---
title: "[CM] [JHA] [E2] [C9] Summary for Implementing Crisis Management for Jamiyah Home for the Aged"
description: "Summary of eBook 2: the seven crisis management planning phases at JHA, the codes that link them and the priorities for the first months of work."
---
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###### Crisis Management in Action: A Practical Implementation Guide for Jamiyah Home for the Aged
# \[CM\] \[JHA\] \[E2\] \[C9\] Summary for Implementing Crisis Management for Jamiyah Home for the Aged
[![\[CM\] \[JHA\] \[Full Banner\] \[Haze\] A Practical Implementation Guide for Jamiyah Home for the Aged](https://no-cache.hubspot.com/cta/default/3893111/bdc00ed8-f19a-4103-a408-1d726db0e452.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bdc00ed8-f19a-4103-a408-1d726db0e452)
This is the final chapter of eBook 2, *Implementing Crisis Management for Jamiyah Home for the Aged*, in the series *Crisis Management in Action: A Practical Implementation Guide for Jamiyah Home for the Aged*. The eBook has described the Crisis Management Planning Methodology of BCM Institute, which has seven phases: CM Project Management (PM); Crisis Scenario Risk Analysis and Review (CRA); Business Impact Analysis (BIA); CM Strategy (BCS); CM Plan Development (PD); CM Testing and Exercising (TE); and CM Program Management (PgM). The work aligns with ISO 22361, the international guidelines on crisis management, though following the chapters does not, by itself, establish conformity with the standard.
All examples of internal arrangements in the eBook, including roles, timings, thresholds, tiers and recovery targets, are illustrative. They show the form of each result. The home's own project team, with its managing agent, sets the real ones.
[![\[Logo\] \[CM\] Certification Transparent](https://no-cache.hubspot.com/cta/default/3893111/93e4d869-8de4-4ffd-8aad-33538c5ce0ee.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/93e4d869-8de4-4ffd-8aad-33538c5ce0ee)
[Dr Goh Moh Heng](https://blog.bcm-institute.org/cm-v2/author/dr-goh-moh-heng) Nov 12, 2026
Seven phases, eight scenarios, twenty-five critical business functions and one plan: eBook 2 has followed a single method from the first project decision to the yearly review cycle. This chapter summarises the eBook, brings together the codes used along the way and sets out what Jamiyah Home for the Aged (JHA) now has in place.
## [![\[CM\] \[JHA\] \[Full Banner\] \[Haze\] A Practical Implementation Guide for Jamiyah Home for the Aged](https://no-cache.hubspot.com/cta/default/3893111/bdc00ed8-f19a-4103-a408-1d726db0e452.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bdc00ed8-f19a-4103-a408-1d726db0e452)
## Introduction
[![\[CM\] \[JHA\] \[E2\] \[C9\] Summary](https://no-cache.hubspot.com/cta/default/3893111/39d163a2-0e5f-4a07-864f-c1e71cc0f6cc.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/39d163a2-0e5f-4a07-864f-c1e71cc0f6cc)*Implementing Crisis Management for Jamiyah Home for the Aged*, in the series *Crisis Management in Action: A Practical Implementation Guide for Jamiyah Home for the Aged*. The eBook has described the Crisis Management Planning Methodology of BCM Institute, which has seven phases: CM Project Management (PM); Crisis Scenario Risk Analysis and Review (CRA); Business Impact Analysis (BIA); CM Strategy (BCS); CM Plan Development (PD); CM Testing and Exercising (TE); and CM Program Management (PgM). The work aligns with ISO 22361, the international guidelines on crisis management, though following the chapters does not, by itself, establish conformity with the standard.
All examples of internal arrangements in the eBook, including roles, timings, thresholds, tiers and recovery targets, are illustrative. They show the form of each result. The home's own project team, with its managing agent, sets the real ones.
## The seven phases in summary
**Project Management (Chapter 2).** The project began with a charter that set goals tied to the safety of residents, a scope covering the home at 1 Tampines Ave 3 and its activities, a statement of risk tolerance, a cross-functional team that includes the managing agent and the Business Continuity Management (BCM) team, a timeline paced to what the roster can spare, and a budget that covers upkeep as well as construction.
**Crisis Scenario Risk Analysis and Review (Chapter 3).** The team identified eight scenarios, CS-01 to CS-08, rated their likelihood and impact, plotted them on a matrix and grouped them by priority. Three scenarios sit at the top: an infectious disease outbreak (CS-02), a serious event or allegation involving a resident (CS-03) and a severe staff shortage (CS-07). The team also mapped each scenario to the critical business functions it affects most.
**Business Impact Analysis (Chapter 4).** The BCM team completed the analysis, and the crisis management team relies on its findings. The result is 25 critical business functions, CBF-01 to CBF-25, in four tiers. Ten functions sit in Tier 1 with an illustrative recovery time objective of four hours, five in Tier 2, six in Tier 3 and four in Tier 4. A dependency map showed that facilities and utilities, information technology and communications, and resident records sit beneath many other functions.
**CM Strategy (Chapter 5).** The team wrote a response protocol for each scenario, with activation criteria, roles, action steps, a decision-making hierarchy and resource allocation. It adopted a standing posture of respond and defend, while setting out how the other three strategies, do nothing, stonewall and take the offensive, apply in limited cases. It defined five categories of mitigation and prevention measures, M1 to M5, and a communication plan covering residents, next of kin, staff, volunteers and visitors, the managing agent, the Ministry of Social and Family Development (MSF) and the media.
**CM Plan Development (Chapter 6).** The material was assembled into a plan with seven components, PL-1 to PL-7, supported by activation levels, action cards for each role, a meeting place, electronic, printed and offline copies, a distribution list with version control, a training plan by audience and a review calendar.
**CM Testing and Exercising (Chapter 7).** The team built scenarios with injects and set out a six-exercise programme, EX-01 to EX-06, that rises from tabletop discussions through an incident simulation and a partial crisis management simulation to a full-scale exercise and a live exercise, with safeguards that put residents first. Each exercise ends with evaluation and an action list.
**CM Program Management (Chapter 8).** A review calendar, a training and awareness calendar, an after-action review procedure, an annual maturity self-assessment, a small set of measures and an annual report to the managing agent keep the capability current.
## How the pieces fit together
The phases form a chain in which each link depends on the one before. The table shows the main output of each phase and the codes that tie the chapters together.
| **Phase** | **Main output** | **Codes used in this eBook** |
| --- | --- | --- |
| **PM** | **Charter, scope, team, plan, budget** | **None** |
| **CRA** | **Ranked crisis scenarios and function map** | **CS-01 to CS-08** |
| **BIA** | **Critical functions, tiers, RTOs and RPOs, from the BCM team** | **CBF-01 to CBF-25** |
| **BCS** | **Protocols, strategy, mitigation measures, communication plan** | **M1 to M5** |
| **PD** | **The crisis management plan** | **PL-1 to PL-7** |
| **TE** | **Exercise programme and findings** | **EX-01 to EX-06** |
| **PgM** | **Review cycle, training, after-action learning** | **None** |
The chain also runs in reverse. Findings from exercises and reviews return to the scenarios, the analysis, the strategy, and the plan, so the method is a cycle, not a line. This is the sense in which the eBook calls crisis management a capability: it keeps being built.
## What JHA now has in place
If the illustrative steps in this eBook are followed, the home ends up with a defined set of assets. It has a ranked list of the crises it is most likely to face and a view of which functions matter most when they occur. It has written protocols that say who leads, who decides, and what happens first; a standing posture for communicating with families, the managing agent, and MSF; and a plan that can be found when networks and power fail. It has trained people, a tested programme of exercises and a routine for turning every event and exercise into improvement. Perhaps as important, it has a shared language across the home and the managing agent: scenario codes, function codes and tiers that let different people talk about the same thing.
The home also knows what remains to be confirmed. The chapters flagged several points about the regulatory setting. MSF states that the Social Residential Homes Act came into operation on 1 July 2026 and that its Code of Practice 2026 has five domains, one of which is incident management, but the eBook did not confirm the Code's details, any reporting duties, or the home's licensing position. The project team should settle these points with the managing agent and MSF early and amend the plan accordingly.
## Priorities for the first months
A short list of priorities helps the home turn the eBook into action. First, confirm the regulatory points above and the home's licensing position. Second, appoint the sponsor, project lead and programme owner, with deputies. Third, obtain the BCM team's BIA findings and check them against the eight scenarios. Fourth, write the protocols for the three Priority A scenarios, CS-02, CS-03 and CS-07, and issue the first version of the plan with printed copies and action cards. Fifth, brief and train the shift supervisors and persons in charge. Sixth, hold the first tabletop exercise, EX-01, and act on its findings. These steps give the home a working capability within a few months, to be strengthened by the rest of the programme.
## [![x \[CM\] \[JHA\] \[Haze\] Summing Up Banner](https://no-cache.hubspot.com/cta/default/3893111/bad7a111-1867-45a8-8fc3-ce1000eed090.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bad7a111-1867-45a8-8fc3-ce1000eed090)
## Conclusion
Crisis management at JHA exists to protect people who rely on the home completely. The seven-phase methodology offers a route from a general worry about what might go wrong to a plan, a team and a habit of learning. The route is demanding, but each phase is small enough to complete, and each produces something the home can use. The third eBook in the series, *Starting Your CM Implementation for Jamiyah Home for the Aged*, takes the work from here into practice.
## Sources
- [BCM Institute, Crisis Management Planning Methodology: A Phased Approach](https://blog.bcm-institute.org/en/ebook-cm/ebook-cm/crisis-management-planning-methodology-a-phased-approach)
- [MSF, About the Social Residential Homes Act](https://www.msf.gov.sg/what-we-do/srha/about-srha) and [Regulatory Requirements Under SRHA](https://www.msf.gov.sg/what-we-do/srha/regulatory-requirements)
- [ISO 22361:2022 listing, AFNOR](https://www.boutique.afnor.org/en-gb/standard/iso-223612022/security-and-resilience-crisis-management-guidelines/xs140281/336670)
**Continue reading:** eBook 3, *Starting Your CM Implementation for Jamiyah Home for the Aged*, covers the first practical steps of putting the plan to use. For readers who want to build expert-level skills in crisis management implementation, BCM Institute offers the [CM-5000: Crisis Management Expert Implementer](https://www.bcm-institute.org/course-calendar/cm-5000-crisis-management-expert-implementer/) course.
## **Comments**
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