---
title: "[BCM] [JHA] [E3] [CORE] [C1] Corporate and BU MBCO for Jamiyah Home for the Aged"
description: "Corporate and Business Unit MBCO for Jamiyah Home for the Aged: illustrative RTO and MTPD targets for 25 critical functions, built for a 24-hour welfare home."
---

[BCM v2](https://blog.bcm-institute.org/bcm-v2)

# [\[BCM\] \[JHA\] \[E3\] \[CORE\] \[C1\] Corporate and BU MBCO for Jamiyah Home for the Aged](https://blog.bcm-institute.org/bcm-v2/chapter-1-corporate-and-bu-mbco-for-jamiyah-home-for-the-aged)

 Written by [Moh Heng Goh](https://blog.bcm-institute.org/bcm-v2/author/moh-heng-goh) | Nov 6, 2026, 2:31:51 AM

Jamiyah Home for the Aged (JHA) is a welfare home for destitute, elderly and frail residents, operated around the clock from its purpose-built premises at Tampines Avenue 3 and run by Jamiyah Singapore as the managing agent. Because its residents depend on continuous care, the home needs Business Continuity Management (BCM) objectives that decide, before an incident occurs, how much of its service must keep running and how quickly each activity must be restored. This chapter sets those decisions out as the Corporate and Business Unit (BU) Minimum Business Continuity Objective (MBCO) statements, as part of the eBook series Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged.

## Introduction

BCM is the discipline of preparing an organisation to keep delivering its most important services during a disruption and to recover them in an orderly way. Business Impact Analysis (BIA) is the step that identifies those services, the activities, known as Critical Business Function (CBF) items, that deliver them and the consequences of losing them. This chapter is the first of six in the eBook Starting Your BCM Implementation for Jamiyah Home for the Aged: CORE, and it sets the measurable objectives on which the remaining BIA, risk and strategy chapters build.

JHA is treated in this eBook as a welfare home that is licensable as a Social Residential Home under the Social Residential Homes Act 2025, which has been in operation since 1 July 2026, together with its General Regulations and the Code of Practice for Social Residential Homes issued by the Ministry of Social and Family Development (MSF). That Code addresses, among other domains, resident management and incident management. The Ministry of Health (MOH) is relevant to public health and infection control. Where the managing agent is a registered charity, the Commissioner of Charities and the Code of Governance for Charities and IPCs (2023) are relevant to governance. JHA's own website does not state its licensing status, so these references reflect the assumptions of this guide and should be confirmed with the managing agent.

The approach follows the International Organisation for Standardisation (ISO) 22301:2019 standard for business continuity management systems, including Amendment 1:2024, with ISO 22313:2020 as guidance. ISO 22301 does not prescribe a particular format for a Corporate MBCO, so the format used here is a practical design choice for JHA.

## Four terms that must not be confused

- The Corporate MBCO applies to the organisation as a whole. It states the minimum acceptable level of products, services and capability the home must sustain during a disruption.
- A BU MBCO applies to one CBF. In this guide, each CBF is treated as a business unit for objective-setting.
- The Recovery Time Objective (RTO) is the target time within which an activity should be resumed after a disruption begins.
- The Maximum Tolerable Period of Disruption (MTPD) is the longest disruption period the home can tolerate before impacts become unacceptable. The RTO must always be shorter than the MTPD.

All scores, objectives and targets in this chapter are illustrative, and every existing control is assumed and requires validation. The figures are starting points for workshops with the owners of each function and for approval by senior management.

## Corporate MBCO

The Corporate MBCO is the statement the home commits to in every scenario that threatens its premises, people, technology or suppliers: every resident remains safe, supervised, medicated, fed and able to reach urgent health care, and next of kin and the regulator are informed promptly. Everything else, such as group programmes, outings, employment schemes and routine training, may be paused. The corporate time limits are taken from the most urgent CBFs so that no corporate commitment is less ambitious than the function it relies on.

| **Element** | **Corporate objective (illustrative)** |
| --- | --- |
| **Minimum service level** | **Every resident receives safe shelter, continuous supervision, medication, meals and fluids, hygiene and access to urgent health care. Group and developmental programmes may be suspended.** |
| **Corporate RTO** | **30 minutes, equal to the shortest CBF recovery time (CBF-02).** |
| **Corporate MTPD** | **2 hours, equal to the shortest CBF tolerable disruption (CBF-02).** |
| **Notification commitment** | **Next of kin, the managing agent and the regulator are informed of a serious incident within the times the Code of Practice and internal policy require (to be confirmed).** |
| **Review** | **Reviewed at least annually, after every significant incident or exercise, and when the licence or service model changes.** |

## Business Unit MBCOs by Critical Business Function

The table lists one BU MBCO for each of the 25 CBFs, coded CBF-01 to CBF-25. MTPD groups functions into three tiers: Tier 1 for 12 hours or less (8 functions), Tier 2 for more than 12 hours and up to 5 days (9 functions), and Tier 3 for more than 5 days (8 functions). Life-safety, security, and crisis communication functions have the shortest times; developmental programmes have the longest. The CBF list is a proposal based on the services described on the home's website and assumptions about the supporting functions it needs, and it requires confirmation by the Superintendent.

 

| **CBF code** | **Critical Business Function** | **BU MBCO: minimum acceptable level** | **RTO** | **MTPD** | **Tier** |
| --- | --- | --- | --- | --- | --- |
| **CBF-01** | **Personal Care and 24-Hour Supervision** | **Continuous supervision of every resident and assistance with eating, toileting, mobility and hygiene at a safe minimum staff-to-resident level.** | **1 hour** | **4 hours** | **Tier 1** |
| **CBF-02** | **Resident Safety, Security and Emergency Response** | **Emergency alarms, evacuation capability, access control and an on-site response lead available at all times.** | **30 minutes** | **2 hours** | **Tier 1** |
| **CBF-03** | **Medication Management and Administration** | **Prescribed medication stored securely, checked and administered on time with a record of every dose.** | **2 hours** | **8 hours** | **Tier 1** |
| **CBF-04** | **Nursing and Basic Health Care Coordination** | **Daily health observation, escalation of deteriorating residents and arranged access to clinic or hospital care.** | **2 hours** | **8 hours** | **Tier 1** |
| **CBF-05** | **Meals, Nutrition and Dietary Management** | **Safe, nutritious meals and fluids provided on schedule, respecting dietary and religious requirements.** | **4 hours** | **12 hours** | **Tier 1** |
| **CBF-06** | **Accommodation, Housekeeping and Laundry** | **Habitable, clean living areas, with clean bedding and clothing maintained at a basic standard.** | **12 hours** | **2 days** | **Tier 2** |
| **CBF-07** | **Infection Prevention and Control** | **Hygiene, isolation and cleaning measures able to contain an outbreak among residents and staff.** | **4 hours** | **24 hours** | **Tier 2** |
| **CBF-08** | **Admission, Assessment and Resident Case Management** | **Urgent admissions and reassessments handled; routine case reviews may be deferred.** | **2 days** | **7 days** | **Tier 3** |
| **CBF-09** | **Resident Records and Information Management** | **Current resident identity, health, medication and care-plan information available to the on-duty team.** | **8 hours** | **2 days** | **Tier 2** |
| **CBF-10** | **Physiotherapy and Rehabilitation Support** | **Essential maintenance exercises for high-need residents; group sessions may be suspended.** | **3 days** | **2 weeks** | **Tier 3** |
| **CBF-11** | **Counselling and Psycho-Social Support** | **Crisis support for distressed residents; routine group-work may be paused.** | **2 days** | **7 days** | **Tier 3** |
| **CBF-12** | **Resident Programmes, Activities and Daily Living Skills** | **Simple in-house activities that keep residents occupied; outings and workshops may be suspended.** | **3 days** | **2 weeks** | **Tier 3** |
| **CBF-13** | **Religious, Cultural and Spiritual Care** | **Prayer arrangements and spiritual support maintained; classes and performances may be suspended.** | **24 hours** | **4 days** | **Tier 2** |
| **CBF-14** | **Home Employment, Day Release and Employment Support** | **Placements paused safely and resumed when operations are stable.** | **7 days** | **30 days** | **Tier 3** |
| **CBF-15** | **Community Reintegration and Discharge Planning** | **Planned discharges deferred where unsafe; urgent referrals still processed.** | **7 days** | **30 days** | **Tier 3** |
| **CBF-16** | **Volunteer, School and Visitor Management** | **Visitor registration and screening maintained; group visits may be suspended.** | **3 days** | **2 weeks** | **Tier 3** |
| **CBF-17** | **Staff Rostering, Deployment and Welfare** | **Minimum safe roster for each shift confirmed, with call-out and relief arrangements.** | **2 hours** | **12 hours** | **Tier 1** |
| **CBF-18** | **Staff Training and Competency** | **Mandatory safety and care competencies for new or redeployed staff; other training deferred.** | **7 days** | **30 days** | **Tier 3** |
| **CBF-19** | **Facilities, Utilities and Equipment Maintenance** | **Power, water, cooling, lifts and fire systems kept operating or an alternative provided.** | **2 hours** | **12 hours** | **Tier 1** |
| **CBF-20** | **Information Technology and Communications** | **Telephone, email and access to essential records and systems available at a basic level.** | **4 hours** | **24 hours** | **Tier 2** |
| **CBF-21** | **Finance, Funding and Procurement** | **Salaries, urgent purchases and supplier payments sustained at a minimum level.** | **24 hours** | **5 days** | **Tier 2** |
| **CBF-22** | **Partner Agency and Regulator Liaison** | **Timely notification of serious incidents to the regulator and key partner agencies.** | **8 hours** | **2 days** | **Tier 2** |
| **CBF-23** | **Governance, Compliance and Licensing Reporting** | **Decision authority, incident logs and statutory returns maintained.** | **24 hours** | **5 days** | **Tier 2** |
| **CBF-24** | **Crisis and Next-of-Kin Communications** | **Accurate, timely updates to next of kin, volunteers, the managing agent and the public.** | **2 hours** | **8 hours** | **Tier 1** |
| **CBF-25** | **End-of-Life Care and Bereavement Support** | **Dignified end-of-life care, notification, funeral arrangements and support for fellow residents.** | **4 hours** | **24 hours** | **Tier 2** |

## Validating the objectives

- Hold a workshop with each function owner to test whether the minimum level is genuinely safe and whether the RTO can be met with current staffing.
- Check each objective against the Code of Practice for Social Residential Homes and the incident-notification duties that apply to the home.
- Confirm dependencies, such as power, water, records and relief staff, and compare each RTO with the supporting arrangements in later chapters.
- Submit the Corporate and BU MBCOs to the Superintendent and the managing agent's senior management for approval, and record any overrides.

## Conclusion

Setting a Corporate MBCO and 25 BU MBCOs turns the general promise to care for residents into numbers that can be tested, resourced and audited. The shortest MTPD of 2 hours and shortest RTO of 30 minutes show that the home's exposure is concentrated in life-safety, supervision and communication functions, and these will shape the products, threats and strategies discussed next. Because all figures are illustrative, the home's leaders should validate them before committing resources.

**Next step:** review the proposed objectives with your function owners, record agreed changes, and continue to Chapter 2, Products and Services for Jamiyah Home for the Aged.

[View full post](https://blog.bcm-institute.org/bcm-v2/chapter-1-corporate-and-bu-mbco-for-jamiyah-home-for-the-aged)

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