Bendale Acres

Home Features

Initially constructed in the mid-60’s, the home was completely renovated in 1995 and contains:

• 100 private and 101 semi-private rooms, each with ensuite washroom (302 beds)
• all resident bedrooms have air conditioning
• large windows and an atrium-style foyer with fireplace and skylights
• large fenced garden
• inter-denominational worship centre
• self-contained resident units on each of the home’s six floors featuring spacious dining rooms, lounges and recreational and rehabilitation rooms
• two respite beds providing supportive care to individuals living in the community who may benefit from admission to the short-stay program

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.

Specialized Services

Bendale Acres offers the following specialized services:

• Behavioural Support Programs
• French Language Unit
• Ismaili Unit

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. Bendale Acres has a Ministry-designated 15-bed Behavioural Support Unit 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.

Pavillon Omer Deslauriers

Bendale Acres is home to a 37-bed French language services unit, 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. One of our short-stay beds is located in the Pavillon Omer Deslauriers to provide additional support for the French language community. 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. Full report including resources available online in English and French

Ismaili Unit

Bendale Acres is home to the Ismaili unit (approximately 17 beds). Residents are supported by volunteers from the Ismaili community, allowing them to continue their connections with their cultural community.

Emergency Management Plan

Toronto’s Emergency Plan outlines how the City of Toronto is prepared to effectively handle all emergencies.

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:

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

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

Quality Improvement

Quality Improvement Interim Report

Gina Stringer, Administrator, Designated Quality Improvement Lead and Chair of Site Quality Improvement, Risk Management and Innovation Committee

Elizabeth Juraschka, Divisional Quality Improvement Advisor and Chair of Divisional Quality Improvement, Risk Management and Innovation Committee

Overview

Bendale Acres is a City of Toronto directly-operated long-term care home dedicated to continuously improving care and service provision.  The quality improvement plan for 2022-23 reflects our commitment to engage with all stakeholders – residents, families, staff and external partners to collaboratively advance innovative care and services leading to improved outcomes. The commitment to quality improvement is grounded in Seniors Services and Long-Term Care’s mission, vision and values.

Identified strategic priorities provide a roadmap to address the many challenges long-term care operators will continue to face over the next few years and guide our approach to respond to sector-wide staffing shortages, an aging demographic, and the high acuity care needs and multiple health co-morbidities and complexities of the resident population. All of our work encourages innovation, research, effective, efficient service pathways and emotion-centered resident care.

Our commitment to quality improvement has over 20 years of history and we have been able to foster a culture of improvement where staff are committed to continuously enhancing the quality of care and services for residents, caregivers and families.  Quality improvement is everyone’s responsibility and it is more than a project or initiative, it is about how we provide care and services, how we pivot, reflect, adapt, adopt and abandon practices when they no longer meet or achieve the desired outcomes. It is aligned with the experience responses received from the annual experience survey, Residents’ Council, Family Council and Home Advisory Committee. Quality Improvement is about doing something when you hear that change is needed, when data illustrates an area for improvement is required, and when service and care pathways no longer achieve positive outcomes.  Quality Improvement is fluid, and empowers all stakeholders to collaborate to achieve an ideal state.

Quality Improvement Priority Selection Process

The quality improvement priority selection process reflects the collaboration and analysis of statistical data trends, program evaluation outcomes, inspection protocol and 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 Quality Improvement, Risk Management and Innovation 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.

Priority Areas for 2022-23

Bendale Acres will focus on improving:

• % of Medication Reconciliations with a trio call (BOOMR®) is a new process aiming to achieve 85% of all new admission to have a trio call
• Mobile Dental Program Pilot – Partnership Toronto Public Health 100% of resident screened and dental care plan
• Resident Centred Care Planning: End of Life Care Planning – Partnership with Healthcare Excellence Canada currently collecting baseline data
• Safe medication management practices – Partnership Institute for Safe Medication Practices  Overall Quality score on the MedRec Quality Audit tool from 85% score to 95%

The long-term care home has diligently worked on improving healthcare outcomes over the year(s) and is below the provincial average in the following areas which will be monitored and were not included in the Quality Improvement Plan:

• % of potentially avoidable emergency department visits is at 15.88
• % of residents not living with psychosis who were given antipsychotic medications is at 10.66

The opinions of Residents’ Council and Family Council were sought in the development of the Quality Improvement Plan and updates on the plan and projects will be provided throughout the year as requested by the chairs of these committees.  Residents and families have been invited to participate in quality improvement work, including providing feedback through surveys.

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.

Site Quality Improvement, Risk Management and Innovation 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 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 Improvement, Risk Management and Innovation Council directs, co-ordinates and provides for the ongoing development of the division’s Integrated Quality Management framework.

Divisional Program leads and divisional committee members are accountable to support the long-term care homes’ achieve positive outcomes through quality improvement work, operational reviews, inspection protocols, audits, program evaluations, action plan development, risk management, innovation, education, and implementation of policies and procedures which reflect leading practices.

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 under the direction of the Director, Long-Term Care Homes, and to the Manager, Seniors Services for Community Programs.

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

Communication 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.

Communication strategies are in place and include the following:

• Posting on the long-term care home’s Quality Improvement display board located in a highly visible area within the long-term care home
• Staff huddles and team meetings
• Quarterly reports on progress of quality improvement work
• Sharing quality improvement highlights in all staff emails from the General Manager
• Sharing quality improvement highlights with stakeholders using on-site LED displays, update bulletins, quarterly newsletters, Annual Report and posting on the website
• The Homefront internal publication features quality improvement and innovative care and service practices that have resulted in positive resident outcomes. These articles support the learning, spread of change ideas and networking of team members between the various long-term care homes and with stakeholders at multiple sites
• Presentations of quality improvement achievements are scheduled in the individual long-term care home and shared divisionally during Town Hall calls and at an annual Quality Improvement and Innovation Event showcase
• Projects are presented externally to member associations and shared with other health care organizations through learning events and publications, and with City partners through submission to the City Manager’s Awards.

Other Services & Amenities

• Staff are well-trained and provide excellent care for individuals requiring increasingly complex care that may include: intravenous treatments, gastric feeding tubes, oxygen therapy and extensive wound management
• Residents are able to access on-site dental, hearing, eye and foot care from contracted service providers
• Private family dining room for family celebrations
• Fenced garden with view of Lawrence Avenue, including secure garden area for Cognitive Support Unit residents
• Art Therapy
• Music Therapy
• Complementary Care Therapy, including aromatherapy and light massage
• Physiotherapy services
• Recreation and Rehabilitation Staff
• Co-ordinator of Spiritual & Religious Care
• Support from the Regional Psychogeriatric Consultant and the Mental Health Outreach Team
• Behavioural Resource Team
• Close proximity to Scarborough Hospital Regional Dialysis program for residents requiring Haemodialysis
• Located centrally on TTC routes and minutes from the 401
• Short-stay beds
• Adult Day Centre

Involving Families

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

Connecting with Our Community

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.