[BCM] [SIT] [E2] [C5] Business Continuity Strategy

eBook 2: Chapter 5

Implementing the Business Continuity Strategy Phase for the Singapore Institute of Technology (SIT)

Introduction

The Business Continuity Strategy (BCS) phase is the third stage of the Business Continuity Management (BCM) Planning Methodology aligned with ISO 22301 requirements.

Following the Risk Analysis and Review (RAR) and Business Impact Analysis (BIA) phases, this stage focuses on formulating practical, sustainable strategies to ensure the Singapore Institute of Technology (SIT) can continue its critical business functions (CBFs) during and after a disruption.

As Singapore’s fifth autonomous university, SIT’s mission is to provide an industry-focused education and applied learning experience.

With its distributed campuses and extensive industry collaborations, SIT’s operations depend heavily on digital infrastructure, academic programme delivery, and student support services.

Therefore, the BCS phase ensures that appropriate mitigation, prevention, and recovery strategies are in place to safeguard learning continuity, research operations, and administrative support.

This chapter outlines how SIT implements the Business Continuity Strategy phase, identifies suitable continuity options, and defines resource requirements that support the institution’s resilience objectives.

1. Objectives of the Business Continuity Strategy Phase

The main objectives of this phase are to:

• Identify feasible and cost-effective strategies that support the recovery of SIT’s CBFs within their Recovery Time Objectives (RTOs);
• Determine mitigation and preventive controls to reduce the likelihood or impact of disruptions;
• Establish recovery strategies to maintain or restore operations after an incident.
• Ensure that chosen strategies are aligned with SIT’s strategic priorities and available resources; and
• Obtain management approval for the implementation of these strategies.

2. Key Steps in Implementing the Business Continuity Strategy at SIT

2.1 Reviewing Critical Business Functions and Dependencies

Based on the findings from the BIA, SIT identifies its Critical Business Functions (CBFs)—such as:

• Academic Programme Delivery and Examinations
• Digital Learning Infrastructure (LMS, SITLearn Portal, MS Teams, Zoom)
• Student Administration and Admissions
• Finance and Payroll Services
• Facilities and Campus Operations
• Industry Partnership Management

Each CBF is reviewed to understand its resource dependencies, including people, systems, facilities, and third-party vendors.

This enables SIT to design strategies tailored to its operational landscape.

2.2 Developing Mitigation and Prevention Strategies

Mitigation and prevention strategies aim to reduce risks and vulnerabilities before a disruption occurs. SIT’s approach includes both technical and organisational measures:

2.3 Designing Recovery Strategies for Critical Business Functions

Recovery strategies are developed to ensure the timely resumption of operations following a disruption.

SIT categorises recovery options into alternate sites, remote capabilities, data recovery, and manual workarounds.

a) Academic Programme Delivery

• Recovery Strategy: Transition to online teaching using SITLearn Portal, MS Teams, or Zoom within the RTO.
• Support Measures: Pre-developed virtual learning modules and lecturer training in blended delivery methods.
• Alternate Resource: Access to pre-approved virtual classrooms or recorded lectures.

b) Digital Learning Infrastructure

• Recovery Strategy: Activate secondary data centre or cloud-based failover for the Learning Management System (LMS).
• Support Measures: Real-time system monitoring and rapid IT incident response teams.
• Mitigation Measure: Scheduled data backups to a geographically separate cloud environment.

c) Student Administration and Admissions

• Recovery Strategy: Relocate administrative operations to remote or secondary sites uvia a secure VPN
• Support Measures: Cloud-hosted student information systems (SIS) to maintain continuity of enrolment and financial aid processing.

d) Finance and Payroll Services

• Recovery Strategy: Maintain payroll and financial transactions via cloud-based enterprise systems accessible from alternate work locations.
• Mitigation Measure: Regular reconciliation and secure data backups ensure financial accuracy and compliance.

e) Facilities and Campus Operations

• Recovery Strategy: Ensure essential services such as power, water, and security continue through service-level agreements (SLAs) with facilities providers.
• Support Measures: Emergency power generators and communication channels with key vendors.

2.4 Engaging Stakeholders and Management

During the strategy formulation stage, SIT’s BCM Team engages with academic leadership, IT Services, Facilities Management, Finance, and Human Resources to ensure that strategies are practical and aligned with institutional capabilities.

The proposed continuity strategies are then presented to the BCM Steering Committee for endorsement and resource allocation.

2.5 Documentation of Strategies

All approved strategies are documented in the Business Continuity Strategy Report, which forms the foundation for the next phase—Plan Development (PD). The report includes:

• Summary of RTOs and recovery priorities
• Selected continuity and recovery strategies
• Required resources and responsible departments
• Implementation timelines and testing considerations

3. Integration with SIT’s Enterprise Risk and Digital Transformation Initiatives

SIT’s BCS phase is closely aligned with its Enterprise Risk Management (ERM) and Digitalisation Roadmap.

By integrating continuity strategies with SIT’s IT security framework, sustainability plans, and academic delivery models, the university ensures that BCM is embedded within its strategic and operational planning processes.

This holistic integration strengthens SIT’s ability to anticipate, absorb, and recover from disruptions—ranging from cyber incidents to pandemic-related campus closures.

The Business Continuity Strategy phase marks a critical turning point in SIT’s BCM journey—from analysis to action. By systematically designing mitigation, prevention, and recovery strategies, SIT ensures that its learning continuity, research excellence, and administrative efficiency can withstand a wide range of disruptions.

Through proactive engagement of stakeholders, investment in digital resilience, and alignment with institutional goals, SIT demonstrates its commitment to safeguarding the educational mission entrusted to it by students, industry partners, and the community.

The strategies established in this phase will guide the development and testing of detailed continuity plans, ensuring that SIT remains agile, adaptive, and resilient in the face of future challenges.