We are currently recruiting volunteers to support residents at Bendale Acres.
Bendale Acres offre des services en français (French version)
Bendale Acres provides individualized care to each of its 302 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.
Initially constructed in the mid-60’s, the home was completely renovated in 1995 and contains:
Residents enjoy on-unit food and nutrition services, including three meals and three snacks each day. Menus are prepared to include in-season fresh fruits and vegetables. A registered dietitian is on staff and provides additional nutritional support to residents.
Bendale Acres offers the following specialized services:
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. Bendale Acres has a Ministry-designated 15-bed Behavioural Support resident home area, the Highland Creek Retreat, which receives enhanced funding.
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.
Bendale Acres is home to a 37-bed French language services resident home area, which has been designated under the French Language Services Act. Staff are bilingual in English and French, and are able to provide care for residents in their preferred language. Residents can enjoy recreational activities, special events and spiritual and religious care, as well as music, art and complementary care in a language-specific environment.
A Guide for Planning and Providing Francophone Long-Term Care Services is for those involved in planning, advocating for, and providing Francophone health services. The guide provides an optimal model for providing long-term care in French and features the Pavillon Omer Deslauriers and Bendale Acres.
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.
Bendale 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 (ISM) and have a robust Crisis/Disaster Communication Protocol.
For further information, please contact Cornel Baptista, Manager Environmental Services
Gina Stringer, 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 Bendale 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:
Quality Improvement Project Idea Submission Form:
Quality Improvement Project Selection Matrix:
Quality Improvement Reporting:
Quality Improvement Charters:
Problem-Solving Cycle Model – Plan-Do-Study- Act (QI Model for Improvement)®:
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 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, 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 February 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 Records 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.
Families are an integral part in helping make the best decisions for their family member. We offer many opportunities for families to be involved:
Bendale Acres is a dynamic part of the community providing support to seniors and local groups. We supply meals to the TransCare Community Support Services Meals-on-Wheels program seven days a week, producing over 600 meals per week for delivery.
We have an on-site child care centre and partner for inter-generational programs. Secondary school, college and university students complete a variety of clinical and training rotations each year, sharing new knowledge and learning from the experiences our staff share.
This is an older video produced by the province and contains some outdated details. For further information or to schedule a tour, please call 416-397-7000.