[BCM] [FSC] [E2] [C4] Business Impact Analysis

Chapter 4

Implementing the Business Impact Analysis (BIA) Phase for the Family Service Centre

Introduction

The Business Impact Analysis (BIA) phase is a crucial element of the Business Continuity Management (BCM) planning methodology outlined in ISO 22301.

For Family Service Centres (FSCs), which play a vital role in delivering social services, conducting a robust BIA ensures that essential services are prioritised and protected during disruptions.

Given the FSC’s mission to support vulnerable individuals and families in Singapore, the BIA identifies critical business functions (CBFs), evaluates the consequences of service interruptions, and determines the recovery objectives necessary to safeguard client well-being and organisational resilience.

By implementing a systematic BIA, FSCs can ensure that resources are directed towards sustaining the most essential services, such as case management, crisis response, and financial aid administration, while minimising adverse social impacts during crises.

Objectives of the BIA for FSCs

The BIA aims to:

• Identify and assess the Critical Business Functions (CBFs) that must remain operational during disruptions.
• Determine the potential impacts (social, financial, reputational, and operational) of service interruptions.
• Define the Recovery Time Objectives (RTOs) and Recovery Point Objectives (RPOs) for each CBF.
• Establish priorities for continuity and recovery planning.
• Inform the development of effective recovery strategies in alignment with the FSC’s mission to serve clients promptly and responsibly.

Steps in Implementing the BIA for The Family Service Centre

Step 1: Identify Critical Business Functions (CBFs)

The FSC’s operations are categorised into six primary CBFs:

• CBF-1: Client Case Management & Counselling – Core services providing psychosocial support, casework, and counselling to individuals and families.
• CBF-2: Financial Assistance Administration – Processing and disbursement of financial aid and grants to vulnerable clients.
• CBF-3: Crisis Intervention & Emergency Response – Immediate response to urgent client needs, including family violence, homelessness, or sudden trauma.
• CBF-4: Community Partnership & Referral – Collaboration with community stakeholders and referral of clients to specialised services (e.g., healthcare, housing, or legal aid).
• CBF-5: Client Information Management – Secure handling, updating, and retrieval of client records and case histories.
• CBF-6: Staff Safety & Deployment – Ensuring workforce availability, well-being, and redeployment to sustain service delivery.

Step 2: Assess Impacts of Service Disruption

Each CBF is evaluated for the impacts arising from a disruption. Impacts include:

• Social/Client Impact: Delay in providing counselling or crisis response could exacerbate client vulnerabilities.
• Reputational Impact: Service lapses may undermine trust in the FSC and government social support systems.
• Operational Impact: Loss of access to case files or staff shortages may prevent timely service delivery.
• Financial Impact: Delayed disbursement of aid or failure to comply with funder requirements could have monetary consequences.

Step 3: Establish Recovery Objectives

For each CBF, the Recovery Time Objective (RTO) and Recovery Point Objective (RPO) are defined:

• RTO: The maximum tolerable downtime before significant harm occurs to clients or operations.
• RPO: The maximum acceptable data loss measured in time (e.g., client records).

Example:

• CBF-3 Crisis Intervention & Emergency Response – RTO of 4 hours; RPO of near real-time.
• CBF-5 Client Information Management – RTO of 24 hours; RPO of 1 hour.

Step 4: Prioritise CBFs

Based on the criticality, the following priority tiers are established:

• High Priority: CBF-1 (Case Management), CBF-2 (Financial Assistance), CBF-3 (Crisis Intervention).
• Medium Priority: CBF-5 (Client Information Management).
• Lower Priority (but essential): CBF-4 (Community Partnership), CBF-6 (Staff Safety & Deployment).

This ensures that life-sustaining and client-facing services are restored first during disruptions.

Step 5: Document Dependencies

For each CBF, dependencies are mapped:

• People: Caseworkers, social workers, finance staff, crisis response officers.
• Process: Client intake procedures, financial disbursement protocols, counselling workflows.
• Technology: Client management systems, secure databases, communication tools.
• Third Parties: Community partners, funding agencies, government agencies (e.g., Ministry of Social and Family Development).

Step 6: Develop BIA Report

The final BIA report consolidates:

• The list of CBFs.
• Impact analysis findings.
• RTOs and RPOs.
• Prioritisation matrix.
• Recommendations for recovery strategies.

This serves as a reference for continuity and recovery planning.

Summing Up …

The BIA phase provides The Family Service Centre with a structured understanding of its critical services, dependencies, and recovery requirements.

By aligning with ISO 22301, the FSC not only complies with international standards but also ensures that its mission of supporting vulnerable communities is not compromised during disruptions.

A well-executed BIA strengthens resilience, enhances stakeholder confidence, and ensures that clients continue to receive essential support even in the face of emergencies.

For FSCs, this is not merely a compliance exercise but a fundamental responsibility to safeguard the welfare of the families and individuals they serve.

Business Continuity Management in Social Services: A Guide for Family Service Centres
eBook 2: Implementing Business Continuity Management
C1	C2	C3	C4	C5
C6	C7	C8	C9	C10

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].

	Please feel free to send us a note if you have any questions.