[BCM] [PD] [SOP] Incident Response: National Emergency

National Emergency

Introduction

This Standard Operating Procedure (SOP) outlines the incident response framework to be activated in the event of a National Emergency affecting the operations of a children’s or old folks’ home in Singapore.

A National Emergency may include, but is not limited to, pandemics, civil defence emergencies, acts of terrorism, widespread public disorder, or prolonged disruptions to essential national infrastructure as declared by the Singapore Government.

The SOP is developed in alignment with Business Continuity Management (BCM) principles to ensure the safety, well-being, and continuity of care for residents, while enabling the organisation to sustain its critical services during periods of severe disruption.

It forms an integral component of the organisation’s Business Continuity Plan (BCP) and supports the broader Business Continuity Management System (BCMS).

In compliance with the Prevailing Business Continuity Plan (BCP) Requirements for MSF-Funded Programmes, this SOP establishes clear governance, decision-making authority, communication protocols, and response procedures.

It ensures that the organisation is adequately prepared to respond to national-level crises, maintain essential operations, and meet its accountability and reporting obligations to the Ministry of Social and Family Development (MSF) and other relevant authorities.

Purpose

This SOP defines the structured actions to be taken when a National Emergency is declared (e.g., pandemic, civil unrest, terrorist event, prolonged infrastructure failure) to ensure the safety of residents and staff, the continuity of critical care services, and the fulfilment of funding obligations under MSF-funded programme requirements.

It also supports a broader Business Continuity Plan (BCP) within the organisation’s Business Continuity Management System (BCMS).

Scope

Applies to all employees, volunteers, contractors, and stakeholders involved in operations of the home (children’s or elderly), including frontline care, administration, logistics, support services and contracted partners.

 Definitions

National Emergency: Any event or disruption (external or internal) declared by Singapore authorities (Whole-of-Government; MOH, MSF or Cabinet) that significantly impacts service delivery.

Business Continuity Management System (BCMS): A systematic approach to preparing for, responding to and recovering from disruptions to maintain essential services.

Critical Services: Functions that must continue without unacceptable interruption (e.g., resident care, medical support, food & water supply, emergency communications, family notifications).

Principles

• Resident Safety First: Zero compromise on the protection of life, dignity and well-being of children or elderly residents.

• Continuity of Essential Services: Ensure critical care functions continue during the emergency.

• Clear Decision Authority: Defined roles and responsibilities for crisis leadership.

• Communication: Accurate and timely communication with staff, families, funding partners (e.g., MSF) and regulators.

• Flexibility & Adaptability: Procedures should allow for scenario adaptability within planned continuity strategies.

Roles & Responsibilities

(Alternate deputies should be pre-assigned for each key role.)

Activation Criteria

The SOP is activated when:

1. A National Emergency is officially declared by the Singapore Government authorities.
2. The organisation’s risk assessment indicates a severe threat to safety or continuity.

Upon activation, the Incident Response Lead shall convene the CMT within 30 minutes and initiate the response.

Response Procedures

 Initial Situational Assessment

1. Determine the nature and scale of the emergency.
2. Immediately assess impact on:
   • Resident safety
   • Staffing availability
   • Facility operations
   • Supply chains
3. Categorise event severity (Tier 1 / Tier 2 / Tier 3) with corresponding response protocols.

Communication & Notifications

Immediate notifications (within 60 minutes):

• All on-duty staff
• Residents’ families/guardians
• MSF Programme Officer and regulator contact points
• Emergency Services (SCDF / Police / MOH as needed)

Communication channels may include SMS, phone trees, group messaging, email and physical notices.

Key Messaging Principles:

• Confirm the earliest verified facts.
• Provide clear guidance on resident/visitor restrictions.
• Commit to the next update timeline.

Safety & Containment Actions

Depending on the scenario:

Pandemic / Health Emergency

• Activate infection control SOPs (segregate cohorts, mask mandates, sanitisation).
• Implement staff cohorting and minimise shift overlaps.
• Staff may be required to stay on-site or in designated accommodation to reduce cross-exposure.
• Access controls to minimise ingress/egress risks.

Physical Security Threat

• Secure perimeter with restricted access points.
• Move residents to designated safe zones.
• Liaise with authorities for evacuation guidance if required.

Infrastructure Failure

• Shift essential services (power, water backup).
• Use alternative sites, if needed.

Continuity of Critical Services

Care Delivery

Ensure no interruption in direct resident care:

• Maintain minimum safe staffing levels
• Implement contingency nurse/carer rosters
• Mobilise volunteers or cross-trained staff, as per the VCP integrated with the BCP.

Basic Essentials

• Food and water provisioning
• Medical supplies and medication continuity
• Clinical supplies inventory check

Facility Support

• Power & backup systems
• Communications systems
• Records access (digital and paper backups)

Communication with MSF & Reporting

1. Submit an Initial Incident Report within 4 hours of activation to MSF (including impact, status and response actions).
2. Provide Daily Status Updates until resolution.
3. An additional post-incident report summarising lessons learned within 2 weeks after deactivation.

Reporting should follow whichever format MSF prescribes for funded programmes.

Recovery & Resumption

The Recovery Team (subset of CMT) shall:

1. Determine benchmarks for safe resumption of normal operations.
2. Coordinate phased return to normal staffing and services.
3. Conduct psychological and welfare support debrief for staff and residents.
4. Restore documentation and audit trails.
   
   

Training, Drills & Maintenance

• Annual tabletop exercises simulating different emergency scenarios.

• Periodic drills for communications and response chain validation.

• Annual review of this SOP and related continuity plans.\
• Update contact details, alternate arrangements, contracts and supplier lists at least annually.

Documentation & Records

Maintain logs for:

• Notification timelines
• Response actions performed
• Communications issued
• Incident outcome documentation
• Post-incident review and corrective actions
  
  

Integration with Business Continuity Plan

This SOP must be embedded as a crisis response annex within the organisation’s BCP. The BCP itself should include:

• Risk assessment and business impact analysis
• Identification of critical services and acceptable downtime
• Continuity strategies and alternative arrangements
• Communication protocols and stakeholder engagement plans
• Training, exercises and review schedules

These BCM elements ensure the response is comprehensive, actionable and revisable based on real-world learnings, fulfilling expectations for continuity planning in MSF-funded social service settings.

This SOP provides a structured, coordinated, and resilient approach to responding to National Emergencies, ensuring the organisation can continue delivering safe and essential care services to vulnerable children and elderly residents under all circumstances.

By embedding clear roles, escalation protocols, and continuity strategies, the SOP supports swift decision-making and effective crisis management during periods of heightened uncertainty.

As part of the organisation’s Business Continuity Management framework, this SOP must be read in conjunction with the broader Business Continuity Plan and related emergency response procedures.

Regular training, drills, reviews, and post-incident evaluations are essential to maintain readiness and to ensure that the SOP remains relevant, effective, and compliant with MSF-funded programme requirements.

Through continuous improvement and adherence to BCM best practices, the organisation affirms its commitment to operational resilience, regulatory compliance, and the sustained safety and well-being of residents, staff, and stakeholders during National Emergencies.

More Information About Business Continuity Management Courses

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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