[BCM] [JS] [E3] [BIA] [P5] [CBF] [1] Residential Care and Resident Safety

 

CBF-1 Residential Care and Resident Safety

Introduction

A Business Impact Analysis (BIA) requires an organisation to understand not only the consequences of disrupting its critical business functions but also the resources, supporting activities, and external services those functions depend on.

For Jamiyah Singapore (JS), CBF-1 Residential Care and Resident Safety involves an interconnected network of residential care personnel, healthcare support, facilities, information systems, emergency services, suppliers and management functions.

Delivering safe residential care depends on these resources working together.

For example, resident supervision requires appropriately trained personnel, accurate resident information, safe premises and effective communication arrangements. Essential meals depend on food suppliers, catering arrangements, utilities and personnel responsible for distribution.

Emergency relocation may require coordinated support from residential care management, transport providers, alternative accommodation operators, healthcare personnel and emergency services.

A disruption affecting any of these dependencies may prevent Jamiyah Singapore from achieving the Business Unit Minimum Business Continuity Objectives (BU MBCOs) established in BIA Part 1.

Consequently, dependency mapping is essential to BCM implementation.

This chapter identifies the principal internal and external dependencies associated with the 26 Sub-Critical Business Functions supporting Residential Care and Resident Safety.

It also examines the direction and nature of these dependencies to support recovery planning, supplier resilience, third-party risk management and operational resilience.

 

Purpose of Dependency Mapping

BIA Part 5 identifies the organisations, business units, service providers, and supporting functions required to sustain each Sub-CBF.

The assessment enables Jamiyah Singapore to:

• Identify essential internal support functions.
• Recognise reliance on external suppliers and service providers.
• Determine which resources or information must be available before an activity can operate.
• Identify outputs required by other business functions.
• Understand reciprocal dependencies between operational teams.
• Identify potential single points of failure.
• Establish appropriate recovery sequencing.
• Determine where alternative suppliers, resources or service arrangements may be required.
• Support coordinated continuity planning across the organisation.

Internal Dependencies

Internal dependencies arise when a Sub-CBF relies on another function, department, team or resource within Jamiyah Singapore.

Examples include Human Resources, Finance, ICT, Facilities Management, Residential Care Management, Safeguarding, Communications and senior management.

For instance, Sub-CBF 1.6 Determine and Assign Residential Care Staffing depends on HR support for workforce availability, staffing information and contingency personnel arrangements.

Similarly, Sub-CBF 1.17 Maintain Resident Records and Essential Information depends on ICT and Records Management to maintain secure access to essential information.

External Dependencies

External dependencies arise when a Sub-CBF relies on organisations or resources outside Jamiyah Singapore.

These may include healthcare providers, emergency services, food suppliers, telecommunications providers, utility providers, transport operators, external staffing agencies and alternative accommodation providers.

For example, Sub-CBF 1.9, Provide Essential Meals and Hydration may depend on an external catering or food supplier.

A supplier disruption may therefore affect the ability to maintain the minimum meal and hydration requirements established in the BU MBCO.

Dependency Direction

Dependencies can be classified according to the direction of reliance.

 

Dependency Direction	Definition	Example for JS
Upstream	A business function depends on resources, information, approvals or services supplied by another party.	Residential care depends on an external food supplier to provide meals.
Downstream	Another function depends on the outputs or information produced by the assessed Sub-CBF.	Resident assessment produces care requirements used by care planning personnel.
Mutual	Two parties depend on each other through ongoing exchanges of information, services or operational support.	Residential Care and Healthcare Support coordinate resident observations, clinical instructions and care follow-up.

A single Sub-CBF may have multiple dependencies with different directions.

For the principal assessment table, select the most significant dependency relationship for each row.

 

Relationship with BCM and Operational Resilience

Dependency mapping provides an important link between BIA, Business Continuity Strategy, and Business Continuity Plan

Development and Third-Party Risk Management.

It helps Jamiyah Singapore identify whether recovery arrangements depend on the availability of other functions or suppliers.

For example, a recovery strategy involving alternative accommodation may be ineffective if transport providers, staffing arrangements or essential resident information are unavailable.

Dependency mapping, therefore, supports the development of coordinated and realistic continuity arrangements.

 

Dependency Assessment Methodology

The assessment identifies the principal supporting dependency for each Sub-CBF.

The following criteria are applied.

 

Assessment Component	Description
Business Unit / Vendor / Supplier / Outsourcing Partner	Principal party providing or receiving essential support
Internal Dependency	Indicates whether the identified party is an internal JS function
External Dependency	Indicates whether the identified party is outside JS
Dependency Direction	Upstream, Downstream or Mutual
Nature of Dependency	Information, services, resources or operational support exchanged and the consequences of unavailability

Assessment Assumptions

The following assumptions apply:

1. Jamiyah Singapore operates residential care services supported by internal administrative, care, facilities and management functions.
2. Certain services, such as food provision, utilities, emergency transportation and healthcare referrals, may depend on external organisations.
3. The dependencies identified represent proposed operational relationships, not existing contractual arrangements.
4. Each row identifies one principal dependency for clarity, although a Sub-CBF may depend on multiple parties.
5. The actual dependency register should identify named owners, suppliers, contractual arrangements, service levels, recovery capabilities and alternative resources.

 

Table BIA Part 5: Inter-dependencies for CBF-1 Residential Care and Resident Safety

Sub-CBF Code	Sub-Critical Business Function	Business Unit / Vendor / Supplier / Outsourcing Partner	Internal Dependency	External Dependency	Dependency Direction (Upstream / Downstream / Mutual)	Description of the Nature of Dependency
1.1	Receive and Assess Resident Referrals	Referring Social Service Agencies and Relevant Community Partners	No	Yes	Upstream	JS receives referrals, applicant information and supporting assessments from referring organisations. Unavailability may delay urgent placement assessment and safeguarding decisions.
1.2	Coordinate Resident Admission and Registration	Residential Care Administration / Records Management	Yes	No	Mutual	Admission personnel exchange resident details, authorisations and essential registration information with Records Management. Disruption may delay admission or leave critical information incomplete.
1.3	Assess Resident Care and Support Requirements	Residential Care Assessment Team	Yes	No	Downstream	Resident assessments produce dependency, supervision and care requirements used by care planning and staffing functions. Delays may result in inappropriate care arrangements.
1.4	Develop and Maintain Individual Resident Care Plans	Residential Care Operations Team	Yes	No	Mutual	Care planners receive resident observations and provide operational personnel with updated care instructions. Loss of coordination may result in outdated or inconsistent care.
1.5	Allocate Residential Accommodation and Facilities	Facilities Management	Yes	No	Upstream	Facilities Management provides information on accommodation availability, room suitability, and safety. Unavailability may prevent safe resident placement or room allocation.
1.6	Determine and Assign Residential Care Staffing	Human Resources	Yes	No	Mutual	HR provides staffing availability, personnel records and contingency staffing support, while residential management provides shift and competency requirements. Disruption may compromise safe staffing coverage.
1.7	Maintain Resident Supervision and Accountability	Residential Care Duty Teams	Yes	No	Mutual	Duty teams exchange shift handover information, resident whereabouts and supervision responsibilities. Failure may create gaps in accountability and safeguarding.
1.8	Provide Essential Daily Living Assistance	Residential Care Personnel	Yes	No	Upstream	Essential daily living assistance depends on trained care personnel and current resident support instructions. Staff unavailability may interrupt necessary personal care.
1.9	Provide Essential Meals and Hydration	Food and Catering Suppliers	No	Yes	Upstream	External suppliers provide meals, food ingredients or catering services according to resident dietary requirements. Disruption may affect nutrition and hydration provision.
1.10	Maintain Personal Hygiene and Sanitation Support	Facilities and Housekeeping Services	Yes	No	Mutual	Residential care personnel coordinate hygiene needs with housekeeping and facilities support. Service interruption may compromise sanitation, personal care and infection prevention.
1.11	Coordinate Essential Medication and Healthcare Support	CBF-2 Nursing and Essential Healthcare Support	Yes	No	Mutual	Residential care personnel observe residents and receive authorised care instructions and medication-related support. Disruption may delay time-critical care or clinical escalation.
1.12	Monitor Resident Welfare and Changes in Condition	CBF-2 Nursing and Essential Healthcare Support	Yes	No	Mutual	Residential staff communicate changes in a resident's condition to healthcare personnel, who assess and provide follow-up guidance. Delayed coordination may prevent timely intervention.
1.13	Maintain Resident Safeguarding and Protection	Designated Safeguarding Personnel / Service Management	Yes	No	Mutual	Residential personnel report safeguarding concerns and receive direction on protective actions, escalation and case follow-up. Unavailability may delay intervention and required reporting.
1.14	Maintain Residential Facility Safety and Security	Facilities Management and Security Support	Yes	No	Upstream	Residential operations rely on safe premises, access controls, fire protection and security support. Failure may make facilities unsuitable for continued occupancy.
1.15	Maintain Essential Utilities and Environmental Conditions	Electricity, Water and Essential Utility Providers	No	Yes	Upstream	Utility providers supply electricity, water and other essential services. Prolonged interruption may affect lighting, sanitation, ventilation and safe residential care.
1.16	Manage Resident Incidents and Immediate Emergencies	Singapore Civil Defence Force / Emergency Response Services	No	Yes	Mutual	JS provides incident information and requests emergency assistance; emergency responders provide protective intervention and coordination. Delays may worsen incident consequences.
1.17	Maintain Resident Records and Essential Information	ICT and Records Management	Yes	No	Mutual	Residential care personnel create and retrieve resident information while ICT and Records Management maintain system availability, access and data protection. Disruption may affect care decisions and accountability.
1.18	Coordinate Resident and Family Communications	Corporate Communications / Designated Residential Care Communications Personnel	Yes	No	Mutual	Residential care teams provide verified incident and service information; communications personnel support approved messages and stakeholder contact. Failure may delay family notification and increase uncertainty.
1.19	Coordinate External Healthcare and Emergency Services	Hospitals, Ambulance Services and External Healthcare Providers	No	Yes	Mutual	JS communicates resident needs and transfer information while external providers deliver emergency assessment, treatment or transfer support. Unavailability may delay necessary healthcare intervention.
1.20	Maintain Essential Residential Supplies and Equipment	Procurement and Finance Support	Yes	No	Mutual	Residential care identifies essential resource requirements while Procurement and Finance support sourcing, approvals and expenditure. Delays may cause shortages of care supplies or equipment.
1.21	Manage Resident Activities and Essential Welfare Support	Residential Welfare and Programme Personnel	Yes	No	Mutual	Care personnel communicate resident welfare needs while programme personnel coordinate appropriate activities and support. Disruption may affect psychosocial well-being and daily routines.
1.22	Activate Residential Care Continuity Arrangements	BCM Coordinator / Crisis Management Team	Yes	No	Mutual	Residential care management provides incident assessments and resource needs; BCM and crisis management personnel coordinate activation, escalation and recovery support. Failure may delay continuity actions.
1.23	Coordinate Emergency Resident Relocation and Alternative Accommodation	Alternative Accommodation and Transport Providers	No	Yes	Upstream	JS depends on suitable alternative premises and transport capability to relocate residents. Unavailability may prevent timely evacuation or safe alternative placement.
1.24	Maintain Essential Care at the Recovery Location	Recovery-Site Operator / Alternative Accommodation Provider	No	Yes	Mutual	The provider supplies suitable accommodation and facilities while JS supplies care personnel, resident information and operating requirements. Poor coordination may prevent safe care at the recovery location.
1.25	Restore Normal Residential Care Operations	Facilities Management / Residential Care Management	Yes	No	Mutual	Facilities Management confirms premises readiness, while Residential Care Management verifies staffing, care arrangements, and resident return requirements. Premature restoration may create safety risks.
1.26	Conduct Post-Incident Review and Care Continuity Improvement	BCM Coordinator / Risk Management Function	Yes	No	Mutual	Residential care provides incident evidence and lessons learned while BCM and Risk Management coordinate corrective actions and follow-up. Failure may leave recurring weaknesses unresolved.

The table identifies one principal relationship per Sub-CBF. It is not an exhaustive supplier or dependency register.

Named organisations and service arrangements must be confirmed against JS's actual operating model, contracts and approved governance structure.

 

Analysis of Internal Dependencies

Internal dependencies support the coordination of residential care activities across Jamiyah Singapore.

The most significant internal relationships are likely to involve Residential Care Management, Healthcare Support,

Human Resources, Facilities Management, ICT, Records Management, Procurement, Finance and BCM coordination.

Table 4.1: Key Internal Dependency Groups

Internal Supporting Function	Relevant Sub-CBFs	Principal Dependency
Residential Care Management and Duty Teams	1.2–1.8, 1.12, 1.21, 1.25	Care planning, supervision, staffing coordination and operational decisions
CBF-2 Nursing and Essential Healthcare Support	1.11, 1.12, 1.19	Healthcare coordination, clinical escalation and care continuity
Human Resources	1.6, 1.8, 1.22–1.24	Staffing availability, contingency deployment and competency management
Facilities Management	1.5, 1.10, 1.14, 1.15, 1.25	Safe premises, utilities, sanitation and facility restoration
ICT and Records Management	1.2–1.4, 1.7, 1.11–1.13, 1.17, 1.23, 1.24	Resident information, technology availability and secure records
Procurement and Finance	1.9, 1.15, 1.20, 1.23, 1.24	Emergency supplies, procurement approvals and recovery expenditure
Communications	1.18, 1.22, 1.23	Family notifications, stakeholder communications and escalation
BCM and Crisis Management	1.16, 1.22–1.26	Continuity activation, recovery coordination and improvement

Shared Internal Resources

Some internal functions support multiple Sub-CBFs.

For example, ICT and Records Management may support admission, care planning, supervision, safeguarding, emergency response and relocation.

A single technology disruption may therefore affect several residential care activities simultaneously.

Similarly, a severe workforce shortage may affect supervision, daily living assistance, resident welfare monitoring and recovery-site operations.

Identify these shared dependencies as potential concentration risks.

Recovery Sequencing

Recovery sequencing should recognise that certain supporting activities must be available before others can operate effectively.

For example, emergency relocation may require access to resident information, transport arrangements, staffing and alternative premises.

Jamiyah Singapore should coordinate the recovery of these supporting capabilities rather than manage them as isolated activities.

 

Analysis of External Dependencies

External dependencies can be particularly significant because Jamiyah Singapore may have limited direct control over third-party providers' availability and recovery capabilities.

Table 5.1: Key External Dependency Categories

External Dependency	Supporting Sub-CBFs	Potential Disruption Consequence	Continuity Consideration
Referring Social Service Agencies	1.1	Delayed referral information and urgent placement assessment	Alternative referral channels and essential information requirements
Food and Catering Suppliers	1.9	Interruption to meals and dietary provision	Emergency food stocks and alternative catering
Utility Providers	1.15	Loss of power, water or other essential services	Backup utilities and alternative premises
Emergency Response Services	1.16	Delayed emergency assistance	Immediate protective measures and reliable emergency communications
Hospitals and Healthcare Providers	1.19	Delayed assessment, treatment or transfer	Alternative referral arrangements and emergency escalation
Alternative Accommodation Providers	1.23, 1.24	Inability to relocate or sustain care at another location	Pre-identified suitable premises and documented arrangements
Transport Providers	1.19, 1.23	Delayed healthcare transfer or resident relocation	Alternative transport capacity and priority mobilisation
Telecommunications Providers	1.17, 1.18, 1.22	Reduced communications and system connectivity	Secondary communication methods and alternative connectivity
ICT and Cloud Service Providers	1.4, 1.7, 1.17, 1.22	Unavailability of essential resident information or recovery coordination systems	Recovery commitments, backups and secure downtime procedures

Expand the table during supplier assessment to identify actual vendors, contractual obligations, recovery capabilities, and alternative service options.

 

Dependency Direction and Recovery Implications

Upstream Dependencies

Upstream dependencies are inputs required before a Sub-CBF can operate.

For example, essential meal provision depends on food supplies, suitable preparation arrangements and personnel.

If an upstream dependency fails, the affected process may be unable to achieve its BU MBCO.

Continuity strategies should therefore address alternative sources, emergency reserves and substitute operating arrangements.

Downstream Dependencies

Downstream dependencies arise when another activity relies on the outputs of the assessed Sub-CBF.

For example, resident assessment provides essential information for care planning, staffing and accommodation decisions.

If assessment outputs are unavailable or inaccurate, downstream activities may be affected even if their own personnel and systems remain operational.

The BIA should therefore identify the consequences of delayed or incomplete information handovers.

Mutual Dependencies

Mutual dependencies involve continuous exchanges of information or operational support.

For example, residential care and healthcare support depend on each other for resident observations, care instructions and follow-up.

These relationships require coordinated recovery arrangements.

Restoring only one party may be insufficient if the other remains unavailable.

 

Dependency Criticality and Single Points of Failure

Dependency mapping should be followed by an assessment of dependency criticality.

Not all dependencies affect the BU MBCO equally.

Table 7.1: Preliminary Dependency Criticality

Dependency	Potential Criticality	Reason
Residential Care Personnel	Very High	Essential supervision and daily care require appropriately trained personnel
Healthcare Support	Very High	Necessary clinical coordination and time-critical care
Safe Residential Premises	Very High	Required for safe accommodation and care
Emergency Response Capability	Very High	Required for immediate protection and escalation
Essential Resident Information	Very High	Supports safe care decisions, accountability and relocation
Electricity and Water	Very High	Necessary for safe environmental conditions and essential care
Food and Drinking Water	Very High	Required for resident nutrition and hydration
Alternative Accommodation and Transport	High to Very High	Critical when existing premises are unsafe
Telecommunications	High	Supports emergency coordination and stakeholder communications
Procurement and Finance	High	Enables emergency sourcing and recovery expenditure
Routine Programme Support	Moderate	Some activities may be temporarily deferred without compromising essential care

These ratings are preliminary and should be validated through the BIA and Risk Analysis and Review process.

Identifying Single Points of Failure

Potential single points of failure may include:

• Reliance on one residential facility without a suitable alternative.
• Dependence on one catering supplier.
• Limited availability of personnel with essential competencies.
• A single resident information system without accessible downtime records.
• Dependence on one telecommunications provider.
• Lack of suitable transport for emergency relocation.
• Reliance on a single person to authorise continuity activation.

The BCM Coordinator should work with the relevant process owners to determine whether these vulnerabilities require additional mitigation or recovery arrangements.

 

Third-Party Risk Management and Supplier Resilience

Jamiyah Singapore should incorporate third-party dependencies into its broader supplier and operational risk management arrangements.

Supplier Resilience Assessment

For critical external providers, the assessment should consider:

 

Assessment Area	Key Question
Service Criticality	Which Sub-CBFs depend on the supplier?
Recovery Capability	Can the supplier continue or restore essential services within the required timeframes?
Alternative Providers	Is a suitable replacement available?
Concentration Risk	Does JS depend on a single supplier or shared service provider?
Geographic Exposure	Could the same incident affect JS and the supplier?
Communication	How will service disruption be reported and escalated?
Contractual Arrangements	Are continuity, notification and recovery expectations documented?
Testing and Assurance	Has the supplier demonstrated relevant continuity capability?
Exit and Substitution	Can JS transfer essential services if the supplier becomes unavailable?

Integrating Supplier Arrangements into BCPs

Critical supplier arrangements should be reflected in the relevant Business Continuity Plans.

For example, the residential care plan should identify the approved alternative catering arrangement, emergency transport contacts, alternative accommodation options and procedures for obtaining essential supplies.

Maintain and periodically verify contact information, activation authority, and resource requirements.

 

Relationship with Business Continuity Strategy Development

The dependency assessment supports recovery strategy development by identifying the capabilities needed to maintain each BU MBCO.

Table 9.1: Dependency-Driven Recovery Strategies

Dependency Risk	Potential Business Continuity Strategy
Residential care workforce shortage	Contingency staffing, cross-training and approved replacement personnel
Healthcare support disruption	Alternative authorised healthcare arrangements and emergency referral pathways
Catering supplier failure	Emergency meal stocks and alternative suppliers
Utility failure	Backup power, emergency water and alternative premises
ICT system unavailability	Secure downtime records, protected backups and ITDR recovery
Telecommunications failure	Secondary communications and offline contact information
Transport unavailability	Alternative transport providers and pre-arranged mobilisation
Alternative accommodation unavailable	Multiple suitable recovery-site options
Procurement delays	Emergency purchasing authority and pre-approved suppliers
Loss of continuity coordination	Delegated activation authority and alternative coordination personnel

Assess the selected strategies for feasibility, cost, availability, and ability to meet the approved recovery requirements.

 

Integrating Dependencies into Business Continuity Plans

The Business Continuity Plan for CBF-1 should document the critical dependencies required to maintain residential care.

For each significant dependency, the plan should identify:

• The supporting business unit or external provider.
• The essential service, resource or information required.
• The dependency owner and contact details.
• The relevant BU MBCO and recovery requirement.
• The consequence of dependency failure.
• The alternative resource or recovery arrangement.
• Activation and escalation procedures.
• Communication requirements.
• Testing and maintenance responsibilities.

For example, the emergency relocation procedure should not merely state that residents will be transferred to another location.

It should identify the alternative premises, transport arrangements, staffing requirements, resident information, essential supplies and coordination responsibilities needed to make relocation operationally achievable.

 

Operational Resilience and Enterprise Risk Management Implications

Dependency mapping supports operational resilience by showing how multiple activities rely on shared resources.

It enables Jamiyah Singapore to evaluate disruption scenarios involving the simultaneous loss of several supporting capabilities.

For example, a severe weather event may affect electricity, telecommunications, transport and supplier deliveries at the same time.

Similarly, a cyber incident may simultaneously affect resident records, workforce scheduling, communications, and procurement systems.

These scenarios demonstrate why dependency risks should not be assessed only at the level of individual suppliers or departments.

The organisation should consider the combined effect on delivering essential residential care.

Integration with Enterprise Risk Management

The dependency register should support the Risk Analysis and Review process by identifying:

• Shared-resource vulnerabilities.
• Supplier concentration risks.
• Facility and geographic dependencies.
• Workforce and competency constraints.
• ICT and information dependencies.
• Emergency response and healthcare dependencies.
• Recovery-site limitations.

Assess significant risks, assign them to accountable owners, and address them through appropriate mitigation or continuity arrangements.

 

Validation and Approval

The dependency assessment should be reviewed by relevant process owners and supporting functions.

Table 12.1: Recommended Review Responsibilities

Assessment Activity	Responsible Contributor	Required Review
Identify internal dependencies	Residential Care Process Owners	Head of Residential Care
Validate healthcare dependencies	Residential Care and Healthcare Representatives	Relevant Healthcare Lead
Validate workforce dependencies	HR Representatives	BCM Coordinator
Validate facility and utility dependencies	Facilities Representatives	BCM Coordinator
Validate ICT and information dependencies	ICT and Records Management	ICT Manager
Validate supplier and procurement dependencies	Procurement and Finance	BCM Coordinator
Validate emergency relocation dependencies	Residential Care and Facilities Management	BCM Steering Committee
Consolidate the dependency register	BCM Coordinator	BCM Steering Committee
Approve critical dependency requirements	Designated Senior Management	Authorised Management Approver

Maintain the approved dependency register as controlled BCM documentation and review it when significant changes occur in operations, suppliers, facilities, technology, or recovery arrangements.

 

Identifying and assessing interdependencies is an essential component of Business Impact Analysis because it shows how critical business functions rely on internal support activities, external organisations, suppliers, and shared resources.

For Jamiyah Singapore, CBF-1 Residential Care and Resident Safety depends on an interconnected network of residential care personnel, healthcare support, facilities, utilities, information systems, communications, emergency services, suppliers and recovery partners.

The assessment of the 26 Sub-Critical Business Functions demonstrates that no single activity operates entirely independently.

Each process relies on the timely availability of information, personnel, facilities, equipment, services or decisions provided by another function or organisation.

Understanding upstream dependencies helps Jamiyah Singapore identify the resources and services that must be available before essential residential care activities can operate.

Understanding downstream dependencies shows how interrupting one process may affect other activities.

Understanding mutual dependencies supports coordinated recovery planning between functions that continuously exchange information and operational support.

The findings provide a strong foundation for Business Continuity Strategy development by identifying where alternative suppliers, contingency staffing, backup utilities, secure information access, emergency transport,  and alternative accommodation arrangements may be required.

They also support Business Continuity Plan Development by ensuring that recovery procedures address the practical dependencies necessary to sustain minimum service levels.

From a Third-Party Risk Management perspective, the assessment highlights the importance of evaluating supplier continuity capabilities, concentration risks, contractual arrangements and alternative sourcing options.

From an operational resilience perspective, dependency mapping enables Jamiyah Singapore to identify shared vulnerabilities and evaluate severe but plausible disruption scenarios that may affect multiple supporting resources simultaneously.

The ultimate objective is to ensure Jamiyah Singapore can maintain essential residential care, resident safety, and safeguarding even when key internal functions, external suppliers, or supporting services become unavailable.

The next stage of the Business Impact Analysis will focus on BIA Part 6 — Vital Records, identifying the essential documents, information and records required to support the 26 Sub-Critical Business Functions and maintain residential care during disruption.