[BCM] [JS] [E1] [C6] Composing BCM Team

eBook 1: Chapter 6

Composing BCM Team

Introduction

Establishing an effective Business Continuity Management (BCM) team is fundamental to developing, implementing and sustaining a Business Continuity Management System (BCMS).

While BCM policies, objectives, and methodologies set the direction of an organisation's continuity programme, successful implementation depends on appropriately appointing personnel with clearly defined responsibilities, authority, competencies, and accountability.

For Jamiyah Singapore (JS), the BCM team composition must reflect the organisation's charitable mission, diverse community services, and responsibility to vulnerable beneficiaries.

Its continuity arrangements should address services such as residential care, nursing and essential healthcare support, early childhood care and education, student care, emergency welfare assistance, food distribution and beneficiary case management.

Unlike organisations where service interruptions may primarily result in financial losses, disruptions affecting JS may have immediate implications for resident safety, child safeguarding, essential healthcare, beneficiary welfare and public confidence.

Consequently, JS should adopt a BCM governance structure that integrates senior management oversight, service-level accountability and specialist support from functions such as Human Resources, Facilities, Information and Communications Technology (ICT), Finance, Procurement, Communications and Governance.

The BCM team should not operate as an isolated administrative function. It should bring together representatives who understand the organisation's essential services, operational dependencies, regulatory obligations and recovery requirements.

This chapter explains how JS can establish a practical BCM team structure, determine membership, define responsibilities, assign accountability, establish competency requirements and coordinate BCM implementation across its Critical Business Functions (CBFs).

It also explains how the BCM team should interact with the Crisis Management Team (CMT), operational response personnel, senior management and the Governing Board.

The proposed structure supports the requirements of ISO 22301 and recognised BCM practices while remaining proportionate to the resources and operating environment of a Singapore charity.

Purpose and Objectives of Composing the BCM Team

The principal purpose of composing the BCM team is to establish a coordinated group of personnel responsible for implementing, maintaining and improving JS's business continuity arrangements.

The team should provide the organisational capability needed to translate BCM policy and objectives into practical assessments, recovery strategies, procedures, exercises and improvement activities.

Objectives of the BCM Team

The BCM team should be established to achieve the following objectives:

Implement the organisation's approved BCM policy and objectives.
Establish a consistent BCM planning methodology across all relevant services.
Identify and assess Critical Business Functions and supporting dependencies.
Coordinate Risk Assessment and Business Impact Analysis activities.
Develop and validate Business Continuity Strategies and recovery arrangements.
Ensure that Business Continuity Plans are documented, maintained and accessible.
Coordinate training, awareness, testing and exercising.
Establish clear accountability for continuity planning and recovery preparedness.
Report BCM performance, weaknesses and improvement requirements to management.
Support continuous improvement of the BCMS.

For JS, implement these objectives with particular emphasis on maintaining essential services for vulnerable beneficiaries.

Relationship with Organisational BCM Objectives

The BCM team should support the organisational objectives established in Chapter 4, Establishing BCM Objectives.

These may include maintaining resident safety, sustaining essential welfare assistance, protecting beneficiary information, preserving critical communications and demonstrating the ability to resume essential services within approved recovery requirements.

The BCM team should translate these objectives into measurable implementation activities and assign them to accountable owners.

Governance and Regulatory Considerations

Alignment with ISO 22301

ISO 22301 requires organisations to establish responsibilities and authorities relevant to the BCMS.

Although the standard does not prescribe a single mandatory BCM team structure, several requirements are directly relevant.

Table 6.1: ISO 22301 Requirements Relevant to BCM Team Composition

ISO 22301 Clause	Relevant Requirement	Application to JS
Clause 4.4	Establish and maintain the BCMS.	Appoint personnel responsible for implementing and coordinating BCM activities.
Clause 5.1	Leadership and commitment.	Ensure senior management provides direction, resources and oversight.
Clause 5.2	BCM policy.	Assign responsibility for implementing and communicating the approved policy.
Clause 5.3	Organisational roles, responsibilities and authorities.	Define BCM accountability, decision-making authority and reporting arrangements.
Clause 6.2	BCM objectives and planning.	Assign owners and resources for achieving BCM objectives.
Clause 7.1	Resources.	Ensure the BCM team has sufficient personnel, time and supporting resources.
Clause 7.2	Competence.	Establish competency requirements and appropriate training.
Clause 7.3	Awareness.	Promote awareness of BCM responsibilities across the organisation.
Clause 7.4	Communication.	Define internal and external communication responsibilities.
Clause 8.2	BIA and Risk Assessment.	Appoint personnel responsible for conducting and validating assessments.
Clause 8.3	Business continuity strategies and solutions.	Assign responsibility for selecting and implementing recovery arrangements.
Clause 8.4	Business continuity plans and procedures.	Identify plan owners and personnel responsible for response and recovery.
Clause 8.5	Exercise programme.	Establish responsibilities for planning, conducting and evaluating exercises.
Clause 9.1	Monitoring, measurement, analysis and evaluation.	Assign responsibility for monitoring BCM performance.
Clause 9.3	Management review.	Provide management with information on BCMS effectiveness and improvement needs.
Clause 10	Improvement.	Assign owners for corrective actions and continuous improvement.

Singapore Charity Governance Considerations

JS should establish its BCM governance arrangements in line with its applicable obligations under Singapore's charity governance framework.

The Commissioner of Charities provides the principal governance oversight framework for charities.

The Code of Governance for Charities and IPCs (2023) provides relevant guidance concerning governance, accountability, risk management and internal controls.

Additional obligations may apply to individual services under the oversight of MSF, MOH, ECDA or other competent authorities, depending on their actual licensing and operating arrangements.

The BCM team should include personnel who can identify and address these requirements during continuity planning.

Important distinction: ISO 22301 is an international management system standard rather than a regulator.

JS should establish an organisation-specific BCM policy approved through its governance arrangements, rather than assume a single Singapore-wide BCM policy automatically applies to every charity.

Proposed BCM Governance Structure for Jamiyah Singapore

JS should adopt a governance structure that distinguishes strategic oversight, programme coordination, service-level implementation and specialist support.

A practical structure is illustrated below.

The BCM team is primarily responsible for planning, preparedness, exercising and improvement.

The CMT provides strategic direction and coordination during significant incidents, within its approved authority.

JS may combine some roles where staffing and resources are limited, provided accountability remains clear and potential conflicts of interest are managed.

Recommended BCM Team Composition

The BCM team should include representatives from both critical service delivery units and essential supporting functions.

Table 6.2: Proposed BCM Team Composition for JS

BCM Role	Recommended Representation	Primary Responsibility
Executive Sponsor	Chief Executive or designated senior executive	Provide executive direction, resources and management accountability.
BCM Steering Committee Chairperson	Designated senior management representative	Oversee programme implementation and resolve significant issues.
BCM Coordinator	Appointed BCM professional or suitably trained manager	Coordinate the BCMS and maintain the BCM programme.
BCM Secretariat	Administrative or governance support personnel	Maintain records, meeting documentation and implementation tracking.
Residential Care BCM Representative	Head of Residential Care or designated manager	Coordinate continuity planning for residential care and resident safety.
Healthcare Support Representative	Responsible nursing or healthcare support lead	Establish continuity requirements for essential healthcare activities.
Early Childhood Representative	Relevant centre or programme manager	Coordinate continuity arrangements for early childhood services.
Student Care Representative	Student care programme manager	Establish continuity arrangements for student care and educational support.
Welfare Assistance Representative	Welfare services manager	Coordinate emergency assistance continuity planning.
Food Distribution Representative	Food assistance or distribution programme lead	Establish continuity requirements for food and essential supplies.
Case Management Representative	Senior social service or case management representative	Coordinate urgent beneficiary case management and referral continuity.
Communications Representative	Communications or stakeholder engagement lead	Maintain emergency communication arrangements.
ICT Representative	ICT Manager or appointed technology service lead	Coordinate ICT resilience, information recovery and disaster recovery.
Finance and Procurement Representative	Finance or Procurement Manager	Establish continuity arrangements for emergency expenditure, purchasing and essential payments.
Human Resources Representative	HR Manager or designated personnel lead	Coordinate workforce availability, competency and staffing continuity.
Facilities and Safety Representative	Facilities or Workplace Safety representative	Coordinate premises, utilities, safety and alternative operating arrangements.
Governance and Compliance Representative	Governance, legal or compliance personnel	Identify relevant legal, regulatory and governance obligations.

The actual team composition should be determined by JS's verified organisational structure and available personnel.

Roles and Responsibilities of the BCM Team

Governing Board

The Governing Board should oversee significant organisational risks and the adequacy of arrangements to protect essential services.

Its responsibilities may include reviewing the organisation's BCM policy, receiving reports on significant continuity weaknesses, overseeing management accountability and considering major resource requirements.

The Board need not manage routine BCM activities or direct operational recovery unless JS's governance arrangements explicitly assign these responsibilities.

Executive Sponsor

The Executive Sponsor provides senior management leadership for the BCMS.

Responsibilities should include:

Supporting implementation of the BCM policy and objectives.
Ensuring sufficient personnel and resources are allocated.
Resolving significant cross-functional issues.
Supporting management approval of continuity strategies.
Reviewing programme performance and unresolved weaknesses.
Promoting BCM accountability across the organisation.

BCM Steering Committee

The BCM Steering Committee should provide coordinated management oversight.

It should include senior representatives from critical services and supporting functions.

Table 6.3: Responsibilities of the BCM Steering Committee

Responsibility	Expected Activity
BCM Programme Oversight	Review implementation progress against the approved programme plan.
Policy and Objectives	Recommend approval or revision of BCM policy and objectives.
BIA and Risk Assessment	Review significant findings and critical recovery requirements.
Recovery Strategies	Evaluate proposed strategies and associated resource needs.
Resource Allocation	Resolve competing resource requirements across service units.
Exercise Programme	Review exercise scope, results and major findings.
Corrective Actions	Monitor remediation of significant weaknesses.
Management Reporting	Report programme performance and significant concerns to senior management.
Continuous Improvement	Review changes affecting the BCMS and approve appropriate improvement initiatives within delegated authority.

BCM Coordinator

The BCM Coordinator should be responsible for the day-to-day coordination of the BCMS.

This role should include:

Developing and maintaining the BCM implementation methodology.
Coordinating Risk Assessment and BIA activities.
Maintaining the Critical Business Function register.
Coordinating the development of Business Continuity Strategies.
Supporting business units in preparing and maintaining BCPs.
Establishing BCM documentation and record management arrangements.
Coordinating awareness, training and exercising.
Maintaining corrective action and improvement registers.
Preparing programme reports for the BCM Steering Committee.
Supporting internal reviews and management review activities.

The BCM Coordinator should facilitate and challenge the planning process but should not become the sole owner of every business unit's continuity arrangements.

Business continuity remains the responsibility of the relevant service owners.

Appointment of BCM Representatives for Critical Business Functions

JS should appoint a BCM representative for each of its ten proposed CBFs.

The representative should understand the relevant service, its operational processes, resource requirements, dependencies and recovery priorities.

Table 6.4: BCM Representation for JS's Critical Business Functions

CBF Code	Critical Business Function	Proposed BCM Representative	Primary BCM Responsibility
CBF-1	Residential Care and Resident Safety	Residential Care Manager	Maintain continuity arrangements for safe accommodation, supervision, safeguarding and essential daily care.
CBF-2	Nursing and Essential Healthcare Support	Nursing or Healthcare Support Lead	Establish recovery requirements for time-critical healthcare support and essential care information.
CBF-3	Early Childhood Care and Education	Early Childhood Centre or Programme Manager	Maintain child safety, supervision and emergency handover arrangements.
CBF-4	Student Care and Educational Support	Student Care Programme Manager	Maintain student supervision, accountability and essential family communications.
CBF-5	Emergency Welfare and Financial Assistance	Welfare Assistance Manager	Establish continuity arrangements for urgent beneficiary assistance and emergency financial support.
CBF-6	Food Assistance and Essential Distribution	Food Assistance Programme Lead	Coordinate continuity of essential food supplies, logistics and distribution.
CBF-7	Critical Beneficiary Case Management and Referral	Senior Case Management Representative	Maintain urgent case assessment, safeguarding and referral arrangements.
CBF-8	Beneficiary, Family and Emergency Communications	Communications Manager	Coordinate critical beneficiary, family and stakeholder communications.
CBF-9	Critical ICT Systems and Information Management	ICT Manager	Establish ICT recovery requirements, information availability and technical recovery arrangements.
CBF-10	Essential Finance, Procurement and Resource Support	Finance and Procurement Manager	Maintain emergency expenditure, procurement and resource mobilisation capability.

These are proposed appointments by function, not confirmed JS job titles.

Responsibilities of CBF BCM representatives

Each CBF representative should:

Identify essential activities and supporting processes.
Participate in Risk Assessment and BIA workshops.
Define minimum service continuity requirements.
Identify critical resources and dependencies.
Recommend appropriate recovery strategies.
Develop and maintain business unit BCPs.
Coordinate staff awareness and recovery training.
Participate in testing and exercising.
Maintain recovery resource and contact information.
Report weaknesses and improvement requirements to the BCM Coordinator.

Responsibilities of Supporting Functions

Supporting functions are essential because business units depend on shared resources that may become unavailable during a disruption.

Table 6.5: Supporting Function Responsibilities

Supporting Function	BCM Responsibilities	Example for JS
Human Resources	Workforce availability, cross-training, succession, staff welfare and emergency deployment.	Confirm availability of competent relief personnel for residential care.
Facilities and Safety	Premises safety, access, utilities, alternate sites and emergency arrangements.	Verify suitability of temporary residential accommodation.
ICT	System availability, data protection, backup, disaster recovery and alternative access.	Test recovery of essential resident and beneficiary records.
Finance	Emergency expenditure, payment processing, financial records and delegated authority.	Enable essential emergency purchases during disruption.
Procurement	Identify critical suppliers, source alternatives, and maintain continuity-related contractual requirements.	Establish alternative sources for food and essential care supplies.
Communications	Emergency notification, stakeholder messaging and alternative communication channels.	Maintain communication with residents' families during relocation.
Governance and Compliance	Applicable obligations, recordkeeping, reporting and regulatory communication requirements.	Identify notification obligations arising from service disruptions.
Security	Physical security, incident escalation and protection of people and premises.	Support safe evacuation and restricted access during an incident.

Supporting function representatives should validate the recovery resources and assumptions on which business unit continuity plans depend.

Distinguishing the BCM Team from the Crisis Management Team

A key governance consideration is distinguishing routine BCM programme management from crisis management during a significant disruption.

The same individuals may serve on both teams, but their responsibilities should be clearly differentiated.

Table 6.6: BCM Team versus Crisis Management Team

Area	BCM Team	Crisis Management Team
Primary Purpose	Develop, maintain and improve organisational continuity capability.	Provide strategic direction during significant incidents and crises.
Operating Period	Primarily before and between disruptions, with support during recovery.	Activated during significant incidents according to approved criteria.
Principal Focus	Preparedness, BIA, strategies, plans, training and exercising.	Incident priorities, strategic decisions, escalation and stakeholder management.
Leadership	BCM Coordinator and BCM Steering Committee.	Designated Crisis Management Team Leader.
Key Deliverables	BCM assessments, strategies, plans, exercise reports and improvement actions.	Crisis decisions, situation reports, strategic directions and crisis communications.
Decision Authority	Programme-related authority delegated by management.	Crisis-related authority defined in approved activation and delegation arrangements.
Relationship with Recovery Teams	Develop and validate recovery arrangements.	Direct or coordinate strategic priorities while operational teams execute approved plans.

Example: Major Disruption to Residential Care

If a major fire makes a residential facility inaccessible, the incident response personnel should first protect residents and initiate emergency procedures.

The CMT may then activate to coordinate strategic decisions, including alternative accommodation, major expenditure, stakeholder communication, and external coordination.

The residential care recovery team should implement the relevant continuity arrangements.

The BCM Coordinator may support activation by providing approved plans, recovery requirements, contact information, and coordination support.

The BCM team should subsequently coordinate lessons learned and improvements to the continuity arrangements.

This division of responsibility helps avoid confusion between strategic decision-making, operational recovery and programme governance.

Establishing the BCM Team's Terms of Reference

JS should establish formal Terms of Reference (TOR) for its BCM Steering Committee and relevant BCM working groups.

Table 6.7: Recommended BCM Team Terms of Reference

TOR Element	Recommended Content
Purpose	Establish the team's role in implementing and maintaining the BCMS.
Authority	Define the team's decision-making powers and escalation requirements.
Membership	Identify permanent members, alternates and specialist participants.
Chairperson	Appoint the individual responsible for leading meetings and overseeing decisions.
Secretariat	Identify responsibility for agendas, minutes and action tracking.
Responsibilities	Specify oversight of BIA, Risk Assessment, strategies, plans, exercises and improvements.
Meeting Frequency	Establish regular programme meetings and additional meetings when required.
Quorum	Define the minimum representation needed for valid decisions.
Reporting	Specify reporting arrangements to senior management and the Governing Board.
Escalation	Define how significant continuity weaknesses and resource constraints are escalated.
Records	Establish requirements for meeting minutes, decisions and action registers.
Review	Require periodic review of membership, responsibilities and effectiveness.

The TOR should be approved by the appropriate management authority.

Establishing BCM Accountability Using a RACI Matrix

A Responsibility Assignment Matrix can help clarify how BCM activities are distributed across the organisation.

RACI represents:

R – Responsible: Performs or coordinates the activity.
A – Accountable: Owns the outcome and has authority to approve or accept it.
C – Consulted: Provides specialist input or advice.
I – Informed: Receives relevant information.

Table 6.8: Illustrative BCM RACI Matrix

BCM Activity	Senior Management	BCM Steering Committee	BCM Coordinator	CBF Owners	Supporting Functions
Approve BCM Policy	A	C	R	C	I
Establish BCM Objectives	A	R	R	C	C
Define BCMS Scope	A	C	R	C	C
Identify Critical Business Functions	I	A	R	R	C
Conduct Risk Assessment	I	A	R	R	C
Conduct Business Impact Analysis	I	A	R	R	C
Develop Recovery Strategies	I	A	R	R	R
Approve Major Recovery Investments	A	R	C	C	C
Develop Business Continuity Plans	I	A	R	R	C
Conduct BCM Training	I	A	R	R	C
Coordinate Exercises	I	A	R	R	R
Review Exercise Findings	I	A	R	R	C
Monitor Corrective Actions	I	A	R	R	R
Conduct BCMS Management Review	A	R	R	C	C

Note: This matrix is illustrative. Multiple parties may be responsible for an activity, but JS should identify one clearly accountable authority for each defined deliverable.

Where the matrix shows shared implementation roles, detailed task-level assignments should resolve accountability.

Selecting BCM Team Members

JS should select BCM team members based on their operational knowledge, authority, competency and ability to support the programme.

Table 6.9: Recommended BCM Team Selection Criteria

Criterion	Requirement	Example for JS
Operational Knowledge	Understands the services, processes and dependencies of the represented unit.	Residential Care Manager understands resident supervision and essential care requirements.
Decision-Making Authority	Can make or escalate decisions concerning continuity arrangements.	Finance representative can coordinate emergency expenditure approval.
BCM Competency	Understands BCM concepts or can undertake appropriate training.	Representative can participate effectively in BIA and recovery strategy workshops.
Communication Skills	Can coordinate with management, colleagues and stakeholders.	Communications representative can support emergency notification planning.
Availability	Can allocate sufficient time to BCM responsibilities.	Representative attends scheduled workshops and exercises.
Problem-Solving Ability	Can identify operational weaknesses and practical alternatives.	ICT representative can evaluate manual workarounds and recovery dependencies.
Cross-Functional Collaboration	Can coordinate with other business units and support functions.	Welfare and food assistance representatives coordinate common beneficiary needs.
Accountability	Accepts responsibility for assigned deliverables and actions.	CBF owner maintains an approved continuity plan.

Each key BCM role should also have a nominated alternate wherever practicable.

BCM Team Competency and Training Requirements

The BCM team's effectiveness depends on its members' knowledge and practical capability.

JS should establish role-specific competency requirements.

Table 6.10: Proposed BCM Competency Framework

BCM Role	Required Knowledge and Skills	Recommended Development Activity
Executive Sponsor	BCM governance, risk appetite, resource allocation and management accountability.	Executive BCM briefing and crisis simulation.
Steering Committee Members	BCM methodology, organisational risk, recovery priorities and programme oversight.	BCM management workshop and scenario exercise.
BCM Coordinator	ISO 22301, Risk Assessment, BIA, recovery strategies, plan development, exercises and improvement.	Formal BCM professional training and practical implementation experience.
CBF BCM Representatives	Critical processes, dependencies, MBCOs, recovery requirements and continuity procedures.	BIA and BCP development workshops.
ICT Representative	ICT disaster recovery, backup, recovery objectives, cyber resilience and technical recovery testing.	ICT DR and cyber recovery exercises.
HR Representative	Workforce continuity, succession, staff welfare and alternative staffing.	Workforce disruption tabletop exercise.
Facilities Representative	Premises recovery, safety, utilities and alternate-site arrangements.	Facility disruption and relocation exercise.
Communications Representative	Emergency communication, stakeholder coordination and message approval.	Crisis communication simulation.
Recovery Team Members	Plan activation, operational recovery tasks and reporting requirements.	Role-based training and practical recovery exercises.

Training should be followed by practical application.

Attending a BCM course alone does not demonstrate that a team member can perform the required responsibilities during a disruption.

Integrating the BCM Team with the BCM Planning Methodology

The BCM team should be established early enough to participate in all major BCM planning activities.

Table 6.11: BCM Team Involvement Across the Planning Methodology

BCM Planning Activity	BCM Team Responsibility	Expected Deliverable
Programme Management	Establish governance, scope, methodology and implementation arrangements.	BCM Programme Plan
Risk Analysis and Review (RAR)	Identify threats, review controls and assess disruption risks.	Risk Assessment Report
Business Impact Analysis (BIA)	Identify CBFs, assess impacts and establish recovery requirements.	Business Impact Analysis Report
Business Continuity Strategy (BCS)	Evaluate recovery options and resource requirements.	Approved Recovery Strategies
Plan Development (PD)	Document activation, continuity and recovery procedures.	Business Continuity Plans
Testing and Exercising (TE)	Validate recovery capabilities and identify weaknesses.	Exercise Reports and Corrective Actions
Programme Management and Improvement	Monitor performance, maintain documentation and coordinate reviews.	BCMS Performance and Improvement Reports

The BCM Coordinator should facilitate consistency across these activities, while service owners remain responsible for the accuracy and operational suitability of their respective deliverables.

Establishing BCM Team Meetings and Reporting Arrangements

Regular meetings provide an opportunity to monitor progress, resolve issues and maintain management attention.

Table 6.12: Recommended BCM Meeting Structure

Meeting	Proposed Participants	Suggested Frequency	Principal Purpose
BCM Steering Committee	Senior management and relevant functional leaders	Quarterly	Review programme progress, significant risks and resource requirements.
BCM Working Group	BCM Coordinator, CBF representatives and supporting functions	Monthly during implementation	Coordinate assessments, plans, deliverables and corrective actions.
CBF BCM Review	BCM Coordinator and relevant CBF owner	According to implementation milestones	Review BIA, strategies and recovery procedures.
BCM Exercise Planning	Exercise coordinator, participating CBF owners and support functions	Before scheduled exercises	Confirm scenarios, objectives, participants and arrangements.
Post-Exercise Review	Exercise participants and relevant management representatives	Following each exercise	Review performance, findings and corrective actions.
BCMS Management Review	Senior management and relevant governance representatives	At planned intervals, typically annually	Evaluate BCMS suitability, adequacy and effectiveness.

Adjust the frequency according to the maturity of the BCMS, programme workload, and organisational needs.

Establishing a BCM Team Appointment Register

JS should maintain a formal record of BCM appointments to ensure that responsibilities remain current.

Table 6.13: Recommended BCM Team Appointment Register

Field	Description
Appointment ID	Unique reference for each appointment.
BCM Role	Designated BCM responsibility.
Appointed Individual	Name of the person assigned to the role.
Department or Service	Represented business unit or supporting function.
Primary Responsibilities	Defined BCM activities and deliverables.
Delegated Authority	Decisions the appointee may make or approve.
Alternate Representative	Individual nominated to act during absence.
Required Competencies	Knowledge and skills necessary for the role.
Training Status	Completion of relevant training and exercises.
Appointment Date	Date the appointment becomes effective.
Review Date	Scheduled date for reviewing the appointment.
Reporting Line	Relevant manager or committee.
Approval Authority	Person or body approving the appointment.

Review appointment records whenever personnel change roles, leave the organisation, or assume new responsibilities.

Implementation Roadmap for Composing the BCM Team

JS should establish the BCM team through a structured implementation process.

Table 6.14: BCM Team Establishment Roadmap

Step	Implementation Activity	Proposed Owner	Expected Output
1	Obtain senior management endorsement for the BCM governance structure.	Executive Sponsor	Approved BCM Governance Proposal
2	Appoint the BCM Steering Committee Chairperson and members.	Senior Management	Steering Committee Appointment Records
3	Appoint the BCM Coordinator and Secretariat.	Senior Management	Formal BCM Appointments
4	Identify and appoint representatives for the ten CBFs.	Relevant Service Heads	CBF BCM Representative Register
5	Appoint supporting function representatives.	Functional Heads	Supporting Function Appointment Register
6	Define responsibilities, authority and reporting arrangements.	BCM Coordinator	BCM Roles and Responsibilities Document
7	Develop and approve the Terms of Reference.	BCM Steering Committee	Approved TOR
8	Establish the BCM RACI Matrix.	BCM Coordinator	Approved Responsibility Assignment Matrix
9	Conduct competency assessment and training.	BCM Coordinator / HR	BCM Competency and Training Records
10	Conduct the inaugural BCM Steering Committee meeting.	Steering Committee Chairperson	Meeting Minutes and Implementation Decisions
11	Approve the BCM implementation schedule.	BCM Steering Committee	BCM Programme Plan
12	Monitor performance and review team effectiveness.	BCM Coordinator / Steering Committee	BCM Performance and Improvement Reports

Example of Initial Implementation Priorities

During the initial establishment phase, JS should prioritise appointing the Executive Sponsor, BCM Coordinator, and CBF representatives responsible for safety-critical services.

Give particular attention to CBF-1 Residential Care and Resident Safety, CBF-2 Nursing and Essential Healthcare Support, CBF-3 Early Childhood Care and Education, and CBF-4 Student Care and Educational Support.

Appoint representatives for the remaining CBFs and supporting functions as part of the same programme establishment process, so the organisation can assess dependencies and recovery requirements across the organisation.

Monitoring BCM Team Effectiveness

The BCM Steering Committee should evaluate whether the team is fulfilling its responsibilities.

The following indicators may be adopted as proposed BCM performance measures.

Table 6.15: BCM Team Performance Indicators

Performance Indicator	Illustrative Target	Measurement Method
Appointment of CBF BCM Representatives	100% of identified CBFs have appointed representatives and alternates.	BCM Appointment Register
BCM Training Completion	100% of designated BCM representatives complete required initial training.	Training Records
BCM Working Group Attendance	At least 90% attendance at scheduled meetings.	Attendance Records
BIA Completion	100% of identified CBFs complete approved BIA activities within the programme schedule.	BIA Completion Register
BCP Development	100% of identified CBFs have documented continuity arrangements.	BCP Register
BCM Exercise Participation	All relevant recovery teams participate in scheduled exercises.	Exercise Records
Corrective Action Closure	At least 90% of corrective actions closed by agreed due dates.	Corrective Action Register
BCM Documentation Review	100% of critical BCM documents reviewed according to approved schedules.	Document Review Records
Management Reporting	All scheduled BCM performance reports submitted.	Management Reporting Records

These are illustrative targets, not confirmed JS performance standards.

Management should approve actual targets and adjust them according to organisational capacity and risk exposure.

Common Challenges in Composing the BCM Team

JS may encounter several practical challenges when establishing its BCM team.

Table 6.16: BCM Team Establishment Challenges and Recommended Actions

Challenge	Potential Consequence	Recommended Action
Limited BCM Resources	Delays in assessments, plan development and exercising.	Adopt proportionate governance arrangements and prioritise safety-critical services.
Competing Operational Responsibilities	BCM representatives may be unable to attend activities or complete deliverables.	Obtain management commitment for protected BCM working time.
Limited BCM Knowledge	Inconsistent assessments and unrealistic recovery strategies.	Provide role-based BCM training and implementation guidance.
Unclear Accountability	Activities may be duplicated, delayed or omitted.	Establish approved TOR, role descriptions and a RACI Matrix.
High Staff Turnover	Loss of BCM knowledge and continuity of programme activities.	Appoint alternates and maintain controlled BCM documentation.
Dependence on a Single BCM Coordinator	Programme disruption if the coordinator becomes unavailable.	Establish deputy arrangements and documented programme procedures.
Weak Cross-Functional Coordination	Recovery dependencies may be overlooked.	Conduct joint workshops involving representatives from the service and supporting functions.
Insufficient Management Engagement	Delayed decisions and unresolved resource requirements.	Establish regular reporting and escalation to the Steering Committee.
Inadequate Exercise Participation	Recovery capability remains unverified.	Incorporate exercises into departmental performance and work plans.

Key Deliverables

Completing this chapter should establish a formal BCM governance and implementation structure.

Table 6.17: BCM Team Composition Deliverables

Deliverable	Purpose	Proposed Owner
BCM Governance Structure	Defines the organisational structure for BCM oversight and implementation.	Senior Management
BCM Steering Committee Terms of Reference	Establishes committee authority, membership and responsibilities.	Steering Committee Chairperson
BCM Coordinator Appointment	Identifies the individual responsible for programme coordination.	Senior Management
BCM Team Appointment Register	Records BCM members, roles, alternates and reporting arrangements.	BCM Coordinator
CBF BCM Representative Register	Confirms BCM representation for all identified CBFs.	BCM Coordinator / Service Heads
BCM Roles and Responsibilities Document	Defines responsibilities across programme activities.	BCM Coordinator
BCM RACI Matrix	Clarifies responsibility and accountability for BCM deliverables.	BCM Coordinator
BCM Competency and Training Plan	Establishes required skills and development activities.	BCM Coordinator / HR
BCM Meeting and Reporting Schedule	Establishes programme coordination and oversight arrangements.	BCM Secretariat
BCM Implementation Programme Plan	Defines activities, milestones, resources and deliverables.	BCM Coordinator
BCM Performance Monitoring Framework	Establishes measures for evaluating programme effectiveness.	BCM Steering Committee

Maintains these deliverables as controlled documented information within the BCMS.

Chapter Summary

Establishing the BCM team defines the organisational structure needed to implement and sustain effective business continuity arrangements at Jamiyah Singapore.

This chapter explains the importance of defining governance, responsibilities, authority, competency, and accountability in accordance with ISO 22301 and relevant Singapore charity governance considerations.

The chapter introduces a proposed BCM governance structure, incorporating the Governing Board, senior management, BCM Steering Committee, BCM Coordinator, CBF representatives, supporting functions, and operational recovery teams.

The chapter has also identified appropriate BCM representation for JS's ten proposed Critical Business Functions, including residential care, healthcare support, early childhood care, student care, welfare assistance, food distribution, case management, communications, ICT and finance.

The BCM team's responsibilities are clearly distinguished from those of the Crisis Management Team.

The proposed Terms of Reference, RACI Matrix, appointment register, competency framework, meeting arrangements, and implementation roadmap provide practical mechanisms to formalise BCM responsibilities.

Finally, performance indicators and improvement measures help JS evaluate the effectiveness of its BCM team over time.

Establishing a competent, accountable, and appropriately structured BCM team is essential to successfully implementing Business Continuity Management at Jamiyah Singapore.

A BCMS cannot function effectively through policies and procedures alone.

It requires individuals who understand the organisation's critical services, have the necessary operational knowledge, and are authorised to coordinate continuity planning, resource allocation, recovery preparedness, and improvement activities.

For JS, the BCM team must pay particular attention to the continuity requirements of vulnerable beneficiaries.

Residential care, essential healthcare support, child safeguarding, welfare assistance, food distribution and beneficiary communications may depend on several interconnected functions and resources.

An effective BCM team helps identify, understand, and incorporate these dependencies into practical continuity arrangements.

The organisation should therefore establish clear BCM governance, formally appoint appropriate representatives, define responsibilities and decision-making authority, and provide the necessary training and resources.

The BCM Coordinator should maintain programme consistency, while CBF owners should remain accountable for the continuity arrangements supporting their respective services.

Senior management and the BCM Steering Committee should provide direction, oversight, and support to resolve significant continuity weaknesses.

Regular meetings, performance monitoring, training and exercises should help maintain the team's effectiveness and ensure that responsibilities remain relevant as JS's services and operating environment evolve.

Ultimately, the strength of Jamiyah Singapore's Business Continuity Management System depends on having the right people, with the right competencies, responsibilities and authority, working together to protect essential services.

By establishing a capable, coordinated BCM team, JS can strengthen organisational preparedness, improve recovery capability, and maintain the delivery of essential community services during incidents, emergencies, and disasters.

Implementation note from Author: The governance structure, proposed positions, responsibilities, performance targets and committee arrangements in this chapter are illustrative. Adapt them to JS's actual organisational structure, approved governance arrangements, available resources, and applicable service-specific requirements. They should not be interpreted as confirmation that these roles or arrangements are already implemented at Jamiyah Singapore.

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Resilient Communities: Implementing Business Continuity Management at Jamiyah Singapore

[BCM] [JS] [E1] [C6] Composing BCM Team

Business Continuity Management Certified Planner-Specialist-Expert

eBook 1: Chapter 6

Composing BCM Team

Introduction

Purpose and Objectives of Composing the BCM Team

Objectives of the BCM Team

Relationship with Organisational BCM Objectives

Governance and Regulatory Considerations

Alignment with ISO 22301

Singapore Charity Governance Considerations

Proposed BCM Governance Structure for Jamiyah Singapore

Recommended BCM Team Composition

Roles and Responsibilities of the BCM Team

Governing Board

Executive Sponsor

BCM Steering Committee

BCM Coordinator

Appointment of BCM Representatives for Critical Business Functions

Responsibilities of CBF BCM representatives

Responsibilities of Supporting Functions

Distinguishing the BCM Team from the Crisis Management Team

Example: Major Disruption to Residential Care

Establishing the BCM Team's Terms of Reference

Establishing BCM Accountability Using a RACI Matrix

Selecting BCM Team Members

BCM Team Competency and Training Requirements

Integrating the BCM Team with the BCM Planning Methodology

Establishing BCM Team Meetings and Reporting Arrangements

Establishing a BCM Team Appointment Register

Implementation Roadmap for Composing the BCM Team

Example of Initial Implementation Priorities

Monitoring BCM Team Effectiveness

Common Challenges in Composing the BCM Team

Key Deliverables

Chapter Summary

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Resilient Communities: Implementing Business Continuity Management at Jamiyah Singapore

[BCM] [JS] [E1] [C6] Composing BCM Team

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Business Continuity Management Certified Planner-Specialist-Expert

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eBook 1: Chapter 6

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Composing BCM Team

Introduction

Purpose and Objectives of Composing the BCM Team

Objectives of the BCM Team

Relationship with Organisational BCM Objectives

Governance and Regulatory Considerations

Alignment with ISO 22301

Singapore Charity Governance Considerations

Proposed BCM Governance Structure for Jamiyah Singapore

Recommended BCM Team Composition

Roles and Responsibilities of the BCM Team

Governing Board

Executive Sponsor

BCM Steering Committee

BCM Coordinator

Appointment of BCM Representatives for Critical Business Functions

Responsibilities of CBF BCM representatives

Responsibilities of Supporting Functions

Distinguishing the BCM Team from the Crisis Management Team

Example: Major Disruption to Residential Care

Establishing the BCM Team's Terms of Reference

Establishing BCM Accountability Using a RACI Matrix

Selecting BCM Team Members

BCM Team Competency and Training Requirements

Integrating the BCM Team with the BCM Planning Methodology

Establishing BCM Team Meetings and Reporting Arrangements

Establishing a BCM Team Appointment Register

Implementation Roadmap for Composing the BCM Team

Example of Initial Implementation Priorities

Monitoring BCM Team Effectiveness

Common Challenges in Composing the BCM Team

Key Deliverables

Chapter Summary

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