---
title: [BCM] [JHA] [E3] [BIA] [P4] [CBF] [1] Personal Care and 24-Hour Supervision
description: IT systems, RPO and System RTO for Jamiyah Home for the Aged's 14 personal care and supervision sub-functions, with recovery tiers and key equipment.
image: https://blog.bcm-institute.org/hubfs/Jamiyah%20Singapore%20Graphic%20Folder/JS%20BCM%20CBF%201%20Morepost/%5BBCM%5D%20%5BJS%5D%20%5BE3%5D%20%5BBIA%5D%20%5BT4%5D%20%5BCBF%5D%20%5B1%5D%20Residential%20Care%20and%20Resident%20Safety.jpg
---
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##### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# \[BCM\] \[JHA\] \[E3\] \[BIA\] \[P4\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)This chapter identifies the IT systems, applications, supporting technology and specialised equipment that Jamiyah Home for the Aged (JHA) relies on to deliver **CBF-1 Personal Care and 24-Hour Supervision**, and sets a Recovery Point Objective (RPO) and System Recovery Time Objective (System RTO) for each of its 14 Sub-Critical Business Functions (Sub-CBFs).
The output is Table BIA Part 4. It gives the Board, the Superintendent and the IT function a shared basis for three decisions: which systems to protect first, how much data the Home can afford to lose, and what equipment must keep working when everything else fails.
The chapter builds on the earlier BIA parts, which set the Business Recovery Time Objectives (Business RTOs) for each Sub-CBF. It feeds directly into the IT Disaster Recovery Plan and the CBF-1 Business Continuity Plan developed later in this eBook.
### [![Banner \[BCM\] \[E3\] \[BIA\] \[P4\] Supporting IT Systems and Applications](https://no-cache.hubspot.com/cta/default/3893111/e60ed308-5615-4727-b6c2-5fb4eed933d7.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e60ed308-5615-4727-b6c2-5fb4eed933d7)
[Dr Goh Moh Heng](https://blog.bcm-institute.org/ebook/author/dr-goh-moh-heng) Oct 21, 2026
###### Business Continuity Management Certified Planner-Specialist-Expert
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/5cd5edea-eed4-45ec-99b3-824e5267fb21)
### [![\[BCM\] \[BIA\] Template BIA 1-A Corporate MBCO](https://no-cache.hubspot.com/cta/default/3893111/b2eab235-0740-49cf-bcae-8e11eedac6ac.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b2eab235-0740-49cf-bcae-8e11eedac6ac)
### [![Banner \[BCM\] \[E3\] \[BIA\] \[MBCO\] Corporate and Business Unit Minimum Business Continuity Objective](https://no-cache.hubspot.com/cta/default/3893111/1e9291a0-98a4-41d2-af73-3d2fcab2037d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1e9291a0-98a4-41d2-af73-3d2fcab2037d)
### Supporting IT Systems and Applications for CBF-1 Personal Care and 24-Hour Supervision
#### About this chapter
This chapter identifies the IT systems, applications, supporting technology and specialised equipment that Jamiyah Home for the Aged (JHA) relies on to deliver **CBF-1 Personal Care and 24-Hour Supervision**, and sets a Recovery Point Objective (RPO) and System Recovery Time Objective (System RTO) for each of its 14 Sub-Critical Business Functions (Sub-CBFs).
The output is Table BIA Part 4. It gives the Board, the Superintendent and the IT function a shared basis for three decisions: which systems to protect first, how much data the Home can afford to lose, and what equipment must keep working when everything else fails.
The chapter builds on the earlier BIA parts, which set the Business Recovery Time Objectives (Business RTOs) for each Sub-CBF. It feeds directly into the IT Disaster Recovery Plan and the CBF-1 Business Continuity Plan developed later in this eBook.
#### Introduction
##### Why IT dependencies belong in the Business Impact Analysis
People, not computers, deliver care at JHA. A care worker can bathe, feed, reposition and comfort a resident with no system switched on. Yet almost every one of those acts now depends on technology to be done *safely, consistently and provably*: knowing which resident is on a minced diet, which one received insulin an hour ago, who pressed the call bell, and whether the exit door has just opened at 03:00.
The Business Impact Analysis (BIA) makes those hidden dependencies visible. ISO 22301:2019 (clause 8.2.2) requires the organisation to identify the resources each prioritised activity needs, and ISO 22313:2020 lists information, data and technology among them.
If a dependency is not identified here, it will not be protected, backed up, tested or recovered later. It will be discovered only during an incident, usually at night, with the fewest staff on duty.
For JHA, the stakes are also regulatory. The Social Residential Homes Act 2025, in operation since 1 July 2026, places welfare homes under a common licensing regime.
One stated purpose is continuity of residential care, and the MSF Code of Practice sets requirements across domains, including resident management and incident management.
During a disruption, a Home that cannot retrieve a resident's care plan, medication record, or incident log will struggle to show it met those requirements.
##### How care processes depend on information systems
Each Sub-CBF follows a simple chain: **a care activity** relies on **information** (who, what, when, how much), held in **a system**, which runs on **infrastructure** (devices, Wi-Fi, internet, power), and is accessed through **identity and access** (logins, multi-factor authentication).
A break at any link stops the activity being performed safely, even if the care worker is present and willing.
Three kinds of technology support CBF-1 at JHA:
- **Information systems** that record and share care information, such as the Resident Care Management System (RCMS), the medication administration record and the rostering system.
- **Life-safety and alerting systems** that call staff to a resident, such as the nurse call system, exit-door and wander alarms, bed and chair exit sensors, and CCTV.
- **Communications** that summon help, such as telephony to the visiting doctor, family members and the 995 emergency ambulance service.
Facilities staff or vendors often manage the second and third groups rather than IT.
They must still be in scope because their failure most directly endangers residents.
##### Business Continuity Planning and IT Disaster Recovery
Business Continuity Planning (BCP) answers the question: *how does the Home keep caring for residents while a system is down?* It covers manual workarounds, paper charts, extra safety rounds and staff redeployment.
IT Disaster Recovery (ITDR) answers a different question: *how quickly, and to what point, does the system come back?* It covers backups, replication, failover connectivity, vendor recovery commitments and restoration testing.
The two must be designed together. The BCP workaround has to last at least as long as the ITDR recovery takes. If the RCMS takes eight hours to restore, the paper handover pack must support eight hours of care, plus the time needed to re-enter records afterwards. A mismatch between the two is one of the most common gaps found in BCM reviews.
##### The purpose of RPO and System RTO
**Recovery Point Objective (RPO)** is the maximum amount of data, measured in time, that the Home can afford to lose. An RPO of 15 minutes means that after recovery, no more than the last 15 minutes of entries may be missing. RPO drives backup frequency and replication design.
**System Recovery Time Objective (System RTO)** is the target time to restore a system to a usable state after disruption. It must be shorter than, or equal to, the Business RTO set for the Sub-CBF, leaving time to verify data and bring staff back onto the system.
In 24-hour residential care, many Sub-CBFs have an effective Business RTO of zero: medication rounds, supervision and feeding cannot pause.
For these, the care activity continues immediately on a manual basis. The System RTO then defines **how long the manual fallback can be sustained safely** before the risk of error, missed doses or lost records becomes unacceptable. This is the interpretation used throughout Table BIA Part 4.
##### Why specialised equipment and supporting resources are identified
Some of CBF-1's most critical dependencies are not software. A powered alternating-pressure mattress deflates when the power fails.
A battery hoist is useless if its spare battery was never charged. An oxygen concentrator stops without electricity. Exit doors may release on power loss to meet fire safety requirements, removing wandering protection at the same moment.
We therefore record these items alongside the IT systems, along with the power, connectivity, and consumables they need.
This ensures the Uninterruptible Power Supply (UPS), generator circuits, spare batteries, and paper downtime packs are planned, budgeted, and tested as part of the BCM programme rather than left to chance.
#### Table BIA Part 4
The table below sets RPO and System RTO targets for all 14 Sub-CBFs. Life-safety alerting and medication records carry the tightest targets; planning and administrative systems can tolerate a day or more.
The system names are generic, because JHA's specific products and vendors should be confirmed during BIA validation.
The assumed landscape is: a cloud-hosted Resident Care Management System (RCMS) with an electronic Medication Administration Record (eMAR) module; a cloud workforce rostering and time attendance system; Microsoft 365 (or equivalent) for email, documents and identity; and on-premises nurse call, access control, wander management and CCTV systems.
Where a cell shows two RTOs, the tighter one applies to the alerting or life-safety component.
**Table BIA Part 4: Supporting IT Systems and Applications for CBF-1 Personal Care and 24-Hour Supervision**
| **Sub-CBF Code** | **Sub-Critical Business Function** | **Supporting IT Systems and Applications** | **Recovery Point Objective (RPO)** | **System Recovery Time Objective (System RTO)** | **Supporting Special Equipment / Resources** | **Remarks** |
| --- | --- | --- | --- | --- | --- | --- |
| **CBF-1.1** | **Admission and Care Needs Assessment** | **RCMS admission and assessment module; document management (SharePoint or equivalent) for MSF referral papers, medical reports and consent forms; secure email for correspondence with MSF and referring agencies** | **4 hours** | **48 hours** | **Document scanner; encrypted laptop; weighing scale; printed admission and assessment form pack** | **Admissions can be deferred for 48 hours with MSF agreement, so the system RTO is relaxed. The resident's safety-critical profile (allergies, diet texture, mobility, advance care wishes, next-of-kin) cannot wait: capture it on paper on day one and scan it into the RCMS on recovery.** |
| **CBF-1.2** | **Individual Care Planning and Review** | **RCMS care plan module; document management for review minutes; video conferencing for case conferences with families, the visiting doctor and MSF** | **24 hours** | **24 hours** | **Printed current care plan summary in each ward file; laptop with camera for remote reviews** | **Care plans change slowly, so a daily backup is sufficient. The dependency that matters is staff seeing the current plan. Print an updated summary after every review and audit the ward files monthly, so a system outage never leaves staff guessing.** |
| **CBF-1.3** | **Care Workforce Rostering and Shift Deployment** | **Cloud rostering and time attendance system; HR system for staff records and work-permit details; SMS or approved messaging platform for call-outs** | **24 hours** | **24 hours** | **Biometric or card attendance terminals; offline staff contact list; printed 14-day roster at each nursing station** | **Export the next 14 days of rosters weekly to PDF and print them, so the current roster survives any outage. Keep the staff contact list off the system, because it drives the call-out tree in a pandemic or haze crisis. Record attendance on paper sign-in sheets if terminals fail.** |
| **CBF-1.4** | **Activities of Daily Living Assistance** | **RCMS ADL charting (bathing, grooming, dressing, toileting) on mobile devices; nurse call system** | **1 hour** | **Nurse call: 1 hour; RCMS: 8 hours** | **Ward tablets or handhelds; Wi-Fi access points; electric profiling beds; shower trolleys and commode chairs** | **ADL care itself does not need IT, but the evidence of care does. Switch to paper ADL charts within one shift of an outage and back-enter them on recovery. Electric beds should be checked for manual lowering and battery backup.** |
| **CBF-1.5** | **Continence Care and Skin Integrity Management** | **RCMS repositioning charts, continence assessments and wound records; secure clinical photography app; inventory system for continence products** | **1 hour** | **8 hours** | **Powered alternating-pressure air mattresses on essential power circuits; wound photography tablet; minimum 7-day stock of continence products** | **The highest risk is power, not software. Confirm each air mattress holds pressure on power loss (transport or static mode) and that its sockets are on generator-backed circuits. Two-hourly turning charts must continue on paper so no pressure injury is missed.** |
| **CBF-1.6** | **Mobility, Transfer and Fall Prevention** | **RCMS falls risk assessments and post-fall records; bed and chair exit sensors linked to nurse call** | **1 hour** | **Sensors and alerting: 1 hour; RCMS: 8 hours** | **Battery-powered mobile hoists with charged spare batteries; low-height beds; sensor mats; hip protectors; walking aids** | **Sensor failure removes the early warning for high-risk residents, so compensate at once with 30-minute checks on residents flagged as high falls risk. Keep the falls-risk list printed, because staff need it most when the alerting system is down.** |
| **CBF-1.7** | **Feeding and Hydration Assistance** | **RCMS diet orders (texture level, thickened fluids, allergies, religious requirements); intake, output and weight charts; caterer menu and diet list interface** | **4 hours** | **8 hours** | **Printed diet board in kitchen and pantry; chair weighing scale; fluid thickener stock; food thermometers** | **A wrong texture can cause choking, so the diet board is the safety control, not the system. Reprint it after every diet change and check it at each meal. Confirm the caterer holds its own copy of the diet list.** |
| **CBF-1.8** | **Medication Administration Support** | **eMAR module; pharmacy supplier ordering portal; RCMS allergy and prescription records; email link to the visiting doctor** | **Less than 15 minutes** | **4 hours** | **Printed backup Medication Administration Record (MAR) generated nightly and after each change; locked medication trolley; medication fridge with temperature data logger** | **The main risk on switching to paper is a double or missed dose. Print the backup MAR automatically each night and after every prescription change. On recovery, reconcile every paper entry against the eMAR before staff resume electronic recording.** |
| **CBF-1.9** | **Point-of-Care Infection Prevention and Control** | **RCMS infection surveillance log; email and collaboration platform for MOH and MSF advisories; outbreak line list (spreadsheet)** | **24 hours (4 hours during a declared outbreak)** | **24 hours (8 hours during a declared outbreak)** | **Personal protective equipment (PPE) stock; non-contact thermometers; isolation signage; antigen test kits** | **Hand hygiene and PPE use need no IT. Surveillance data does, because it detects clusters and supports reporting to MOH. Tighten both targets when an outbreak is declared, and keep the line list on a shared drive that is backed up separately.** |
| **CBF-1.10** | **Day and Night Supervision and Safety Rounds** | **Nurse call system; CCTV video management system; electronic round-check system (NFC checkpoint tags); DECT handsets or mobile phones; interface to fire alarm panel** | **CCTV: continuous recording; round logs: 1 hour** | **Nurse call: 1 hour; CCTV: 4 hours** | **UPS and generator supply for nurse call and CCTV; two-way radios; handbells for residents; torches** | **Nurse call is JHA's single most critical system for this CBF. If it fails, start 15-minute rounds, give mobile residents handbells and assign staff by zone. Maintain a vendor contract with a 4-hour on-site response and test the UPS quarterly.** |
| **CBF-1.11** | **Dementia and Behavioural Care, including Wandering Prevention** | **Access control and wander management system (resident tags, exit alarms); CCTV; RCMS behaviour charts and life-history profiles** | **Alerts: real-time; behaviour records: 4 hours; resident photo profiles: 24 hours** | **Wander alerting: 1 hour; RCMS: 8 hours** | **Resident identification tags; exit door alarms; two-way radios; printed missing-resident pack with a recent photo and description for each at-risk resident** | **Doors may release on power loss to meet fire safety rules, removing protection when it is most needed. Post staff at exits immediately on any failure. Refresh resident photographs every quarter and keep the printed pack ready for a police report.** |
| **CBF-1.12** | **Health Monitoring and Clinical Escalation** | **RCMS vital signs and observation charts with early-warning scoring; connected vital-signs devices; telephony (fixed line and mobile); teleconsultation platform with the visiting doctor** | **1 hour** | **Telephony: 1 hour; RCMS: 4 hours** | **Blood pressure monitors; pulse oximeters; glucometers; thermometers; oxygen concentrators and cylinders; suction machine; Automated External Defibrillator (AED); two mobile phones on different networks** | **Clinical escalation must never depend on one phone line. Keep two charged mobile phones on separate telcos at the nursing station. Oxygen concentrators need generator-backed power and a cylinder reserve. Post 995 and doctor numbers at every station.** |
| **CBF-1.13** | **Incident Reporting and Safeguarding** | **RCMS or standalone incident reporting module; secure email for notification to MSF; CCTV evidence export; restricted-access document library for safeguarding cases** | **1 hour** | **24 hours** | **Secure, encrypted evidence storage; paper incident report forms; digital camera or tablet for scene photographs** | **Statutory notification cannot wait for the system, so report by phone and paper first and log electronically on recovery. Export relevant CCTV footage within 24 hours, before it is overwritten. Restrict safeguarding records to named staff under the Personal Data Protection Act 2012 (PDPA).** |
| **CBF-1.14** | **Shift Handover and Care Documentation** | **RCMS handover and progress notes module; workstations and tablets; Wi-Fi; identity and access management (single sign-on with multi-factor authentication)** | **Less than 15 minutes** | **4 hours** | **Network printer; encrypted local device holding an automatic read-only snapshot each shift; paper handover sheets; break-glass login accounts** | **Handover carries the most time-sensitive information in the Home. Generate an automatic "resident at a glance" PDF at the end of every shift onto an encrypted local device, so the next shift can work if the cloud service or login fails. Test break-glass accounts every quarter.** |
#### Recovery tiers and shared dependencies
The 14 rows fall into three recovery tiers. The tier, not the individual Sub-CBF, should set the order in which the IT Disaster Recovery Plan restores systems.
| **Tier** | **Systems** | **System RTO** | **RPO** | **Immediate manual fallback** |
| --- | --- | --- | --- | --- |
| **Tier 1: Life safety and alerting** | **Nurse call; wander and exit alarms; bed and chair sensors; telephony** | **1 hour** | **Real-time (alerts); not applicable to data** | **15-minute rounds, staff posted at exits, handbells, two mobile phones on separate networks** |
| **Tier 2: Clinical records** | **eMAR; RCMS handover, vital signs and progress notes** | **4 hours** | **Less than 15 minutes to 1 hour** | **Printed backup MAR, shift snapshot PDF, paper observation charts** |
| **Tier 3: Care support and administration** | **RCMS care plans, ADL, diet and incident modules; rostering; IPC surveillance; document management** | **8 to 48 hours** | **4 to 24 hours** | **Printed care plan summaries, diet board, 14-day roster, paper incident forms** |
Four shared dependencies sit beneath every tier. Each is a single point of failure if it is not designed for resilience:
1. **Power.** Nurse call, CCTV, access control, network switches, air mattresses and oxygen concentrators should be on UPS and generator-backed circuits. Run a full generator load test at least every six months, and record which sockets are essential.
2. **Internet connectivity.** A cloud RCMS is unreachable without the internet. Provide a second connection from a different provider, or a 4G/5G failover router, with automatic switchover.
3. **Identity and access.** If single sign-on or multi-factor authentication fails, staff cannot log in even when the RCMS is running. Keep sealed break-glass accounts and test them quarterly.
4. **Vendors.** Vendors run most CBF-1 systems. Each contract should state the vendor's own RPO and RTO, backup location, notice period for outages and on-site response time, and these should be at least as tight as the targets in Table BIA Part 4.
Cyber attack, particularly ransomware, is the scenario most likely to disable Tiers 2 and 3 together. Backups of the RCMS and document library should therefore include at least one offline or immutable copy, and restoration should be tested at least once a year.
#### [![Banner \[BCM\] \[E3\] \[BIA\] \[Summing Up\] \[P4\] Supporting IT Systems and Applications \[BIAQ\]](https://no-cache.hubspot.com/cta/default/3893111/9bde2d75-0c8e-4d9e-a8ca-e8d1655a082c.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/9bde2d75-0c8e-4d9e-a8ca-e8d1655a082c)
##### Supporting IT systems enable the delivery of CBF-1
JHA's care staff's compassion and skill are the core of CBF-1. Technology is what lets that care be delivered safely across three shifts, by different people, for residents who often cannot speak up for themselves.
The RCMS and eMAR carry information from one carer to the next. The nurse call, sensors and wander alarms extend the reach of a small night team.
Telephony connects the Home to doctors, families and emergency services. When any of these fails, care continues, but with less information, slower response and more room for error.
##### Identifying technology dependencies during the BIA
Table BIA Part 4 turns those dependencies from assumptions into recorded facts. It shows the Board where the Home is exposed: for example, that wandering protection may disappear in a power failure, or that a single login failure could block access to every care record. Each finding becomes either a resilience investment, a manual workaround, or a risk the Board accepts with its eyes open. Without this step, the BCP would be written for the processes the Home thinks it runs, not the ones it actually depends on.
##### How RPO and System RTO support IT Disaster Recovery
RPO and System RTO convert care priorities into technical requirements that the IT function and vendors can design, contract and test against. A sub-15-minute RPO for medication records requires continuous replication or a vendor commitment to match; a 24-hour RPO for care plans does not. A 1-hour System RTO for nurse call requires UPS, spares and a vendor with a fast on-site response; a 48-hour RTO for admissions does not. Setting these targets prevents two costly errors: over-investing in systems that can wait, and under-protecting those that cannot.
##### Why specialised equipment belongs in the Business Continuity Plan
In CBF-1, the equipment that keeps residents safe is often powered, networked or both. Air mattresses, hoists, oxygen concentrators, exit alarms and medication fridges all fail in ways a software-only plan would miss. Listing them in the BCP, with their power source, backup supply and responsible person, ensures they are maintained, tested and covered when the Home moves to manual operation.
##### Strengthening resilience and supporting recovery
Understanding technology dependencies allows JHA to plan recovery in the right order: life-safety alerting first, clinical records second, care support and administration third. It ensures each manual workaround is long enough to cover the recovery time, and that every paper record created during an outage is reconciled afterwards. It also gives MSF and MOH reviewers clear evidence that the Home has thought through how it will protect residents when systems fail. Most importantly, it means that when a disruption comes, staff at the bedside will still know what each resident needs, and will still be able to call for help.
The next step is to validate Table BIA Part 4 with the Superintendent, senior care staff, the IT lead and each system vendor, then carry the agreed targets into the IT Disaster Recovery Plan and the CBF-1 Business Continuity Plan.
#### Sources
- [About the Social Residential Homes Act](https://www.msf.gov.sg/what-we-do/srha/about-srha) — Ministry of Social and Family Development (operation from 1 July 2026)
- [Regulatory Requirements Under SRHA](https://www.msf.gov.sg/what-we-do/srha/regulatory-requirements) — Ministry of Social and Family Development (Code of Practice domains)
- [Social Residential Homes Act 2025](https://lawplayer.com/sg/act/SRHA2025) — Act text, purposes including continuity of residential care
- ISO 22301:2019 + Amendment 1:2024, *Security and resilience — Business continuity management systems — Requirements*
- ISO 22313:2020, *Security and resilience — Business continuity management systems — Guidance on the use of ISO 22301*
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| --- | --- | --- | --- | --- | --- | --- |
| **MBCO** | **P&S** | **RAR T1** | **RAR T2** | **RAR T3** | **BCS T1** | **CBF** |
| [![\[BCM\] \[ALPS\] \[E3\] \[BIA\] MBCO Corporate MBCO](https://no-cache.hubspot.com/cta/default/3893111/3e0b35d2-08b6-4caf-b7db-144625ec8145.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3e0b35d2-08b6-4caf-b7db-144625ec8145) | [![\[BCM\] \[ALPS\] \[E3\] \[BIA\] \[PS\] Key Product and Services](https://no-cache.hubspot.com/cta/default/3893111/ab611654-bce2-450c-affc-3970de6c8909.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ab611654-bce2-450c-affc-3970de6c8909) | [![\[BCM\] \[ALPS\] \[E3\] \[RAR\] \[T1\] List of Threats](https://no-cache.hubspot.com/cta/default/3893111/806c27e6-1db5-42a2-ac84-e0df3624bc49.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/806c27e6-1db5-42a2-ac84-e0df3624bc49) | [![\[BCM\] \[ALPS\] \[E3\] \[RAR\] \[T2\] Treatment and Control](https://no-cache.hubspot.com/cta/default/3893111/bf6da142-014d-4c47-83cf-f31e0c55b75e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bf6da142-014d-4c47-83cf-f31e0c55b75e) | [![\[BCM\] \[ALPS\] \[E3\] \[RAR\] \[T3\] Risk Impact and Likelihood Assessment](https://no-cache.hubspot.com/cta/default/3893111/4c14572c-2ed4-46aa-82c8-5ead8fd31ced.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/4c14572c-2ed4-46aa-82c8-5ead8fd31ced) | [![\[BCM\] \[ALPS\] \[E3\] \[BCS\] \[T1\] Mitigation Strategies and Justification](https://no-cache.hubspot.com/cta/default/3893111/25548d11-adb7-4e6e-9a5a-054db2ea377d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/25548d11-adb7-4e6e-9a5a-054db2ea377d) | [![\[BCM\] \[ALPS\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/94f8b16c-55da-4543-a948-448f2241296e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/94f8b16c-55da-4543-a948-448f2241296e) |
| **CBF-1 Strategic Procurement and Sourcing** | | | | | | |
| **DP** | **BIAQ P1** | **BIAQ P2** | **BIAQ P3** | **BIAQ P4** | **BIAQ P5** | **BIAQ P6** |
| **[![\[BCM\] \[ALPS\] \[E3\] \[BIA\] \[DP\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/b1b7c047-3a39-41d7-b2af-2b00d6f13590.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b1b7c047-3a39-41d7-b2af-2b00d6f13590)** | **[![\[BCM\] \[ALPS\] \[E3\] \[BIA\] \[T1\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/ffed8b6e-4d2f-4066-a3ab-24aa0a28728b.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ffed8b6e-4d2f-4066-a3ab-24aa0a28728b)** | **[![\[BCM\] \[ALPS\] \[E3\] \[BIA\] \[T2\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/70981a61-b605-4686-a3e5-de0275050496.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/70981a61-b605-4686-a3e5-de0275050496)** | **[![\[BCM\] \[ALPS\] \[E3\] \[BIA\] \[T3\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/bf3e01a8-f0da-43cc-abc1-d24397682927.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bf3e01a8-f0da-43cc-abc1-d24397682927)** | **[![\[BCM\] \[ALPS\] \[E3\] \[BIA\] \[T4\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/98714bc9-8556-479e-894b-b67ccfc0f5b9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/98714bc9-8556-479e-894b-b67ccfc0f5b9)** | **[![\[BCM\] \[ALPS\] \[E3\] \[BIA\] \[T5\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/e1572772-84ee-4091-b436-62fb43179d00.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e1572772-84ee-4091-b436-62fb43179d00)** | **[![\[BCM\] \[ALPS\] \[E3\] \[BIA\] \[T6\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/4bcf60b1-2551-40ea-a780-6283033126cb.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/4bcf60b1-2551-40ea-a780-6283033126cb)** |
| | | **BCS T2** | **BCS T3** | **PD** | | |
| | | **[![\[BCM\] \[ALPS\] \[E3\] \[BCS\] \[T2\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/1b2b0da8-76c7-4f9a-b2a6-4d4ae8648810.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1b2b0da8-76c7-4f9a-b2a6-4d4ae8648810)** | **[![\[BCM\] \[ALPS\] \[E3\] \[BCS\] \[T3\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/154f46c8-d8e4-4ace-89f4-5a6ff2c5abc9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/154f46c8-d8e4-4ace-89f4-5a6ff2c5abc9)** | **[![\[BCM\] \[ALPS\] \[E3\] \[PD\] \[CBF\] \[1\] Strategic Procurement and Sourcing](https://no-cache.hubspot.com/cta/default/3893111/b4e8c236-74a3-4226-9cae-52d2b6bf8868.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b4e8c236-74a3-4226-9cae-52d2b6bf8868)** | | |
| | | | | | | |
#### 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 \[BCM-5\].
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/f3922b80-e96a-46d6-8993-dc150a5de2d5) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/9ff8a3dc-e39a-465b-929f-72e232cdd5fb) | [![Register \[BL-B-3\]\*](https://no-cache.hubspot.com/cta/default/3893111/ac6cf073-4cdd-4541-91ed-889f731d5076.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ac6cf073-4cdd-4541-91ed-889f731d5076) |
| --- | --- | --- |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/21525c10-4003-4934-95fc-fe218174bc5b) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/46460171-c91a-4936-9bb2-8dc5928a0e02) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/1cb17ac7-50b2-4f88-bc4b-c7444e4b57b5) |
| [![FAQ \[BL-B-3\]](https://no-cache.hubspot.com/cta/default/3893111/b3824ba1-7aa1-4eb6-bef8-94f57121c5ae.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b3824ba1-7aa1-4eb6-bef8-94f57121c5ae) | Please feel free to send us a note if you have any questions. [![Email to Sales Team \[BCM Institute\]](https://no-cache.hubspot.com/cta/default/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/9c199ae8-c470-4bb7-9612-73c7a084e94c) |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/8999211a-2c51-4be7-bf49-c393f6c67974) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/5c1aa95d-f6dd-4067-a95c-5cc0c32d7ed8) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/086ab3b9-4d66-4a95-b2f7-1148e9803a9c) |
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