[BCM] [MINDS] [E3] [BIA] [T1] [CBF] [5] Family, Caregiver, and Stakeholder Engagement

CBF-5 Family, Caregiver, and Stakeholder Engagement

CBF-5 focuses on building strong relationships and support networks with families, caregivers, and key stakeholders of MINDS clients.

This business function ensures that the organisation remains connected to the community it serves, providing guidance, training, and support to caregivers while fostering collaboration with partners and volunteers. The continuity of this function is critical to maintaining trust, engagement, and the overall quality of care provided to individuals with intellectual disabilities.

Table P1: Critical Business Functions for CBF-2

Sub-CBF Code	Sub-CBF	Description of Process / Activity	Examples (in MINDS context)
5.1	Caregiver Communication & Support Coordination	Ensures timely and consistent communication with caregivers, providing guidance, updates, and emotional support to enable effective care at home.	Maintain minimum daily contact with all active caregivers to address urgent concerns and provide essential guidance.
5.2	Caregiver Training & Education	Provides structured training sessions and educational resources to equip caregivers with knowledge and skills to support clients effectively.	Conduct essential training sessions for new caregivers within a 7-day window and provide ongoing educational support to existing caregivers.
5.3	MINDS Care Circle & Peer Network Facilitation	Facilitates peer support groups and networking opportunities for caregivers and families to share experiences and resources.	Ensure at least one active peer support session per week to maintain caregiver engagement and emotional well-being.
5.4	Family Future Care Planning	Assists families in planning long-term care and contingencies for clients, including legal, financial, and residential arrangements.	Maintain availability of advisory services for all high-priority cases to support critical decision-making.
5.5	Stakeholder Partnership & Community Engagement	Engages with external stakeholders, including government agencies, NGOs, and corporate partners, to secure support, resources, and collaborative opportunities.	Sustain regular communication with key stakeholders to ensure continuity of essential programs and funding partnerships.
5.6	Satellite Hub & Community Service Interface	Coordinates services and support at satellite hubs to ensure accessibility of programs and activities in the community.	Keep at least one hub operational for urgent client needs and essential service delivery.
5.7	Feedback & Quality Assurance Mechanism	Collects and analyses feedback from families, caregivers, and stakeholders to improve service quality and operational processes.	Maintain functional feedback channels and resolve high-priority issues within 3 business days.
5.8	Volunteer and Youth Engagement Integration	Manages volunteer and youth participation in programs, ensuring safe and meaningful contributions to client support and community activities.	Retain a core group of volunteers to support essential programs without interruption.

The Family, Caregiver, and Stakeholder Engagement function is central to MINDS’ mission of delivering high-quality, person-centred support to individuals with intellectual disabilities.

By ensuring continuity in communication, training, peer support, planning, and stakeholder engagement, MINDS strengthens its resilience and sustains its impact on the community.

Properly maintaining these sub-functions during disruptions safeguards the well-being of clients and reinforces the trust and collaboration of caregivers and partners.

CBF-5 Family, Caregiver, and Stakeholder Engagement

CBF-5 ensures that MINDS maintains strong and effective engagement with families, caregivers, volunteers, and key stakeholders.

Understanding the impact areas of each sub-critical business function (Sub-CBF) allows MINDS to evaluate potential financial, operational, and service delivery risks in the event of disruption.

By quantifying monetary loss and assessing how each Sub-CBF affects the Minimum Business Continuity Objective (MBCO), the organisation can prioritise resources and develop robust continuity strategies.

Table P2: Impact Area Assessment for CBF-1

Sub-CBF Code	Sub-CBF	Impact Area	Financial Impact – Monetary Loss (Estimated)	Financial Impact – Calculation of Monetary Loss (State Formula for Calculations)	Impact on MBCO – Affect MBCO	Impact on MBCO – Impact	Remarks – Description
5.1	Caregiver Communication & Support Coordination	Client Support & Satisfaction	SGD 20,000 per week	Number of critical caregiver inquiries × average cost per unresolved inquiry	Yes	Delay in responding to urgent caregiver issues affecting client care	Disruption may reduce caregiver trust and timely support for clients
5.2	Caregiver Training & Education	Staff & Caregiver Competency	SGD 15,000 per week	Number of cancelled training sessions × average cost per session	Yes	Delays in caregiver training compromise quality of care	Disruption can lead to skill gaps among caregivers
5.3	MINDS Care Circle & Peer Network Facilitation	Emotional Support & Community Engagement	SGD 5,000 per month	Number of cancelled peer sessions × estimated value per session	Partial	Reduced caregiver peer support, possible increase in caregiver stress	Social isolation of caregivers may impact care quality indirectly
5.4	Family Future Care Planning	Long-Term Client Planning	SGD 10,000 per case	Number of delayed care plans × estimated cost of delayed planning per client	Yes	Delays in care planning affect critical decision-making for clients	Disruption can impact legal, financial, and residential arrangements
5.5	Stakeholder Partnership & Community Engagement	Funding & Resource Availability	SGD 50,000 per month	Number of disrupted stakeholder engagements × potential funding per stakeholder	Yes	Loss of partnership support or funding may affect service continuity	Maintaining strong relationships is critical to programme sustainability
5.6	Satellite Hub & Community Service Interface	Service Accessibility	SGD 25,000 per week	Number of days hub services unavailable × average operational cost per day	Yes	Limited access to satellite hub reduces client service delivery	Disruption affects clients in community-based programs
5.7	Feedback & Quality Assurance Mechanism	Service Improvement & Compliance	SGD 5,000 per week	Number of unresolved feedback cases × average cost of rectifying issues	Partial	Delayed quality improvements may reduce overall service effectiveness	Timely feedback helps MINDS adapt programs to client and caregiver needs
5.8	Volunteer and Youth Engagement Integration	Program Support & Community Involvement	SGD 8,000 per week	Number of volunteer-supported sessions missed × cost of hiring temporary staff	Partial	Reduced volunteer support affects program delivery	Engaged volunteers provide essential manpower and community connection

CBF-5 plays a pivotal role in maintaining MINDS’ operational effectiveness and the quality of care delivered to clients.

By identifying impact areas, estimating financial losses, and understanding how each Sub-CBF affects the MBCO, the organisation can prioritise risk mitigation strategies during disruptions.

This ensures that critical services continue, caregiver and stakeholder trust is preserved, and the organisation remains resilient in fulfilling its mission.

Implementing Business Continuity Management for MINDS: Ensuring Continuity of Care and Services
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MBCO	P&S	RAR T1	RAR T2	RAR T3	BCS T1	TOC

CBF-5 Family, Caregiver, and Stakeholder Engagement
DP	BIAQ T1	BIAQ T2	BIAQ T3	BCS T2	BCS T3	PD

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Implementing Business Continuity Management for MINDS: Ensuring Continuity of Care and Services

[BCM] [MINDS] [E3] [BIA] [T1] [CBF] [5] Family, Caregiver, and Stakeholder Engagement

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CBF-5 Family, Caregiver, and Stakeholder Engagement

CBF-5 Family, Caregiver, and Stakeholder Engagement

Implementing Business Continuity Management for MINDS: Ensuring Continuity of Care and Services

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