This chapter examines the organisation's structure, services, stakeholders, and external dependencies, laying the foundation for identifying risks and developing strategies to ensure operational resilience.
Marymount Centre is a non-profit organisation in Singapore dedicated to supporting vulnerable individuals through various programmes and services.
It operates under the umbrella of the Good Shepherd mission, focusing on providing care, rehabilitation, and empowerment to its residents and clients.
The Centre comprises three key entities:
Ahuva Good Shepherd: A residential facility with three homes providing shelter and support for women and children in crisis.
Good Shepherd Centre: A community-based service offering counselling, case management, and outreach programmes.
Good Shepherd Student Care: A student care service that supports the holistic development of children through after-school programmes.
Marymount Centre's mission is to help individuals overcome trauma, rebuild their lives, and reintegrate into society. Its programmes address its clients' physical, emotional, and psychological needs, ensuring a comprehensive approach to rehabilitation and care.
Marymount Centre operates under a well-defined organisational structure, as outlined on its website.
The management team includes a Board of Directors, an Executive Director, and various department heads responsible for operations, programmes, finance, and administration.
This hierarchical structure ensures clear lines of authority and accountability, essential for effective decision-making during disruptions.
The Centre's operations are centred around delivering high-quality care and support to its residents and clients. Key processes include:
Residential Care: Providing safe and supportive living environments for women and children in crisis.
Counselling and Case Management: Offering personalised support to address each client's needs.
Student Care Programmes: Delivering educational and developmental activities for children in a safe and nurturing environment.
Community Outreach: Engaging with the broader community to raise awareness and provide preventive support.
Marymount Centre relies on human, financial, and physical resources to deliver its services. These include:
Staff: A team of trained professionals, including social workers, counsellors, and support staff.
Funding: A mix of government grants, donations, and fundraising activities.
Facilities: Well-maintained residential homes, counselling rooms, and student care centres.
The Centre's culture is rooted in compassion, empathy, and a commitment to social justice. This culture fosters a strong sense of purpose among staff and volunteers, critical for maintaining morale and resilience during challenging times.
Marymount Centre interacts with a wide range of stakeholders, including:
Clients and Residents: Women, children, and families seeking support and care.
Government Agencies: Regulatory bodies and funding organisations.
Donors and Volunteers: Individuals and organisations providing financial and in-kind support.
Community Partners: Schools, healthcare providers, and other NGOs collaborating on programmes and initiatives.
As a non-profit organisation in Singapore, Marymount Centre operates within a strict regulatory framework.
Compliance with laws and regulations related to social services, child protection, and data privacy is essential for maintaining the company's licence to operate and upholding its reputation.
The Centre's operations are influenced by broader economic and social trends, such as:
Funding Availability: Changes in government policies or donor priorities may impact financial sustainability.
Social Needs: Increasing demand for social services due to economic downturns or societal changes.
Public Perception: The Centre's ability to attract donors and volunteers depends on its reputation and public trust.
Technology grows in Marymount Centre's operations, from case management systems to online fundraising platforms.
Ensuring the security and reliability of these systems is critical to maintaining service continuity.
Marymount Centre is exposed to environmental risks such as tropical storms, flooding, and haze in Singapore.
These factors must be considered when planning for business continuity.
To further understand the operating environment, a SWOT analysis is provided below:
| Strengths | Weaknesses |
|---|---|
| - Strong organisational culture | - Dependence on external funding |
| - Comprehensive service offerings | - Limited physical resources |
| - Experienced and dedicated staff | - Vulnerability to economic changes |
| Opportunities | Threats |
|---|---|
| - Expanding community partnerships | - Regulatory changes |
| - Leveraging technology for efficiency | - Natural disasters |
| - Increasing public awareness | - Cybersecurity risks |
Internal strengths and external challenges shape Marymount Centre's operating environment.
By understanding these factors, the Centre can develop a robust BCMS that ensures resilience and continuity in delivering its critical services.
The next chapter will focus on conducting a business impact analysis (BIA) to identify key processes, risks, and recovery priorities.
This chapter is part 1 of the eBook "Blueprint for Resilience: A Step-by-Step BCM Framework for Marymount Centre." Part 1 of the eBook is titled "Foundations of Resilience: BCM Essentials for Marymount Centre", which provides a comprehensive guide to implementing a BCM system in alignment with ISO 22301
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Blueprint for Resilience: A Step-by-Step BCM Framework for Marymount Centre |
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Foundations of Resilience: BCM Essentials for Marymount Centre |
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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].