[Business Continuity Strategy] [Template 2]
A well-defined recovery strategy ensures that essential services continue with minimal downtime, safeguarding the well-being of residents, maintaining trust with stakeholders, and fulfilling legal and regulatory obligations.
This chapter outlines the recovery strategies for each Sub-Critical Business Function (Sub-CBF) under Residential Care Operations.
Each strategy is aligned with the Recovery Time Objective (RTO) and considers factors such as alternative facilities, temporary staffing measures, digital support platforms, and pre-identified emergency resources.
The strategies are designed to balance speed of recovery with practicality, cost-effectiveness, and sustainability in times of crisis.
|
Sub‑CBF Code |
Sub‑CBF |
RTO |
Recovery Strategy |
Recovery Location |
Details of Recovery Strategy |
Justification for Selected Recovery Strategy |
|
1.1 |
Intake & Safety Assurance |
4 hours |
Immediate relocation to a pre-identified safe site |
Partner organisations’ shelters/ emergency foster care network |
Activate emergency intake procedures; use manual registration forms; deploy standby staff and volunteers for triage and safeguarding |
Intake is mission-critical to ensure the safety of children. A rapid response protects vulnerable individuals and fulfils statutory obligations. |
|
1.2 |
Daily Care & Supervision |
8 hours |
Continuity via temporary accommodation and relief caregivers |
Partner care homes, community halls, or pre-arranged hotel accommodation |
Deploy relief staff roster; provide meals and supervision at alternate accommodation; manual record-keeping until IT systems are restored |
Ensures uninterrupted basic needs (food, shelter, supervision) for children; avoids psychosocial distress and risk to safety. |
|
1.3 |
Therapeutic Programming |
48 hours |
Remote or hybrid therapy sessions |
Online teletherapy platforms or borrowed facilities from partner NGOs |
Utilise secure telehealth tools; reschedule non-urgent sessions; priority given to crisis intervention therapy |
Programs can be delayed temporarily but should resume within 2 days to avoid regression in children’s progress. |
|
1.4 |
Casework & Care Planning |
24 hours |
Remote work through digital access and manual backup |
Staff homes or backup office at partner NGOs |
Access digital case records via secure cloud; temporary manual updates; weekly supervisory calls maintained |
Maintains continuity of case management and reporting, critical for legal compliance and family coordination. |
|
1.5 |
Transition Support (Thrive21+) |
72 hours |
Remote engagement via digital tools and scheduled check-ins |
Online communication platforms |
Provide virtual mentoring, career guidance, and check-ins; delay non-urgent workshops or external visits |
Transition support is important but can tolerate a short delay; continuity maintains trust and avoids disengagement. |
|
1.6 |
Facility Operations |
24 hours |
Outsourced facility services and emergency repairs |
On-site or contracted third-party facility providers |
Activate contracts with backup vendors for repairs, utilities, and maintenance; use mobile generators if needed |
Ensures living conditions remain habitable; essential for the health and safety of residents. |
|
1.7 |
Communications & Stakeholder Engagement |
12 hours |
Cloud-based communication tools and media response plan |
Offsite digital platforms |
Use cloud email, SMS alerts, and social media; activate spokesperson protocol for public messaging |
Timely, accurate communication is essential to maintain stakeholder trust and manage reputation during crises. |
|
1.8 |
Post-Event Recovery & Evaluation |
Immediate |
Activate BCM response and command structure |
Pre-identified alternate command centre |
Mobilise Incident Management Team (IMT); shift to alternate command site; ensure continuous coordination with staff, volunteers, and partners |
Recovery coordination underpins the effectiveness of all other Sub-CBF strategies. |
The recovery strategies outlined for Residential Care Operations at the Children’s Aid Society ensure that essential services remain resilient in the face of disruption.
By prioritising child safety, continuity of care, and stakeholder confidence, these strategies provide a balanced approach to operational recovery.
They incorporate partnerships, alternative locations, digital tools, and robust governance mechanisms to reduce downtime and ensure compliance with legal and ethical obligations.
Ultimately, these recovery strategies enable the organisation to safeguard its mission—to provide care, protection, and hope for children and youth—while strengthening its overall resilience in times of uncertainty.
Resilience in Service: BCM Implementation for Children’s Aid Society |
||||||
| eBook 3: Starting Your BCM Implementation |
||||||
| MBCO | P&S | RAR T1 | RAR T2 | RAR T3 | BCS T1 | CBF |
| CBF 1: Residential Care Operations |
||||||
| DP | BIAQ T1 | BIAQ T2 | BIAQ T3 | BCS T2 | BCS T3 | PD |
|
If you have any questions, click to contact us.
|
||