[BCM] [MC] [E2] [C10] Program Management for Marymount Centre

Mastering Implementation: BCM Methodology Tailored to Marymount Centre

Chapter 10 Program Management Phase for BCM Planning Methodology for Marymount Centre

Introduction

The Program Management phase is critical to the Business Continuity Management (BCM) planning process, especially for organizations like Marymount Centre in Singapore.

community center in Singapore with modern architecture As a multifaceted organisation operating Ahuva Good Shepherd (comprising three residential homes), Good Shepherd Centre, and Good Shepherd Student Care, Marymount Centre is dedicated to supporting its residents and clients through comprehensive programs aimed at helping them overcome trauma and rebuild their lives.

Given the sensitive nature of its operations and the vulnerable populations it serves, ensuring business continuity is not just a regulatory requirement but a moral imperative.

This chapter outlines the Program Management phase of the BCM planning methodology, explicitly tailored for Marymount Centre, in alignment with the ISO 22301 standard.

The phase focuses on establishing a robust governance structure, defining roles and responsibilities, and ensuring the effective implementation of BCM initiatives across the organisation.

Establishing Governance Structure

Leadership and Commitment

The success of any BCM program hinges on strong leadership and commitment from the top management. For Marymount Centre, the Board of Directors and senior management must actively endorse and support the BCM initiatives.

Their commitment should be evident through allocating necessary resources, including budget, personnel, and time.

BCM Steering Committee

A BCM Steering Committee should be established to oversee the development, implementation, and maintenance of the BCM program. This committee should comprise key stakeholders from various departments, including:

Executive Director: To provide strategic direction and ensure alignment with organizational goals.
Operations Manager: To oversee the implementation of BCM plans across residential homes and student care centres.
Human Resources Manager: To address staff training, awareness, and welfare during disruptions.
Finance Manager: To manage budgetary considerations and financial resilience.
IT Manager: To ensure the continuity of critical IT systems and data protection.
Program Coordinators: To represent the specific needs of residents and clients in Ahuva Good Shepherd, Good Shepherd Centre, and Good Shepherd Student Care.

Roles and Responsibilities

Clearly defined roles and responsibilities are essential for effectively executing the BCM program. Key roles include:

BCM Program Manager: Responsible for the overall coordination and management of the BCM program, including planning, implementation, and continuous improvement.
Departmental BCM Coordinators: These individuals liaise between the BCM Steering Committee and their respective departments, ensuring that BCM plans are integrated into daily operations.
Crisis Management Team (CMT): A specialized team trained to respond to and manage crises, ensuring minimal disruption to services and the safety of residents and clients.

Developing the BCM Program

Risk Analysis and Review (RAR) and Business Impact Analysis (BIA)

The first step in developing the BCM program is conducting a comprehensive Risk Analysis and Review (RAR) and Business Impact Analysis (BIA). This involves:

Identifying Critical Business Functions: Determining which services and operations are essential for maintaining Marymount Centre’s mission, such as residential care, counselling, and student care programs.
Assessing Risks: Evaluating potential threats, such as natural disasters, pandemics, cyber-attacks, and supply chain disruptions, that could impact these critical functions.
Prioritising Recovery: Establishing Recovery Time Objectives (RTOs) and Recovery Point Objectives (RPOs) for each critical function to ensure timely service resumption.

BC Strategy Development

Based on the RAR and BIA findings, the next step is to develop BC strategies (BCS) to mitigate risks and ensure business continuity. These strategies may include:

Preventive Measures: Implementing controls to reduce the likelihood of disruptions, such as fire safety systems, cybersecurity protocols, and staff training.
Response Plans: Develop detailed response plans for various scenarios, including evacuation procedures, communication protocols, and emergency contact lists.
Recovery Plans: Establishing recovery plans to restore critical functions within the defined RTOs, including alternative site arrangements, backup systems, and resource allocation.

Plan Development and Documentation

The BCM program should be documented in a comprehensive Business Continuity Plan (BCP), which includes:

Emergency Response (ER) Plan: Outlining immediate actions to be taken during a disruption to ensure the safety of residents, clients, and staff.
Crisis Management (CM) Plan: Detailing the roles and responsibilities of the Crisis Management Team and the steps to manage and communicate during a crisis.
Business Recovery Plan (BRP): Specifying the procedures for recovering critical functions and resuming normal operations.
Communication Plan: Ensuring effective communication with internal and external stakeholders, including residents, clients, families, staff, and regulatory authorities.

Implementation and Training

Awareness and Training Programs

To ensure the successful implementation of the BCM program, it is essential to conduct regular awareness and training programs for all staff members. These programs should cover:

BCM Principles and Practices: Educating staff on the importance of BCM and their roles in ensuring business continuity.
Emergency Procedures: Training staff on evacuation procedures, first aid, and crisis communication.
Scenario-Based Drills: Conduct regular drills and simulations to test the BCM plans' effectiveness and identify areas for improvement.

Integration with Organisational Processes

The BCM program should seamlessly integrate into Marymount Centre’s organisational processes. This includes:

Policy Development: Incorporating BCM requirements into organizational policies and procedures.
Performance Monitoring: Establishing key performance indicators (KPIs) to monitor the effectiveness of the BCM program and ensure continuous improvement.
Regular Reviews and Updates: Conduct periodic reviews of the BCM program to address changes in the organizational environment, regulatory requirements, and emerging risks.

Summing Up ...

The Program Management phase is the foundation of a resilient Business Continuity Management program for Marymount Centre.

By establishing a robust governance structure, defining clear roles and responsibilities, and developing comprehensive BCM plans, Marymount Centre can ensure the continuity of its critical services and the safety of its residents and clients, even in the face of disruptions.

This phase aligns with the ISO 22301 standard and reinforces Marymount Centre’s commitment to supporting vulnerable populations in Singapore.

Through continuous training, regular reviews, and a culture of resilience, Marymount Centre can build a sustainable BCM program that safeguards its operations and upholds its reputation as a trusted provider of care and support in the community.

This chapter is part 2 of the eBook "Blueprint for Resilience: A Step-by-Step BCM Framework for Marymount Centre." Part 2 of the eBook is titled "Mastering Implementation: BCM Methodology Tailored to Marymount Centre", which provides a comprehensive guide to implementing a BCM system in alignment with ISO 22301

Blueprint for Resilience: A Step-by-Step BCM Framework for Marymount Centre
Mastering Implementation: BCM Methodology Tailored to Marymount Centre

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].