[BCM] [FP] [C12-1] [MBCO] MBCO for Property Management and Operations

Chapter 12-1 MBCO: Minimum Business Continuity Objective for “Property Management and Operations”

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The MBCO defines the minimum acceptable level of services Frazers Property must sustain during a disruption to meet core business objectives.

Below is the structured MBCO for the “Property Management and Operations” function:

1. Critical Business Functions & MBCO for Property Management and Operations

Critical Business Function	MBCO Description
Tenant Services	- Maintain 24/7 emergency communication channels (e.g., hotline, email). - Resolve urgent tenant requests (e.g., safety hazards, leaks) within 4 hours. - Ensure access to essential utilities (water, electricity) in 95% of properties.
Property Maintenance & Safety	- Address critical repairs (e.g., plumbing, electrical failures) within 6 hours. - Conduct daily safety inspections for high-risk areas (fire systems, structural integrity). - Ensure 100% functionality of security systems (CCTV, access control).
Financial Operations	- Collect 90% of rent payments on time via automated systems or manual alternatives. - Process essential financial transactions (vendor payments, payroll) with ≤24hr delay. - Generate critical financial reports (cash flow, receivables) weekly.
Regulatory Compliance	- Meet 100% of health/ safety legal requirements (fire drills, certifications). - Submit statutory filings (taxes, tenancy reports) within mandated deadlines.
Vendor & Contractor Management	- Retain availability of critical vendors (security, HVAC, plumbing) within 12hr SLA. - Ensure 80% of contracted services (waste management, cleaning) are delivered.
Technology & Data Management	- Restore core property management software (tenant databases, financial systems) within 8hrs. - Maintain 98% uptime for emergency communication tools (email, SMS alerts).

2. Recovery Time Objectives (RTO)

Immediate (≤1 hour): Emergency communication channels and security systems.
Short-term (≤8 hours): Critical repairs, financial transaction processing, tenant databases.
Medium-term (≤24 hours): Non-critical maintenance, vendor SLAs, compliance filings.

3. Key Dependencies

Infrastructure: Backup power for critical systems, internet connectivity for financial/communication tools.
Staff: Availability of 30% onsite staff and remote support teams.
Vendors: Pre-negotiated emergency contracts for repairs and security.
Data: Daily backups are stored offsite/in the cloud for tenant/financial records.

4. Assumptions

Remote work capabilities exist for finance and administrative staff.
Backup generators sustain critical systems for ≥48 hours.
Vendors uphold pre-agreed disaster response SLAs.

5. Constraints

Limited onsite staff during widespread disruptions (e.g., pandemics, natural disasters).
Budget restrictions may delay restoring non-critical services (e.g., landscaping).

Summing Up …

Approval: This MBCO requires validation by Frazers Property’s BCM team and senior leadership to align with the organisation's risk tolerance and resources.

Review Frequency: Annually or after significant operational changes (e.g., new property acquisitions).

This framework ensures that Frazers Property prioritizes life safety, legal obligations, and financial stability while minimizing reputational and operational risks during disruptions.

Ensuring Continuity: BCM Best Practices for Frasers Property
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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].