Carefree Lodge

Opened in 1967 as a retirement home, the City of Toronto purchased the building from the Vint Foundation, renovated the site and opened Carefree Lodge in 1991, featuring:

• private and semi-private accommodations with ensuite washrooms on three levels (127 total beds)
• all resident bedrooms have air conditioning
• resident lounges
• a library, gift shop, and hair salon
• activity room with a full kitchen
• auditorium
• therapeutic garden and outdoor patio
• unique octagonal formal dining room that overlooks a ravine.

• 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.
• Residents with severe cognitive impairment live on the Garden Level which includes its own dining room, lounge area with fireplace and secure outdoor patio.  Beautiful murals adorn the walls and life panels depicting the lives of each residents are installed outside the rooms
• Recreation programs are developed to meet the specific needs of the residents and are held during the day, evenings and on weekends
• We offer a range of inter-denominational faith services and based on the resident population we also offer specific cultural activities such as Jewish and Korean recreational activities.

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.

Carefree Lodge 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 Radu Pana Manager, Facilities Management.

Quality Improvement Report

Tenzin Nyima, 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

Priority Areas for 2024-2025

The quality improvement plan (QIP) for 2024/25 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.

• 2024-25 Carefree Lodge QIP Narrative
• 2024-25 Carefree Lodge QIP

Quality Improvement Priority Selection Process

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.

Policies, Procedures and Protocols that Guide Continuous Quality Improvement

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 align 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

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.

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.

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 results were presented to Residents’ Council in January 2024, and Family Council in March 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.

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.

Communication strategies are in place to share Your Opinion Count results and included the following:

• Sharing the “Your Opinion Counts” survey results at the Residents’ Council meeting on January 30, 2024.
• Presenting the survey results to the Family Council on March 18, 2024.
• Posting the results on the Quality Board for staff and families in January 2024.
• Sharing the results with staff during team meetings throughout 2024.

Progress Report is prepared annually, identifying improvements achieved, changes implemented and opportunities for improvement.

• 2023-24 Carefree Lodge Progress Report

• smoke-free environment
• diverse resident and staff population
• 2SLGBTQI+ friendly home accepting all residents regardless of religion, language, or cultural background.

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.

• Volunteers, including family members, adult and youth members of the community along with college and university placement students, all play a pivotal role in improving the quality of life of the residents
• Carefree Lodge has excellent partnerships with the North York General Hospital’s Psychogeriatric Mental Health Outreach Team, Nurse Practitioner-led Outreach Team (HRRH & NYGH) to work with our team to support resident care. The Regional Geriatric Program provides educational support to the team in management of resident care.