---
title: [BCM] [JHA] [E3] [C1] Starting Your BCM Implementation for Jamiyah Home for the Aged
description: "How Jamiyah Home for the Aged starts BCM implementation: the RAR, BIA, BCS and plan templates, its 12 critical business functions and next steps."
image: https://blog.bcm-institute.org/hubfs/JHA%20Graphic%20Folder/JHA%20BCM%20E3%20Morepost/%5BBCM%5D%20%5BJHA%5D%20%5BE3%5D%20%5BC1%5D%20Starting%20Your%20BCM%20Implementation.jpg
---
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##### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# \[BCM\] \[JHA\] \[E3\] \[C1\] Starting Your BCM Implementation for Jamiyah Home for the Aged
### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)**
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/2a5cf11e-a5b1-4a7d-aab1-f59bfd58cb5e)Jamiyah Home for the Aged (JHA) has already laid the groundwork for business continuity management (BCM).
eBook 1 explained what BCM means for a welfare home and identified the functions JHA cannot afford to lose.
eBook 2 set out the planning methodology that turns that understanding into a working capability.
This eBook is where the work becomes concrete. It records the decisions JHA makes, template by template and function by function, as it moves through the methodology's four central phases: Risk Analysis and Review, Business Impact Analysis, Business Continuity Strategy, and Business Continuity Plan Development.
This opening chapter explains why the eBook is provided, how it is organised, what each template asks for, and how the Board, the Superintendent, and senior staff should use it. It assumes no prior BCM knowledge.
### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/dc612b43-f678-4d9a-888e-8dced9d1b72b)**
[Dr Goh Moh Heng](https://blog.bcm-institute.org/ebook/author/dr-goh-moh-heng) Oct 21, 2026
###### Business Continuity Management Certified Planner-Specialist-Expert
### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/5cd5edea-eed4-45ec-99b3-824e5267fb21)[](https://cta-redirect.hubspot.com/cta/redirect/3893111/dc612b43-f678-4d9a-888e-8dced9d1b72b)Starting Your BCM Implementation for Jamiyah Home for the Aged**
#### Introduction
Jamiyah Home for the Aged (JHA) has already laid the groundwork for business continuity management (BCM).
eBook 1 explained what BCM means for a welfare home and identified the functions JHA cannot afford to lose.
eBook 2 set out the planning methodology that turns that understanding into a working capability.
This eBook is where the work becomes concrete. It records the decisions JHA makes, template by template and function by function, as it moves through the methodology's four central phases: Risk Analysis and Review, Business Impact Analysis, Business Continuity Strategy, and Business Continuity Plan Development.
This opening chapter explains why the eBook is provided, how it is organised, what each template asks for, and how the Board, the Superintendent, and senior staff should use it. It assumes no prior BCM knowledge.
#### Why This eBook Has Been Provided
This eBook is part of the value-added, complementary services BCM Institute provides to organisations that intend to implement a BCM project or upgrade an existing BCM programme using BCM Institute’s training-led implementation approach while their staff attend its certification- or competency-based training courses.
Training-led implementation means that learning and doing happen together.
[![PIC \[BCM\] \[E1\] \[E2\] \[E3\] \[C1\] Training-led Implementation](https://no-cache.hubspot.com/cta/default/3893111/dac32570-ff83-44fb-964f-e57033a93732.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/dac32570-ff83-44fb-964f-e57033a93732)
JHA staff learn a phase of the methodology in class, then apply it straight away, using the same templates they practised.
Facilitators review each submission, give feedback, and add the improved version to JHA’s BCM record.
This approach brings four practical benefits to a small care organisation such as JHA:
- **Ownership.** The people who will carry out the plans at 3 am are the people who write them, rather than an outside consultant.
- **Competence.** Staff build the skills that ISO 22301 expects of people doing BCM work (clause 7.2), and keep those skills after the project ends.
- **Efficiency.** Classroom exercises produce real outputs, so training time doesn't take away from implementation.
- **Evidence.** Every completed template is a dated, reviewed record that the Board, an auditor or MSF can examine.
The eBook is therefore both a learning companion and a working record. It shows what good completed templates look like for an organisation like JHA, and it holds JHA’s own answers.
#### How the Three eBooks Fit Together
The series *Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged* contains three eBooks. Each has a distinct job.
[![PIC \[BCM\] Implementation Journey eBook 1 to eBook 3](https://no-cache.hubspot.com/cta/default/3893111/1cacf7e8-1f49-405d-ae10-52c8cbdb3bf0.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1cacf7e8-1f49-405d-ae10-52c8cbdb3bf0)
| **eBook** | **Title** | **What it does** | **Role for the reader** |
| --- | --- | --- | --- |
| **1** | ***Understanding Your Organisation for Jamiyah Home for the Aged*** | **Builds a shared understanding of JHA: its context, residents, interested parties, regulatory obligations and critical business functions.** | **Pre-reading: why BCM matters and what JHA must protect.** |
| **2** | ***Implementing Business Continuity Management for Jamiyah Home for the Aged*** | **Explains the seven-phase BCM planning methodology and what each phase requires under ISO 22301.** | **Guidance: how the work is done.** |
| **3** | ***Starting Your BCM Implementation for Jamiyah Home for the Aged*** | **Compiles JHA’s completed submissions for risk analysis, impact analysis, strategy and plan development.** | **Working record: what JHA has decided and documented.** |
Readers who are new to BCM should read eBooks 1 and 2 first.
This eBook refers back to them often and assumes the reader understands terms such as recovery time objective and minimum business continuity objective, which are explained there and briefly summarised below.
#### Where This eBook Sits in the Methodology
eBook 2 described seven phases: Project Management, Risk Analysis and Review, Business Impact Analysis, Business Continuity Strategy, Plan Development, Testing and Exercising, and Programme Management.
This eBook covers the four middle phases.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/fbeb1a05-a26a-4e83-bdf5-200a565fd721)
They form the analysis and design core of BCM: the work that decides what JHA protects, how quickly and with what resources.
Project Management comes before them, and supplies the BCM policy, scope and governance this work depends on.
Testing and Exercising and Programme Management come after them, and rely entirely on the outputs recorded here.
| **Phase** | **Question it answers for JHA** | **Templates in this eBook** | **ISO 22301 clause** |
| --- | --- | --- | --- |
| **Risk Analysis and Review (RAR)** | **What could disrupt the Home, how likely is it, and what controls exist?** | **RAR T1, RAR T2, RAR T3** | **8.2.3, with 4.1 for climate change** |
| **Business Impact Analysis (BIA)** | **Which functions matter most, and how quickly must each return?** | **MBCO, P&S and BIAQ T1 to T6** | **8.2.2** |
| **Business Continuity Strategy (BCS)** | **How will JHA keep each critical function going?** | **BCS T1, BCS T2, BCS T3** | **8.3** |
| **Plan Development (PD)** | **Who does what, when and how during a disruption?** | **Business continuity plan procedures for each CBF** | **8.4** |
The templates follow ISO 22301:2019, including Amendment 1:2024 on climate change, and draw on the guidance in ISO 22313:2020.
#### Why This Matters Now for JHA
JHA, also known as Darul Takrim, was established in 1996 as an eldercare and destitute welfare facility by the then Ministry of Community Development, with Jamiyah Singapore appointed as managing agent.
It has operated from 1 Tampines Avenue 3 since December 1997. Care runs 24 hours a day, while the office runs from 9 am to 6 pm. Many residents are elderly, frail and destitute, with little or no family support.
The regulatory setting changed on 1 July 2026, when the Social Residential Homes Act 2025 (SRHA) came into operation.
The Act sets up a common licensing framework for social residential homes, including welfare homes, and replaces relevant provisions of the Destitute Persons Act 1989.
One stated purpose is to ensure continuity of residential accommodation and care for residents. MSF published the SRH Code of Practice 2026 in July 2026, to be read with the Act and its regulations.
At the same time, the Code of Governance for Charities and IPCs (2023) expects boards to oversee the risks their charities face, and MOH guidance shapes how JHA prevents and controls infection.
The completed templates in this eBook show all these parties, in a consistent and auditable way, that JHA has thought through how residents will be kept safe and cared for when something goes wrong.
#### How This eBook Is Organised
This eBook compiles submissions JHA made during its business continuity planning exercise. Each submission completes a template for one step in one phase.
After review, we publish each as a chapter.
Every chapter title carries a short reference code, such as **\[RAR T1\]** or **\[BIAQ P1\]**, so that readers can move easily between this eBook, the training materials and JHA’s BCM files.
Chapters for the BIA, BCS and PD phases are repeated for each critical business function (CBF), and carry the CBF number in the title.
[![\[BCM\] \[E3\] \[C1\] The Four Phases BCM Implementation Framework Template ](https://no-cache.hubspot.com/cta/default/3893111/56039fad-f219-441e-8987-905505fe7b5a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/56039fad-f219-441e-8987-905505fe7b5a)
| **Section** | **Scope** | **Templates** | **Indicative chapters** |
| --- | --- | --- | --- |
| **RAR** | **Whole organisation** | **RAR T1 to T3** | **3** |
| **BIA Part 0** | **Whole organisation** | **Corporate MBCO and Products & Services** | **1 to 2** |
| **BIA Parts 1 to 6** | **Each CBF** | **BIAQ T1 to T6** | **Up to 6 per CBF** |
| **BCS** | **Each CBF** | **BCS T1 to T3** | **Up to 3 per CBF** |
| **PD** | **Each CBF** | **Business continuity plan procedures** | **1 per CBF** |
The recommended reading order follows the logic of the methodology: organisation-wide risk first, then the organisation-wide MBCO, then each CBF from impact analysis through strategy to plan. A reader interested in a single function, such as medication management, can follow that CBF’s chapters from BIA Part 1 to its plan without reading the others.
#### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/c2dfdab1-7ab0-4a8b-bd31-7876fd39633e)Phase 2: Risk Analysis and Review (RAR)
Risk Analysis and Review asks what could disrupt JHA, how likely each threat is and how well existing controls protect against it.
Complete it once for the whole Home, because most threats, such as a power failure or an outbreak, affect several functions at once.
JHA completes three templates in this phase.
[![\[BCM\] \[E3\] \[RAR\] \[T1\] \[T2\] \[T3\] Template ](https://no-cache.hubspot.com/cta/default/3893111/a7ace75d-4eac-4e29-9c8c-e7515c73c4bc.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a7ace75d-4eac-4e29-9c8c-e7515c73c4bc)
| **Template** | **Code** | **What it captures** | **Key output** |
| --- | --- | --- | --- |
| **List of Threats** | **RAR T1** | **Every credible threat to JHA, grouped by type (natural, man-made, people, supply chain and IT), with a note on its relevance to Singapore and to JHA.** | **Threat register** |
| **Treatment and Control** | **RAR T2** | **For each threat, the treatment chosen (avoid, reduce, transfer or accept), the controls already in place, further controls planned and who owns them.** | **Risk treatment plan** |
| **Risk Impact and Likelihood Assessment** | **RAR T3** | **Likelihood and impact ratings for each threat, the resulting risk score and its priority.** | **Risk rating matrix and priority list** |
##### **Specific Points for JHA**
> JHA’s threat register should reflect the realities of a 24-hour home for frail older people: infectious disease outbreaks, fire and the evacuation of residents with limited mobility, prolonged power or water failure, heat stress, flash floods, haze, the sudden loss of care staff, failure of a food or medication supplier, and failure of systems or services provided by Jamiyah Singapore.
>
> RAR T1 is also where JHA records its decision on whether climate change is relevant to its BCM system, as Amendment 1:2024 to ISO 22301 requires under clause 4.1. Even if JHA concludes that existing controls are adequate, the recorded decision is evidence that the question was asked and answered.
>
> RAR T3 should use the same rating scales as JHA’s enterprise risk register, so the Board sees one consistent picture of risk rather than two.
#### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/a1b4b4e2-f0aa-44df-a197-431397a7927c)Phase 3: Business Impact Analysis (BIA)
Where RAR asks “what could happen?”, the Business Impact Analysis asks “what would it do to us, and how quickly must we respond?” It identifies which functions matter most, how fast each must be restored and what each depends on.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c58454f5-6f12-4820-a580-c4630561bc3a)[](https://cta-redirect.hubspot.com/cta/redirect/3893111/d9f568a1-8059-4161-9d8c-a21d150f7096)Two terms are central. The **recovery time objective (RTO)** is the period within which a function must be resumed after a disruption. The **maximum tolerable period of disruption (MTPD)** is the point beyond which the harm becomes unacceptable. The RTO must always be shorter than the MTPD.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/bbb91b2b-05cf-4cdf-9eab-57d27f858e8b)A third term sets the service level. The **minimum business continuity objective (MBCO)** is the minimum level of service JHA must keep delivering during a disruption to meet its obligations to residents and regulators.
For JHA, that minimum is not a percentage of normal output; it is the safety, care and dignity of every resident.
##### **Part 0 and Parts 1 to 6**
The BIA is completed as Part 0, which covers the whole organisation, followed by six parts completed for each critical business function.
[![\[BCM\] \[E3\] \[BIA\] \[P1\] \[P2\] \[P3\] \[P4\] {P5\] \[P6\] Template ](https://no-cache.hubspot.com/cta/default/3893111/d0508ed9-8fef-4cbe-a91b-337f2f8a2463.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d0508ed9-8fef-4cbe-a91b-337f2f8a2463)
| **Part** | **Code** | **Question it answers** | **What JHA records** |
| --- | --- | --- | --- |
| **Part 0** | **MBCO, P&S** | **What services does JHA provide, to whom, and what minimum must it keep delivering?** | **JHA’s products and services, the Corporate MBCO statement and the Business Unit MBCOs that flow from it.** |
| **Part 1** | **BIAQ T1** | **What does this function involve?** | **Sub-functions, function owner, staff involved, locations and peak or vulnerable periods.** |
| **Part 2** | **BIAQ T2** | **What would an interruption harm?** | **Impact on resident safety and well-being, regulatory and licence standing, reputation, finances and operations.** |
| **Part 3** | **BIAQ T3** | **How does the harm grow over time?** | **Impact scores at set intervals, from hours to weeks, and the resulting RTO and MTPD.** |
| **Part 4** | **BIAQ T4** | **Which IT systems and applications support it?** | **Systems used, acceptable data loss (recovery point objective), system RTO and manual fallbacks.** |
| **Part 5** | **BIAQ T5** | **What does it depend on?** | **Internal and external dependencies, including other CBFs, Jamiyah Singapore shared services, suppliers and agencies.** |
| **Part 6** | **BIAQ T6** | **Which records must survive?** | **Vital records, their form (paper or electronic), location, custodian and backup arrangements.** |
##### **The Critical Business Functions of JHA**
The list below marks the beginning of the BIA phase. It is the agreed set of functions that every BIA, BCS and PD template in this eBook refers to, and it carries forward the CBFs identified in eBook 1.
[![\[BCM\] \[JHA\] \[E1\] \[C10\] CBF](https://no-cache.hubspot.com/cta/default/3893111/e03f8900-3767-4c9a-84a5-21c771c2d409.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e03f8900-3767-4c9a-84a5-21c771c2d409)
| **Ref** | **Critical business function** | **What it protects at JHA** |
| --- | --- | --- |
| **CBF-1** | **Personal care and 24-hour supervision** | **Help with bathing, toileting, feeding, and moving around, plus constant oversight of frail residents day and night.** |
| **CBF-2** | **Medication management and access to medical care** | **Safe storage and timely administration of medicines, medical appointments and prompt escalation to doctors and emergency services.** |
| **CBF-3** | **Meals, nutrition and hydration** | **Regular meals, special and texture-modified diets, and safe drinking water for every resident.** |
| **CBF-4** | **Safe premises and essential utilities** | **The building at 1 Tampines Avenue 3, its fire safety systems, and its power, water, gas, lifts and ventilation.** |
| **CBF-5** | **Infection prevention and control** | **Outbreak prevention, isolation, personal protective equipment, cleaning and alignment with MOH guidance.** |
| **CBF-6** | **Staffing and rostering** | **Sufficient trained care, nursing, kitchen, and support staff on every shift, including nights, weekends, and public holidays.** |
| **CBF-7** | **Incident reporting and communication with MSF** | **Timely notification of incidents to MSF as licensing authority, and clear communication with next-of-kin and partners.** |
| **CBF-8** | **Admissions, discharges and case management** | **Admission of residents referred to the Home, case reviews, transfers and discharges.** |
| **CBF-9** | **Resident records and IT** | **Personal, care and case records, and the systems that hold them, including those run by Jamiyah Singapore.** |
| **CBF-10** | **Religious and spiritual life** | **Prayer, religious observance and spiritual support in keeping with residents’ faiths.** |
| **CBF-11** | **Finance, procurement and payroll** | **Pay staff and suppliers, buy essential supplies, and manage funds and donations.** |
| **CBF-12** | **Social, recreational and volunteer programmes** | **Activities, outings, befriending and volunteer involvement that support residents’ well-being.** |
The numbering is a reference, not a ranking. BIA Part 3 confirms each function’s priority.
Direct care functions, such as CBF-1 to CBF-5, are expected to recover within hours.
Others, such as CBF-12, can usually pause for days or weeks without harming residents, freeing staff to focus on care during an incident.
##### **Specific Points for JHA**
The Board should approve the Corporate MBCO in Part 0 because it sets the standard against which every later decision is tested.
BIAQ T5 must capture JHA’s dependence on Jamiyah Singapore for finance, human resources, IT and procurement.
A home can be resilient on site yet still unable to pay staff or suppliers if a head-office system fails.
BIA templates should describe *categories* of resident records and needs, not identifiable personal data. Residents’ details belong in JHA’s protected records, not in BCM working papers that may be shared with trainers and reviewers.
#### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/fac23b58-f744-480a-b86b-13a824a53308)Phase 4: Business Continuity Strategy (BCS)
[![\[BCM\] \[E3\] \[BCS\] \[T1\] \[T2\] \[T3\] Template ](https://no-cache.hubspot.com/cta/default/3893111/0d2c5cc8-ed30-4545-b19a-49a3cb32e0e8.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/0d2c5cc8-ed30-4545-b19a-49a3cb32e0e8)
The Business Continuity Strategy turns analysis into decisions. It selects the practical options JHA will use to keep each critical function running within its RTO and at or above its MBCO.
It also proposes and approves most BCM spending.
Complete three templates for each critical business function.
| **Template** | **Code** | **What it captures** | **Key output** |
| --- | --- | --- | --- |
| **Mitigation Strategies** | **BCS T1** | **Measures that reduce the likelihood or impact of a disruption before it happens, linked to the RAR treatment plan and the BIA findings, with a justification for each.** | Mitigation plan |
| **Recovery Strategies and Justifications** | **BCS T2** | **How each sub-function will be continued or recovered within its RTO, using alternative staff, locations, manual workarounds or mutual aid, and why each option was chosen.** | Recovery strategy and recovery location for each sub-function |
| **Minimum Resources Required during a Disaster** | **BCS T3** | **The people, workspace, equipment, IT, communications, supplies and vital records needed to sustain the MBCO over time.** | Minimum resource schedule |
##### **Specific Points for JHA**
JHA’s strategies should make full use of the Jamiyah network. A mutual-aid arrangement with sister homes, such as Jamiyah Nursing Home (Darul Syifaa’), can provide staff, supplies or temporary accommodation that a single home could not hold in reserve.
A documented strategy for the scenario in which residents cannot remain at 1 Tampines Avenue 3 should be developed and discussed in advance with MSF as the licensing authority. It must explain how residents, their records, their medication and enough staff would move together.
BCS T3 should be built around residents’ actual care needs, such as mobility support, time-critical medication, and special diets, rather than the normal roster.
#### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/8be70e4c-1b23-4b38-bf36-5bd899b28e17)Phase 5: Business Continuity Plan Development (PD)
Plan Development turns approved strategies into clear, step-by-step procedures.
Write a separate business continuity plan for each critical business function, aligned with that function’s specific processes, so the people who run it day to day can also run it during a disruption.
A good plan is short, clear and usable by the most junior person on a night shift. Each JHA plan follows a common structure:
| **Plan section** | **What it contains** |
| --- | --- |
| **Purpose and scope** | The function covered, its sub-functions, its RTO and its MBCO. |
| **Activation** | The triggers that turn an incident into a continuity event, and who has authority to activate the plan. |
| **Roles and call-out** | Named roles, deputies and a call tree that works at any hour. |
| **Preparedness** | What must already be in place: stocks, copies of records, trained staff and agreements. |
| **First 24 hours** | Immediate actions to keep residents safe and the function running at minimum level. |
| **Continuity and restoration** | How the function is sustained at MBCO and then returned to normal operations. |
| **Communications** | Who informs MSF, MOH, Jamiyah Singapore, next-of-kin, suppliers and volunteers, and how. |
| **Appendices** | Contact lists, checklists, role-based action cards and the location of vital records. |
##### **Specific Points for JHA**
Each plan must be checked against the SRH Code of Practice 2026 and must include a named step for notifying MSF when a disruption affects residents’ safety or care.
Plans must include action cards for night and weekend shifts, when only a small team and no office staff are on site, and must protect residents’ privacy in any public or media communication.
Keep plans in both printed and electronic form, in places staff can reach when systems or the building are unavailable.
> #### How the Templates Connect
#### [![PIC \[BCM\] \[E1\] \[C1\] BCM Implementation and Documentation Workflow](https://no-cache.hubspot.com/cta/default/3893111/7512cf7f-a1a0-435c-9d46-52f7ac7d64c6.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7512cf7f-a1a0-435c-9d46-52f7ac7d64c6)
The templates are not separate forms to fill in and file.
They form a single chain of reasoning, sometimes called the golden thread, which an auditor or regulator should be able to follow from the first threat to the last procedure.
The illustration below shows how one threat, a prolonged power failure, might travel through the CBF-2 medication management templates. It is a simplified example, not JHA’s actual submission.
1. **RAR T1** lists prolonged power failure as a threat to the Home.
2. **RAR T3** rates its likelihood and impact, and gives it a priority.
3. **BIAQ T2 and T3** show that losing refrigeration and electronic records would affect medication safety within hours and set a short RTO.
4. **BIAQ T4 and T6** identify the systems and records involved, and confirm that printed medication charts are a vital record.
5. **BCS T2** selects backup power for essential refrigeration and a paper-based fallback for medication rounds.
6. **BCS T3** lists the minimum resources: fuel, cool boxes, printed charts and two trained staff per shift.
7. **The CBF-x plan** sets out who does what in the first hour, the first 24 hours and on restoration.
If any link is missing, for example, a strategy with no matching resource, or a plan step with no strategy behind it, the gap becomes visible and can be fixed before a real incident exposes it.
#### Who Does What
Completing the templates is a team effort.
The table below summarises the main roles. Accountability follows JHA’s licence roles under the SRHA, so that the people answerable to MSF are also the people answerable for continuity.
| **Role** | **Responsibility in this eBook** |
| --- | --- |
| **Board and BCM sponsor** | **Approves the Corporate MBCO, risk priorities, strategies and budget; receives progress reports.** |
| **Superintendent (BCM project lead)** | **Leads the working group, signs off each submission and checks alignment with person-in-charge duties.** |
| **BCM coordinator** | **Maintains templates and version control, schedules workshops and tracks actions.** |
| **CBF owners** | **Complete the BIA, BCS and PD templates for their function, with input from their staff.** |
| **Jamiyah Singapore shared services** | **Provide inputs on finance, HR, IT and procurement, and confirm their own recovery arrangements.** |
| **BCM Institute facilitators** | **Teach each phase, review submissions and provide feedback until each template meets the standard.** |
#### Getting Started: A Practical Sequence
JHA can work through this eBook in the following order. Each step produces an output that the next step needs.
1. **Confirm the foundations.** Check that the Project Management outputs are in place: an approved BCM policy, an agreed scope, a Board-level sponsor, the Superintendent as project lead and a working group.
2. **Confirm the CBF list and owners.** Agree the twelve CBFs above and name an owner and deputy for each.
3. **Complete the RAR.** Hold a workshop to complete RAR T1 to T3, then present the priority risks to the Board.
4. **Set the Corporate MBCO.** Complete BIA Part 0 and seek Board endorsement.
5. **Run the BIA for each CBF.** Complete Parts 1 to 6, starting with the direct care functions, CBF-1 to CBF-5.
6. **Validate the BIA.** Consolidate RTOs and dependencies, resolve conflicts between functions and confirm results with the Superintendent.
7. **Develop strategies.** Complete BCS T1 to T3, cost the options and seek Board approval.
8. **Write the plans.** Draft a plan for each CBF and walk through it with the staff who will use it.
9. **Hand over.** Pass the completed plans to the Testing and Exercising and Programme Management phases.
##### **Readiness Checklist**
Before the first RAR workshop, the Superintendent should be able to answer “yes” to each of the following:
- Has the Board approved the BCM policy and scope?
- Does each CBF have a named owner and deputy?
- Have working group members attended, or been scheduled for, the relevant training?
- Are current copies of JHA’s enterprise risk register, organisation chart, supplier list and floor plans available?
- Has Jamiyah Singapore nominated contacts for its shared services?
- Is there an agreed location and naming convention for completed templates?
#### Using This eBook Well
Three principles will help JHA get the most from this eBook.
**Treat it as a working record, not a finished product.** The templates capture JHA’s understanding at a point in time. Date, version-control, and update them whenever residents, staff, premises, suppliers, or regulations change, and at least once a year.
**Validate before relying on it.** Facilitators compile the submissions from a planning exercise and review them, but they remain JHA’s own judgements. Confirm recovery times, resource levels, and supplier commitments with the people and organisations concerned, and prove them through exercises.
**Keep it proportionate.** JHA is a small team with a demanding care mission. The aim is not more paperwork, but just enough documentation to ensure that, if something goes wrong tonight, every resident is still safe, fed, medicated, and cared for tomorrow.
#### Conclusion
This eBook moves JHA from understanding BCM to doing it. Over the four phases, JHA identifies what could disrupt the Home, decides what matters most and how quickly it must return, chooses how to keep it going, and writes down exactly what staff will do.
The templates follow ISO 22301 and ISO 22313 and produce evidence the Board, the Commissioner of Charities, and MSF can rely on under the Code of Governance and the Social Residential Homes Act 2025. Most importantly, they keep JHA’s residents at the centre of every decision.
#### What the Board Is Asked to Do Next
1. Endorse this eBook as JHA’s working record for the RAR, BIA, BCS and PD phases.
2. Confirm the twelve critical business functions and the owner for each.
3. Approve the timetable for the RAR and BIA workshops, and request the results at the next meeting.
The following chapters begin with the List of Threats \[RAR T1\].
#### Sources
- [Jamiyah Home for the Aged – Home](https://jha.jamiyah.org.sg/)
- [MSF – About the Social Residential Homes Act](https://www.msf.gov.sg/what-we-do/srha/about-srha)
- [MSF – Regulatory Requirements under the SRHA](https://www.msf.gov.sg/what-we-do/srha/regulatory-requirements)
- [Social Residential Homes Act 2025, full text (LawPlayer)](https://lawplayer.com/sg/act/SRHA2025)
- [Destitute Persons Act 1989, as amended (LawPlayer)](https://lawplayer.com/sg/act/DPA1989)
- [MSF – $33m funding to support SRHs to transition to the new licensing framework](https://www.msf.gov.sg/media-room/article/33m-funding-to-support-social-residential-homes-to-transition-to-the-new-licensing-framework)
- [Commissioner of Charities – Code of Governance for Charities and IPCs](https://charities.gov.sg/Pages/Charities-and-IPCs/Manage-Your-Charity/Code-of-Governance-for-Charities-IPCs.aspx)
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