Cummer Lodge

Built in 1970 and renovated in 2000, Cummer Lodge has 391 beds, sits on 4.5 acres of landscaped property overlooking a wooded ravine.

All resident bedrooms are serviced with central air conditioning.

Cummer Lodge offers the following specialized services:

• Behavioural Supports
• 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. Cummer Lodge has a Ministry-designated 16-person 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.

Toronto Emergency Management (TEM) 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.

Cummer 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 (IMS) and have a robust Crisis/Disaster Communication Protocol.

For further information, please contact Niloshini (Nilo) Sivanandan, Administrator.

Niloshini (Nilo) Sivanandan, 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:

• Community support programs such as adult day programs, supportive housing services, tenancy support and homemakers and nurses services for vulnerable individuals who reside in the community.
• Directly operating 10 long-term care homes that provide 24-hour resident-focused care for permanent, and short-stay admissions; care, services and programs enhance the quality of life by responding to individual resident needs.

Initiatives to advance these supports are organized within three strategic priorities:

Excellence in Care & Service

• Pursue continuous quality improvement to enhance resident and client-centered outcomes, adapt to regulatory changes, evolve and respond to clinical complexity and adherence to best practices
• Enhance resident and staff experiences through CareTO culture change

Integrated Care & Service Continuum

• Lead development of the Third Toronto Seniors Strategy
• Build on City, Ministry, community, and sector partnerships to plan for and respond to the needs of Toronto’s aging and diverse population

Thriving Workforce

• Expand talent acquisition channels to recruit, train, develop, and retain interprofessional team members
• Offer staff training, education, and development opportunities and support people leaders with resources and tools for success.

Priority Areas for 2025-26

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:

Cummer Lodge will focus on:

• Rates of potentially avoidable Emergency Department visits
• Rates of residents prescribed anti-psychotic medications, without a diagnosis of psychosis
• Percentage of LTC residents who fell in the 30 days leading up to their assessment
• Percentage of staff (executive-level, management, or all) who have completed relevant equity, diversity, inclusion, and antiracism education
• Palliative Care implementation

Quality Improvement Plan (QIP)

Long-Term Care Priority Areas 2025/26

Your Opinion Counts Experience Survey

Overall, resident and family satisfaction, as measured in annual Your Opinion Counts survey, is high:

• 98 per cent of long-term care residents’ families are satisfied with care and services
• 91 per cent of long-term care residents are satisfied with care and services

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 variety and quality of food meets residents’ needs

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.

• 2025-26 Cummer Lodge Narrative
• 2025-26 Cummer 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 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.

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 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.

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 used to share Your Opinion Counts survey results:

• Residents’ Council meeting on December 19, 2024
• Family Council meeting on February 20, 2025
• Posting on the Quality Board for all who live, work and visit, December 9, 2024
• Staff team meetings February 19, 2025.

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

• 2024-25 Cummer Lodge Progress Report

• A multicultural setting, where residents of diverse religions and cultures live together while respecting each other beliefs and traditions, we offer a variety of culturally appropriate services
• We believe that every resident has individual needs and must be involved in decisions regarding his or her care. Taking a holistic approach in the care of each resident, the inter-professional team of highly trained and dedicated staff considers the physical, intellectual, emotional, social and spiritual needs of each individual, to help each resident attain the highest possible quality of life. Care of the individual is planned with the resident and family/friend involvement to ensure it is consistent and based on resident’s values, beliefs, and wishes.

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.

• We value partnerships and work closely with our hospitals and faith groups including Jewish Family and Children Services. We receive education from the Alzheimer and Huntington’s Society in addition to organizations like REENA who support our residents who are developmentally delayed
• We are proud of our over 300 volunteers – young and old – who support Cummer Lodge and our residents.