---
title: "[CM] [JHA] [E3] [PB] [3] [C5] Detailed Steps for During-Crisis: Crisis Management Playbook to Manage Mass Disturbance or Riot for Jamiyah Home for the Aged"
description: "Detailed during-crisis steps for a mass disturbance or riot at Jamiyah Home for the Aged: a step-by-step procedure for each response action to stand-down."
---
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###### Crisis Management in Action: A Practical Implementation Guide for Jamiyah Home for the Aged
# \[CM\] \[JHA\] \[E3\] \[PB\] \[3\] \[C5\] Detailed Steps for During-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)*
The procedures follow the 5 phases of the response: Detect and alert, Activate and assess, Respond and contain, Stabilise and stand down. Each has an owner, supporting roles, the time target from Table CMP-D1, an output, four numbered steps and a plain test for when the action is done. Time targets are counted from the first alert. Every role, threshold, time target, and resource in this playbook is illustrative and must be validated by JHA.
[![\[Logo\] \[CM\] 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
In a real disturbance, nobody has time to think about layout. This chapter, Detailed Steps for During-Crisis, gives Jamiyah Home for the Aged (JHA) a step-by-step procedure for each of the 23 numbered actions, D-01 to D-23, in the during-crisis action list in Chapter 4.
*[![\[CM\] \[JHA\] \[Full Banner\] \[Haze\] 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)
[![\[CM\] \[JHA\] \[E3\] \[PB\] \[3\] During Crisis in Detail](https://no-cache.hubspot.com/cta/default/3893111/323b1ff4-54ef-4468-8f9e-c5cbdf6cb02f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/323b1ff4-54ef-4468-8f9e-c5cbdf6cb02f)The procedures follow the 5 phases of the response: Detect and alert, Activate and assess, Respond and contain, Stabilise and Stand down. Each has an owner, supporting roles, the time target from Table CMP-D1, an output, four numbered steps and a plain test for when the action is done. Time targets are counted from the first alert. Every role, threshold, time target, and resource in this playbook is illustrative and must be validated by JHA.
## Rules for using the procedures under pressure
- **Safety first.** No procedure requires anyone to confront a crowd or to put themselves at risk. If a step is unsafe, skip it and tell the Crisis Coordinator.
- **Write the time.** Every action has a time target, so note when it started and when it finished in the decision log.
- **Do not wait for perfect facts.** Act on confirmed facts, label anything unconfirmed and update when it changes.
- **Ask for help early.** If an owner is absent or overloaded, the alternate takes over, and the Crisis Management Team Leader is told.
## Phase: Detect and alert (0 to 1 hour)
### D-01: Raise the alert and confirm the disturbance
**Owner:** Security and Safety Lead. **Supported by:** Operations and Facilities Lead. **Time target:** Within 5 minutes. **Output:** Initial incident report.
1. The first staff member to notice tells the duty office at once, by the quickest means, without confronting anyone.
2. The Security and Safety Lead checks camera views and, if safe, the gate or area to confirm what is happening.
3. Note the time, place, size of the group, any weapons or injuries and the direction of movement.
4. Write the initial incident report and pass it to the Crisis Coordinator.
**Done when:** The initial incident report exists and is in the Crisis Coordinator's hands.
### D-02: Call the Police
**Owner:** Security and Safety Lead. **Supported by:** Crisis Coordinator. **Time target:** Within 10 minutes. **Output:** Police report reference.
1. If people or property are threatened, call 999 and ask for the Police.
2. Give the address, what is happening, how many people are involved, any injuries and where officers will be met.
3. If it is unsafe to talk, use the Police text message service, after confirming the current number in advance.
4. Record the report reference and time, and send a staff member to meet officers at the gate.
**Done when:** A Police report reference is in the log.
### D-03: Lockdown and shelter residents
**Owner:** Operations and Facilities Lead. **Supported by:** Resident Care and Welfare Lead and Security and Safety Lead. **Time target:** Within 15 minutes. **Output:** Lockdown confirmation.
1. Announce the lockdown by the agreed signal and lock external doors and gates.
2. Move residents to shelter areas away from windows, starting with those who need help.
3. Close curtains, keep lights on and keep voices calm.
4. Each shelter area reports to the duty office when it is secure.
**Done when:** All entrances are locked and every shelter area has reported secure.
### D-04: Account for everyone on site
**Owner:** Resident Care and Welfare Lead. **Supported by:** Human Resources and Staff Welfare Lead and Security and Safety Lead. **Time target:** Within 30 minutes. **Output:** Headcount sheet.
1. Build the headcount sheet from the resident list, staff roster, and visitor book.
2. Each shelter area leader counts residents by name and reports the count.
3. Chase any missing name at once, including residents away from their rooms or the building.
4. Report missing or injured people to the duty office and, where needed, the Police.
**Done when:** Every name is accounted for, or is being searched for with the Police informed.
### D-05: Alert the leader and propose a severity level
**Owner:** Crisis Coordinator. **Supported by:** Security and Safety Lead. **Time target:** Within 45 minutes. **Output:** Severity proposal.
1. Call the Crisis Management Team Leader directly; do not rely on a message alone.
2. State the facts from the incident report, the headcount and any Police advice.
3. Propose a level using Table CMP-O1 and explain why.
4. Keep a time-stamped note of the call for the decision log.
**Done when:** The leader has heard the facts and the proposed level.
### D-06: Declare the severity level and activate the team
**Owner:** Crisis Management Team Leader. **Supported by:** Crisis Coordinator and Deputy Crisis Management Team Leader. **Time target:** Within 60 minutes. **Output:** Activation notice.
1. Ask any necessary questions, then decide the level; if unsure, choose the higher level.
2. Order activation and name the command centre location.
3. The Crisis Coordinator sends the activation notice to every role and alternate.
4. Confirm who is on the way and call alternates for anyone who cannot attend.
**Done when:** The activation notice is sent and acknowledged by every role or its alternate.
## Phase: Activate and assess (1 to 4 hours)
### D-07: Convene the team and open the decision log
**Owner:** Crisis Coordinator. **Supported by:** Operations and Facilities Lead. **Time target:** Within 90 minutes. **Output:** Decision log opened.
1. Set up the command centre with the contact lists, forms and a timeline board.
2. Take attendance and confirm who holds each role.
3. Open the decision log with the first entry: level declared, time and attendees.
4. Agree the meeting rhythm and who briefs the leader between meetings.
**Done when:** The decision log is open and the team is seated.
### D-08: Assess the situation
**Owner:** Deputy Crisis Management Team Leader. **Supported by:** Security and Safety Lead and Resident Care and Welfare Lead. **Time target:** Within 100 minutes. **Output:** First situation report.
1. Collect reports on injuries, damage, crowd size and movement, Police advice, staff numbers and supplies.
2. Ask the five assessment questions described in Chapter 4.
3. List the decisions needed and the risks over the next four hours.
4. Issue the first situation report using the template in Chapter 4.
**Done when:** The first situation report has been issued to the team.
### D-09: Approve and release the first holding statement
**Owner:** Communications Lead. **Supported by:** Legal and Compliance Lead and Crisis Management Team Leader. **Time target:** Within 120 minutes. **Output:** Approved statement.
1. Pick the pre-approved statement that fits and fill in only confirmed facts.
2. The Legal and Compliance Lead checks the wording and the leader approves it.
3. Release it on the website, on social media and to media contacts, and give the same text to the Family and Stakeholder Liaison.
4. Log the release time and who approved it.
**Done when:** The statement is out and matches what other audiences have been told.
### D-10: Notify Jamiyah Singapore and the authorities
**Owner:** Legal and Compliance Lead. **Supported by:** Crisis Management Team Leader and Crisis Coordinator. **Time target:** Within 150 minutes. **Output:** Notification log.
1. Open the duty register and list every notification due.
2. The leader calls Jamiyah Singapore first; the Legal and Compliance Lead then contacts the others.
3. State facts only: what happened, residents' safety, actions taken and help requested.
4. Confirm in writing where required and record each notification.
**Done when:** Every notification is logged with time, recipient and caller.
### D-11: Contact families
**Owner:** Family and Stakeholder Liaison. **Supported by:** Communications Lead and Resident Care and Welfare Lead. **Time target:** Within 180 minutes. **Output:** Family contact log.
1. Use the helpline script; call families of any injured or unwell resident first, then everyone else.
2. Tell each family how their relative is, what the home is doing and when the next update will come.
3. Note questions that cannot be answered and refer them to the Communications Lead.
4. Record each contact, retry families who did not answer and leave a message.
**Done when:** Every family has been reached, with attempts logged for any not yet reached.
### D-12: Brief staff and set relief shifts
**Owner:** Human Resources and Staff Welfare Lead. **Supported by:** Operations and Facilities Lead and Crisis Coordinator. **Time target:** Within 240 minutes. **Output:** Staff roster and brief.
1. Brief staff on site on the situation, their role and what not to say outside.
2. Confirm who can travel in safely and who is on call.
3. Set relief shifts, rest areas, food and water.
4. Update the roster and share it with the duty office.
**Done when:** A roster covering the next 24 hours has been issued.
## Phase: Respond and contain (4 to 24 hours)
### D-13: Keep care on schedule
**Owner:** Resident Care and Welfare Lead. **Supported by:** Human Resources and Staff Welfare Lead and Operations and Facilities Lead. **Time target:** Within 6 hours and each shift. **Output:** Care continuity record.
1. Check medication rounds, meals, toileting and mobility help against the usual schedule.
2. Watch for distress, confusion, pain or breathing problems and call the home's medical staff when needed.
3. Keep a calm routine in shelter areas, with familiar staff and quiet activities.
4. Record every exception and review the record at each shift.
**Done when:** A care continuity record is complete for the shift.
### D-14: Keep essential services running
**Owner:** Operations and Facilities Lead. **Supported by:** Finance and Procurement Lead and Security and Safety Lead. **Time target:** Within 8 hours and each shift. **Output:** Services status log.
1. Check power, water, food, cleaning, waste and communications at each shift.
2. Control deliveries and contractor entry through one safe point, following Police advice.
3. Raise shortages early with the Finance and Procurement Lead.
4. Update the services status log at every shift.
**Done when:** Services are logged each shift and every shortage has an owner.
### D-15: Work with the Police and preserve evidence
**Owner:** Security and Safety Lead. **Supported by:** Legal and Compliance Lead and Crisis Coordinator. **Time target:** Within 10 hours. **Output:** Evidence and instruction log.
1. Meet officers at the gate and give them the site plan and the incident report.
2. Record every instruction received, with the time and the officer's name as given.
3. Ask the Legal and Compliance Lead to secure camera recordings, logs and staff statements.
4. Pass the Police instructions to the team in each situation report.
**Done when:** Instructions and evidence are logged and the recordings are secured.
### D-16: Fund and arrange urgent needs
**Owner:** Finance and Procurement Lead. **Supported by:** Operations and Facilities Lead and Crisis Management Team Leader. **Time target:** Within 12 hours. **Output:** Spending record.
1. Confirm the emergency spending limit and who may approve spend.
2. Take requests from the leads and rank them by risk to residents.
3. Buy or hire what is needed and keep quotes, receipts and photographs.
4. Report spend to the leader and ask for approval above the limit if needed.
**Done when:** Every spend item has a receipt, an approver, and a log entry.
### D-17: Run the update cycle
**Owner:** Communications Lead. **Supported by:** Legal and Compliance Lead and Family and Stakeholder Liaison. **Time target:** Within 16 hours and then every 4 hours. **Output:** Media monitoring log.
1. Monitor media, social media and community messages through the shift.
2. Correct rumours with confirmed facts only and refer false claims to the leader.
3. Issue approved updates every four hours, or sooner if the facts change.
4. Keep the media monitoring log and brief the Family and Stakeholder Liaison on changes.
**Done when:** Updates go out on time and the monitoring log is current.
### D-18: Review severity and decide whether to stabilise
**Owner:** Crisis Management Team Leader. **Supported by:** Deputy Crisis Management Team Leader and Security and Safety Lead. **Time target:** Within 24 hours. **Output:** Severity review entry.
1. Gather the latest situation report, Police advice and care status.
2. Ask whether violence has stopped, access is secure, care is steady, and staffing is sufficient.
3. Decide whether to raise, hold, or lower the level, and record the reasons.
4. If moving to Stabilise, tell the whole team and update stakeholders.
**Done when:** A severity review entry is in the decision log.
## Phase: Stabilise (24 to 72 hours)
### D-19: Support residents' emotional wellbeing
**Owner:** Resident Care and Welfare Lead. **Supported by:** Human Resources and Staff Welfare Lead and Family and Stakeholder Liaison. **Time target:** Within 36 hours. **Output:** Resident wellbeing check.
1. Visit residents in person, talk simply and avoid repeating alarming details.
2. Look for withdrawal, poor sleep, changes in appetite, new confusion or agitation.
3. Involve the home's medical staff and families where needed.
4. Restore routines, activities and visitors as soon as it is safe.
**Done when:** Every resident has a recorded wellbeing check.
### D-20: Reopen to visitors in a controlled way
**Owner:** Security and Safety Lead. **Supported by:** Operations and Facilities Lead and Family and Stakeholder Liaison. **Time target:** Within 48 hours. **Output:** Reopening decision record.
1. Ask the Police whether it is safe and obtain the leader's agreement.
2. Set limits for opening hours, numbers, sign-in and escorts.
3. Tell families the new arrangements before they arrive.
4. Review after the first day and tighten or loosen the limits.
**Done when:** A reopening decision is recorded and families have been told.
### D-21: Assess damage and notify insurers
**Owner:** Operations and Facilities Lead. **Supported by:** Finance and Procurement Lead and Legal and Compliance Lead. **Time target:** Within 60 hours. **Output:** Damage and repair log.
1. Walk the site with a checklist and photograph every defect before repair.
2. Make safe anything dangerous and fix security features first.
3. Notify insurers and keep their instructions.
4. Open the damage and repair log with cost estimates.
**Done when:** The damage and repair log is open and insurers have been notified.
### D-22: Decide whether normal operations can resume
**Owner:** Crisis Management Team Leader. **Supported by:** Deputy Crisis Management Team Leader and Resident Care and Welfare Lead. **Time target:** Within 72 hours. **Output:** Resumption decision.
1. Collect confirmation from each lead on care, safety, buildings, staffing and communication.
2. Check the answers against the stand-down criteria in Chapter 4.
3. Decide to resume fully, in part or not yet, and record the reasons.
4. Tell all stakeholders through their usual channels.
**Done when:** A resumption decision is recorded and communicated.
## Phase: Stand down (criteria-based)
### D-23: Declare stand-down
**Owner:** Crisis Management Team Leader. **Supported by:** Crisis Coordinator and Deputy Crisis Management Team Leader. **Time target:** On meeting the stand-down criteria. **Output:** Stand-down notice.
1. Confirm each criterion: no continuing threat per the Police, everyone accounted for, care normal, building safe, staffing adequate and stakeholders told.
2. Record the decision and the time in the decision log.
3. Issue the stand-down notice to the team and stakeholders.
4. Pass the open items to the Crisis Coordinator for the handover note (A-01).
**Done when:** The stand-down notice is issued only when all criteria are met.
## Procedure index
**Table CMP-DD1: During-crisis procedure index**
| **ID** | **Owner** | **Time target** |
| --- | --- | --- |
| **D-01** | **Security and Safety Lead** | **Within 5 minutes** |
| **D-02** | **Security and Safety Lead** | **Within 10 minutes** |
| **D-03** | **Operations and Facilities Lead** | **Within 15 minutes** |
| **D-04** | **Resident Care and Welfare Lead** | **Within 30 minutes** |
| **D-05** | **Crisis Coordinator** | **Within 45 minutes** |
| **D-06** | **Crisis Management Team Leader** | **Within 60 minutes** |
| **D-07** | **Crisis Coordinator** | **Within 90 minutes** |
| **D-08** | **Deputy Crisis Management Team Leader** | **Within 100 minutes** |
| **D-09** | **Communications Lead** | **Within 120 minutes** |
| **D-10** | **Legal and Compliance Lead** | **Within 150 minutes** |
| **D-11** | **Family and Stakeholder Liaison** | **Within 180 minutes** |
| **D-12** | **Human Resources and Staff Welfare Lead** | **Within 240 minutes** |
| **D-13** | **Resident Care and Welfare Lead** | **Within 6 hours and each shift** |
| **D-14** | **Operations and Facilities Lead** | **Within 8 hours and each shift** |
| **D-15** | **Security and Safety Lead** | **Within 10 hours** |
| **D-16** | **Finance and Procurement Lead** | **Within 12 hours** |
| **D-17** | **Communications Lead** | **Within 16 hours and then every 4 hours** |
| **D-18** | **Crisis Management Team Leader** | **Within 24 hours** |
| **D-19** | **Resident Care and Welfare Lead** | **Within 36 hours** |
| **D-20** | **Security and Safety Lead** | **Within 48 hours** |
| **D-21** | **Operations and Facilities Lead** | **Within 60 hours** |
| **D-22** | **Crisis Management Team Leader** | **Within 72 hours** |
| **D-23** | **Crisis Management Team Leader** | **On meeting the stand-down criteria** |
## [![\[CM\] \[E3\] \[Summing Up\] 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 23 during-crisis actions into procedures that a named owner can follow under stress. They run from the first alert through lockdown, activation, assessment, communication, and care to the stand-down decision, and each is tied to the decision log so the team can show what it did and when.
When the stand-down criteria are met, the work shifts from response to recovery. Chapter 6 explains how to review what happened, and Chapter 7 gives the detailed steps.
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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