits.

The chapter outlines each key phase — from project management and risk assessment to testing and program maintenance.

Chapter 4: Practical Implementation in Community-Based Settings

This chapter focuses on putting BCM into action. It provides hands-on advice for starting small, involving frontline staff, and collaborating with external partners.

Practical continuity measures, such as staff cross-training, communication trees, and remote service options, are also covered.

Chapter 5: Case Study – Fire in a Residential Care Facility

A realistic scenario brings the BCM framework to life.

This walkthrough demonstrates how an organisation responds to a fire incident, manages evacuation and communication, relocates residents, and restores services — followed by lessons learned for future improvement.

Chapter 6: Governance and Sustainability

Governance ensures that BCM is not just a one-off project. This chapter explores the roles of the board, senior management, and staff in maintaining resilience.

It also highlights how to report to regulators and donors, embed BCM into organisational culture, and sustain continuous improvement.

Chapter 7: Conclusion – Building a Culture of Care and Continuity

The final chapter brings together the series’ key messages. It emphasises that BCM is a journey of continuous learning, and encourages organisations to start simple, focus on protecting children and youth, and grow their resilience step by step.

A Call to Action for the Social Service Community

For social service organisations, resilience is compassion in practice. It ensures that even when disruptions strike, care continues, therapy resumes, and children remain safe.

This blog series aims to empower community-based organisations with the knowledge and tools to develop practical BCM programs that fit their size, mission, and resources.

By learning together and sharing best practices, Singapore’s social service sector can become stronger, more adaptable, and better prepared for the challenges ahead.

Looking Ahead

In the next chapter, we’ll begin by unpacking what Business Continuity Management really means — and why it’s becoming an essential capability for every social service organisation that seeks to safeguard lives and sustain its mission.

Note from Author/ Speaker

These blogs are part of the presentation to the Community-Based Social Services Organisations. BCM is not just an operational necessity—it is a moral obligation for social service organisations that work with vulnerable groups. 

Protecting children and youth, ensuring continuity of essential services, meeting governance expectations, and preserving trust are the cornerstones of resilience in the social sector.

This webinar is meant to guide the organisations through establishing and managing a practical, scalable BCM program aligned with the realities of community-based organisations in Singapore.

More Information About Business Continuity Management Courses

To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [B-3] course and the BCM-5000 Business Continuity Management Expert Implementer [B-5].