This chapter outlines how identified threats to MINDS’ critical operations are addressed through appropriate risk treatment strategies and controls.
Building on Part 1: RAR – List of Threats, the focus here is on how MINDS manages risks through a balanced combination of risk avoidance, risk reduction, risk transference, and risk acceptance, in line with good practice business continuity and risk management frameworks.
Given MINDS’ role in providing essential care, education, training, residential, and community-based services to persons with intellectual disabilities, the emphasis is placed on life safety, service continuity, regulatory compliance, and stakeholder confidence.
Existing controls reflect current operational practices, while additional (planned) controls represent opportunities for strengthening organisational resilience.
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Threat |
Existing Risk Treatment - Risk Avoidance |
Existing Risk Treatment - Risk Reduction |
Existing Risk Treatment - Risk Transference |
Existing Risk Treatment - Risk Acceptance |
Existing Controls |
Additional (Planned) Controls |
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Denial of Access – Natural Disaster (e.g. flood, fire, haze, pandemic-related lockdowns) |
Avoid locating new centres in high-risk flood or fire-prone areas where possible |
Emergency evacuation plans, alternative care locations, remote service arrangements for suitable programmes |
Insurance coverage for property damage and business interruption |
Acceptance of short-term service disruption during severe events where safety is prioritised |
• Fire safety systems and drills • Safe distancing and health protocols • MOH / MSF emergency guidelines compliance |
• Pre-arranged mutual aid agreements with partner VWOs • Enhanced remote engagement plans for clients and caregivers |
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Denial of Access – Man-made Disaster (e.g. building damage, security incident, transport disruption) |
Restrict access to high-risk zones; controlled entry to premises |
Security measures, access controls, alternative transport arrangements |
Insurance for vandalism or malicious damage |
Acceptance of temporary access limitations during investigations or repairs |
• Visitor management systems • CCTV and security patrols • Incident response procedures |
• Periodic security risk assessments • Business continuity site relocation playbooks |
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Unavailability of People (e.g. staff illness, attrition, industrial action) |
Avoid over-reliance on single individuals for critical roles |
Cross-training, staff rotation, relief staffing arrangements |
Outsourced temporary staffing or professional services |
Acceptance of reduced service levels during prolonged manpower shortages |
• Succession planning • Leave and sick coverage policies • Volunteer engagement |
• Formalised skills matrix • Expanded pool of trained relief staff and volunteers |
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Disruption to the Supply Chain (e.g. food, medical supplies, assistive devices) |
Avoid sole-source suppliers for critical items |
Buffer stock, approved vendor lists, supplier performance monitoring |
Contracts with suppliers including service-level agreements |
Acceptance of limited substitutions for non-critical items |
• Inventory tracking • Framework agreements with vendors |
• Secondary suppliers for critical consumables • Periodic supplier resilience reviews |
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Equipment and IT-Related Disruption (e.g. system outage, device failure, cyber incident) |
Avoid unsupported or obsolete systems |
Preventive maintenance, data backups, cybersecurity controls |
IT support contracts and cyber insurance |
Acceptance of brief system downtime for maintenance or recovery |
• Regular system backups • Antivirus and firewall protection • Helpdesk support |
• Disaster recovery testing • Cloud-based systems for critical applications |
The risk treatment and control measures outlined in this chapter demonstrate MINDS’ commitment to proactively managing operational threats while safeguarding service users, staff, and stakeholders.
By applying a structured mix of avoidance, reduction, transference, and acceptance strategies, MINDS ensures that risks are addressed in a practical, proportionate, and mission-aligned manner.
As the operating environment continues to evolve—particularly in areas such as manpower sustainability, digital reliance, and climate-related disruptions—ongoing review and enhancement of controls will be essential.
The additional (planned) controls identified provide a roadmap for strengthening resilience, ensuring that MINDS remains well-positioned to continue delivering essential services even in times of disruption.
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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 | CBF |
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].
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Please feel free to send us a note if you have any questions. |
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