Kipling Acres

An important part of its northern Etobicoke community, Kipling Acres has 337 beds, is situated on 10 acres of beautiful property and features:

• all resident bedrooms have air conditioning
• a long tradition of providing quality care in a home-like environment
• culturally diverse residents and staff
• semi-private, private and basic accommodations
• each home area has a dining room, communication centre (nurses’ station), recreation room, conference room, living room, TV lounge, shower room and spa
• guest suite for palliative care
• dialysis room
• Gathering Place and Worship Centre
• Green roof, Gift Shop, Library, Salon, Rehabilitation Room and private dining room
• Outdoor courtyard, balconies and inter-generational garden
• community hub is home to the Adult Day Program, Kipling Early Learning & Child Care Centre and West Acres Senior Centre, which offers wellness and recreation programs for local community seniors.

Kipling Acres offers the following specialized services:

• Beaumond Heights Behavioural Support Unit is a short-term, 17-bed unit designed for individuals diagnosed with dementia and has complex behavioural care need
• Behavioural Support Programs
• Short-stay respite
• Adult Day Program

Behavioural Support Programs

As recognized leaders in behavioural support programs, we have a long history of demonstrated knowledge of dementia, delirium and mental health in the delivery of care.

Staff and medical professionals are knowledgeable in the most prevalent types and related causes of behavioural issues, understand disease processes, stages and progression, diagnostic and assessment process, cognitive or neurological symptoms, treatment interventions, appropriate communication to address resident needs, strategies to promote optimal quality of life and experience of the behaviour(s) from the perspective of the resident, family members and other partners in care.

Short-stay Respite

The short-stay admission program supports families seeking respite from the caregiver role for a period of up to 60 continuous days to a maximum of 90 days per year.

Our inter-professional care team includes doctors, nurses, physiotherapists, occupational therapists, rehabilitation assistants, dietitians, social workers and members of the spiritual and religious care community. They will work with you to make sure you get the services you need, when you need them. Quality health and person-centred care will be provided in your room to allow for privacy, rest and comfort. Your care needs will determine your length of stay. The annual, maximum stay time is 90 days.

Beaumond Heights BSU – Opening Soon!

• 17-bed short-term unit located at Kipling Acres
• designed for individuals who have complex care needs like dementia that cannot be safely and effectively managed in other long-term resident homes.

Goals of the Program

• to manage and stabilize the resident’s responsive behaviours within four to six months so they can transition into a regular long-term care setting
• to provide high-quality, resident-centred, treatment and care to individuals with complex behaviours resulting from cognitive conditions.

Model of Care

• BSU care team uses a person-centered approach, emphasizing relationships and emotional support for residents and their families
• team collaborates to provide integrated care across all disciplines.
• residents and their decision makers are actively involved in planning, implementing and evaluating their care
• discharge planning begins early to ensure a smooth transition to a long-term care setting.

Beaumond Heights BSU Care Team

• dedicated interprofessional care team includes various health professionals such as registered nurses, personal support workers, social workers, recreation  staff and a physician
• access to specialists including geriatric psychiatrists, a geriatrician and a neurologist.

Eligibility Criteria

Applicants must meet the following criteria:

• living in long-term care or have an active long-term care admission application with HCCSS
• be medically stable for a long-term care environment
• have age-related cognitive impairment and responsive behaviours with a primary diagnosis of dementia
• have stable and controlled mental health conditions
• require close observation and high needs interventions
• exhibit behaviours that cannot be managed in the current environment and require short-term specialized resources and treatment outside of those offered in a regular long-term care setting
• have a discharge plan to permanent destination identified.

Referrals and Admissions

1. All assessments, referrals and applications are completed through the local Home Care and Community Support Services (HCCSS) in the region where the applicant resides.
2. Applications are reviewed and approved by Kipling Acres Admission Committee.
3. Kipling Acres works collaboratively with the Admission Committee and the Central West HCCSS Placement Coordinator to process applications in a timely manner.
4. Following the application approval, a pre-admission meeting is encouraged to discuss program criteria, resident centered goals and discharge plans prior to admission.

More Information

• email ltc-ka@toronto.ca
• speak to a long-term care placement coordinator.

Toronto Emergency Management leads and facilitates activities related to the City’s ability to mitigate, prepare for, respond to, and recover from major emergencies.

We have incorporated the City’s Business Continuity Management and Toronto’s Emergency Plan into an Emergency Management Plan for the City’s directly operated long-term care homes.

Kipling Acres has a structured emergency management process of risk identification, mitigation, preparedness, response and recovery.

The scope of emergency management planning includes a variety of hazardous situations that may occur inside or outside of the long-term care home, such as:

• fire
• natural disaster
• biochemical and bomb threats
• chemical spills
• radiation exposure
• threats of personal violence
• power failure
• utilities and telecommunications failure

All staff members are trained to respond to these universal codes for emergencies:

• Code Red: Fire
• Code Black: Bomb Threat
• Code Yellow: Missing Resident
• Code Green: Evacuation
• Code Orange: External Disaster
• Code White: Violent Behaviour
• Code Blue: Cardiac Arrest
• Code Brown: Hazardous Spill
• Code Grey: Infrastructure Failure

In addition, we follow the Incident Management System (ISM) and have a robust Crisis/Disaster Communication Protocol.

For further information, please contact Cornel Baptista, Manager Environmental Services

Bambo Oluwadimu, Administrator, Designated Quality Improvement Lead and Chair of Site Continuous Quality Improvement Committee

Elizabeth Juraschka, Divisional Quality Improvement Advisor and Chair of Divisional Quality Council

Overview

The team at Kipling Acres is dedicated to continuously improving the care and services provided.  The quality improvement plan (QIP) for 2024/25 reflects our commitment to enhancing equity, improving resident and family experience, fostering innovation, integrating palliative care, and aligning with external partners to improve care outcomes.

Quality Improvement Priority Selection Process

The quality improvement priority selection process reflects the collaboration and analysis of statistical data trends, program evaluation outcomes, inspection guidelines, audit results, Ministry of Long-Term Care reports, results from the Resident and Family experience survey “Your Opinion Counts”, Ontario Health system level priority areas, collaborations with healthcare partners and opportunities for improvement submitted to Site Continuous Quality Improvement Committee.  The selection process is a balance between the many opportunities, resources available to support quality improvement work and the significant impact on the quality of care and service that can be achieved. The Quality Improvement Plan is developed through consultation and approved by the Site Continuous Quality Improvement Committee.

Priority Areas for 2024-25

The full Quality Improvement Plan 2024/25 and Narrative are posted in the home, on the Quality Improvement board, provided to Residents’ Council, Family Council, and staff.

Policies, Procedures and Protocols that Guide Continuous Quality Improvement

Quality Improvement policy:

• Establishes our commitment to continuous quality improvement in the provisions of care and service through the application of a quality improvement methodology to achieve positive resident outcomes.

Quality Improvement Project Idea Submission Form:

• An informal and formal mechanism that provides employee(s), residents, families, caregivers, Residents’ Council, Family Council and clients with an avenue for submitting quality improvement ideas for consideration by Quality Councils.

Quality Improvement Project Selection Matrix:

• The Quality Improvement Project Selection Matrix form assists in the prioritizing and approval of quality improvement submission ideas.

Quality Improvement Reporting:

• Quality Improvement reports are prepared and submitted at minimum quarterly to identify quality improvement priorities, current activities, success to date and future quality improvement work.

Quality Improvement Charters:

• The Quality Improvement Charter is a documentation tool that supports teams through the plan do study act (PDSA) problem-solving model. The PDSA problem-solving model provides a common framework for different teams to speak the same language and work together to improve a process or care outcome. The charter serves as a communication tool for the team and Quality Committee to track the progress of QI projects/initiatives.

Problem-Solving Cycle Model – Plan-Do-Study- Act (QI Model for Improvement)®:

• Quality improvement work within the home is grounded in QI science which outlines the tools and processes to support, assess achievements and spread QI results. Teams apply QI tools aligned within the Model for Improvement – plan do study act (PDSA), Six Sigma and Lean, enabling them to achieve incremental changes.

Divisional Quality Council, Site Continuous Quality Improvement Committee and Divisional Committee Structures

Structures and accountability are in place to support the commitment to quality improvement which includes, authorization to the General Manager from City Council to certify and approve on behalf of the City, the home’s annual Quality Improvement Plan(s) (QIPs) for submission to Ontario Health, as required under the Fixing Long-Term Care Act, 2021 and Excellent Care for All Act, 2010. The General Manager has responsibility and authority for the quality of care and service and the management of risks.

Seniors Service and Long-Term Care’s integrated quality management framework overseen by the divisional Quality Improvement Advisor considers and acts on opportunities to improve in areas related to strategic direction, quality improvement, risk management, safety culture, positive customer experience, resource allocation, just culture (including positive work life culture) and an ethical culture.

Accountability:

At a divisional level, the General Manager, with the leadership of Quality Improvement Advisor and support of the Divisional Quality Council directs, co-ordinates and provides for the ongoing development of the division’s Integrated Quality Management framework.

At a site level, the General Manager has delegated day-to-day operational accountability for quality improvement and risk management outcomes and innovation to the Administrator of each home.

The terms of reference of each committee reflects legislative requirements of membership and accountability.

Resident and Family Survey

The advice of Residents’ Council and Family Council was sought in developing and carrying out the annual Your Opinion Counts Survey which was administered in September 2023.  The survey consists of 13 standard questions with additional 1-2 questions from Residents’ Council and Family Council. The results of the survey are integrated into the QIP, as priority areas.

The results were presented to Residents’ Council and Family Council in January 2024 and advice was sought in the development of the Quality Improvement Plan. Updates on the plan and projects will be provided throughout the year as requested by the chairs of these committees and documented in the minutes.  Residents and families have been invited to participate in quality improvement work, including providing feedback through surveys. Resident and family members are part of the home’s Site Continuous Quality Improvement Committee terms of reference and committee.

Communication and Record of Quality Improvement Work

A comprehensive communication strategy supports quality improvement work within the long-term care home and at the division level.  The actions enable the home to broadly communicate annual Quality Improvement Plans, the results of quality improvement activities to senior management, residents/clients, caregivers, families, staff and volunteers.  A central part of the communication strategy is to seek advice if any from Residents’ Council and Family Council and make improvements as appropriate to care and services. Quality Improvement teams encourage and facilitate opportunities for input if any from Residents’ Council and Family Council into the annual Quality Improvement Plan and utilize feedback from residents/clients and families to improve the quality improvement system and communication methods.

Adult Day Program

The on-site Adult Day Program provides an opportunity to take part in a variety of health promotion programs, and to develop new friendships and interests. Seniors enjoy a variety of recreational and therapeutic activities, along with lunch and snacks. This program provides much-needed respite for many family members and other caregivers who are coping with the stress of caring for people with Alzheimer disease and other cognitive or physical disabilities.

Families are an integral part in helping make the best decisions for their family member. We offer many opportunities for families to be involved:

• Resident care conferences
• Quality Improvement, Innovation and Risk Management Committee
• Family Council
• Satisfaction surveys
• Volunteer services.

• To complement the staff team, a large volunteer team is a treasured part of the Kipling Acres family. Volunteers provide a special brand of caring that keeps residents connected with the community
• An on-site child care centre offers residents a chance to share experiences with young children who live in the surrounding neighbourhood
• Alliances with the local community and cultural groups help us provide culturally appropriate care and services.