Client Care and Support Services is the foundational critical business function (CBF-1) for the Movement for the Intellectually Disabled of Singapore (MINDS).
This function ensures that persons with intellectual disabilities (PWIDs) and their families receive comprehensive support across the lifespan — from education and therapy to residential care, vocational training and caregiver support.
The quality, continuity and resilience of these services are central to MINDS’s mission to maximise well-being, empower clients and support independent participation in society.
MINDS delivers a holistic suite of care and support services through multiple settings, including special education schools, training and development centres, sheltered workshops, residential homes, caregiver services and community-based programmes.
These service processes must be defined clearly and managed effectively as sub-critical business functions (Sub-CBFs) to ensure continuity of care during disruptions.
Table P1: Critical Business Functions for CBF-1
|
Sub-CBF Code |
Sub-CBF |
Description of Process / Activity |
Examples (in MINDS context) |
|
1.1 |
Intake and Needs Assessment |
Identify new clients, assess support needs, eligibility and service pathways. |
Conduct assessments for newly referred PWIDs to determine appropriate education placement, therapy needs, or care services. |
|
1.2 |
Individual Care and Service Planning |
Develop person-centred service plans tailored to each client’s cognitive, physical, educational and psychosocial needs. |
Create Individual Education Plans (IEPs) for students at MINDS special schools detailing learning goals, life skills training, therapy schedules, and behaviour strategies. |
|
1.3 |
Education and Life Skills Training |
Deliver special education and life skills sessions to enhance development and independence. |
Special schools provide academic basics (literacy, numeracy), life skills (personal grooming, money management), and supervised community outings. |
|
1.4 |
Therapeutic and Behavioural Support |
Provide clinical and allied health support for developmental growth and behavioural management. |
Allied health services such as physiotherapy, speech therapy, and behaviour therapy are offered at MINDSville@Napiri and centres. |
|
1.5 |
Day Activity and Community Engagement |
Facilitate social, recreational, therapeutic and community integration activities. |
Activity workspaces (e.g., regional hubs) provide crafts, fitness and social programmes that build community inclusion, confidence and wellness. |
|
1.6 |
Vocational Training & Employment Support |
Train adults in pre-vocational skills and connect them with work opportunities. |
Sheltered workshops and training centres (e.g., sorting/packing jobs, bakeries) prepare clients for supported or open employment. |
|
1.7 |
Residential and Accommodation Support |
Provide safe housing and 24/7 care for clients with high support needs. |
Multi-service residential homes at MINDSville@Napiri for adults with complex support requirements and children from vulnerable families. |
|
1.8 |
Home-Based Care Services |
Deliver care, therapy and support services in clients’ homes to enable community living. |
Community Support Services staff provide home-based interventions, daily living assistance and caregiver support. |
|
1.9 |
Caregiver Support and Future Care Planning |
Support families through counselling, respite, education and long-term planning. |
Caregiver support networks such as MINDS Care Circle, MINDSibs sibling support and future care planning services. |
|
1.10 |
Client Monitoring, Reporting and Review |
Monitor progress, update care plans, compile outcomes and feedback to improve service delivery. |
Regular review meetings with families and multidisciplinary teams to adjust plans, track progress and quality metrics. |
The Client Care and Support Services function (CBF-1) of MINDS encompasses a broad range of processes essential for the well-being and empowerment of persons with intellectual disabilities across their lifespan.
This chapter outlined the key sub-critical business functions (Sub-CBFs) necessary to deliver resilient, high-quality, person-centred care. These processes — from intake and planning to education, therapy, community engagement, employment preparation, residential support and caregiver services — form the backbone of MINDS’s service delivery model.
Understanding and documenting these Sub-CBFs is vital for ensuring continuity of operations during crises or disruptions, protecting the safety and progress of clients, and maintaining trust with families and stakeholders.
Well-defined business processes also support resource planning, risk management and continuous service improvement so that MINDS can sustain its mission even in challenging circumstances.
This chapter examines the Impact Area of Business Functions for CBF-1 Client Care and Support Services at the Movement for the Intellectually Disabled of Singapore (MINDS).
As a core service domain, CBF-1 directly underpins MINDS’ mission to enhance the quality of life, independence, and social inclusion of persons with intellectual disabilities (PWIDs).
Any disruption to these functions would have immediate and far-reaching consequences on client safety, regulatory compliance, organisational reputation, and stakeholder trust.
Using the BCMPedia Impact Area framework, this chapter evaluates each Sub-Critical Business Function (Sub-CBF) under CBF-1 in terms of operational, financial, legal, reputational, and service delivery impacts.
It further assesses the Minimum Business Continuity Objective (MBCO) implications, enabling management to understand the tolerance thresholds for disruption and to prioritise recovery strategies in subsequent BIA and BCS phases.
Table P2: Impact Area Assessment for CBF-1
|
Sub-CBF Code |
Sub-CBF |
Impact Area |
Financial Impact – Monetary Loss (Estimated) |
Financial Impact – Calculation of Monetary Loss (State Formula for Calculations) |
Impact on MBCO – Affect MBCO |
Impact on MBCO – Impact |
Remarks – Description |
|
1.1 |
Client Intake & Assessment |
Service Delivery, Regulatory, Reputational |
SGD 15,000 – 30,000 per incident |
(Delayed admissions × avg. intake cost) + admin rework + compliance rectification costs |
Yes |
MBCO breached within 3–5 days |
Delays in assessment may result in unmet care needs, waiting list backlog, and non-compliance with service admission requirements |
|
1.2 |
Individual Care & Support Planning |
Client Safety, Service Quality, Legal |
SGD 20,000 – 40,000 |
(Number of affected clients × care review cost) + potential incident management costs |
Yes |
Immediate impact on MBCO |
Absence of updated care plans increases risk of inappropriate interventions and duty-of-care breaches |
|
1.3 |
Case Management & Coordination |
Operational, Client Well-being |
SGD 25,000 – 50,000 |
(Case disruption × staff hours) + coordination failure remediation costs |
Yes |
MBCO impacted within 2–3 days |
Poor coordination may lead to missed appointments, service duplication, or service gaps |
|
1.4 |
Therapeutic Interventions |
Health & Safety, Reputational |
SGD 30,000 – 60,000 |
(Suspended sessions × therapy cost) + potential clinical incident response costs |
Yes |
MBCO breached within 48 hours |
Interruption of therapy (e.g. OT, speech therapy) may cause regression in client development |
|
1.5 |
Educational & Development Programmes |
Service Continuity, Stakeholder Confidence |
SGD 20,000 – 35,000 |
(Programme downtime × daily operating cost) + recovery programme costs |
Yes |
Moderate to high MBCO impact |
Learning disruptions affect developmental milestones and parental confidence |
|
1.6 |
Vocational Training & Employment Support |
Financial, Reputational, Client Livelihood |
SGD 25,000 – 45,000 |
(Lost training days × programme cost) + employer engagement recovery costs |
Yes |
MBCO is affected within 5 days |
Disruptions may affect employability outcomes and employer partnerships |
|
1.7 |
Residential & Daily Living Support |
Client Safety, Legal, Reputational |
SGD 50,000 – 100,000 |
(Residential disruption × daily care cost) + alternative accommodation & emergency staffing |
Yes |
Critical MBCO breach within 24 hours |
High-risk function; failure may expose clients to safety and welfare risks |
|
1.8 |
Family & Caregiver Engagement |
Reputational, Stakeholder Relations |
SGD 10,000 – 20,000 |
(Complaint handling cost × cases) + engagement recovery activities |
No |
Indirect MBCO impact |
Reduced communication erodes trust but does not immediately halt core services |
|
1.9 |
Community & Social Integration Services |
Reputational, Social Outcomes |
SGD 15,000 – 25,000 |
(Cancelled activities × programme cost) + reintegration efforts |
No |
Low to moderate MBCO impact |
Impacts community inclusion objectives rather than immediate care delivery |
|
1.10 |
Feedback & Quality Assurance |
Governance, Compliance, Reputational |
SGD 10,000 – 30,000 |
(Audit failure remediation cost) + corrective action implementation |
Yes |
Gradual MBCO degradation |
Lack of feedback loops delays issue detection and continuous improvement |
The Impact Area analysis for CBF-1 Client Care and Support Services highlights that the majority of Sub-CBFs have a direct and time-sensitive impact on MINDS’ MBCO, particularly those related to care planning, therapeutic services, case management, and residential support.
These functions are closely tied to client safety, statutory obligations, and MINDS’ reputation as a trusted social service provider. Disruptions beyond short tolerance periods may lead to compounding operational failures and heightened financial and legal exposure.
This assessment provides management with a clear basis for prioritising recovery time objectives, resource allocation, and risk mitigation strategies in subsequent Business Impact Analysis and Business Continuity Strategy phases.
By understanding where the most severe impacts occur, MINDS can strengthen resilience in its client-facing services, ensuring continuity of care for persons with intellectual disabilities even during disruptive events.
Implementing Business Continuity Management for MINDS: Ensuring Continuity of Care and Services |
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| eBook 3: Starting Your BCM Implementation |
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| MBCO | P&S | RAR T1 | RAR T2 | RAR T3 | BCS T1 | TOC |
| CBF-1 Client Care and Support Services |
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| DP | BIAQ T1 | BIAQ T2 | BIAQ T3 | BCS T2 | BCS T3 | PD |
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