True Davidson Acres provides individualized care to each of its 187 residents within a safe and friendly environment. Guided by the CARE values – Compassion | Accountability | Respect | Excellence, we are committed to improving quality of life and support for healthy aging.
CareTO is about:
True Davidson Acres is investing in CareTO, the City’s brand for long-term care culture change. Our goal is to improve the experiences of all those who live, work, and visit.
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.
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.
True Davidson 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:
All staff members are trained to respond to these universal codes for emergencies:
In addition, we follow the Incident Management System (IMS) and have a robust Crisis/Disaster Communication Protocol.
For further information, please contact Avi Sharma, Administrator.
Avi Sharma, Administrator, Designated Quality Improvement Lead and Chair of Site Continuous Quality Improvement Committee
Elizabeth Juraschka, Divisional Quality Improvement Advisor
Seniors Services and Long-Term Care are responsible for service planning and strategic integration of City services for seniors, including:
Initiatives to advance these supports are organized within three strategic priorities:
Excellence in Care & Service
Integrated Care & Service Continuum
Thriving Workforce
This QIP aligns with the division’s strategic plan and was developed in consultation with the Residents’ Council, Family Council, and SSLTC leadership and aligns with Ontario Health priorities:
True Davidson Acres will focus on:
Long-Term Care Priority Areas 2025/26
| Indicator | 2023 | 2024 | Provincial |
|---|---|---|---|
| Percentage of long-term care residents not living with psychosis who were given antipsychotic medication | 21.40 | 26.29 | 19.65 |
| Percentage of long-term care residents who fell in the last 30 days | 12.13 | 13.39 | 15.29 |
| Indicator – Sustain Improvements | |||
| Rate of potentially avoidable emergency department visits for long-term care residents | 19.69 | 15.21 | 21.69 |
Overall, resident and family satisfaction, as measured in annual Your Opinion Counts survey, is high:
However, we have identified these areas for improvement and will utilize a variety of quality improvement methods to ensure there are a variety of avenues for:
The LTC home will be introducing CareTO person-centred approaches to improve and enhance resident and family experience.
The LTC home will continue to monitor both clinical and non-clinical outcomes to assist with implementing new change ideas through quality improvement processes, structures, and partnerships to sustain high quality of care and services.
The quality improvement plan (QIP) for 2025/26 and Narrative 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.
The quality improvement priority selection process reflects the collaboration and analysis of statistical data trends, program evaluations, Ministry of Long-Term Care reports, results from the Resident and Family experience survey “Your Opinion Counts”, Ontario Health system level priority areas, and collaborations with healthcare partners. 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.
Seniors Services and Long-Term Care (SSLTC) is committed to the provision of care and service through the application of a quality improvement theory that seeks to meet the needs and improve quality of care and services. Quality improvement policies have been established to guide quality improvement work and are aligned with the Fixing Long-Term Care Act, 2021, Accreditation standards and required organizational practices, Ontario Health requirements, and the Excellent Care for All Act, 2010.
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.
Seniors Services 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, and safety culture.
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.
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 2024.
The results were presented to Residents’ Council and Family Council in January 2025, 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.
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.
Communication strategies used to share Your Opinion Counts survey results:
Progress Report is prepared annually, identifying improvements achieved, changes implemented and opportunities for improvement.
We offer a full range of services including nursing, medicine, food and nutrition, administration, building services, and innovative programs and services including:
Families are an integral part in helping make the best decisions for their family member. We offer many opportunities for families to be involved:
For further information or to schedule a personal tour, please call 416-397-0400.