---
title: [BCM] [JHA] [E3] [BIA] [DP] CBF [1] Personal Care and 24-Hour Supervision
description: How Jamiyah Home for the Aged breaks personal care and 24-hour supervision into 14 Sub-CBFs to support BIA, risk assessment and BCP under ISO 22301.
image: https://blog.bcm-institute.org/hubfs/JHA%20Graphic%20Folder/JHA%20CBF%201%20Morepost/%5BBCM%5D%20%5BJHA%5D%20%5BE3%5D%20%5BBIA%5D%20%5BDP%5D%20%5BCBF%5D%20%5B1%5D%20Personal%20Care%20and%2024-Hour%20Supervision.jpg
---
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##### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# \[BCM\] \[JHA\] \[E3\] \[BIA\] \[DP\] CBF \[1\] Personal Care and 24-Hour Supervision
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)
Together, they describe how Jamiyah Home for the Aged (JHA) cares for and protects its residents, from admission to every shift handover. They are the building blocks for the Business Impact Analysis that follows.
[![Banner \[BCM\] \[E3\] \[BIA\] \[DP\] Identification of Detailed Processes (Sub-CBF)](https://no-cache.hubspot.com/cta/default/3893111/8ab8ec2c-64c6-4853-823a-1de0b8f71737.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/8ab8ec2c-64c6-4853-823a-1de0b8f71737)
[Dr Goh Moh Heng](https://blog.bcm-institute.org/ebook/author/dr-goh-moh-heng) Oct 23, 2026
###### Business Continuity Management Certified Planner-Specialist-Expert
#### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/5cd5edea-eed4-45ec-99b3-824e5267fb21)
### [![Banner \[BCM\] \[E3\] \[BIA\] \[DP\] Identification of Detailed Processes (Sub-CBF)](https://no-cache.hubspot.com/cta/default/3893111/8ab8ec2c-64c6-4853-823a-1de0b8f71737.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/8ab8ec2c-64c6-4853-823a-1de0b8f71737)Sub-CBF for CBF-1 Personal Care and 24-Hour Supervision at Jamiyah Home for the Aged
#### 1. Introduction
This chapter breaks CBF-1, Personal Care and 24-Hour Supervision, into 14 Sub-Critical[![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[DP\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/eaaf4660-3f06-4679-9c0e-1e3f1f1f5e63.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/eaaf4660-3f06-4679-9c0e-1e3f1f1f5e63) Business Functions (Sub-CBFs).
Together they describe how Jamiyah Home for the Aged (JHA) cares for and protects its residents, from admission to every shift handover. They are the building blocks for the Business Impact Analysis that follows.
##### Why CBF-1 is a Critical Business Function
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/2a5cf11e-a5b1-4a7d-aab1-f59bfd58cb5e)Every resident depends on personal care and 24-hour supervision directly, every hour of every day.
Residents of a welfare home are typically frail and elderly. Many live with chronic illness, limited mobility or cognitive impairment, and many have no family able to step in if the Home cannot care for them.
This care cannot be paused or deferred. When it fails, harm follows within hours, not days.
A resident who is not repositioned can develop a pressure injury. Missing a dose of time-critical medicine can cause a medical emergency.
A resident living with dementia who is not supervised can leave the premises unnoticed, and a night-time fall can go undetected until morning.
CBF-1 is therefore designated critical for four reasons:
- **Resident dependency.** Residents rely on staff for basic needs they cannot meet themselves.
- **A continuous duty of care.** The Home's obligation to keep residents safe applies around the clock, including weekends, public holidays, and emergencies.
- **Licensing obligations.** As a licensable Social Residential Home, JHA must meet the Social Residential Homes Act 2025 and the MSF Code of Practice, including requirements for resident and incident management. The Act's stated purposes include continuity of residential accommodation and care.
- **Governance accountability.** Under the Code of Governance for Charities and IPCs, the Board is accountable for managing the risks that most threaten the charity's mission. Failure of resident care is foremost among them.
##### What a Sub-Critical Business Function is
A **Sub-Critical Business Function (Sub-CBF)** is a distinct operational process that contributes to delivering a Critical Business Function.
Each Sub-CBF has a clear trigger, a defined output, an identifiable owner and its own resource needs. In ISO 22301 terminology, a Sub-CBF corresponds to an **activity**: one or more tasks with a defined output.
A household offers a simple comparison. "Running the household" is one broad function, but it includes cooking, cleaning, paying bills, and looking after a young child. If the washing machine breaks, the laundry can wait a few days. If no one is watching the toddler, the situation cannot wait.
Each part can fail on its own, and each tolerates disruption differently.
CBF-1 works the same way. Treating it as a single block hides the fact that some parts must never stop, while others can be postponed temporarily without harm.
##### Why decomposition matters in BCM
Breaking CBF-1 into Sub-CBFs gives management five practical benefits:
- **Different tolerances become visible.** Medication rounds and night-time safety checks may tolerate only minutes or hours of disruption. Routine care plan reviews may safely be deferred for several days. A single tolerance for the whole function would be either dangerously loose or wastefully strict.
- **Hidden dependencies surface.** Analysing each process separately reveals what it relies on: specific trained staff, hoists, profiling beds, the call bell system, medication records, pharmacy supply or electricity. These dependencies are easy to overlook when you view the function as a whole.
- **Ownership becomes clear.** Assign each Sub-CBF to a named process owner accountable for its continuity arrangements.
- **Strategies become proportionate.** Investment in continuity can focus on the processes that need it most, rather than spreading it evenly across the function.
- **Regulatory evidence improves.** A documented, process-level analysis shows MSF, MOH and the Board that continuity of care has been examined systematically rather than assumed.
This approach aligns with ISO 22301:2019 clause 8.2.2, which requires the Business Impact Analysis to identify the activities that support the delivery of products and services. ISO 22313:2020 provides further guidance on analysing activities at an appropriate level of detail.
##### How this chapter fits the implementation
The previous chapter identified JHA's Critical Business Functions, with CBF-1 as the most directly resident-facing. This chapter takes CBF-1 one level deeper.
The Sub-CBFs in Table 3.4 are ordered along the care lifecycle: assessment and planning, staffing, daily care delivery, supervision, escalation, and recording.
They are named as processes rather than departments or job roles because one process often involves several roles, and one role often contributes to several processes.
They are intended to be mutually exclusive, so each task belongs to exactly one Sub-CBF, and together they cover all of CBF-1.
Two boundaries apply. First, this chapter does not set recovery time objectives, maximum tolerable periods of disruption or continuity strategies; those come in later chapters. Second, processes owned by other CBFs, such as meal production and laundry, are listed in Section 3 as interfaces but are not decomposed here.
Validate the table in a short workshop with the Superintendent, nursing leads, and senior care staff before using it in the Business Impact Analysis. The assumptions in Section 4 are worded so that management can confirm or correct each one.
#### Sub-Critical Business Functions for CBF-1
Table 3.4 sets out the 14 Sub-CBFs that together deliver CBF-1, in care lifecycle order. The examples are illustrative scenarios, not records of actual events at JHA.
**Table 3.4: Sub-Critical Business Functions for CBF-1 Personal Care and 24-Hour Supervision**
| **Sub-CBF Code** | **Sub-Critical Business Function** | **Description of Process / Activity** | **Example (JHA Context)** |
| --- | --- | --- | --- |
| **CBF-1.01** | **Admission and Care Needs Assessment** | **Assesses each newly admitted resident's physical, cognitive, continence, nutritional, mobility and fall-risk needs, together with cultural and religious preferences. The process is triggered by an admission referral and completed within a defined period after arrival. The output is a baseline needs assessment and initial risk ratings that determine the level of care and supervision the resident receives from the first night.** | **A frail resident is admitted from hospital on a Friday afternoon. The duty nurse completes the fall-risk, pressure-injury, and swallowing screens before the evening shift, so night staff know the resident needs bed rails assessed, repositioning every 2 hours, and a texture-modified diet from the first meal.** |
| **CBF-1.02** | **Individual Care Planning and Review** | **Converts the needs assessment into a written individual care plan that sets out each resident's care tasks, frequencies, risks, preferences and goals. The team reviews plans at scheduled intervals and whenever a resident's condition changes, such as after a hospital stay or a fall. The output is a current care plan that every shift follows.** | **After a resident returns from hospital with a new diagnosis, the nursing lead updates the care plan to add blood glucose monitoring, a revised diet, and a lower escalation threshold. The updated plan is briefed at the next handover so that all shifts apply the same instructions.** |
| **CBF-1.03** | **Care Workforce Rostering and Shift Deployment** | **Plans and adjusts rosters so that each shift has enough nurses and care staff with the right skills, and deploys them to wards or resident groups. It covers leave planning, absence cover, minimum staffing levels, and allocating competencies such as medication administration and safe hoist use. The output is a staffed, skills-matched shift, 24 hours a day.** | **Several care staff report sick on the same morning during a respiratory illness outbreak. The duty supervisor reallocates staff across wards, calls in relief staff, and confirms that at least one medication-competent nurse is on each shift before reprioritising non-essential tasks.** |
| **CBF-1.04** | **Activities of Daily Living Assistance** | **Provides hands-on help with bathing, toileting, oral care, dressing, grooming and personal hygiene, following each resident's care plan and preferences. It respects residents' dignity, privacy, and cultural norms, including, where reasonably practicable, preferences for the carer's gender. The output is residents who are clean, comfortable, appropriately dressed and ready for the day.** | **The morning shift helps residents shower and dress. When a resident prefers a same-gender carer for intimate care, the roster pairs staff accordingly, and staff offer a bed bath to a resident who usually showers when they are unwell.** |
| **CBF-1.05** | **Continence Care and Skin Integrity Management** | **Manages continence through scheduled toileting, timely changing of continence products and skin care. It includes regular repositioning of bed-bound or chair-bound residents, pressure-area checks and use of pressure-relieving equipment. The output is preventing incontinence-associated dermatitis, pressure injuries, and avoidable infections.** | **Night staff reposition bed-bound residents every two hours and record each turn on a repositioning chart. When staff notice early redness on a resident's heel, they report it to the nurse, who arranges a pressure-relieving cushion and increases check frequency.** |
| **CBF-1.06** | **Mobility, Transfer and Fall Prevention** | **Supports residents to move safely, including assisted walking, wheelchair use and transfers between bed, chair, toilet and shower using hoists or other aids where required. It applies each resident's fall-prevention measures, such as low beds, sensor mats, non-slip footwear and supervised walking. The output is safe mobility and fewer falls.** | **A resident assessed as high fall risk is fitted with a bed-exit sensor at night. When the alarm sounds, staff respond within minutes and help the resident to the toilet, preventing an unassisted walk in the dark.** |
| **CBF-1.07** | **Feeding and Hydration Assistance** | **Ensures that residents eat and drink enough safely by serving meals as specified in their care plans, providing hands-on feeding support and monitoring intake. It covers texture-modified and therapeutic diets, safe-swallowing practice, and religious and cultural dietary requirements. The process does not include meal production, which is an interface. The output is adequate nutrition and hydration without choking incidents.** | **Care staff feed residents who need assistance at a pace that suits them, using thickened fluids where prescribed. During a hot spell, extra drink rounds are added, and intake charts are checked at handover for residents at risk of dehydration.** |
| **CBF-1.08** | **Medication Administration Support** | **Administers prescribed medicines at the right time, dose and route, and records each administration, refusal or omission. It covers medication rounds, secure ward-level storage, handling time-critical medicines, observing for side effects, and checking against the medication administration record. The pharmacy supply is an interface. The output is safe, accurate and timely medication for every resident.** | **The nurse conducts the morning medication round, giving time-critical medicines such as insulin and anticonvulsants first. If a resident refuses a dose, the nurse offers it again later, records the refusal, and reports it to the visiting doctor if it continues.** |
| **CBF-1.09** | **Point-of-Care Infection Prevention and Control** | **Applies infection control practices during direct care: hand hygiene, appropriate use of personal protective equipment, isolation or cohorting of unwell residents, and safe handling of soiled items. It includes early recognition of infection symptoms and support for outbreak measures directed by MOH. The output is reduced transmission of infection between residents and staff.** | **When several residents on one ward develop vomiting and diarrhoea, staff isolate those affected, assign dedicated carers, increase hand hygiene checks and notify the nursing lead, who reports the cluster to the relevant authorities and restricts movement between wards.** |
| **CBF-1.10** | **Day and Night Supervision and Safety Rounds** | **Maintains continuous oversight of residents through scheduled safety rounds, headcounts at set times, call-bell responses, and observation of communal areas. Night rounds check residents' breathing, comfort, positioning and safety. This enables early detection of falls, distress, illness, or absence at any hour.** | **During the 3 a.m. round, a carer finds a resident who is breathless and confused. The carer alerts the duty nurse immediately, and the resident's condition is assessed and escalated well before the morning shift would otherwise have noticed.** |
| **CBF-1.11** | **Dementia and Behavioural Care, including Wandering Prevention** | **Supports residents living with dementia or behavioural needs through consistent routines, meaningful activity, de-escalation and individual behaviour support plans. It includes measures against wandering and absconding, such as secured exits and observation, and a lost-resident search procedure if a resident cannot be found. The outcome is safe, settled residents and the prompt recovery of anyone who goes missing.** | **At an evening headcount, a resident with dementia is not in the ward. Staff start the lost-resident procedure: search the premises, check exit records, and, if the resident is not found within the set time, file a police report and notify next of kin.** |
| **CBF-1.12** | **Health Monitoring and Clinical Escalation** | **Monitors residents' health through vital signs, weight, blood glucose and observation, and recognises deterioration against agreed thresholds. It escalates concerns to the visiting doctor, telemedicine or, in an emergency, the 995 ambulance service, and manages transfers to and from hospital. The output is timely medical attention for residents who become unwell.** | **A resident's temperature and pulse rise sharply during the evening observations. The nurse follows the escalation protocol, calls 995, prepares a transfer summary and medication list for the ambulance crew, and informs the Superintendent and next of kin.** |
| **CBF-1.13** | **Incident Reporting and Safeguarding** | **Records, reports and investigates incidents, including falls, injuries, medication errors, missing residents and suspected abuse or neglect. It ensures that notifiable incidents are reported to MSF and other authorities within required timeframes, and that safeguarding concerns are handled under the Vulnerable Adults Act 2018 where relevant. The output is resident protection, regulatory compliance, and organisational learning.** | **A carer notices unexplained bruising on a resident's arm. The carer reports it to the duty nurse, who documents the injury and notifies the Superintendent. The Superintendent starts a safeguarding review and makes the required notification to MSF within the set timeframe.** |
| **CBF-1.14** | **Shift Handover and Care Documentation** | **Transfers essential information between shifts through structured handovers, and maintains accurate, contemporaneous care records, including care plans, observation charts, medication records and incident logs. It safeguards resident data in line with the Personal Data Protection Act 2012. The output is continuity of information so that each shift knows each resident's current condition and risks.** | **At the 7 a.m. handover, the night nurse briefs the day team on a resident who fell overnight, another who refused medication, and a new admission. The day team confirms the actions and records them in the shift log before beginning the morning round.** |
#### Interfaces with Other Critical Business Functions
CBF-1 cannot be delivered on its own. The processes below belong to other CBFs or to support functions, but a failure in any of them would quickly disrupt one or more Sub-CBFs. They will be recorded as dependencies in the Business Impact Analysis.
- **Meal production and catering.** Kitchen operations supply the meals and texture-modified diets CBF-1.07 depends on.
- **Laundry and linen services.** Clean linen, clothing and continence supplies are essential to CBF-1.04 and CBF-1.05.
- **Housekeeping and environmental cleaning.** Cleaning is a core control in outbreak management and supports CBF-1.09.
- **Facilities and building services.** Power, water, lifts, air ventilation, fire safety systems and the call bell system underpin almost every Sub-CBF, especially CBF-1.06 and CBF-1.10.
- **Pharmacy supply and medical consumables procurement.** CBF-1.08 and CBF-1.12 require an uninterrupted supply of medicines and consumables.
- **Visiting medical services and healthcare partners.** Doctors, telemedicine, and hospital links serve as the escalation route for CBF-1.12.
- **Case management and social work.** This function handles admission eligibility, next-of-kin and guardian liaison, and discharge, and feeds CBF-1.01 and CBF-1.13.
- **Human resources and workforce administration.** Recruitment, training records, payroll and work-pass administration determine whether CBF-1.03 can staff each shift.
- **IT and records systems.** These support CBF-1.14 and, where used, electronic medication records for CBF-1.08.
#### Key Assumptions
The Sub-CBFs rest on the assumptions below. JHA management should confirm or correct each one before the Business Impact Analysis begins.
1. JHA is licensed as a Welfare Home under the Social Residential Homes Act 2025, and the MSF Code of Practice for Social Residential Homes applies in full.
2. JHA operates from a single site with \[number of residents\] residents, most of whom have high care needs. A significant share live with cognitive impairment. The dependency mix is to be confirmed.
3. The Superintendent oversees care delivered by nurses and care staff. A qualified nurse is on duty or on call at all hours.
4. A visiting doctor or healthcare partner provides medical care; there is no in-house medical team.
5. Medicines are supplied by an external pharmacy and recorded on a \[paper or electronic\] medication administration record.
6. A significant share of care staff may be foreign employees on work passes, so travel restrictions and permit processes can affect their availability.
7. In-house teams or contractors deliver meals, laundry, and cleaning that fall outside CBF-1.
8. Case management and social work operate as a separate function that handles admission eligibility and family liaison.
9. The other CBF codes referred to in Section 3 will follow the numbering set in the previous chapter.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/64d16cdc-b532-47f6-af61-7b33f5b500a3)The 14 Sub-CBFs in Table 3.4 turn CBF-1 from one broad commitment into a set of processes that can each be analysed, owned and protected.
That list now becomes the working reference for every later stage of JHA's BCM programme.
##### Business Impact Analysis
The Business Impact Analysis will assess each Sub-CBF separately. For each one, JHA will set a **maximum tolerable period of disruption (MTPD)**: the point beyond which the impact on residents, compliance or reputation becomes unacceptable.
It will also set a **recovery time objective (RTO)**: the target time to resume the process at an acceptable level. It will then identify the minimum resources needed, including people, skills, equipment, information, premises and suppliers.
The results will differ sharply between Sub-CBFs. Medication administration (CBF-1.08) and night supervision (CBF-1.10) are likely to tolerate very short disruption.
Care plan review (CBF-1.02) may tolerate several days. Without decomposition, these differences would be invisible.
##### Risk Assessment
We can now assess risk against specific processes rather than the function as a whole.
The question changes from "what threatens resident care?" to "what would stop the night safety rounds, or the medication round, from happening?"
This sharper focus brings concrete threats into view, such as:
- staff absence during an outbreak, affecting CBF-1.03 and CBF-1.09;
- failure of the call bell system, affecting CBF-1.10;
- a power cut that disables hoists and profiling beds, affecting CBF-1.06;
- disruption to pharmacy supply, affecting CBF-1.08.
Amendment 1:2024 to ISO 22301 also requires JHA to consider whether climate change is a relevant issue.
At the process level, make this specific: prolonged heat directly increases hydration risk (CBF-1.07) and health-monitoring needs (CBF-1.12).
##### Business continuity strategy development
Choose continuity strategies to fit each Sub-CBF's tolerance and resource needs.
Time-critical processes may justify investment in cross-trained staff, relief staffing agreements, backup power for essential equipment, or paper-based fallback records.
Processes that can be deferred may need only a documented plan to suspend them and resume them later. This keeps spending proportionate and defensible to the Board.
##### Business Continuity Plan development
Each Sub-CBF gives the Business Continuity Plan a natural structure. The plan can set out, for every Sub-CBF:
- a named process owner;
- the minimum acceptable level of service during disruption;
- workaround procedures;
- priorities for reallocating staff.
When staff are under pressure, plans built at this level tell them exactly which tasks must continue, which can be scaled back, and who decides.
##### Operational resilience and regulatory assurance
The Sub-CBF list also gives the Board, MSF and MOH clear evidence that continuity of care has been examined process by process.
It links directly to the Social Residential Homes Act's emphasis on continuity of care and to the Code of Practice's requirements on resident management and incident management.
Exercises and audits can test individual Sub-CBFs, and lessons learned can be fed back to the accountable process owner.
##### Next chapter
With the Sub-CBFs validated, the next chapter carries out the **Business Impact Analysis for CBF-1** under ISO 22301 clause 8.2.2. It sets the MTPD, RTO and minimum resource requirements for each of the 14 Sub-CBFs identified here.
#### Sources
- [MSF: About the Social Residential Homes Act](https://www.msf.gov.sg/what-we-do/srha/about-srha)
- [MSF: Regulatory Requirements Under SRHA](https://www.msf.gov.sg/what-we-do/srha/regulatory-requirements)
- [Social Residential Homes Act 2025 (LawPlayer)](https://lawplayer.com/sg/act/SRHA2025)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/45126cea-7fe9-4ffe-b72e-5e4451c0e271)
| **eBook 3: Starting Your BCM Implementation** | | | | | | |
| --- | --- | --- | --- | --- | --- | --- |
| **MBCO** | **P&S** | **RAR T1** | **RAR T2** | **RAR T3** | **BCS T1** | **CBF** |
| [![\[BCM\] \[JHA\] \[E3\] \[BIA\] MBCO Corporate MBCO](https://no-cache.hubspot.com/cta/default/3893111/bff23cf8-c8bc-411a-86e4-5986afc3229a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bff23cf8-c8bc-411a-86e4-5986afc3229a) | [![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[PS\] Key Product and Services](https://no-cache.hubspot.com/cta/default/3893111/5af2d31a-0e64-40c2-b836-b16308a1954e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/5af2d31a-0e64-40c2-b836-b16308a1954e) | [![\[BCM\] \[JHA\] \[E3\] \[RAR\] \[T1\] List of Threats](https://no-cache.hubspot.com/cta/default/3893111/fc386d5d-7cb4-4758-9b4a-fa11bf195a3e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/fc386d5d-7cb4-4758-9b4a-fa11bf195a3e) | [![\[BCM\] \[JHA\] \[E3\] \[RAR\] \[T2\] Treatment and Control](https://no-cache.hubspot.com/cta/default/3893111/ff11418b-5bd2-4b2e-81b7-5d8591f230f4.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ff11418b-5bd2-4b2e-81b7-5d8591f230f4) | [![\[BCM\] \[JHA\] \[E3\] \[RAR\] \[T3\] Risk Impact and Likelihood Assessment](https://no-cache.hubspot.com/cta/default/3893111/1115b558-848b-447d-af32-b2f7dc24a147.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1115b558-848b-447d-af32-b2f7dc24a147) | [![\[BCM\] \[JHA\] \[E3\] \[BCS\] \[T1\] Mitigation Strategies and Justification](https://no-cache.hubspot.com/cta/default/3893111/000136ee-249d-4cd6-ba08-d201a2681a2a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/000136ee-249d-4cd6-ba08-d201a2681a2a) | [![\[BCM\] \[JHA\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/9179abf5-8864-4c30-b0a0-2dbff717595f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/9179abf5-8864-4c30-b0a0-2dbff717595f) |
| **CBF-1 Strategic Procurement and Sourcing** | | | | | | |
| **DP** | **BIAQ P1** | **BIAQ P2** | **BIAQ P3** | **BIAQ P4** | **BIAQ P5** | **BIAQ P6** |
| [![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[DP\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/eaaf4660-3f06-4679-9c0e-1e3f1f1f5e63.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/eaaf4660-3f06-4679-9c0e-1e3f1f1f5e63) | [![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[T1\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/b2cef2cc-6e50-4be6-a0e4-8859e5b112af.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b2cef2cc-6e50-4be6-a0e4-8859e5b112af) | [![\[BCM\] \[JHA \[E3\] \[BIA\] \[T2\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/5a450e7f-5f16-429f-8608-96874b4cbd8e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/5a450e7f-5f16-429f-8608-96874b4cbd8e) | [![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[T3\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/660b8788-b1a8-461d-83a4-dadf82502cb6.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/660b8788-b1a8-461d-83a4-dadf82502cb6) | [![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[T4\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/efa332b8-bb47-423e-bd9f-983e92644a67.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/efa332b8-bb47-423e-bd9f-983e92644a67) | [![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[T5\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/7a562223-9c97-4b83-bd5f-c3ec6c3266ae.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7a562223-9c97-4b83-bd5f-c3ec6c3266ae) | [![\[BCM\] \[JHA\] \[E3\] \[BIA\] \[T6\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/fdb71d4f-7f73-478f-9b7b-1574750c9e24.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/fdb71d4f-7f73-478f-9b7b-1574750c9e24) |
| | | **BCS T2** | **BCS T3** | **PD** | | |
| | | [![\[BCM\] \[JHA\] \[E3\] \[BCS\] \[T2\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/727ad269-6d02-45aa-aecf-6dc0cbd0d394.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/727ad269-6d02-45aa-aecf-6dc0cbd0d394) | [![\[BCM\] \[JHA\] \[E3\] \[BCS\] \[T3\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/bd4f2d56-5562-454c-8c06-58766214e1d9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bd4f2d56-5562-454c-8c06-58766214e1d9) | [![\[BCM\] \[JHA\] \[E3\] \[PD\] \[CBF\] \[1\] Personal Care and 24-Hour Supervision](https://no-cache.hubspot.com/cta/default/3893111/088881c6-473a-4a46-a2e9-399f3042ac92.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/088881c6-473a-4a46-a2e9-399f3042ac92) | | |
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