---
title: [BCM] [SPD] [E1] [C10] Identifying Critical Business Functions
description: [BCM] [ALPS] [E1] [C10] Identifying Critical Business Functions
image: https://blog.bcm-institute.org/hubfs/SPD%20Graphic%20Folder/SPD%20E1%20Morepost/%5BBCM%5D%20%5BSPD%5D%20%5BE1%5D%20%5BC10%5D%20Identifying%20Critical%20Business%20Functions.jpg
---
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##### Resilient Support: Implementing Business Continuity Management at SPD
# \[BCM\] \[SPD\] \[E1\] \[C10\] Identifying Critical Business Functions
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/959a4367-6193-4326-848e-799bd16b0bb3)
Business Continuity Management (BCM) begins with a clear understanding of what an organisation must continue to deliver when disruption occurs.
For SPD, this is particularly important because many of its services support persons with disabilities, children requiring early intervention, adults and seniors requiring rehabilitation or care, caregivers, and other individuals who may depend on timely and continuing professional support.
SPD provides a broad range of disability, rehabilitation, care, early-intervention, employment and community-support services.
Its publicly described programmes include the Early Intervention Programme for Infants and Children (EIPIC), Day Activity Centre, Employment Support Programme, Sheltered Workshop, rehabilitation services, Therapy Hub, specialised case management and assistive-technology services. SPD operates these and related services through multiple service locations in Singapore.
This service environment makes business continuity more than an administrative or technology concern. A disruption affecting a centre, workforce, information system, transport arrangement, therapy capability or critical supplier can ultimately affect the people receiving SPD's services.
The purpose of this chapter is therefore to establish a preliminary catalogue of **Critical Business Functions (CBFs)** for SPD.
These CBFs provide the foundation for the subsequent Business Impact Analysis (BIA), Risk Assessment (RA), Business Continuity Strategy (BCS), recovery procedures, exercising and continuous improvement activities.
The proposed CBFs in this chapter are based on SPD's publicly documented service landscape and the BCM principles of ISO 22301. They are intended as a structured starting point and should be formally validated by SPD management and relevant service owners through the BIA process.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/fbb42012-8f64-401c-a56c-d84bdcfeee14)
[Moh Heng Goh](https://blog.bcm-institute.org/ebook/author/moh-heng-goh) Sep 17, 2026
###### Business Continuity Management Certified Planner-Specialist-Expert
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/dbe9de42-ec8a-403d-92cf-134a99184bb6)
### eBook 1: Chapter 10
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/fbb42012-8f64-401c-a56c-d84bdcfeee14)
### What are SPD’s Critical Business Functions Concerning Business Continuity Management?
#### Introduction
Business Continuity Management (BCM) begins with a clear understanding of what an organisation must continue to deliver when disruption occurs.
For SPD, this is particularly important because many of its services support persons with[![\[BCM\] \[SPD\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/517a70ee-037f-4d7f-bb19-e266515ad218.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/517a70ee-037f-4d7f-bb19-e266515ad218) disabilities, children requiring early intervention, adults and seniors requiring rehabilitation or care, caregivers, and other individuals who may depend on timely and continuing professional support.
SPD provides a broad range of disability, rehabilitation, care, early-intervention, employment and community-support services.
Its publicly described programmes include the Early Intervention Programme for Infants and Children (EIPIC), Day Activity Centre, Employment Support Programme, Sheltered Workshop, rehabilitation services, Therapy Hub, specialised case management and assistive-technology services. SPD operates these and related services through multiple service locations in Singapore.
This service environment makes business continuity more than an administrative or technology concern. A disruption affecting a centre, workforce, information system, transport arrangement, therapy capability or critical supplier can ultimately affect the people receiving SPD's services.
The purpose of this chapter is therefore to establish a preliminary catalogue of **Critical Business Functions (CBFs)** for SPD.
These CBFs provide the foundation for the subsequent Business Impact Analysis (BIA), Risk Assessment (RA), Business Continuity Strategy (BCS), recovery procedures, exercising and continuous improvement activities.
The proposed CBFs in this chapter are based on SPD's publicly documented service landscape and the BCM principles of ISO 22301. They are intended as a structured starting point and should be formally validated by SPD management and relevant service owners through the BIA process.
#### What is a Critical Business Function (CBF)?
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/025644f4-ea7b-4f5c-8cbe-d32728cdca3f)
For the purposes of this guide, a **Critical Business Function (CBF)** is a function, service or group of activities whose prolonged disruption could cause unacceptable consequences to SPD, its clients, caregivers, stakeholders or its ability to meet important service obligations.
Do not classify a function as critical simply because it is important in normal operations. Criticality relates to the **consequences of interruption over time**.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/bbb91b2b-05cf-4cdf-9eab-57d27f858e8b)A function becomes increasingly significant from a BCM perspective where disruption could result in one or more of the following:
- harm or increased vulnerability to clients;
- interruption of essential care, therapy or support;
- deterioration in a client's condition or developmental progress;
- inability to respond to urgent client or caregiver needs;
- failure to provide appropriate safeguarding or case-management support;
- significant disruption to clients' daily routines or caregivers' arrangements;
- failure to meet funding, contractual, regulatory or service obligations;
- loss or unavailability of critical client information;
- inability of frontline professionals to provide services safely;
- significant reputational or stakeholder impact; or
- disruption extending beyond the organisation to families, partners and community service networks.
Accordingly, identifying CBFs links understanding SPD as an organisation with determining **what SPD needs to protect and recover following disruption**.
##### **ISO 22301 Context**
ISO 22301 requires an organisation implementing a Business Continuity Management System (BCMS) to understand its activities, products and services and determine priorities and requirements for continuity.
A key mechanism for achieving this is the Business Impact Analysis.
For SPD, the sequence can be represented conceptually as:[![\[BCM\] \[E1\] \[C10\] From Disruption to Continuity for a CBF](https://no-cache.hubspot.com/cta/default/3893111/3da3c63f-3c1b-4c71-97f3-e5b235846033.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3da3c63f-3c1b-4c71-97f3-e5b235846033)
Identification of the CBFs is therefore an important starting point, but it is **not the final determination of recovery priority**.
The BIA must then establish how quickly each CBF must be recovered and the minimum resources required.
#### **Understanding SPD's Service Environment**
SPD operates in a service environment in which continuity requirements may differ significantly between functions.
SPD's publicly available information identifies programmes covering children and youth, adults and seniors, and services spanning different age groups.
These include early intervention, Day Activity Centre services, employment support, sheltered workshops, therapy, rehabilitation, specialised case management and assistive technology.
SPD's Therapy Hub, for example, supports community-based rehabilitation through physiotherapists, occupational therapists and speech-language therapists across settings that include early-intervention centres, schools, rehabilitation centres, workshops, disability homes and nursing homes.
SPD also operates from multiple locations. Its centres provide different combinations of services, meaning that BCM planning should consider not only enterprise-wide disruption but also **site-specific interruption and cross-site dependencies**.
This operating model means SPD should consider continuity at several levels:
##### **Client → Service → Business Function → Centre → Supporting Resource → External Dependency**
A disruption at any point in this chain could affect the ability to deliver the service to the client.
#### **Singapore Disability-Service Context**
SPD's BCM framework should also be considered within Singapore's wider disability-support environment.
The Ministry of Social and Family Development (MSF) states that it appoints and funds Social Service Agencies to operate services such as Day Activity Centres, drawing on providers' disability expertise, operational capabilities and community networks.
Singapore's Enabling Masterplan 2030 continues to strengthen disability services across employment, lifelong learning, community participation and independent living.
In 2026, MSF also announced further capacity expansion for centre-based services including Day Activity Centres and Sheltered Workshops.
SPD itself operates an Enabling Services Hub serving Tampines and Bedok as part of the broader community-support landscape.
This reinforces an important BCM consideration: disruption to an SPD function can potentially affect not only SPD's internal operations but also clients, caregivers, referral arrangements, community partners and Singapore's wider disability-support ecosystem.
#### **Proposed Critical Business Functions for SPD**
Based on SPD's service profile, the following enterprise-level CBF catalogue is recommended as the starting point for its BCM implementation.
| CBF | Critical Business Function | Primary Continuity Concern |
| --- | --- | --- |
| CBF-1 | Early Intervention Services for Children | Maintaining essential developmental, therapeutic and family-support interventions |
| CBF-2 | Day Activity and Disability Support Services | Maintaining safe supervision, engagement, skills development and support for persons with disabilities |
| CBF-3 | Rehabilitation and Therapy Services | Maintaining essential rehabilitation, therapy and clinical support |
| CBF-4 | Senior Care and Day Rehabilitation Services | Maintaining essential care, rehabilitation and support for vulnerable seniors |
| CBF-5 | Specialised Case Management and Client Support | Maintaining assessment, case coordination, referrals and support for clients with complex needs |
| CBF-6 | Employment and Vocational Support Services | Maintaining essential vocational training, sheltered-workshop and employment-support activities |
| CBF-7 | Assistive Technology Assessment and Support | Maintaining access to essential assistive-technology assessment, equipment and related support |
| CBF-8 | Enabling Services and Community Support | Maintaining community-based disability support, engagement and linkage to services |
| CBF-9 | Critical Client Information and Case Records Availability | Ensuring authorised personnel can access accurate client, care, therapy and case information |
| CBF-10 | Critical Digital and ICT Services Supporting Service Delivery | Maintaining the digital systems, communications, connectivity and technology needed to support critical services |
| CBF-11 | Critical Client Transport and Service Access Support | Maintaining essential transport and access arrangements where interruption could prevent vulnerable clients from receiving services |
These CBFs should not automatically be assigned identical recovery requirements. Their actual criticality, Maximum
Tolerable Period of Disruption (MTPD), recovery priorities and minimum service levels should be determined through the BIA.
#### **CBF-1 — Early Intervention Services for Children**
SPD provides early-intervention and paediatric services through several locations. Its service portfolio includes the Early Intervention Programme for Infants and Children and related support for children and families.
This function should be assessed as a CBF because extended interruption could affect developmental interventions, therapy schedules, family support and the continuity of structured programmes for children requiring additional developmental support.
BCM planning should consider, among other things:
- availability of early-intervention professionals;
- access to children's programme and assessment records;
- availability of therapy facilities;
- communication with parents and caregivers;
- temporary relocation or alternative service arrangements;
- continuity of essential therapy;
- availability of specialist equipment; and
- prioritisation of children requiring more urgent intervention.
**Example:** If an SPD early-intervention centre becomes inaccessible because of a building incident, SPD may need to prioritise affected children, communicate rapidly with caregivers and determine whether selected activities can be transferred to another centre, provided remotely where appropriate, or temporarily rescheduled.
#### **CBF-2 — Day Activity and Disability Support Services**
SPD operates Day Activity Centre services for persons with disabilities.
Day Activity Centres can be particularly important from a BCM perspective because service interruption can affect not only clients but also caregivers who depend on structured daytime support.
MSF reported that, as of August 2025, its funded Day Activity Centres collectively had high utilisation and enrolment waiting periods, illustrating the broader capacity constraints that can make prolonged disruption difficult to absorb elsewhere.
Continuity considerations should include:
- client safety and supervision;
- availability of trained care staff;
- caregiver notification;
- alternative programme arrangements;
- essential medication-related information where applicable;
- behavioural and support requirements;
- accessible premises;
- transport dependencies;
- meals and other essential client needs; and
- coordination with families and relevant agencies.
**Example:** A prolonged closure of a Day Activity Centre may require SPD to determine which clients need priority alternative arrangements because their caregivers cannot safely provide continuous daytime care.
#### **CBF-3 — Rehabilitation and Therapy Services**
SPD provides rehabilitation and therapy services including occupational therapy, physiotherapy and speech therapy. Its Therapy Hub supports a substantial professional therapy workforce operating across multiple community settings.
Disruption to these services may affect clients who require ongoing rehabilitation, functional support, and therapeutic intervention.
Continuity planning should consider:
- therapist availability;
- access to clinical and therapy records;
- therapy equipment;
- alternative treatment locations;
- prioritisation of higher-need clients;
- remote consultation where clinically and operationally appropriate;
- cross-deployment of therapists; and
- dependencies on external healthcare and community partners.
#### **CBF-4 — Senior Care and Day Rehabilitation Services**
SPD provides adult and geriatric rehabilitation and operates services that include day care, nursing care, home rehabilitation and related support at relevant locations.
Continuity of these services is important because elderly clients may have mobility limitations, chronic conditions, rehabilitation requirements or other dependencies that make abrupt interruption difficult to manage.
A BIA should examine the consequences of losing:
- day-care capacity;
- nursing support;
- rehabilitation services;
- accessible facilities;
- transport;
- client information;
- professional staff; and
- communication with caregivers.
#### **CBF-5 — Specialised Case Management and Client Support**
SPD identifies specialised case management among the services available across age groups.
Case management connects clients and families with appropriate interventions, resources and support networks. Its continuity may be particularly important for clients with complex or changing needs.
Critical dependencies may include:
##### **Client Information → Case Assessment → Case Manager → Referral/Coordination → Partner Organisation → Follow-up**
A breakdown at one point can delay support elsewhere.
Continuity arrangements should therefore address access to case records, communication channels, referral information, case prioritisation and escalation of urgent situations.
#### **CBF-6 — Employment and Vocational Support Services**
SPD provides services including an Employment Support Programme and Sheltered Workshop.
Employment-related support contributes to inclusion, independence, skills development and participation in society.
Singapore's disability policy direction also continues to emphasise employment and lifelong learning opportunities for persons with disabilities.
A disruption may affect:
- vocational training;
- sheltered-workshop operations;
- employment placements;
- job coaching;
- employer engagement;
- client income or work participation;
- skills-development programmes; and
- transition arrangements.
The BIA should determine which components require rapid restoration and which can tolerate longer interruptions.
#### **CBF-7 — Assistive Technology Assessment and Support**
SPD provides assistive-technology services including its Assistive Technology Loan Library and Specialised Assistive Technology Centre.
Assistive technology can be fundamental to a person's mobility, communication, independence or ability to participate in daily activities.
A BCM assessment should therefore identify cases where an interruption to assistive-technology support could have significant consequences.
Examples may include disruption to:
- assistive-technology assessment;
- equipment loans;
- device configuration;
- specialist technical support;
- replacement of essential equipment; or
- access to records concerning a client's assistive requirements.
#### **CBF-8 — Enabling Services and Community Support**
Community-based support is increasingly important within Singapore's disability-service landscape.
SPD operates an Enabling Services Hub serving communities in Tampines and Bedok. Enabling Services Hubs are part of its approach to bringing disability activities and support closer to persons with disabilities and caregivers.
For BCM purposes, SPD should consider the continuity of community outreach, engagement, information and referral, caregiver support and connections with community partners.
A disruption affecting community-based support may not initially have the same visible consequences as closing a care centre, but prolonged interruption can reduce access to preventive and early support and increase pressure elsewhere in the service system.
#### **CBF-9 — Critical Client Information and Case Records Availability**
Nearly all frontline CBFs depend on reliable client information.
This may include:
- client identity and contact details;
- caregiver information;
- assessments;
- therapy plans;
- case notes;
- intervention plans;
- attendance information;
- referral records;
- risk and support information;
- accessibility requirements; and
- other records required for safe service delivery.
The continuity objective is not necessarily that every information system must always remain fully available. Instead,
SPD should determine:
##### ***What is the minimum client information that frontline personnel require to continue each critical service safely?***
That question should guide system recovery requirements, backup arrangements, emergency information access and manual workarounds.
#### **CBF-10 — Critical Digital and ICT Services Supporting Service Delivery**
Modern social-service delivery depends increasingly on digital technology.
For SPD, ICT should therefore be considered from the perspective of the **business services it enables,** rather than treating every IT system as equally critical.
The dependency chain should be mapped as:
**Critical Business Function**
↓
**Critical Process**
↓
**Information Requirement**
↓
**Application/System**
↓
**Infrastructure/Cloud/Network**
↓
**Internal or Third-Party Technology Provider**
The BIA should identify systems that support critical client records, communications, scheduling, case management, service coordination, staff access, and other priority operations.
This information can subsequently be translated into appropriate IT Disaster Recovery requirements.
#### **CBF-11 — Critical Client Transport and Service Access Support**
Transport can be a significant dependency for clients with mobility limitations or who cannot independently travel to SPD facilities.
SPD states, for example, that transport is provided for day-rehabilitation clients through specially adapted vehicles between their homes and the centre.
A transport disruption could therefore become a **service-delivery disruption**, even where the SPD facility itself remains operational.
Continuity planning should consider:
- vehicle unavailability;
- driver shortages;
- inaccessible roads;
- severe weather;
- vehicle breakdown;
- fuel or supplier disruption;
- simultaneous transport demand;
- alternative accessible transport; and
- communication with affected clients and caregivers.
#### **From CBF to Sub-CBF**
Each enterprise CBF should subsequently be decomposed into **Sub-Critical Business Functions (Sub-CBFs)**.
For example:
##### **CBF-3 Rehabilitation and Therapy Services**
↓
Client Referral and Intake
↓
Initial Assessment
↓
Therapy Planning
↓
Physiotherapy
↓
Occupational Therapy
↓
Speech Therapy
↓
Progress Review
↓
Caregiver/Client Guidance
↓
Discharge or Transition
This decomposition allows SPD to determine precisely which processes must continue during disruption.
It also prevents a common BCM problem: defining the critical function at such a high level that recovery requirements cannot be translated into practical actions.
#### **Identifying Dependencies**
Once SPD has validated the CBFs, it should identify the resources and dependencies required to deliver them.
A useful model is:
**Critical Business Function**
↓
**People**
↓
**Premises**
↓
**Technology**
↓
**Information and Records**
↓
**Equipment**
↓
**Transport**
↓
**Suppliers and Service Providers**
↓
**Government and Community Partners**
↓
**Clients and Caregivers**
For example, delivery of a rehabilitation service may depend simultaneously on:
- a qualified therapist;
- an accessible treatment location;
- therapy equipment;
- client records;
- appointment systems;
- communications;
- accessible transportation; and
- caregiver coordination.
The service is therefore only as resilient as the combination of dependencies supporting it.
#### **Criteria for Validating SPD's Critical Business Functions**
SPD should validate the proposed CBF catalogue through workshops with management and service owners.
For each function, the following questions should be considered:
| Assessment Question | BCM Consideration |
| --- | --- |
| Who depends on the function? | Clients, caregivers, staff, partners or agencies |
| What happens if it stops? | Operational and service consequences |
| Could a client's safety or wellbeing be affected? | Client impact |
| How does impact increase over time? | Time sensitivity |
| Are vulnerable clients involved? | Vulnerability |
| Are there funding, contractual or service obligations? | Compliance and stakeholder obligations |
| Can another SPD location provide the service? | Internal alternative |
| Can another organisation temporarily provide support? | External alternative |
| Can the service be delivered remotely? | Alternative delivery |
| What minimum level must continue? | Minimum acceptable capacity |
| What resources are indispensable? | Recovery resources |
| What technology supports it? | ICT dependency |
| What external organisations support it? | Third-party dependency |
#### **From Critical Business Functions to Business Impact Analysis**
After identifying CBFs, conduct the BIA.
For each validated CBF, SPD should determine:
[![\[BCM\] \[E1\] \[C10\] From Disruption to Continuity for a CBF](https://no-cache.hubspot.com/cta/default/3893111/a5bd9750-7be5-4191-906d-b7d8d1bea566.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a5bd9750-7be5-4191-906d-b7d8d1bea566)
For example, the BIA for **CBF-2 Day Activity and Disability Support Services** might consider the consequences at progressively longer disruption periods.
A short disruption may primarily require caregiver notification and temporary operational adjustment.
A longer disruption could create significant challenges for families, particularly where caregivers depend on centre-based support.
A prolonged disruption could require alternative service arrangements, cross-centre capacity, community-based alternatives or other continuity measures.
SPD must establish the precise thresholds through its BIA rather than assume them in advance.
#### **Prioritising Vulnerable Clients During Disruption**
An important principle of SPD's BCM programme is that service recovery does not necessarily mean **all clients can immediately receive the normal level of service**.
During a severe disruption, capacity may initially be constrained.
SPD may therefore need a documented approach for prioritising clients based on factors such as:
- safety and wellbeing;
- level of disability or support need;
- clinical or therapeutic urgency;
- caregiver availability;
- ability to function safely without the service;
- availability of alternative support;
- risk of deterioration;
- accessibility requirements; and
- duration for which service has already been interrupted.
For example:
**Normal Capacity**
↓
**Disruption Occurs**
↓
**Reduced Service Capacity**
↓
**Identify Highest-Need Clients**
↓
**Allocate Minimum Critical Resources**
↓
**Restore Priority Services**
↓
**Progressively Restore Remaining Services**
↓
**Return to Normal Operations**
This approach makes BCM client-centred rather than merely process-centred.
#### **Multi-Site Continuity**
SPD's network of centres creates both a continuity challenge and a potential resilience capability.
Different locations provide different combinations of early intervention, rehabilitation, case management, day activities and other services.
Where practical, SPD should therefore assess whether another location could temporarily support a disrupted site.
For each CBF, the organisation should ask:
- Which other SPD location could perform the function?
- Does that site have sufficient physical capacity?
- Are appropriate professionals available?
- Can client records be securely accessed?
- Is the alternative location accessible to affected clients?
- Can transportation arrangements be modified?
- What additional equipment would be required?
- How many clients could realistically be absorbed?
- How long could the alternative arrangement operate?
The resulting information can support SPD's **Business Continuity Strategy**.
#### **CBF Ownership and Accountability**
Every validated CBF should have a designated **CBF Owner**.
The CBF Owner should be responsible for ensuring that:
- the function is correctly documented;
- Sub-CBFs and processes are identified;
- dependencies are mapped;
- BIA information is current;
- continuity strategies are feasible;
- recovery procedures are documented;
- staff understand their continuity responsibilities;
- exercises are conducted; and
- lessons from incidents and exercises are incorporated.
A simple governance chain may be established:
**SPD Management / BCMS Steering Structure**
↓
**BCM Coordinator / BCM Team**
↓
**CBF Owner**
↓
**Process Owners**
↓
**Supporting Functions**
↓
**Employees and Service Teams**
This makes continuity a business responsibility, not solely an administrative or IT responsibility.
#### **Maintaining the CBF Catalogue**
The CBF catalogue should not be treated as a one-time BCM exercise.
SPD's service landscape will continue to evolve. Its FY2024/2025 annual report, for example, described expansion and development initiatives including a new early-intervention centre, further service optimisation, new work-readiness courses, caregiver-support initiatives and development of the Enabling Skills for Life Programme.
Changes such as these may alter:
- which functions are critical;
- client volumes;
- dependencies;
- staffing requirements;
- technology requirements;
- recovery priorities;
- site dependencies; and
- continuity strategies.
SPD should therefore review its CBF catalogue:
- at planned BCMS review intervals;
- when a major service is introduced or materially changed;
- when a centre opens, closes or relocates;
- following major technology changes;
- following significant organisational restructuring;
- after serious incidents;
- after exercises identify new dependencies; and
- when government requirements or disability-service arrangements materially change.
#### **Recommended SPD CBF Catalogue**
The proposed enterprise catalogue for subsequent BIA development is:
| **Code** | **Critical Business Function** |
| --- | --- |
| **CBF-1** | Early Intervention Services for Children |
| **CBF-2** | Day Activity and Disability Support Services |
| **CBF-3** | Rehabilitation and Therapy Services |
| **CBF-4** | Senior Care and Day Rehabilitation Services |
| **CBF-5** | Specialised Case Management and Client Support |
| **CBF-6** | Employment and Vocational Support Services |
| **CBF-7** | Assistive Technology Assessment and Support |
| **CBF-8** | Enabling Services and Community Support |
| **CBF-9** | Critical Client Information and Case Records Availability |
| **CBF-10** | Critical Digital and ICT Services Supporting Service Delivery |
| **CBF-11** | Critical Client Transport and Service Access Support |
This catalogue provides a practical starting architecture for the next stages of SPD's BCM implementation.
Identifying Critical Business Functions is one of the most important steps in understanding what SPD must protect during disruption.
For an organisation providing disability, rehabilitation, early-intervention, employment, community and care-related services, continuity cannot be viewed solely in terms of restoring buildings or computer systems.
The ultimate objective is to maintain or restore the **services clients and caregivers depend on**.
The proposed eleven CBFs provide SPD with an enterprise-level structure for identifying these priorities.
They cover frontline services such as early intervention, Day Activity Centre support, therapy, rehabilitation, case management, employment support, assistive technology, and community services, along with enabling capabilities such as client information, ICT, and transport.
The next stage is to validate these CBFs through the Business Impact Analysis. SPD should determine, for each function, the consequences of disruption over time, acceptable outage thresholds, minimum service levels, required resources, dependencies, and recovery priorities.
The relationship can therefore be summarised as:
**Understand SPD**
↓
**Identify Critical Business Functions**
↓
**Identify Sub-CBFs and Critical Processes**
↓
**Conduct the Business Impact Analysis**
↓
**Determine Continuity and Recovery Requirements**
↓
**Develop Business Continuity Strategies**
↓
**Develop Recovery Procedures**
↓
**Exercise, Review and Improve**
Through this structured approach, SPD can develop a Business Continuity Management System aligned with ISO 22301 while remaining focused on its most important continuity objective: **sustaining essential support to persons with disabilities, clients, caregivers and the communities that depend on its services.**
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/959a4367-6193-4326-848e-799bd16b0bb3)
| **eBook 1: Understanding Your Organisation** | | | | | |
| --- | --- | --- | --- | --- | --- |
| **C1** | **C2 \[x\]** | **C3 \[x\]** | **C4 \[x\]** | **C5 \[x\]** | **C6 \[x\]** |
| [![\[BCM\] \[SPD\] \[E1\] \[C1\] Overview of BCM Case Study](https://no-cache.hubspot.com/cta/default/3893111/bd889448-2c9a-419a-ae34-7b72c5e2b55d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bd889448-2c9a-419a-ae34-7b72c5e2b55d) | [![\[BCM\] \[SPD\] \[E1\] \[C2\] Understanding Your Organisation](https://no-cache.hubspot.com/cta/default/3893111/198862e5-08fa-4bbc-8e87-1de4a2efe9ee.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/198862e5-08fa-4bbc-8e87-1de4a2efe9ee) | [![\[BCM\] \[SPD\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/997be1d2-3789-4091-a452-23240f8ca386.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/997be1d2-3789-4091-a452-23240f8ca386) | [![\[BCM\] \[SPD\] \[E1\] \[C4\] Establishing Business Continuity Objectives](https://no-cache.hubspot.com/cta/default/3893111/806c9414-c396-4036-95c0-f61e7e6ca3ad.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/806c9414-c396-4036-95c0-f61e7e6ca3ad) | [![\[BCM\] \[SPD\] \[E1\] \[C5\] Determining BC Assumptions](https://no-cache.hubspot.com/cta/default/3893111/2bc112e0-6e6d-43d6-a63f-822b319d18f9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/2bc112e0-6e6d-43d6-a63f-822b319d18f9) | [![\[BCM\] \[SPD\] \[E1\] \[C6\] Composing BCM Team](https://no-cache.hubspot.com/cta/default/3893111/e988c6a4-f97c-40ca-9ee5-f5bf6e8e1745.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e988c6a4-f97c-40ca-9ee5-f5bf6e8e1745) |
| **C7 \[x\]** | **C8 \[x\]** | **C9 \[x\]** | **C10** | **C11 \[x\]** | **C12 \[x\]** |
| [![\[BCM\] \[SPD\] \[E1\] \[C7\] Analysing Operating Environment](https://no-cache.hubspot.com/cta/default/3893111/2b411a34-5647-443c-8fdf-aa6a13a8d800.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/2b411a34-5647-443c-8fdf-aa6a13a8d800) | [![\[BCM\] \[SPD\] \[E1\] \[C8\] Implementing the BCM Planning Methodology](https://no-cache.hubspot.com/cta/default/3893111/ac74986c-6d34-4524-ac0a-14ace082acc1.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ac74986c-6d34-4524-ac0a-14ace082acc1) | [![\[BCM\] \[SPD\] \[E1\] \[C9\] Assessing Risks and Threats](https://no-cache.hubspot.com/cta/default/3893111/6e8bf302-3e6b-404e-bf70-f4f2a35887a3.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/6e8bf302-3e6b-404e-bf70-f4f2a35887a3) | [![\[BCM\] \[SPD\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/517a70ee-037f-4d7f-bb19-e266515ad218.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/517a70ee-037f-4d7f-bb19-e266515ad218) | [![\[BCM\] \[SPD\] \[E1\] \[C11\] Summary](https://no-cache.hubspot.com/cta/default/3893111/c99f00e2-d5ed-4d75-b086-797efd27240f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c99f00e2-d5ed-4d75-b086-797efd27240f) | [![\[BCM\] \[SPD\] \[E1\] \[C12\] Back Cover](https://no-cache.hubspot.com/cta/default/3893111/97ae9e51-e13e-498f-88a2-f54ac9c5c9e8.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/97ae9e51-e13e-498f-88a2-f54ac9c5c9e8) |
| | | | | | |
#### More Information About Business Continuity Management Courses
To learn more about the course and schedule, click the buttons below for BCM-300 Business Continuity Management Implementer \[BCM-3\] and BCM-5000 Business Continuity Management Expert Implementer \[BCM-5\].
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/f3922b80-e96a-46d6-8993-dc150a5de2d5) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/9ff8a3dc-e39a-465b-929f-72e232cdd5fb) | [![Register \[BL-B-3\]\*](https://no-cache.hubspot.com/cta/default/3893111/ac6cf073-4cdd-4541-91ed-889f731d5076.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ac6cf073-4cdd-4541-91ed-889f731d5076) |
| --- | --- | --- |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/21525c10-4003-4934-95fc-fe218174bc5b) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/46460171-c91a-4936-9bb2-8dc5928a0e02) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/1cb17ac7-50b2-4f88-bc4b-c7444e4b57b5) |
| [![FAQ \[BL-B-3\]](https://no-cache.hubspot.com/cta/default/3893111/b3824ba1-7aa1-4eb6-bef8-94f57121c5ae.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b3824ba1-7aa1-4eb6-bef8-94f57121c5ae) | Please feel free to send us a note if you have any questions. [![Email to Sales Team \[BCM Institute\]](https://no-cache.hubspot.com/cta/default/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/9c199ae8-c470-4bb7-9612-73c7a084e94c) |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/8999211a-2c51-4be7-bf49-c393f6c67974) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/5c1aa95d-f6dd-4067-a95c-5cc0c32d7ed8) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/086ab3b9-4d66-4a95-b2f7-1148e9803a9c) |
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