---
title: [BCM] [JS] [E1] [C3] Establishing Organisational Goals
description: [BCM] [JS] [E1] [C3] Establishing Organisational Goals
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##### Resilient Communities: Implementing Business Continuity Management at Jamiyah Singapore
# \[BCM\] \[JS\] \[E1\] \[C3\] Establishing Organisational Goals
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/b764264e-ccf8-489f-9125-6bdfc8db17b3)
Setting organisational goals for Business Continuity Management (BCM) is a fundamental step in developing an effective, sustainable Business Continuity Management System (BCMS).
These goals define what the organisation intends to protect, the minimum outcomes it must maintain during disruption, and the level of resilience it seeks to achieve.
For Jamiyah Singapore (JS), BCM goals must align closely with its charitable mission, commitment to community welfare, and responsibility to safeguard vulnerable beneficiaries.
The organisation's continuity priorities should therefore extend beyond protecting facilities, technology, and financial resources to ensuring essential care, residential services, educational support, emergency assistance, and beneficiary communications can continue during incidents, emergencies, and disasters.
For example, an interruption to an administrative function may be manageable for a limited period.
However, disruption to resident supervision, essential nursing support, or child safeguarding could immediately affect the safety and well-being of individuals who depend on JS.
This distinction matters when setting BCM goals.
The organisation must determine which services require continuous delivery, which can operate at reduced capacity, and which may be temporarily suspended without unacceptable consequences.
Under ISO 22301:2019, BCM objectives should align with the organisation's business continuity policy, be measurable where practicable, and be monitored, communicated, and updated as appropriate.
They should also consider applicable requirements and the organisation's commitment to continual improvement.
This chapter explains how JS can establish organisational BCM goals, translate them into measurable objectives, define minimum service outcomes, assign accountability and integrate the goals into its wider governance and risk management arrangements.
It also provides practical examples of BCM goals for JS's ten proposed Critical Business Functions (CBFs), together with suggested performance indicators, implementation responsibilities and review arrangements.
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/bf448584-ed62-43bf-830d-e8e73f606fa4)
[Moh Heng Goh](https://blog.bcm-institute.org/ebook/author/moh-heng-goh) Oct 13, 2026
###### Business Continuity Management Certified Planner-Specialist-Expert
### **[![\[BCM\] \[JS\] Legal Disclaimer Banner](https://no-cache.hubspot.com/cta/default/3893111/7a1ba6dc-8352-46e7-b150-d25945acf3d9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7a1ba6dc-8352-46e7-b150-d25945acf3d9)**
### eBook 1: Chapter 3
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/bf448584-ed62-43bf-830d-e8e73f606fa4)
### Establishing Organisational Goals
### Introduction
[![\[BCM\] \[JS\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/633757ca-6975-44c3-b449-24e69f3e0d5b.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/633757ca-6975-44c3-b449-24e69f3e0d5b)Establishing organisational goals for Business Continuity Management (BCM) is a fundamental step in developing an effective and sustainable Business Continuity Management System (BCMS).
These goals define what the organisation intends to protect, the minimum outcomes it must maintain during disruption, and the level of resilience it seeks to achieve.
For Jamiyah Singapore (JS), BCM goals must align closely with its charitable mission, commitment to community welfare, and responsibility to safeguard vulnerable beneficiaries.
The organisation's continuity priorities should therefore extend beyond protecting facilities, technology, and financial resources to ensuring essential care, residential services, educational support, emergency assistance, and beneficiary communications can continue during incidents, emergencies, and disasters.
For example, an interruption to an administrative function may be manageable for a limited period.
However, disruption to resident supervision, essential nursing support, or child safeguarding could immediately affect the safety and well-being of individuals who depend on JS.
This distinction matters when setting BCM goals.
The organisation must determine which services require continuous delivery, which can operate at reduced capacity, and which may be temporarily suspended without unacceptable consequences.
Under ISO 22301:2019, BCM objectives should align with the organisation's business continuity policy, be measurable where practicable, and be monitored, communicated, and updated as appropriate.
They should also consider applicable requirements and the organisation's commitment to continual improvement.
This chapter explains how JS can establish organisational BCM goals, translate them into measurable objectives, define minimum service outcomes, assign accountability and integrate the goals into its wider governance and risk management arrangements.
It also provides practical examples of BCM goals for JS's ten proposed Critical Business Functions (CBFs), together with suggested performance indicators, implementation responsibilities and review arrangements.
#### **Understanding Organisational Goals for BCM**
##### **Definition and Purpose**
Organisational BCM goals are strategic statements describing the outcomes an organisation intends to achieve through its business continuity programme.
They guide the design, implementation, operation, maintenance, and continual improvement of the BCMS.
For JS, organisational BCM goals should address three fundamental questions:
1. **What must JS protect?** The safety of beneficiaries, essential services, critical resources, information and organisational credibility.
2. **What must JS continue during disruption?** The minimum acceptable level of essential services required to fulfil its responsibilities.
3. **How will JS demonstrate continuity capability?** Through documented strategies, competent personnel, adequate resources, approved plans, testing, exercising and performance monitoring.
The goals should reflect the organisation's mission and operating environment rather than simply reproduce generic ISO 22301 requirements.
##### **Relationship between Organisational Goals and BCM Objectives**
Organisational goals and BCM objectives are closely related but serve different purposes.
An organisational goal establishes the desired strategic outcome.
A BCM objective translates that outcome into a specific and measurable requirement.
A Minimum Business Continuity Objective (MBCO) defines the minimum acceptable level of service or activity that must be maintained or restored during a disruption.
**Table 3.1: Relationship Between BCM Goals, Objectives and MBCOs**
| Element | Purpose | Example for JS |
| --- | --- | --- |
| Organisational Goal | Establish the strategic continuity outcome. | Protect residents and maintain essential residential care during disruptions. |
| BCM Objective | Define a measurable result supporting the goal. | Demonstrate that approved residential care continuity arrangements can maintain essential supervision and care. |
| Corporate MBCO | Establish the minimum organisation-wide service outcomes. | Maintain life safety, safeguarding, essential care and urgent welfare assistance during disruption. |
| Business Unit MBCO | Define minimum service capability for a specific CBF. | Maintain resident accountability, supervision, essential meals, hygiene and time-critical healthcare support. |
| Recovery Time Objective (RTO) | Set the target time to resume a disrupted activity at the required level. | Restore an affected resident information process within its approved RTO. |
| Maximum Tolerable Period of Disruption (MTPD) | Identify the maximum duration before the consequences become unacceptable. | Determine the maximum acceptable interruption to each supporting activity through the BIA. |
| Performance Indicator | Measure whether the objective is achieved. | Exercise results demonstrating that minimum care requirements were maintained. |
The MBCO describes the required service level, while the RTO describes when that level must be achieved.
For safety-critical services, the required minimum capability may need to be maintained continuously, without waiting for a recovery deadline.
#### **Alignment with ISO 22301 and Singapore's Governance Environment**
BCM goals should reflect the organisation's context, leadership commitments, interested-party requirements and applicable obligations.
ISO 22301 provides a structured framework for establishing and maintaining these objectives.
**Table 3.2: ISO 22301 Requirements Relevant to BCM Goals**
| ISO 22301 Clause | Requirement or Focus | Application to JS |
| --- | --- | --- |
| Clause 4.1 | Understanding the organisation and its context | Consider JS's charitable mission, operating environment, vulnerable beneficiaries and essential service dependencies. |
| Clause 4.2 | Understanding interested-party needs and requirements | Identify relevant expectations of beneficiaries, families, staff, regulators, donors and community partners. |
| Clause 4.3 | Determining the BCMS scope | Define which services, locations, functions and supporting resources fall within the BCMS. |
| Clause 5.1 | Leadership and commitment | Ensure management provides direction, accountability and appropriate resources. |
| Clause 5.2 | Business continuity policy | Establish a policy that provides a framework for BCM objectives. |
| Clause 6.1 | Actions to address risks and opportunities | Address factors that could prevent the BCMS from achieving its intended outcomes. |
| Clause 6.2 | Business continuity objectives and planning to achieve them | Establish objectives, responsibilities, resources, timelines and evaluation methods. |
| Clause 8.2 | Business Impact Analysis and Risk Assessment | Determine critical activities, impacts, dependencies and recovery requirements. |
| Clause 8.3 | Business continuity strategies and solutions | Select arrangements capable of achieving approved continuity requirements. |
| Clause 8.4 | Business continuity plans and procedures | Document how continuity and recovery activities will be implemented. |
| Clause 8.5 | Exercise programme | Validate the effectiveness of strategies, solutions and procedures. |
| Clause 9 | Performance evaluation | Monitor, audit and review BCMS performance. |
| Clause 10 | Improvement | Address nonconformities and improve continuity capability. |
##### **Singapore Regulatory and Governance Considerations**
JS operates within Singapore's charity governance environment.
Its BCM goals should consider obligations under the Charities Act, applicable charity governance requirements, relevant employment and workplace safety legislation, personal data protection requirements, and any service-specific regulatory conditions.
The Commissioner of Charities provides the principal charity governance framework. MSF, MOH and ECDA may have additional oversight responsibilities for particular services, depending on the legal entity, activity and applicable licensing arrangements.
The Code of Governance for Charities and IPCs (2023) is relevant to accountability, oversight, internal controls and responsible stewardship. Although it should not be treated as a standalone BCM standard, its governance principles can support effective BCMS oversight.
Important distinction: ISO 22301 is an international management system standard, not a Singapore regulator.
No single universal Singapore BCM policy automatically applies to every charitable organisation. JS should establish its own BCM policy, informed by ISO 22301 and its verified legal, regulatory, contractual and governance obligations.
##### **Consideration of Climate-related Issues**
ISO 22301 Amendment 1:2024 introduces an explicit requirement to determine whether climate change is a relevant issue within the organisation's context.
For JS, this may involve considering extreme heat, intense rainfall, flooding, haze and disruptions to facilities, staff transportation and essential supplies.
BCM goals should reflect climate-related considerations where they could materially affect critical services.
For example, a relevant goal could be to maintain safe indoor conditions and essential care for residents during an extended cooling-system failure or extreme heat event.
#### **Proposed Organisational BCM Goals for Jamiyah Singapore**
JS should establish overarching BCM goals that reflect its mission, governance responsibilities, and essential service requirements.
The following goals are proposed for the organisation and should be reviewed and approved by senior management.
**Table 3.3: Proposed Organisational BCM Goals**
| Goal Code | Organisational BCM Goal | Intended Outcome | Principal Accountability |
| --- | --- | --- | --- |
| BCM-G01 | Protect Life, Safety and Welfare | Protect residents, children, beneficiaries, employees and volunteers during disruption. | Senior Management and Service Owners |
| BCM-G02 | Maintain Essential Community Services | Sustain the approved minimum level of critical services during incidents and disasters. | Critical Business Function Owners |
| BCM-G03 | Maintain Residential Care and Healthcare Support | Ensure essential supervision, safeguarding, daily care and time-critical healthcare support continue. | Residential Care and Healthcare Service Owners |
| BCM-G04 | Protect Vulnerable Beneficiaries | Maintain urgent welfare assistance, food support and critical case intervention. | Welfare and Community Service Owners |
| BCM-G05 | Strengthen Workforce Continuity | Maintain sufficient competent personnel and effective delegation arrangements. | Human Resources and Service Owners |
| BCM-G06 | Protect Information and Digital Services | Maintain the availability, confidentiality and integrity of essential information and ICT services. | ICT and Information Security |
| BCM-G07 | Strengthen Facilities and Supplier Resilience | Maintain essential premises, utilities, equipment and third-party support. | Facilities, Procurement and Service Owners |
| BCM-G08 | Maintain Effective Crisis Communications | Ensure timely, accurate and authorised communication during disruption. | Crisis Management Team and Communications |
| BCM-G09 | Maintain Governance and Regulatory Compliance | Preserve accountability and fulfil applicable obligations during emergencies. | Senior Management, Governance and Compliance |
| BCM-G10 | Demonstrate and Improve Continuity Capability | Validate continuity arrangements through exercises, reviews and corrective actions. | BCM Coordinator and Senior Management |
These goals establish the strategic direction for the BCMS. They should subsequently be supported by measurable objectives and approved minimum service requirements.
#### **Establishing the Corporate Minimum Business Continuity Objective**
A Corporate MBCO provides an organisation-wide statement of the minimum essential outcomes that must be sustained during disruption.
For JS, the Corporate MBCO should reflect its responsibility to protect beneficiaries and maintain essential care and welfare services.
##### **Proposed Corporate MBCO for JS**
During any incident, emergency or disaster, Jamiyah Singapore shall seek to maintain the safety, safeguarding and essential welfare of its beneficiaries, residents, children, employees and volunteers, while sustaining the minimum critical care, healthcare support, emergency assistance, communication and organisational support capabilities required to prevent unacceptable harm and fulfil applicable obligations.
This proposed statement requires formal management approval and translation into operationally measurable service levels.
##### **Corporate MBCO Components**
**Table 3.4: Corporate MBCO Requirements**
| MBCO Component | Minimum Required Outcome | Supporting CBFs |
| --- | --- | --- |
| Life Safety and Safeguarding | Maintain immediate protection, supervision and emergency response for persons under JS's care. | CBF-1, CBF-2, CBF-3, CBF-4 |
| Essential Residential Care | Maintain safe accommodation, resident accountability, meals, hydration, hygiene and essential daily assistance. | CBF-1 |
| Essential Healthcare Support | Maintain time-critical healthcare support, authorised medication arrangements and emergency escalation. | CBF-2 |
| Child and Student Protection | Maintain safe supervision, accountability and authorised handover arrangements. | CBF-3, CBF-4 |
| Emergency Welfare Assistance | Continue urgent assessment and essential assistance for beneficiaries facing immediate hardship. | CBF-5 |
| Essential Food Distribution | Maintain priority food and essential supply distribution to vulnerable beneficiaries. | CBF-6 |
| Critical Case Management | Maintain urgent safeguarding, referrals and case intervention. | CBF-7 |
| Emergency Communications | Maintain communication with affected beneficiaries, families, personnel and relevant authorities. | CBF-8 |
| Vital Information Access | Maintain secure access to essential care records, emergency contacts and operational information. | CBF-9 |
| Essential Financial and Resource Support | Maintain emergency expenditure, critical procurement and resource mobilisation. | CBF-10 |
The Corporate MBCO should guide the subsequent development of the BIA and Business Continuity Strategy.
It should not replace the detailed MBCOs required for individual CBFs.
#### **Establishing BCM Goals for Critical Business Functions**
Each CBF owner should translate the organisational goals into minimum service outcomes appropriate to their activities.
**Table 3.5: Proposed BCM Goals and Business Unit MBCOs**
| CBF | Proposed BCM Goal | Illustrative Business Unit MBCO |
| --- | --- | --- |
| CBF-1 Residential Care and Resident Safety | Maintain safe residential care during disruptions. | Maintain resident accountability, supervision, safeguarding, essential accommodation, meals, hydration, hygiene and daily care without an unacceptable safety gap. |
| CBF-2 Nursing and Essential Healthcare Support | Maintain essential healthcare-related support for residents. | Continue time-critical care, authorised medication support, health monitoring and emergency healthcare escalation. |
| CBF-3 Early Childhood Care and Education | Protect children and maintain essential care arrangements. | Maintain child safety, accountability, supervision, safeguarding and authorised collection or transfer arrangements. |
| CBF-4 Student Care and Educational Support | Maintain safe student care and essential educational support. | Maintain student supervision, safeguarding, accountability and urgent parent or caregiver communications. |
| CBF-5 Emergency Welfare and Financial Assistance | Continue essential assistance for vulnerable individuals and households. | Maintain urgent case triage, approval of priority assistance, and an authorised disbursement mechanism. |
| CBF-6 Food Assistance and Essential Distribution | Maintain essential food and supply assistance. | Continue distribution of priority food and essential supplies to beneficiaries with urgent needs. |
| CBF-7 Critical Beneficiary Case Management and Referral | Maintain urgent beneficiary intervention and safeguarding. | Continue urgent case assessment, safeguarding escalation, referral and essential case documentation. |
| CBF-8 Beneficiary, Family and Emergency Communications | Maintain effective communications during emergencies. | Provide timely, accurate and authorised updates through available communication channels. |
| CBF-9 Critical ICT Systems and Information Management | Maintain access to essential digital services and information. | Restore or provide secure alternative access to critical applications, beneficiary information and vital records within approved recovery requirements. |
| CBF-10 Essential Finance, Procurement and Resource Support | Maintain essential financial and resource capabilities. | Continue emergency expenditure, critical payments, procurement and mobilisation of essential resources. |
The minimum service outcomes are illustrative.
The BIA must determine actual service quantities, staffing levels, acceptable service degradation, and recovery time requirements.
#### **Translating BCM Goals into Measurable Objectives**
Organisational BCM goals become meaningful when JS establishes measurable objectives and assigns responsibility for achieving them.
ISO 22301 Clause 6.2 requires the organisation to determine what will be done, the resources required, who will be responsible, when activities will be completed and how results will be evaluated.
**Table 3.6: Proposed BCM Objectives and Performance Indicators**
| BCM Goal | Measurable Objective | Proposed Performance Indicator | Measurement Method |
| --- | --- | --- | --- |
| BCM-G01 Protect Life and Safety | Demonstrate effective emergency protection arrangements for in-scope facilities. | 100% of in-scope facilities have reviewed emergency procedures and completed scheduled exercises. | Document reviews and exercise reports |
| BCM-G02 Maintain Essential Services | Establish approved MBCOs and recovery requirements for all identified CBFs. | 100% of CBFs have approved BIA results and continuity requirements. | BIA approval records |
| BCM-G03 Maintain Residential Care | Demonstrate continuous delivery of minimum safety-critical care during exercises. | No unaddressed interruption to simulated essential supervision or safeguarding. | Residential continuity exercises |
| BCM-G04 Protect Vulnerable Beneficiaries | Maintain documented alternative arrangements for priority welfare services. | 100% of designated priority services have documented continuity procedures. | Plan review and simulation |
| BCM-G05 Strengthen Workforce Continuity | Establish relief staffing and delegation arrangements for critical roles. | 100% of identified critical roles have documented primary and alternate arrangements. | HR and competency records |
| BCM-G06 Protect Information and ICT | Demonstrate recovery of critical information within approved requirements. | All critical recovery tests meet approved RTO/RPO targets or have documented corrective actions. | IT disaster recovery reports |
| BCM-G07 Strengthen Supplier Resilience | Identify and assess suppliers supporting critical services. | 100% of designated critical suppliers have documented continuity assessments. | Supplier assurance records |
| BCM-G08 Maintain Crisis Communications | Validate emergency communication arrangements. | Emergency communication exercises meet approved notification targets. | Exercise results and contact tests |
| BCM-G09 Maintain Governance and Compliance | Maintain a current register of BCM-relevant obligations. | Register reviewed at least annually and following material changes. | Governance review records |
| BCM-G10 Demonstrate Continuity Capability | Complete the approved BCM exercise and review programme. | Complete scheduled exercises and management reviews, and track corrective actions. | Exercise schedule and management reports |
The numerical targets above are proposed management targets, not existing JS performance commitments.
Adjust them to reflect the organisation's approved resources, risk appetite, and operational requirements.
#### **Establishing BCM Goals Based on Organisational Priorities**
Not all organisational activities require the same continuity capability.
JS should establish goals that reflect the relative importance and time sensitivity of its services.
**Table 3.7: Illustrative Continuity Priorities**
| Priority | Service Characteristics | Example | BCM Goal |
| --- | --- | --- | --- |
| Priority 1 – Immediate and Continuous | Activities where interruption could quickly endanger life, safety or safeguarding. | Resident supervision, emergency response and time-critical healthcare support. | Maintain continuous minimum safe capability. |
| Priority 2 – Urgent Restoration | Activities where delays could cause significant harm or compromise essential assistance. | Emergency welfare disbursement, urgent referrals and essential food assistance. | Restore minimum capability within the approved RTO. |
| Priority 3 – Essential Supporting Services | Activities required to sustain critical operations. | Essential ICT, finance, procurement and communications. | Maintain or restore enabling capability before dependent services exceed their tolerable disruption limits. |
| Priority 4 – Deferrable Activities | Activities that can be postponed without creating unacceptable short-term consequences. | Non-urgent administration, routine events and selected programme activities. | Resume in a controlled manner after higher-priority requirements are met. |
These are proposed prioritisation principles. Validate final priorities using BIA results and approved management criteria.
#### **Integrating BCM Goals with Business Impact Analysis**
The BIA provides the evidence required to determine whether organisational goals are achievable and whether the proposed minimum service levels are appropriate.
For example, JS may set a goal to maintain essential residential care throughout a disruption.
The BIA should then determine which supporting activities are required, what happens if those activities are interrupted, how quickly unacceptable consequences develop, which resources are essential and what recovery requirements must be achieved.
#### **Integrating BCM Goals with Risk Management**
The BCM programme should be coordinated with the organisation's Enterprise Risk Management arrangements.
Risk assessment identifies credible threats that could prevent JS from achieving its continuity objectives.
These threats may involve natural disasters, fire, infectious disease, workforce shortages, supplier failures, utility interruptions, cyber incidents and loss of critical information.
**Table 3.8: Relationship Between BCM Goals and Risk Management**
| BCM Goal | Relevant Threats | Risk Management Consideration |
| --- | --- | --- |
| Protect Life and Safety | Fire, gas leak, extreme heat, structural failure and workplace violence. | Determine whether existing safety and emergency controls are sufficient. |
| Maintain Residential Care | Facility inaccessibility, staffing shortages, utility failures and supplier disruption. | Assess the resilience of essential care arrangements and dependencies. |
| Maintain Essential Healthcare Support | Specialist staff shortages, medical supply disruption and loss of records. | Evaluate alternative healthcare coordination and resource availability. |
| Maintain Welfare Assistance | Funding disruption, payment system failure and staff unavailability. | Assess financial and operational dependencies. |
| Maintain ICT and Information | Ransomware, cloud outages, data corruption and network failure. | Assess recovery capability, information protection and manual alternatives. |
| Maintain Crisis Communications | Telecommunications failure, mobile network disruption and information-system outages. | Evaluate alternative communication channels and escalation arrangements. |
| Maintain Supplier Resilience | Vendor insolvency, logistics disruption and single-source dependencies. | Evaluate supplier concentration and alternative sourcing capability. |
The Risk Analysis and Review methodology should provide the evidence for selecting proportionate continuity strategies.
#### **Integrating BCM Goals with Business Continuity Strategies**
Once the goals and recovery requirements are approved, JS must determine how to achieve the required continuity capability.
**Table 3.9: BCM Goals and Corresponding Continuity Strategies**
| BCM Goal | Illustrative Continuity Strategy | Expected Outcome |
| --- | --- | --- |
| Maintain Resident Safety | Alternate accommodation, relief staffing and essential care supplies. | Residents continue receiving minimum safe care. |
| Maintain Essential Healthcare Support | Qualified alternate personnel, secure care summaries and healthcare referral arrangements. | Time-critical healthcare needs continue to be addressed. |
| Maintain Child and Student Safety | Emergency supervision, authorised handover and alternative care arrangements. | Children and students remain accounted for and safeguarded. |
| Maintain Emergency Welfare Assistance | Alternative approval procedures and authorised payment arrangements. | Urgent assistance can continue during system disruption. |
| Maintain Food Assistance | Alternative suppliers, emergency stock and alternate distribution locations. | Priority beneficiaries continue receiving essential food support. |
| Maintain ICT and Information | Tested backup, restoration, alternate connectivity and secure manual workarounds. | Essential information and applications remain available or recoverable. |
| Maintain Crisis Communications | Alternate communication channels and verified emergency contact lists. | Critical stakeholders receive timely information. |
| Maintain Essential Finance and Procurement | Emergency purchasing authority and alternative payment arrangements. | Critical supplies and services can continue to be funded. |
Evaluate strategies for feasibility, cost, resource availability, dependencies, and ability to meet approved continuity requirements.
#### **Establishing BCM Governance and Accountability**
BCM goals require clear management ownership.
The Governing Board and senior management should provide appropriate oversight and direction, while the BCM Coordinator and CBF owners should translate the goals into practical plans and measurable outcomes.
**Table 3.10: Responsibilities for Establishing BCM Goals**
| **Role** | **Responsibilities** |
| --- | --- |
| Governing Board | Provide oversight of organisational resilience and, where appropriate, approve strategic BCM direction. |
| Senior Management | Approve the BCM policy, organisational goals, Corporate MBCO, resource commitments and performance expectations. |
| BCM Steering Committee | Review proposed goals, coordinate cross-functional priorities and monitor implementation. |
| BCM Coordinator | Facilitate goal development, maintain the BCM objectives register and coordinate performance reporting. |
| CBF Owners | Establish Business Unit MBCOs, determine recovery requirements and maintain continuity capabilities. |
| Human Resources | Support workforce resilience objectives, competency requirements and alternate staffing arrangements. |
| Facilities and Safety | Support life-safety, premises and emergency response objectives. |
| ICT and Information Security | Establish technology recovery and information protection objectives. |
| Finance and Procurement | Support emergency expenditure, procurement and supplier continuity objectives. |
| Governance and Compliance | Identify relevant obligations and monitor alignment with applicable requirements. |
| Internal Audit or Independent Reviewer | Evaluate the adequacy and effectiveness of BCM governance and controls. |
#### **Practical Steps for Establishing BCM Goals**
JS should use a structured and participative process to establish its BCM goals.
**Table 3.11: BCM Goal-Setting Implementation Plan**
| **Step** | **Implementation Activity** | **Proposed Owner** | **Deliverable** |
| --- | --- | --- | --- |
| 1 | Review organisational mission, strategy, governance and service obligations. | Senior Management / BCM Coordinator | Organisational context summary |
| 2 | Identify essential products, services and CBFs. | Service Owners | Approved service and CBF catalogue |
| 3 | Identify relevant interested-party and regulatory requirements. | Governance / Compliance | Requirements register |
| 4 | Establish strategic organisational BCM goals. | Senior Management | Draft BCM goals |
| 5 | Define the Corporate MBCO. | Senior Management / BCM Steering Committee | Corporate MBCO statement |
| 6 | Establish Business Unit MBCOs for each CBF. | CBF Owners | Business Unit MBCO register |
| 7 | Conduct BIA and Risk Assessment to validate requirements. | BCM Coordinator / Risk Owners | Approved BIA and RAR results |
| 8 | Translate goals into measurable objectives and performance indicators. | BCM Coordinator / CBF Owners | BCM objectives register |
| 9 | Determine strategies, resources, responsibilities and implementation timelines. | CBF Owners / Supporting Functions | BCM implementation and resource plan |
| 10 | Obtain formal approval and communicate the goals. | Senior Management | Approved goals and communication records |
| 11 | Test and evaluate the achievement of goals. | BCM Coordinator / CBF Owners | Exercise reports and performance assessments |
| 12 | Review and update goals as required. | Senior Management / BCM Steering Committee | Updated BCM objectives and management review records |
#### **Monitoring and Reviewing BCM Goals**
Review organisational BCM goals regularly to ensure they remain aligned with JS's operating environment and service responsibilities.
As a proposed management practice, undertake a formal review at least annually, with additional reviews following material changes.
Relevant triggers include significant changes in services, facilities, technology, suppliers, staffing, beneficiary needs, legal requirements or the external threat environment.
**Table 3.12: BCM Goal Monitoring and Review Framework**
| Review Area | Key Review Question | Suggested Frequency | Evidence |
| --- | --- | --- | --- |
| Strategic Alignment | Do BCM goals continue to support JS's mission and organisational priorities? | Annually | Management review |
| Corporate MBCO | Does the minimum service statement remain appropriate? | Annually and following significant changes | Approved MBCO review |
| Business Unit MBCOs | Are minimum service levels appropriate for each CBF? | Annually and after material service changes | Updated BIA records |
| Recovery Capability | Can approved RTOs and minimum service levels be achieved? | According to the exercise programme | Exercise and recovery test results |
| Workforce Capability | Are sufficient competent personnel available? | Periodically and after major staffing changes | Competency and staffing reviews |
| Supplier Resilience | Are critical suppliers capable of supporting continuity requirements? | Annually or according to supplier criticality | Supplier assurance records |
| ICT Resilience | Can critical systems and information be recovered? | According to approved DR test schedules | Recovery test reports |
| Regulatory Alignment | Have applicable requirements changed? | Annually and upon relevant changes | Compliance register |
| Corrective Actions | Are identified BCM weaknesses being resolved? | At management reporting intervals | Corrective action tracker |
| Continual Improvement | Are lessons learned reflected in goals, plans and capabilities? | Following exercises and incidents | Improvement records |
#### **Key Deliverables from Establishing Organisational BCM Goals**
Completing this chapter should produce a set of approved documents that guide subsequent BCM implementation.
**Table 3.13: BCM Goal-Setting Deliverables**
| Deliverable | Purpose |
| --- | --- |
| Organisational BCM Goals Register | Records the strategic continuity goals and accountable owners. |
| BCM Policy | Establishes management direction, commitments and the framework for BCM objectives. |
| Corporate MBCO Statement | Defines the minimum essential outcomes required at the organisational level. |
| Business Unit MBCO Register | Defines minimum service levels for individual CBFs. |
| BCM Objectives and KPI Register | Records measurable targets, responsibilities and evaluation methods. |
| BCM Governance and Accountability Matrix | Defines approval, implementation and oversight responsibilities. |
| BCM Resource and Implementation Plan | Identifies resources, actions and timelines required to achieve the objectives. |
| BCM Performance Monitoring Framework | Establishes how achievement of objectives will be measured and reported. |
| Management Approval Records | Demonstrates formal review, approval and accountability. |
| BCM Review and Improvement Register | Tracks changes, corrective actions and continual improvement activities. |
Maintain these deliverables as controlled BCMS documented information.
#### **Chapter Summary**
Establishing organisational BCM goals enables JS to translate its charitable mission and service responsibilities into practical continuity priorities.
The proposed framework sets out ten overarching BCM goals covering life safety, essential services, residential care, beneficiary protection, workforce resilience, ICT, facilities, suppliers, communications, governance, and continual improvement.
The Corporate MBCO provides an organisation-wide minimum service statement, while the Business Unit MBCOs translate this requirement into service-specific outcomes for the ten proposed CBFs.
The chapter also demonstrates how BCM goals should be supported by measurable objectives, risk assessment, BIA, continuity strategies, recovery procedures, testing and management review.
By establishing clear accountability and performance measures, JS can move beyond documenting continuity intentions towards demonstrating its ability to sustain essential services during disruption.
### [![Banner \[Summary\] \[BCM\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/7eb27b7d-1983-46c4-9f1b-83d2ceaccd0d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7eb27b7d-1983-46c4-9f1b-83d2ceaccd0d)
Setting organisational goals for Business Continuity Management is an important step in building a resilient, accountable organisation.
For Jamiyah Singapore, BCM goals must align with its charitable mission, operating environment, and responsibility to protect the individuals and communities that depend on its services.
The organisation's continuity objectives should therefore prioritise life safety, resident protection, essential healthcare support, child safeguarding, urgent welfare assistance and the continued availability of critical supporting resources.
These priorities should be expressed through an approved BCM policy, measurable organisational objectives, a Corporate MBCO and detailed Business Unit MBCOs.
The subsequent BIA and Risk Assessment will provide the evidence required to validate these goals, establish appropriate recovery requirements and determine which continuity strategies are necessary.
However, defining goals alone is insufficient.
JS must also demonstrate that adequate resources, competent personnel, practical recovery procedures, effective communications, and regular testing can achieve the required continuity capability.
Management oversight, performance evaluation, and continual improvement are essential to ensure BCM goals remain relevant as the organisation's services, dependencies, and operating environment evolve.
Ultimately, establishing organisational BCM goals ensures that Jamiyah Singapore can continue protecting vulnerable beneficiaries and delivering essential community services when normal operating conditions are disrupted.
By translating its mission into measurable continuity outcomes, JS can establish a strong foundation for an ISO 22301-aligned BCMS that supports organisational resilience, responsible governance and sustained community confidence.
[![x \[BCM\] \[JS\] Summing Up Banner](https://no-cache.hubspot.com/cta/default/3893111/7ac10d1d-0ce9-43c4-b788-b82967012808.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7ac10d1d-0ce9-43c4-b788-b82967012808)
| **eBook 1: Understanding Your Organisation** | | | | | |
| --- | --- | --- | --- | --- | --- |
| **C1** | **C2** | **C3** | **C4** | **C5** | **C6** |
| [![\[BCM\] \[JS\] \[E1\] \[C1\] Overview of BCM Case Study](https://no-cache.hubspot.com/cta/default/3893111/90950226-c212-4120-a636-5df405a583be.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/90950226-c212-4120-a636-5df405a583be) | [![\[BCM\] \[JS\] \[E1\] \[C2\] Understanding Your Organisation](https://no-cache.hubspot.com/cta/default/3893111/44f3a3f2-fe38-486b-ba11-e9dc6f5135db.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/44f3a3f2-fe38-486b-ba11-e9dc6f5135db) | [![\[BCM\] \[JS\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/633757ca-6975-44c3-b449-24e69f3e0d5b.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/633757ca-6975-44c3-b449-24e69f3e0d5b) | [![\[BCM\] \[JS\] \[E1\] \[C4\] Establishing Business Continuity Objectives](https://no-cache.hubspot.com/cta/default/3893111/8fd3550d-2ed2-4e87-9bc2-fd539440c672.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/8fd3550d-2ed2-4e87-9bc2-fd539440c672) | [![\[BCM\] \[JS\] \[E1\] \[C5\] Determining BC Assumptions](https://no-cache.hubspot.com/cta/default/3893111/ee5f005a-a260-466b-a362-f5d3e152b998.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ee5f005a-a260-466b-a362-f5d3e152b998) | [![\[BCM\] \[JS\] \[E1\] \[C6\] Composing BCM Team](https://no-cache.hubspot.com/cta/default/3893111/579601b8-d4e0-427c-aa19-965ec8dd1d9a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/579601b8-d4e0-427c-aa19-965ec8dd1d9a) |
| **C7** | **C8** | **C9** | **C10** | **C11** | **C12** |
| [![\[BCM\] \[JS\] \[E1\] \[C7\] Analysing Operating Environment](https://no-cache.hubspot.com/cta/default/3893111/74d86b35-a399-48a3-8ecf-3c08b8afa473.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/74d86b35-a399-48a3-8ecf-3c08b8afa473) | [![\[BCM\] \[JS\] \[E1\] \[C8\] Implementing the BCM Planning Methodology](https://no-cache.hubspot.com/cta/default/3893111/6e595cc3-b4cf-403d-b82b-852a55b76a7e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/6e595cc3-b4cf-403d-b82b-852a55b76a7e) | [![\[BCM\] \[JS\] \[E1\] \[C9\] Assessing Risks and Threats](https://no-cache.hubspot.com/cta/default/3893111/1627555b-6cfd-45ba-aa1a-23c911976ea9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1627555b-6cfd-45ba-aa1a-23c911976ea9) | [![\[BCM\] \[JS\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/0e87ad0d-3fdf-495a-a60f-384b0e67a940.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/0e87ad0d-3fdf-495a-a60f-384b0e67a940) | [![\[BCM\] \[JS\] \[E1\] \[C11\] Summary](https://no-cache.hubspot.com/cta/default/3893111/63397e83-6813-4186-ac55-88ec64749e8d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/63397e83-6813-4186-ac55-88ec64749e8d) | [![\[BCM\] \[JS\] \[E1\] \[C12\] Back Cover](https://no-cache.hubspot.com/cta/default/3893111/533a4598-10a4-4347-895c-0b2dff7c7a3e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/533a4598-10a4-4347-895c-0b2dff7c7a3e) |
| | | | | | |
More Information About Business Continuity Management Courses
To learn more about the course and schedule, click the buttons below for BCM-300 Business Continuity Management Implementer \[BCM-3\] and 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) |
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| [![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) |
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