Part 5: Inter-dependencies identifies and documents the internal and external relationships that support the delivery of CBF-1 Client Care and Support Services at the Movement for the Intellectually Disabled of Singapore (MINDS).
Understanding these inter-dependencies is critical for Business Continuity Management (BCM), as disruptions to upstream, downstream, or mutually dependent functions—whether internal business units or external partners—may significantly impact MINDS’ ability to provide continuous, safe, and quality care to its clients.
This section focuses on how each Sub-Critical Business Function (Sub-CBF) relies on people, processes, systems, vendors, and partner organisations, and how these dependencies influence resilience, recovery priorities, and continuity strategies.
|
Sub-CBF Code |
Sub-CBF |
Name of Business Unit or Vendor / Supplier / Outsource Partner |
Type of Dependency – Internal |
Type of Dependency – External |
Dependency Direction (Upstream / Downstream / Mutual) |
Description of Nature of Dependency |
|
1.1 |
Client Intake & Assessment |
Intake & Assessment Team; IT Department; Referring Agencies (MOH, MSF, Hospitals) |
✔ |
✔ |
Upstream |
Accurate intake data, referrals, eligibility verification, and assessment tools are required before care services can commence. |
|
1.2 |
Individual Care & Support Planning |
Programme Managers; Multidisciplinary Team; Case Management System Vendor |
✔ |
✔ |
Mutual |
Care plans rely on assessment outcomes and guide downstream service delivery; system availability is essential for documentation and updates. |
|
1.3 |
Case Management & Coordination |
Case Managers; Finance Dept; External Care Providers |
✔ |
✔ |
Mutual |
Continuous coordination across internal programmes and external partners ensures seamless service delivery and funding alignment. |
|
1.4 |
Therapeutic Interventions |
Therapy Services Unit; External Therapists; Medical Suppliers |
✔ |
✔ |
Downstream |
Therapy sessions depend on care plans and the availability of qualified therapists, equipment, and clinical inputs. |
|
1.5 |
Educational & Development Programmes |
Education Services Unit; Curriculum Vendors; Special Education Partners |
✔ |
✔ |
Downstream |
Programme delivery depends on approved curricula, trained educators, and learning resources aligned with client needs. |
|
1.6 |
Vocational Training & Employment Support |
Vocational Services Unit; Employer Partners; Training Providers |
✔ |
✔ |
Mutual |
Employment outcomes depend on external employers and training providers, while internal coaching supports client readiness. |
|
1.7 |
Residential & Daily Living Support |
Residential Services Unit; Facilities Management; Catering & Cleaning Vendors |
✔ |
✔ |
Mutual |
Daily living services rely on safe facilities, utilities, staffing, and outsourced support services for continuous care. |
|
1.8 |
Family & Caregiver Engagement |
Social Work Unit; Communications Team; Caregiver Support NGOs |
✔ |
✔ |
Mutual |
Ongoing engagement supports care continuity, feedback, and crisis management involving families and external support networks. |
|
1.9 |
Community & Social Integration Services |
Community Partnerships Unit; Grassroots Organisations; Transport Vendors |
✔ |
✔ |
Downstream |
Community activities depend on external partners, venues, and transport services to facilitate client participation. |
|
1.10 |
Feedback & Quality Assurance |
Quality Assurance Team; IT Systems; Regulators (MSF, NCSS) |
✔ |
✔ |
Downstream |
Service feedback and compliance monitoring rely on operational data, system reports, and regulatory guidelines. |
The inter-dependencies identified for CBF-1 Client Care and Support Services highlight the highly interconnected nature of MINDS’ service ecosystem.
Client care outcomes are not solely dependent on a single function but on coordinated efforts across internal business units and a broad network of external partners, suppliers, and regulators.
From a BCM perspective, these inter-dependencies underscore the importance of:
By clearly understanding and documenting these inter-dependencies, MINDS can enhance its organisational resilience, minimise service disruption, and continue fulfilling its mission of providing consistent, high-quality support to persons with intellectual disabilities, even during disruptive events.
Vital records are records that are essential for MINDS to continue its critical client care and support services during and after a disruption.
For CBF-1 Client Care and Support Services, these records safeguard client safety, ensure continuity of care, support regulatory compliance, and protect MINDS’ legal and fiduciary responsibilities to persons with intellectual disabilities and their families.
This section identifies the key vital records associated with each Sub-Critical Business Function (Sub-CBF), including their media type, storage location, and custodianship.
Proper identification, protection, and accessibility of these records are crucial to enable timely service recovery, informed decision-making, and effective coordination during incidents.
|
Sub-CBF Code |
Sub-CBF |
Description of Vital Records |
Media Type |
Location |
In Whose Care |
|
1.1 |
Client Intake & Assessment |
Client registration forms, eligibility assessments, diagnostic reports, consent forms, and identity documents |
Electronic & Paper |
Client Management System (CMS); Programme files at centres |
Intake Officers, Social Workers |
|
1.2 |
Individual Care & Support Planning |
Individual Care Plans (ICP), goal-setting documents, risk assessments, review notes |
Electronic & Paper |
CMS; Secure shared drives |
Case Managers, Programme Heads |
|
1.3 |
Case Management & Coordination |
Case notes, inter-agency correspondence, referral records, service coordination logs |
Electronic |
CMS; Secure email systems |
Case Managers |
|
1.4 |
Therapeutic Interventions |
Therapy plans, progress reports, session notes, and specialist assessments |
Electronic & Paper |
Therapy systems; Locked cabinets at centres |
Therapists, Clinical Supervisors |
|
1.5 |
Educational & Development Programmes |
Individual Education Plans (IEP), learning progress records, and attendance logs |
Electronic & Paper |
Education management systems; Programme files |
Educators, Programme Coordinators |
|
1.6 |
Vocational Training & Employment Support |
Vocational assessment reports, training plans, employer agreements, and job placement records |
Electronic & Paper |
CMS; Vocational programme files |
Job Coaches, Vocational Managers |
|
1.7 |
Residential & Daily Living Support |
Residential care plans, medication administration records, incident reports, and shift handover logs |
Electronic & Paper |
Residential care systems; On-site files |
Residential Managers, Care Supervisors |
|
1.8 |
Family & Caregiver Engagement |
Family communication logs, consent forms, caregiver training records, and meeting minutes |
Electronic |
CMS; Secure shared drives |
Social Workers, Family Liaison Officers |
|
1.9 |
Community & Social Integration Services |
Community programme plans, participation records, partner MOUs, and outing risk assessments |
Electronic & Paper |
Programme files; Shared drives |
Programme Coordinators |
|
1.10 |
Feedback & Quality Assurance |
Client feedback forms, incident reviews, audit reports, service quality improvement plans |
Electronic |
Quality management system; Secure drives |
Quality Assurance Team, Senior Management |
The identification and protection of vital records for CBF-1 Client Care and Support Services are fundamental to MINDS’ ability to safeguard clients, maintain service continuity, and meet statutory and ethical obligations during disruptions.
These records underpin informed care decisions, effective coordination among professionals, and accountability to families, funders, and regulators.
By clearly defining the vital records, their storage media, locations, and custodians, MINDS strengthens its business continuity readiness and resilience.
Regular review, secure storage, backup arrangements, and staff awareness of these vital records will further ensure that critical client care and support services can be sustained and recovered efficiently in the face of incidents or crises.
Implementing Business Continuity Management for MINDS: Ensuring Continuity of Care and Services |
||||||
| eBook 3: Starting Your BCM Implementation |
||||||
| MBCO | P&S | RAR T1 | RAR T2 | RAR T3 | BCS T1 | TOC |
| CBF-1 Client Care and Support Services |
||||||
| DP | BIAQ T1 | BIAQ T2 | BIAQ T3 | BCS T2 | BCS T3 | PD |
To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].
|
Please feel free to send us a note if you have any questions. |
||