---
title: "[CM] [JHA] [E3] [PB] [3] [C3] Detailed Steps for Pre-Crisis: Crisis Management Playbook to Manage Mass Disturbance or Riot for Jamiyah Home for the Aged"
description: "Detailed pre-crisis steps for a mass disturbance or riot at Jamiyah Home for the Aged: a step-by-step procedure and completion test for each preparation action."
---
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###### Crisis Management in Action: A Practical Implementation Guide for Jamiyah Home for the Aged
# \[CM\] \[JHA\] \[E3\] \[PB\] \[3\] \[C3\] Detailed Steps for Pre-Crisis: Crisis Management Playbook to Manage Mass Disturbance or Riot 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)*
Every procedure uses the same layout so that it can be read quickly and checked later: the owner, the roles that support the owner, the time target and the output, followed by four numbered steps and a plain test for when the action is done. The owner, target and output are exactly those in Table CMP-B5. Every role, threshold, time target, and resource in this playbook is illustrative and must be validated by JHA.
These actions are done in calm times, which is why they are easy to postpone. Treat each completed procedure as evidence: a signed list, a dated record, or a tested contact that the Crisis Management Team can point to when the alarm is raised.
[![\[Logo\] \[CM\] 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)
[Moh Heng Goh](https://blog.bcm-institute.org/cm-v2/author/moh-heng-goh) Nov 13, 2026
## Introduction
A list of actions tells a team what must be done; a procedure tells a person how to do it. This chapter, Detailed Steps for Pre-Crisis, gives Jamiyah Home for the Aged (JHA) a step-by-step procedure for each of the 13 numbered actions, B-01 to B-13, in the before-crisis action list in Chapter 2.
*[![\[CM\] \[JHA\] \[Full Banner\] \[Haze\] 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)*
[![\[CM\] \[E3\] \[C1\] Starting Your CM Implementation Banner](https://no-cache.hubspot.com/cta/default/3893111/1bf08c12-b11b-44cc-a7a5-3bd25c740d4c.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1bf08c12-b11b-44cc-a7a5-3bd25c740d4c)
[![\[CM\] \[JHA\] \[E3\] \[PB\] \[3\] Pre-Crisis](https://no-cache.hubspot.com/cta/default/3893111/46ae9008-dcf2-4410-ae1f-8998b1e22939.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/46ae9008-dcf2-4410-ae1f-8998b1e22939)Every procedure uses the same layout so that it can be read quickly and checked later: the owner, the roles that support the owner, the time target and the output, followed by four numbered steps and a plain test for when the action is done. The owner, target and output are exactly those in Table CMP-B5. Every role, threshold, time target, and resource in this playbook is illustrative and must be validated by JHA.
These actions are done in calm times, which is why they are easy to postpone. Treat each completed procedure as evidence: a signed list, a dated record, or a tested contact that the Crisis Management Team can point to when the alarm is raised.
## How to use these procedures
- **Start with the owner.** The owner is accountable for the output, even when others do the work.
- **Use the supporting roles.** Each procedure names the roles that must help, so that no action depends on one person.
- **Keep the evidence.** Each output is a record that is filed in the readiness folder and checked at the next review.
- **Adapt, then re-approve.** The steps are illustrative. When JHA changes a step, the Crisis Management Team Leader approves the change, and the version number rises.
## Governance and readiness
These four actions set up who decides, when the playbook starts, what duties apply and whether the whole arrangement is ready.
### B-01: Appoint the team and approve the playbook
**Owner:** Crisis Management Team Leader. **Supported by:** Crisis Coordinator and Human Resources and Staff Welfare Lead. **Time target:** Within 30 days of approval. **Output:** Signed appointment list.
1. Circulate the draft playbook to the proposed team members and to Jamiyah Singapore for comment.
2. Confirm one holder and one alternate for every role.
3. Obtain written approval from the managing agent and record the date and version.
4. Issue the signed appointment list and give each member a role card.
**Done when:** Every role has a named holder and alternate, and each has acknowledged the role in writing.
### B-03: Set triggers and escalation rules
**Owner:** Crisis Coordinator. **Supported by:** Security and Safety Lead and Crisis Management Team Leader. **Time target:** Within 30 days of approval. **Output:** Trigger and escalation card.
1. Start from the severity levels in Table CMP-O1 and write each trigger in plain words.
2. Test each trigger against imagined incidents with duty staff.
3. State who may declare each level and who must be called when in doubt.
4. Print the card and place it in every duty office and the command centre.
**Done when:** Any duty officer can say which level applies and whom to call without reading the full playbook.
### B-10: Keep the duty register
**Owner:** Legal and Compliance Lead. **Supported by:** Crisis Coordinator and Finance and Procurement Lead. **Time target:** Reviewed twice a year. **Output:** Duty register.
1. List the legal, regulatory, licence and funding conditions that require a report after an incident.
2. For each duty, note who must be told, by what method and by when, or that no deadline was found.
3. Name an owner and an alternate for each notification.
4. Review the register twice a year and after any change in the rules.
**Done when:** The register is dated, every duty has an owner, and unknown deadlines are marked for confirmation.
### B-13: Complete the readiness checklist
**Owner:** Deputy Crisis Management Team Leader. **Supported by:** Crisis Coordinator and Operations and Facilities Lead. **Time target:** Twice a year. **Output:** Readiness checklist report.
1. Send Table CMP-B4 to each owner two weeks before the review.
2. Ask for evidence, not assurance: a photograph, a dated list or a signed record.
3. Mark each line ready, partly ready or not ready.
4. Report the gaps to the leader with owners and dates.
**Done when:** The leader has seen the report and every gap has an owner and a date.
## Protecting people and premises
These four actions reduce the chance that a disturbance reaches residents and prepare the home to protect them if it does.
### B-02: Assess crowd and disorder risks
**Owner:** Security and Safety Lead. **Supported by:** Operations and Facilities Lead and Resident Care and Welfare Lead. **Time target:** Annually. **Output:** Risk and exposure assessment.
1. Walk the site and surrounding roads, and note where crowds gather, queue, or pass.
2. List nearby events or gatherings that could draw crowds, using public information only.
3. Rate each risk for likelihood and for its effect on frail residents.
4. Record controls, gaps and owners, and present the assessment to the leader.
**Done when:** The assessment is dated, rated and approved by the Crisis Management Team Leader.
### B-04: Review entrances and the perimeter
**Owner:** Operations and Facilities Lead. **Supported by:** Security and Safety Lead and Finance and Procurement Lead. **Time target:** Annually. **Output:** Access and perimeter review.
1. Inspect every entrance, gate, door lock and ground-floor window.
2. Check camera coverage, recording and lighting, including blind spots and fault history.
3. Review visitor sign-in and the rules for turning visitors away.
4. Log each defect with a repair owner and date, and fund urgent repairs.
**Done when:** Defects are logged, assigned an owner and date, and entrances can be locked within the lockdown target.
### B-05: Plan shelter-in-place and resident movement
**Owner:** Resident Care and Welfare Lead. **Supported by:** Operations and Facilities Lead and Security and Safety Lead. **Time target:** Annually. **Output:** Resident shelter and movement plan.
1. Choose interior areas, away from windows and the road, that can safely hold residents.
2. List each resident's mobility, oxygen, medication and communication needs.
3. Assign staff to each area and agree who moves residents who need help.
4. Mark the areas, add them to the drill plan and brief the night shift.
**Done when:** Every resident has a named shelter area and a named staff member to move them.
### B-08: Establish liaison with emergency services
**Owner:** Security and Safety Lead. **Supported by:** Operations and Facilities Lead and Crisis Management Team Leader. **Time target:** Annually. **Output:** Liaison record and visit notes.
1. Ask the local Police division and the Singapore Civil Defence Force for a point of contact through the usual channels.
2. Share the site plan, entrances, shelter areas, and residents' needs, as permitted.
3. Agree how officers will be met at the gate and who will brief them.
4. Record contact details and visit notes in the liaison record.
**Done when:** A contact route and a gate-meeting plan exist and are reviewed each year.
## Communication and people
These three actions prepare the words, contacts, and staff who will carry the response.
### B-06: Pre-approve holding statements
**Owner:** Communications Lead. **Supported by:** Legal and Compliance Lead and Crisis Management Team Leader. **Time target:** Within 60 days of approval. **Output:** Holding statement set.
1. Draft statements for families, media, the public, and neighbours.
2. Write only what will be true on the day, such as residents safe, Police informed and care continuing.
3. Ask the Legal and Compliance Lead to check the wording and the leader to approve it.
4. Store approved copies in the command centre and with the Communications Lead.
**Done when:** Each statement lists the facts to fill in on the day and shows an approval date.
### B-07: Build and test contact lists
**Owner:** Family and Stakeholder Liaison. **Supported by:** Human Resources and Staff Welfare Lead and Legal and Compliance Lead. **Time target:** Quarterly check. **Output:** Verified contact lists.
1. Collect each family's preferred and second contact from resident records, with consent.
2. Add partners, regulators and the managing agent from the duty register.
3. Test a sample by call or text each quarter and correct what fails.
4. Keep printed copies in the command centre and a protected electronic copy.
**Done when:** The last test date is recorded and every failure has been corrected.
### B-09: Brief staff on roles and arrangements
**Owner:** Human Resources and Staff Welfare Lead. **Supported by:** Resident Care and Welfare Lead and Security and Safety Lead. **Time target:** At induction and annually. **Output:** Briefing attendance record.
1. Prepare a short briefing: how to raise the alert, first-minute actions and who is in charge.
2. Brief each new starter at induction and all staff, including night staff and volunteers, every year.
3. Explain relief, travel and rest arrangements for staff who cannot leave.
4. Record attendance and follow up anyone who missed the briefing.
**Done when:** Every person on the roster has been briefed in the past year and attendance is recorded.
## Resources and practice
These two actions ensure supplies, money, and rehearsed skills are in place before they are needed.
### B-11: Stock the command centre and set spending authority
**Owner:** Finance and Procurement Lead. **Supported by:** Operations and Facilities Lead and Resident Care and Welfare Lead. **Time target:** Quarterly check. **Output:** Supplies checklist and spending authority.
1. Agree the supplies list: torches, batteries, printed lists, forms, water, food, a medication reserve and phone chargers.
2. Stock and label the items and name a person to check them.
3. Agree with the managing agent on the emergency spending limit and who may approve spending.
4. Check quarterly and replace expired items.
**Done when:** The supplies checklist is signed each quarter, and the spending authority is in writing.
### B-12: Run training and exercises
**Owner:** Crisis Coordinator. **Supported by:** Security and Safety Lead and Communications Lead. **Time target:** Per Table CMP-B3. **Output:** Exercise reports.
1. Schedule the year's exercises from Table CMP-B3.
2. Set an aim and a scenario for each, such as a crowd at the gate at night.
3. Run the exercise, time the key actions against the targets in Chapter 4 and observe.
4. Hold a short debrief and log each finding in the lessons-learned register.
**Done when:** Each exercise has a report, timings and an action list with owners.
## Procedure index
The table below lists every procedure with its owner and time target, so that the Crisis Coordinator can track completion at a glance.
**Table CMP-BD1: Before-crisis procedure index**
| **ID** | **Procedure** | **Owner** | **Time target** |
| --- | --- | --- | --- |
| **B-01** | **Appoint the team and approve the playbook** | **Crisis Management Team Leader** | **Within 30 days of approval** |
| **B-02** | **Assess crowd and disorder risks** | **Security and Safety Lead** | **Annually** |
| **B-03** | **Set triggers and escalation rules** | **Crisis Coordinator** | **Within 30 days of approval** |
| **B-04** | **Review entrances and the perimeter** | **Operations and Facilities Lead** | **Annually** |
| **B-05** | **Plan shelter-in-place and resident movement** | **Resident Care and Welfare Lead** | **Annually** |
| **B-06** | **Pre-approve holding statements** | **Communications Lead** | **Within 60 days of approval** |
| **B-07** | **Build and test contact lists** | **Family and Stakeholder Liaison** | **Quarterly check** |
| **B-08** | **Establish liaison with emergency services** | **Security and Safety Lead** | **Annually** |
| **B-09** | **Brief staff on roles and arrangements** | **Human Resources and Staff Welfare Lead** | **At induction and annually** |
| **B-10** | **Keep the duty register** | **Legal and Compliance Lead** | **Reviewed twice a year** |
| **B-11** | **Stock the command centre and set spending authority** | **Finance and Procurement Lead** | **Quarterly check** |
| **B-12** | **Run training and exercises** | **Crisis Coordinator** | **Per Table CMP-B3** |
| **B-13** | **Complete the readiness checklist** | **Deputy Crisis Management Team Leader** | **Twice a year** |
## [![\[CM\] \[E3\] \[Summing Up\] Introduction to Crisis Management Playbook](https://no-cache.hubspot.com/cta/default/3893111/cef2aa74-66d4-4c52-9382-0626b894e2f3.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/cef2aa74-66d4-4c52-9382-0626b894e2f3)
## Conclusion
This chapter turned 13 before-crisis actions into procedures that a named owner can follow and that a reviewer can check. Together, they give JHA-appointed people agreed triggers, protected premises, tested contacts, approved words, stocked supplies, and practised skills.
Chapter 4 now moves from preparation to the response itself, with the during-crisis action list, and Chapter 5 gives the detailed steps. Whatever happens, the quality of the response will reflect the quality of this preparation.
Ready to strengthen crisis readiness in your own organisation? Explore the professional certification pathways at [https://blog.bcm-institute.org/certification](https://blog.bcm-institute.org/certification).
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