Before starting your Business Continuity Management (BCM) project for your Nursing Home, one of the initial vital steps is to have a good "Understanding of Your Organisation: Nursing Home." This is required by the ISO 22301 BCMS standard so that your planning effort is in the context of business continuity management.
Nursing Home service providers perform a unique role in society, looking after the elderly, frail, and vulnerable of all ages. They provide long-term care for seniors who cannot be cared for at home or in their community.
In the context of Nursing Home in Singapore, it is a long-term residential care facility. Nursing Homes also assist residents who need help in most of their activities of daily living and have daily nursing care needs. With this role comes the unique responsibility of ensuring that those individuals entrusted to them receive the highest quality of care and are kept safe from harm. Hence, one of the initiatives is to ensure that the Nursing Home, if affected by a disruption or incident, can recover and resume its operations in the shortest possible and acceptable time.
Several agencies in Singapore, including the Agency for Integrated Care (AIC) and the Ministry of Health (MoH), monitor the quality of that care. These bodies rightly focus on the quality of the care given to residents. Still, they also focus on the duty of social care providers to keep people safe and manage risks to individuals and the service provided.
The purpose of BCM for Nursing Homes is to prepare owners and operators of aged care facilities on the issues that need to be considered to ensure continuity of service to residents and clients during disruptions caused by a disaster.
According to the ISO 22301 BCMS Standard, Business Continuity Management (Goh, 2015), or BCM, is a “Holistic management process that identifies potential threats to an organization and the impacts to business operations those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value-creating activities."
Source: ISO 22301:2019 – Societal Security – Business Continuity Management Systems - Requirements - clause 3.4
This definition can be simplified as an organization-wide discipline and a complete set of processes identifying potential impacts that threaten an organization. It provides a capability for an effective response that safeguards the interests of its major stakeholders and reputation.
Business continuity management is about effectively planning and responding to potential or actual events and disasters that put organizations and people at risk.
The business continuity planning process allows nursing home owners, operators and service providers of aged care facilities to:
In the context of nursing homes, business continuity management is a complete set of processes that identifies potential impacts that threaten the nursing home and various aspects that the nursing home provides and manages.
It allows the nursing home, as an organisation, to be equipped to protect its reputation and deal with any incoming threats that may hinder its ability to perform its various daily tasks.
Therefore, a Nursing Home should be prepared for an incident before it occurs to minimize its impact should it happen. One such way to prepare is to adopt a BCM Planning Methodology. Click the icon on the right to learn more.
Like any other planning process, the BCM planning methodology provides a framework for requirements, effort, and deliverables. Each phase leads into the next in an endlessly repeating cycle. The BCM Planning Methodology (Goh, 2015) is divided into various steps. The key is to divide the entire process into manageable steps.
The risk rating is determined by multiplying the likelihood and impact. In addition to these factors, controls are often present to reduce risks. The threats should be reviewed and analysed based on location because the town's facilities can be geographically dispersed over a large area.
Operating a nursing home should include backroom business functions that may not be as obvious besides the direct services or "business functions" mandated as its core responsibilities. Examples of such business functions should include Administration, Human Resources, and Finance, which are not externally facing. These functions are sometimes centralized or even outsourced; their identification and prioritization should be considered part of the BCM scope.
Whilst most parts of any business are considered critical, if an incident occurs at a residential care home, priority must be given to the restoration of the processes or services that are deemed to be essential to the safety and well-being firstly of the
residents and secondly of the staff.
For Nursing Homes, Critical Business Functions (CBFs) are defined as: “where the loss of delivery would endanger finances, damage the reputation of the Nursing Home in the eyes of customers, or seriously affect its ability to comply with legislation.” Some of the Nursing home functions could derive from, but are not limited to, the following areas:
There is a need to develop strategies to provide alternative facilities and service providers and store backups of vital equipment and records in a safe place.
This plan is based on all the critical details from the earlier business impact analysis and business continuity strategy phases.
The plan from the plan development phase is run through simulations and ultimately graded based on criteria.
If a test or exercise's results are deemed unsatisfactory, any error or omission it might have will need to be corrected.
As this blog is set in the context of the typical Singapore Nursing Home, there is a provision for training aligned with the planning methodology and approved as one of the key Singapore Workforce Skills Qualifications (WSQ) and SkillsFuture Singapore (SSG) funding.
Suppose you intend to implement or update your business continuity planning program in your nursing, children's, or old folk homes. In that case, you may consider this "improvised" approach, designed by BCM Institute with funding from SkillsFuture Singapore.
| Organisation BCM Coordinator | ||
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Singaporeans over 40 years of age will be SkillsFuture Singapore or SSG funded and must pay SGD 1,155 instead of the original SGD 3,850 course fee when attending the BCM-5000 course. Those below 39 will pay SGD 1,950. |
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| Business Unit BCM Coordinator | ||
| To implement or update the BC Plans for the "homes", a minimum of 4 participants, excluding the project manager, will attend BCM-310, BCM-320, and BCM-330 to complete the BCM implementation/ update. | ||
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The fee for these four individual Singapore Workforce Skills Qualification (WSQ BCM) courses will be SGD 720 instead of SGD 2,400 for those above 40 years of age. Those below 39 will pay SGD 1,200 instead of SGD 2,400. |
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The outcome of this training-led ISO22301 BCM Implementation will enable the "homes" to develop or update their BCM Programs, aligned to ISO 22301 standards and ready for audit or review. |
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BCM Institute (2008) Business Continuity (BCM) and Disaster Recovery (DR) Wiki Glossary, 9 Oct 2008. Available from <http://www.BCMpedia.org>
Goh, Moh Heng (2015): Business Continuity Management Dictionary Series – English, 5th Edition, 153 pages.
Goh, Moh Heng (2012): A Manager’s Guide to ISO22301 Standard for Business Continuity Management System, 120 pages.