[BCM] [FSC] [E2] [C8] Program Management

Chapter 8

Program Management Phase for The Family Service Centre

Introduction

The Program Management Phase in a Business Continuity Management (BCM) framework establishes the governance, coordination, and oversight necessary to ensure that continuity strategies are effectively developed, implemented, and embedded across an organisation.

In the context of a Family Service Centre (FSC)—a vital community-based social service provider under Singapore’s Ministry of Social and Family Development (MSF)—this phase is especially critical.

FSCs deliver essential services such as Information & Referral, Casework, Group Work, and Community Work, and collaborate within the Strengthening Families Programme@Family Service Centre (FAM@FSC) network to offer counselling, divorce support, and family-strengthening interventions.

FSCs play a key role in promoting stability, self-reliance, and social mobility for vulnerable individuals and families facing social and emotional challenges.

Their impact extends through partnerships with SSOs, community organisations, and social service agencies (SSAs).

 Ensuring that such services remain operational during disruptions—whether health crises, natural disasters, or other emergencies—is fundamental to maintaining support for the community’s most vulnerable.

This chapter details the Program Management Phase for FSCs’ BCM planning: defining governance structures, roles, resources, timelines, and stakeholder coordination to ensure resilience and rapid recovery.

Specific Requirements for the Program Management Phase at The Family Service Centre

1. Governance and Sponsorship

• Establish a BCM Steering Committee, chaired by the FSC Centre Manager or equivalent senior leader, with representation from:
  • Social Work Practitioners and administrative staff.
  • MSF or FAM@FSC programme managers.
  • Key community partners (e.g., SSOs, partners in FAM@FSC consortium).
• The BCM mandate aligns continuity objectives with FSC’s mission to provide uninterrupted family services. Gains visibility and sponsorship from MSF leadership where necessary.

2. Program Management Office (PMO) Setup

• Appoint a BCM Programme Manager, ideally a senior social work or operations staff, responsible for planning execution, tracking deliverables, and liaising with MSF or FAM@FSC central teams.
• Ensure resources are allocated for the BCM initiative, including staff time, training, and system enhancements (e.g., remote counselling platforms like OCFA)

3. Scope Definition

• Confirm continuity priorities: Information & Referral, Casework, Group Work, Community Work, Marriage & Divorce Counselling, Family Counselling, and supporting services such as online counselling, supervised visitation, and support groups
• Identify dependencies on external resources—such as ComCare referrals, legal aid, shelters, and other SSAs—for integrated service delivery

4. Roles, Responsibilities, and Accountability Matrix (RACI)

• Define responsibilities along BCM milestones:
  • Programme Manager: overall oversight, stakeholder coordination, resource tracking.
  • Service Team Leads (e.g. Casework, Counselling, Group Work): identify critical processes, alternate delivery channels, and training needs.
  • IT/Telecom Lead: ensure remote service capabilities function (e.g., OCFA for online counselling)
  • Communications Liaison: manage messaging to clients and partners (e.g. if walk-in services are disrupted, inform via Community channels).
  • MSF Liaison: escalate issues, coordinate with national-level continuity plans.

5. Timeline, Milestones, and Monitoring

• Develop a program schedule with phases such as:
  1. Initiation: Steering Committee formation, scope agreement.
  2. Risk & Business Impact Assessment: mapping service dependencies.
  3. Strategy Development: alternate service delivery (e.g. remote counselling, mobile outreach), resource plans.
  4. Development & Testing: pilot remote counselling, test communication protocols.
  5. Training & Awareness: staff familiarisation with BCM protocols.
  6. Go-Live & Review: confirmation of plan readiness, post-test evaluation.

• Track progress with a dashboard for key performance indicators: services tested, staff trained, technology readiness, stakeholder engagement.

6. Stakeholder Engagement and Coordination

• Engage internal staff, MSF/FAM@FSC central teams, partner SSAs, community partners, and external agencies like ComCare and NAVH
• Establish communication channels for emergencies: e.g. internal messaging, client SMS, community radio notices if centres are temporarily closed.

7. Resource Identification and Budgeting

• Allocate budget for:
  • Virtual service platforms (tele-counselling, online groups).
  • Staff contingency arrangements (cross-training for role cover).
  • IT support and redundancy.
  • Alternative premises or mobile modalities if physical centres are closed.
• Ensure alignment with MSF funding frameworks for FAM@FSC operations

8. Communication Plan

• Define protocols for:
  • Internal communication among staff and volunteers regarding BCM activation.
  • Client-facing communication: methods to notify service disruptions/alternatives via phone, SMS, social media, and community partners.
  • External coordination: liaise with MSF, media partners (if necessary), and stakeholders.

9. Training, Exercises, and Awareness

• Conduct tabletop exercises simulating disruptions (e.g., centre closure due to flood, sudden surge in demand).
• Train staff on BCM roles: technology use (e.g. OCFA), client communication, and alternate work arrangements.
• Increase awareness among clients and community partners about available alternative service options during disruptions.

10. Governance, Reporting, and Review

• Define reporting cadence: monthly updates to the Steering Committee, quarterly to MSF.
• Include post-incident reviews to refine BCM plans.
• Institutionalise BCM through integration into broader management practices, performance reviews, and funding proposals.

Summing Up …

The Program Management Phase of Business Continuity Management for Family Service Centres serves as the vital backbone that aligns strategic intent with practical readiness.

By establishing clear governance, structured roles, defined timelines, and robust stakeholder coordination, FSCs can ensure critical services—ranging from casework to group programmes and counselling—remain resilient and delivered even under stress.

Given FSCs’ pivotal role in bolstering family resilience and serving the emotionally and socially vulnerable in Singapore, embedding a disciplined BCM Program Management phase is not optional—it is fundamental.

With sound planning, structured leadership, and shared commitment across teams and partners, FSCs can strengthen their continuity posture and respond swiftly, ensuring that families in need continue to receive the care, support, and stability they deserve—no matter the unforeseen challenges ahead.

Business Continuity Management in Social Services: A Guide for Family Service Centres
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