This chapter presents Part 3: Impact Over Time of Business Functions for CBF-1 Client Care and Support Services of the Movement for the Intellectually Disabled of Singapore (MINDS).
The purpose of this analysis is to assess how the severity of disruption impacts MINDS progressively over time if critical client care and support services are unavailable.
As a social service organisation serving persons with intellectual disabilities, MINDS faces rapidly escalating human, safety, reputational, and regulatory impacts when service continuity is compromised.
Using the 1–5 impact scoring scale recommended by BCMPedia (where 1 = negligible impact and 5 = severe/critical impact), each Sub-Critical Business Function (Sub-CBF) is evaluated across defined time intervals.
This enables MINDS management to identify time-sensitive services, establish appropriate Recovery Time Objectives (RTOs), determine the Maximum Tolerable Period of Disruption (MTPD), and recognise vulnerable periods during which the organisation and its clients are most exposed to harm.
Part 3: Impact Over Time of Business Functions Scale
Impact Scale:
|
Sub-CBF Code |
Sub-CBF |
Highest-Impact Area |
4 Hr |
8 Hr |
1 Day |
2 Day |
3 Day |
5 Day |
7 Day |
10 Day |
14 Day |
21 Day |
30 Day |
60 Day |
RTO |
MTPD |
Vulnerable Period |
|
1.1 |
Client Intake & Assessment |
Regulatory / Client Safety |
1 |
2 |
3 |
3 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
5 |
3 Days |
14 Days |
Admission peaks |
|
1.2 |
Individual Care & Support Planning |
Client Wellbeing |
2 |
3 |
3 |
4 |
4 |
4 |
4 |
4 |
5 |
5 |
5 |
5 |
2 Days |
7 Days |
Plan review cycles |
|
1.3 |
Case Management & Coordination |
Service Continuity |
2 |
3 |
4 |
4 |
4 |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
1 Day |
5 Days |
High caseload periods |
|
1.4 |
Therapeutic Interventions |
Client Health & Progress |
2 |
3 |
4 |
4 |
4 |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
1 Day |
5 Days |
Therapy schedules |
|
1.5 |
Educational & Development Programmes |
Development Outcomes |
1 |
2 |
3 |
3 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
5 |
3 Days |
14 Days |
Academic terms |
|
1.6 |
Vocational Training & Employment Support |
Client Independence |
1 |
2 |
3 |
3 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
5 |
5 Days |
21 Days |
Job placement cycles |
|
1.7 |
Residential & Daily Living Support |
Life Safety |
3 |
4 |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
4 Hours |
1 Day |
24/7 operations |
|
1.8 |
Family & Caregiver Engagement |
Trust & Reputation |
1 |
2 |
3 |
3 |
3 |
4 |
4 |
4 |
4 |
4 |
4 |
5 |
5 Days |
21 Days |
Care transition periods |
|
1.9 |
Community & Social Integration Services |
Social Inclusion |
1 |
2 |
2 |
3 |
3 |
3 |
4 |
4 |
4 |
4 |
4 |
5 |
7 Days |
30 Days |
Community events |
|
1.10 |
Feedback & Quality Assurance |
Compliance / Improvement |
1 |
1 |
2 |
2 |
3 |
3 |
3 |
4 |
4 |
4 |
4 |
5 |
10 Days |
30 Days |
Audit cycles |
The Impact Over Time analysis for CBF-1 demonstrates that client-facing and life-sustaining services, particularly Residential & Daily Living Support, Therapeutic Interventions, and Case Management, experience rapid escalation to critical impact levels within hours or days.
These functions demand very short RTOs and low MTPDs, underscoring their classification as mission-critical services that must be prioritised in all disruption scenarios.
Conversely, functions such as Vocational Training, Community Integration, and Quality Assurance show slower impact escalation, allowing for longer recovery windows without immediate life-safety implications.
Collectively, this chapter provides management with a time-based risk perspective, enabling informed decisions on resource prioritisation, continuity strategies, and investment in resilience measures to safeguard MINDS’ clients, caregivers, and organisational mandate during prolonged disruptions.
This chapter identifies the key IT systems, applications, and supporting resources that enable the effective delivery of Client Care and Support Services at the Movement for the Intellectually Disabled of Singapore (MINDS).
As client-facing services form the core mission of MINDS, the availability, integrity, and timely recovery of these systems are essential to ensuring continuity of care, safeguarding client wellbeing, and maintaining regulatory and stakeholder confidence.
The analysis links each Sub-Critical Business Function (Sub-CBF) to its corresponding IT dependencies, Recovery Point Objective (RPO), System Recovery Time Objective (RTO), and critical supporting equipment or resources.
This mapping supports informed decision-making on IT resilience priorities, disaster recovery planning, and investment in appropriate technological and operational safeguards.
|
Sub-CBF Code |
Sub-CBF |
IT Systems and Applications |
RPO |
System RTO |
Supporting Special Equipment / Resources |
Remarks |
|
1.1 |
Client Intake & Assessment |
Client Management System (CMS), Case Intake Portal, Document Management System, Email |
24 hours |
8 hours |
Workstations, scanners, secure network access |
Manual intake forms may be used temporarily during outages |
|
1.2 |
Individual Care & Support Planning |
CMS, Care Planning Software, Assessment Tools Database |
24 hours |
12 hours |
Laptops/tablets, secure file storage |
Paper-based care plans as a short-term fallback |
|
1.3 |
Case Management & Coordination |
CMS, Scheduling System, Collaboration tools (e.g. Teams), Email |
12 hours |
8 hours |
Mobile devices, secure VPN access |
High dependency due to multi-disciplinary coordination |
|
1.4 |
Therapeutic Interventions |
Therapy Management System, Client Records System, Tele-therapy Platforms |
24 hours |
24 hours |
Therapy equipment, assistive devices, and video conferencing tools |
Some therapy sessions may be deferred if systems are unavailable |
|
1.5 |
Educational & Development Programmes |
Learning Management System (LMS), CMS, Content Repositories |
24 hours |
24 hours |
Smart boards, tablets, and classroom IT equipment |
Physical teaching aids support continuity |
|
1.6 |
Vocational Training & Employment Support |
Training Management System, Employer Liaison Database, CMS |
24 hours |
24 hours |
Training tools, job coaching equipment, and computers |
External partner coordination may be delayed |
|
1.7 |
Residential & Daily Living Support |
Residential Care System, Incident Reporting System, CMS |
12 hours |
6 hours |
Monitoring devices, assistive living equipment, and on-site terminals |
High criticality due to a 24/7 care environment |
|
1.8 |
Family & Caregiver Engagement |
CRM System, CMS, Email, Video Conferencing Platforms |
24 hours |
24 hours |
Communication devices, meeting room IT equipment |
Phone calls are used as an interim communication method |
|
1.9 |
Community & Social Integration Services |
Programme Management System, Event Scheduling Tools, CMS |
24 hours |
48 hours |
AV equipment, transport coordination tools |
Activities can be rescheduled if required |
|
1.10 |
Feedback & Quality Assurance |
Feedback Management System, CMS, Data Analytics Tools |
48 hours |
72 hours |
Computers, reporting software |
Lower immediate operational impact |
The identification of supporting IT systems and applications for CBF-1 Client Care and Support Services highlights the extent to which MINDS’ service delivery relies on reliable, secure, and resilient technology.
Core systems such as the Client Management System, residential care platforms, and case coordination tools are particularly critical due to their direct impact on client safety, care continuity, and operational effectiveness.
By defining appropriate RPOs and RTOs alongside supporting equipment and fallback measures, MINDS is better positioned to prioritise system recovery efforts during disruptions.
This structured approach strengthens organisational preparedness, ensures continuity of essential client services, and reinforces MINDS’ commitment to providing consistent, high-quality support to persons with intellectual disabilities and their families, even in times of crisis.
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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