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Introduction
Jamiyah Home for the Aged (JHA) has set out its response to an intruder attack across seven chapters. The detail is useful for training and review, but in a crisis the Crisis Management Team (CMT) needs the actions on a single reference.
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This chapter brings together the 40 actions from Chapters 2, 4 and 6: 13 Before Crisis actions, 15 During Crisis actions and 12 After Crisis actions. Each table is reproduced as written in its source chapter, so that the owner, time target and output of every action can be seen at a glance. All roles, thresholds, time targets, and contacts are illustrative and must be validated by JHA before the playbook is adopted.
Before Crisis action list
Table CMP-AL1 lists the 13 actions that prepare the Home before any incident. They build the team, the controls, the messages and the resources, and they are tested through drills. Their time targets run from playbook approval, so the Crisis Management Team Leader can track readiness over the first year. Chapter 2 explains the actions, and Chapter 3 breaks each one down.
Table CMP-AL1: Before Crisis action list
| ID | Action | Owner | Time target | Output |
|---|---|---|---|---|
| B-01 | Approve the playbook and confirm governance | Crisis Management Team Leader | Within 30 days of adoption | Signed approval and a version-controlled playbook |
| B-02 | Appoint and train the Crisis Management Team | Deputy Crisis Management Team Leader | Within 60 days of approval | Named roster with alternates and contact tree |
| B-03 | Assess intruder risk and vulnerabilities | Security and Safety Lead | Within 90 days, then yearly | Risk register and site vulnerability report |
| B-04 | Strengthen access control and visitor management | Facilities and IT Lead | Within 120 days of risk assessment | Access control procedure and visitor log |
| B-05 | Install alert and communication means | Facilities and IT Lead | Within 120 days of risk assessment | Tested alarm, code word and phone tree |
| B-06 | Define shelter and lockdown zones and resident plans | Resident Care Lead | Within 120 days of risk assessment | Zone map and individual resident movement plans |
| B-07 | Prepare staff response protocols | Security and Safety Lead | Within 150 days of risk assessment | One-page protocols and staff pocket cards |
| B-08 | Establish links with external partners | Crisis Coordinator | Within 90 days, then yearly | Partner contact directory and shared site pack |
| B-09 | Prepare communications | Communications Lead | Within 90 days of approval | Holding statements, scripts and approved spokespersons |
| B-10 | Prepare legal, compliance and data readiness | Legal and Compliance Lead | Within 90 days of approval | Reporting checklist and evidence preservation procedure |
| B-11 | Build early warning and staff wellbeing safeguards | HR and Staff Welfare Lead | Within 120 days of approval | Grievance, exit and concern-reporting procedures |
| B-12 | Secure budget, insurance and recovery resources | Finance and Administration Lead | Within 150 days of approval | Funded plan, insurance review and emergency purchase approval |
| B-13 | Train, drill and test, then review readiness | Crisis Coordinator | Drills twice a year; readiness review yearly | Exercise reports and readiness checklist |
During Crisis action list
Table CMP-AL2 lists the 15 actions taken while an intruder is on the premises and in the hours and days that follow. The first four protect life and avoid provoking the intruder, and the time targets are in minutes for that reason. Many run in parallel, because different CMT members own different actions. Chapter 4 explains the actions and Chapter 5 breaks each one down.
Table CMP-AL2: During Crisis action list
| ID | Action | Owner | Time target | Output |
|---|---|---|---|---|
| D-01 | Recognise and report the threat | Security and Safety Lead | Immediately | Alert passed to the duty officer |
| D-02 | Raise the alarm and call the Police | Security and Safety Lead | Within 1 minute | 999 call made and logged |
| D-03 | Protect life: shelter residents and staff | Resident Care Lead | Within 3 minutes | Residents and staff in secured shelter zones |
| D-04 | Avoid provoking the intruder | Security and Safety Lead | Throughout, from first contact | Staff conduct held to non-confrontational rules |
| D-05 | Activate the CMT and open the command centre | Crisis Management Team Leader | Within 10 minutes | CMT activated and decision log opened |
| D-06 | Liaise with SPF and SCDF | Crisis Coordinator | Within 15 minutes | Single liaison person at the Police and SCDF cordon |
| D-07 | Give first aid and account for everyone | Resident Care Lead | Within 20 minutes, once safe | Casualty list and headcount of residents, staff and visitors |
| D-08 | Notify the Managing Agent and MSF | Crisis Management Team Leader | Within 30 minutes, or as soon as the Police permit | Calls made and logged, written report started |
| D-09 | Communicate with staff, families and the public | Communications Lead | Within 60 minutes, once the Police agree | Approved messages issued and logged |
| D-10 | Support the Police operation and controlled release | Facilities and IT Lead | As directed by the Police | Safe, controlled movement of people and cordon respected |
| D-11 | Maintain residents' care and welfare | Resident Care Lead | Within 3 hours of safe release | Medication, meals and comfort resumed; relocation plan if needed |
| D-12 | Preserve evidence and assess data impact | Legal and Compliance Lead | Within 8 hours | Evidence log and data breach assessment started |
| D-13 | Support staff welfare | HR and Staff Welfare Lead | Within 24 hours | Counselling offered, rosters adjusted, staff contacted |
| D-14 | Restore safe operations and care continuity | Facilities and IT Lead | Within 48 hours | Safe areas reopened and temporary measures in place |
| D-15 | Decide stand-down and hand over to recovery | Crisis Management Team Leader | Criteria-based, from 72 hours | Stand-down decision recorded and recovery handover note |
After Crisis action list
Table CMP-AL3 lists the 12 actions that bring the Home through recovery and learning. They care for residents, families and staff, restore the premises, meet regulatory duties, rebuild trust and update the playbook. Their time targets run from stand-down, over the first 90 days and beyond. Chapter 6 explains the actions and Chapter 7 breaks each one down.
Table CMP-AL3: After Crisis action list
| ID | Action | Owner | Time target | Output |
|---|---|---|---|---|
| A-01 | Confirm stand-down and secure the handover | Crisis Management Team Leader | Within 24 hours of stand-down | Handover note and recovery action list |
| A-02 | Care for residents and families | Resident Care Lead | Daily for 14 days, then as needed | Individual wellbeing checks and family contact log |
| A-03 | Restore the premises and services safely | Facilities and IT Lead | Start within 48 hours of Police release | Repair schedule and safety inspection sign-off |
| A-04 | Complete statutory and regulatory follow-up | Legal and Compliance Lead | As set by MSF; PDPC within 3 calendar days if notifiable | Written reports and filing record |
| A-05 | Rebuild trust through communications | Communications Lead | Within 7 days, then monthly for 3 months | Follow-up messages and community engagement log |
| A-06 | Support staff recovery and return to work | HR and Staff Welfare Lead | Within 7 days, then reviewed monthly | Counselling and return-to-work records |
| A-07 | Recover financially and manage insurance | Finance and Administration Lead | Notify insurer within 7 days; claims within 30 days | Claims file and cost summary |
| A-08 | Hold a hot debrief and a formal review | Crisis Coordinator | Hot debrief within 72 hours; review within 30 days | Debrief notes and post-incident review report |
| A-09 | Investigate causes and warning signs | Security and Safety Lead | Within 30 days | Root-cause analysis and motivation assessment |
| A-10 | Record lessons and corrective actions | Crisis Coordinator | Within 30 days | Lessons-learned register |
| A-11 | Update the plan, controls and training | Deputy Crisis Management Team Leader | Within 60 days | Revised playbook and training plan |
| A-12 | Measure effectiveness and re-embed readiness | Crisis Management Team Leader | Within 90 days, then yearly | Effectiveness report and next-cycle exercise schedule |
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Conclusion
The 40 actions form one cycle. Preparation makes the first minutes of a response calm and fast, the During Crisis actions protect life without provoking the intruder, and the After Crisis actions turn the experience into a stronger Home.
Use this list as a quick reference at drills and CMT meetings, and return to Chapters 3, 5 and 7 when an owner needs the purpose, steps and common mistakes for an action. After each drill or incident, update the lists so that they always match the playbook.
To build these skills for your own organisation, explore the programmes at https://blog.bcm-institute.org/certification.
