Baycrest’s Leadership Role in Transforming Aging

As a Centre fully affiliated with the University of Toronto, with a robust research enterprise and a recognized specialization in cognition and mental health in aging, Baycrest is an acknowledged leader in the field of gerontology on a local, provincial, national, and global scale. Locally, Baycrest is a strong advocate for client services, and particularly, for ensuring tailored program offerings to meet the needs of the aging Jewish community. Leveraging its full academic mandate of care, research and education, at the provincial level, Baycrest works to develop innovative ways of delivering services to the aging population of Ontario, ensuring the most effective use of system resources. On a national and global scale, Baycrest leverages its strong research pillar and looks to create solutions to the challenges of cognition and mental health in aging. Marshalling these unique strengths, Baycrest is well poised, across all of its stakeholder groups, to take on the cutting-edge role of finding new ways to maintain and strengthen health and quality of life throughout one’s life span. Baycrest will develop innovative solutions to maximize individual autonomy and independence as the population ages.

Today, Baycrest stands at the brink of the next frontier in the pursuit to unlock and understand the mysteries of the journey of aging. Baycrest and its partners--leaders in government, academia, health care and the business and scientific sectors--will take the next big steps forward, guided by this strategic plan. This strategic plan is the compilation of industry insights and extensive stakeholder engagement, challenging conversations and collaboration. Throughout the process of developing this plan, representatives from staff groups, physicians, volunteers, clients, their families, peer organizations, supporters, international leaders in the field of aging, academia, and government have helped to influence and shape the strategic areas of focus that will guide Baycrest in the next leg of its journey to optimize the process of aging.

The Shifting Landscape in the Field of Aging

There are many influencing factors affecting the field of aging. As the baby boom generation begins to shift to its senior years, the pressure being placed on the health care system is increasing as the greatest burden of illness occurs in these later years of life. The inverse of this trend is the shrinking workforce and the constraint of health human resources to provide care.
The baby boom generation is focused on maintaining independence and autonomy and is far less open to traditional forms of nursing home and institutionalized care. There is an increased need for a diverse support network to help this cohort manage their health and pursue healthy aging. Government and policy makers are responding to these demands by shifting the focus of service options to the community. All of these factors place pressure and uncertainty on organizations, such as Baycrest, who develop and deliver services to the aging population.

1. Increasing seniors population: Demographic characteristics in developed countries are changing.  These changes in the Ontario population have presented Baycrest with an increasing cohort of seniors.  In 1985, 10.5% of the Ontario population was over 65; in 2005 this cohort grew to 12.9%.  It is expected to increase further to 19.4% by 2025.  In considering Baycrest’s targeted services to Jewish seniors in the Toronto area, this cohort is expected to grow by 12% between 2001 and 2011 and by 48% between 2011 and 2021. More broadly, Ontario’s incremental population growth is expected to be concentrated in the Greater Toronto Area, which could see a doubling of the seniors population from approximately 750,000 in 2005 to almost 1.5 million by 2025. These demographic changes further reinforce the need for Baycrest to look at how current and future capabilities are developed to best meet client needs.
   
   
   
   
2. Shifting demands of health consumers: As a new generation enters its senior years, health consumers and their families are becoming more engaged in their health care decisions. This global trend in consumer empowerment is demonstrated by:

• An increasing focus on consumer choice and involvement in care planning and decision making;
• The increasing use of on-line tools and information sources to enhance consumer knowledge and involvement;
• The shifting focus on health, wellness, and disease prevention away from intervention and paternalistic care;
• The increasing use of self-care options and their associated focus on wellness;
• The increasing interest towards aging at home and aging in place, away from nursing home care options; and,
• The emerging use of private pay long-term care insurance to ensure increased control of care options in later years.

3. Evolving policy directions: There are a number of directional policy changes that will influence how health services are delivered within Ontario. Integration and the creation of system capacity has been a primary objective of the Local Health Integration Networks (LHINs) since they were established in 2006. There are a series of initiatives underway through the LHINs that will have an impact on organizations like Baycrest, such as:

• Aging at Home is a provincial strategy to help streamline services, promote integration, and build community capacity for care and services for seniors. The aim of Aging at Home is to ensure that seniors have access to supports and services that will help them maintain independent living in the comfort of their own home for as long as possible.
• The Toronto Central LHIN is looking to address issues of health equity. Their objective is to create and sustain a health care system in Toronto where systemic and avoidable health disparities are steadily reduced and the gap between the best and worst off is narrowed.

4. Health human resource constraints: The share of the population that is working age (ages 15 to 64) will drop from 69.6% in 2005 to a projected 64.8% in 2025. This poses significant challenges to the health sector which is already experiencing a shortage of skilled staff. In 2004, Ontario was short 2,000 physicians and 20% of all doctors in Ontario were over the age of 60 years old. In addition, the average age of female nurses was 44.4 years, 3.4 years older than employed women in general.

Today, Baycrest is in a unique position as the organization has the strengths needed to make major contributions to address the individual needs of the aging population and the system-level change that is urgently required. As an academic health centre with a sole focus on aging, Baycrest is equipped to lead change in the fields of geriatrics and gerontology and to define the future for healthy aging. With a spotlight on cognition and mental health in aging, both through research activities and the specialized programs and services offered, Baycrest will lead the design of a system focused on prevention, independence, and support that meets the challenges of an aging population.

Building on Our Strengths

Baycrest’s current strategic plan is an evolution of the organization’s goals and accomplishments from the last strategic planning process. The directions that were set in 2003 have provided significant gains to the organization and have positioned Baycrest for the next leg of its journey. The strategic areas of focus defined in 2009 build upon Baycrest’s leadership position and enhance its role as an academic centre through recruitment and development of international leaders; integrating care research and education; continued development of knowledge related to aging and highly specialized clinical services; and implementing new methods of empowering individuals to self-direct their care.

Leading from the Values of Baycrest

Through the strategic planning process, the importance of Baycrest’s values was highlighted. In recognizing the diverse client population that Baycrest serves through its hospital and community programs, there is a renewed interest in emphasizing the importance of these values for all individuals--clients, families, staff, physicians and volunteers--that Baycrest serves.

Compassion comes from caring relationships that are promoted and nurtured through a culture of sensitivity, understanding, trust, and integrity.

Advocacy is essential in promoting change and socially responsible choices that are sensitive to the needs of the elderly and is best achieved through a strong collective voice of clients, families, staff, volunteers, and community partners.

Respect comes with the understanding that each person is unique, with intrinsic dignity and worth.

Excellence is achieved when we reach beyond what was ever thought possible through inquiry, discovery, and lifelong learning.

Baycrest recognizes the cultural, spiritual, and religious needs of all clients through the provision of programs and services to meet their needs. The strategic planning process highlighted a need to add clarity to the unique aspects of Baycrest’s Jewish culture and heritage. Baycrest is guided by the principles and values of Judaism and is proud to provide an environment for its clients that embraces:

• Respect for the elderly by protecting and supporting dignity, self-worth, and individual choice;
• Community engagement, social responsibility and advocacy;
• Sanctity of human life; and,
• Lifelong learning and scholarship.

Baycrest currently brings to life its commitment to Jewish culture and heritage through:

• Cultural, spiritual, religious and recreational programs and services;
• Pastoral counseling and chaplaincy services;
• Educational activities for staff, clients, volunteers, families;
• Jewish community linked projects and partnerships;
• Provision of kosher food; and,
• Programs and resources for Holocaust survivors.

Baycrest’s Mission and Vision

When Baycrest opened its doors on Cecil Street in 1918, its sense of Mission was clearly in place as the first and only Home available to the Jewish elderly. Little did Baycrest’s founders know that the special place they built would ultimately be transformed into a world leader in innovation in aging. Today, Baycrest is still a special Jewish Home for the Aged – and so much more. In fact, Baycrest today is greater than the sum of its individual parts. The organization is poised to take on an even greater leadership role fostered from its highly specialized programs embedded in an environment of inquiry where care, research and education are woven inextricably together into the fabric of the organization. With these unique strengths, Baycrest is well positioned to lead the charge in bringing the journey of aging to a new level of fulfillment.

Baycrest Mission:

Baycrest is dedicated to achieving excellence in providing the best possible experience and care for the physical and mental wellbeing of people during their journey of aging.

We draw inspiration from the ethical and cultural values of the Judaic heritage which support our commitment to the art and science of healing and the preservation of human dignity throughout the lifespan.

Patient Care

As an academic health sciences centre, we will apply the very best clinical practices informed by research. We will provide innovation in the development of different models of care delivery. We will be client-centered and compassionate in all that we do.

Education and Dissemination of Knowledge

We are committed to providing an exceptional interdisciplinary educational experience for undergraduate, graduate and post-doctoral students. We will be a local, national and international resource for information related to the impact of aging on brain and physical health.

Research

We will contribute to the creation of knowledge through basic and applied research. Our scientific endeavors will reflect the important role of biological, psychological and social factors in the prevention, diagnosis and treatment of aging-related disorders, with a focus on brain health.

Commitment to the Community

We will be a local, provincial and national resource to ensure that our community supports the health and wellbeing of our aging population. We will be a partner with government to develop models of age-related disease prevention, diagnosis and care.

Organization

We will be a workplace that encourages creativity and personal and professional growth for all of our staff, volunteers and students.

 

Baycrest Vision:

We will be the global leader in providing innovative and effective solutions to the challenges inherent in the process of aging through the integration of exemplary clinical care, education and scientific discovery.

Next: Strategic Areas of Focus >

Strategic Areas of Focus

In order to have the most significant impact locally and in the broader global community, Baycrest needs to focus its organizational efforts on those areas of greatest strength. We are committed to continuing the path of advancing the field of brain health, specifically, Cognition in Aging and Mental Health in Aging. Staying true to this commitment will enable the clinical enterprise, across care, research and teaching, to make significant advances through innovation and insight to the field of aging.
On the pages to follow, the six strategic areas of focus for the organization have been defined with supporting strategic goals. These strategic areas of focus are all of equal importance, and will be the core focus of the organization for the next five years.

Strategic Focus: Integrate care, research and education into the fabric of the organization

Baycrest aims to be the leading academic health care centre focused on transforming the aging experience. To attain this vision requires that clinical care, research and education be wholly integrated into the daily work of critical areas of the organization. Every clinical encounter should be viewed as an opportunity to expand knowledge through education and the generation of ideas to be tested through research.

Strategic Goals:

1. Recruit internationally recognized clinician scientists and educators to lead and participate in strategically targeted areas of the clinical enterprise
2. Increase the impact of academic education organization-wide
   1. Transition to more full-time academic staff
   2. Increase the academic involvement of professional staff across all disciplines
3. Build the informatics infrastructure to support integration of care, research, and education

 

Strategic Focus: Develop and provide highly specialized services in cognition and mental health

Baycrest has established a leadership position in the field of aging and brain function. With its unique strengths, taking into account significant influencing factors and the evolving Ontario health care system, the organization is well poised to strategically hone and concentrate its focus toward developing and providing highly specialized services in aging, cognition and mental health. A sharp focus in this area will position Baycrest as a partner with the government, to take on the cutting-edge role of finding new ways to maintain and strengthen cognition and mental health, while developing innovative approaches to maximizing individual autonomy and independence as the population ages.

Strategic Goals:

1. Develop and implement a portfolio of innovative wellness, prevention, and care programs with a focus on aging, cognition and mental health
2. Develop partnerships with other community organizations to assist in the provision of health care services for the elderly
3. Employ new technologies and innovative care models to support individuals aging in the community
4. Develop and implement emerging home based technologies that will support clients in Baycrest’s residential care settings

Strategic Focus: Develop and provide innovative and exceptional interprofessional care for the aging population within the evolving health care system

As the Ontario health care system reforms, the world at large is also undergoing tremendous upheaval with strong influencing factors from economic downturns, shifting health care consumer demands, an increasing seniors population and health human resource constraints. These factors are reshaping the way individuals think about their health care needs as they age. As a world-renowned leader in caring for older persons, Baycrest is strategically positioned not only to adapt, but to lead innovative changes in how interprofessional care is provided in this new and evolving milieu. Baycrest is committed to developing a relationship-centred care approach that puts clients’ voices at the forefront of their care and improves relationships between staff, families and other informal caregivers. Patient safety and measurable clinical care outcomes will continue to be areas of focus.

Strategic Goals:

1. Establish an effective interprofessional model of practice within a program management environment
2. Achieve excellence in patient safety, satisfaction and clinical outcomes using a continuous quality improvement and evidenced based approach to clinical practice
3. Develop and implement a relationship-centered care approach responsive to our patients, families, volunteers, students and staff members’ needs
4. Enhance staff, clients’ and families’ knowledge of the core competencies essential in caring for older adults
5. Embed quality, its measurement and accountability into the care provided to ensure optimal outcomes are achieved

 

Strategic Focus: Empower and support the individual to self-direct their journey along the process of aging

Increasingly, consumers expect to be substantially involved in navigating the health care system and to selectively choose among available options through their own self-directed acquisition of timely and accurate information. Web-based technologies are projected to be increasingly utilized by those seeking direction in how to optimize health and wellbeing.

Strategic Goals:

1. Become a leading resource globally for consumer health education and knowledge exchange about aging
2. Maximize the power of new technologies to empower the dissemination of knowledge and tools
3. Develop and deliver e-health solutions which empower individuals in their journey of aging

 

Strategic Focus: Develop and implement a sustainable business model

In the past, Baycrest has relied on the generosity of the donor community and steady investment returns to fund ongoing operations. The significant downturn in the equities market in 2008 illustrated the significant risk in such an approach. Baycrest must develop a sustainable business model that decreases reliance on unrestricted fundraising and the downside exposure to the volatility of financial markets.

Strategic Goals:

1. Develop strategic funding partnerships with government and other health providers that support Baycrest’s ability to strengthen the health system and enhance the journey of aging
2. Expand the fund-raising program to provide sustainable funding over the long term and direct these funds to capital, research, and auxiliary programs
3. Develop relationships with commercial partners to develop and market our knowledge and innovation

 

Strategic Focus: Be a workplace of choice where our people can excel and achieve their personal best

Baycrest’s goal is to be a workplace of choice where we attract and develop the most talented and committed leaders and staff. We are dedicated to creating an environment that supports and encourages our people to excel and achieve their personal best. Our leadership philosophy and our commitment to wellness, excellence and lifelong learning are key enablers to making Baycrest a workplace of choice. We foster a learning environment that develops leaders, staff, physicians and volunteers to be exceptional in everything that they do. Our workplace is strongly supported by performance measurement and professional accountability.

Strategic Goals:

1. Recruit, develop and retain the most talented and committed leaders
2. Foster an engaging learning environment that develops and educates leaders, staff, physicians and volunteers to be exceptional
3. Create a workplace supported by performance measurement and professional accountability

The diagram below summarizes the strategic areas of focus and their relationship with the Mission, Vision, and Values of Baycrest.

 

Next: Concluding Thoughts >

Concluding Thoughts

By moving forward with clear direction to achieve these areas of strategic focus, Baycrest is reinforcing its commitment to advancing the field of aging on a global scale.  This strategic plan represents a continuing evolution that builds on the progress from the 2003 Strategic Plan.  While many of the guiding principles from the 2003 Strategic Plan are similar to those in the 2009 Strategic Plan, there has been an enhancement of the concepts and approaches.  This new strategic plan:

• Focuses on the development of home based care services;
• Maximizes the role of individuals so they can self-direct their aging process;
• Provides a defined focus in cognition and mental health in aging;
• Emphasizes Baycrest’s role as a government partner in defining the health care solutions of the future with a focus on healthy, empowered aging, and care delivered in the community;
• Recognizes the need to create sustainable financial models; and,
• Strengthens the integration of care, research and education into the fabric of the organization to maximize the opportunity to generate new knowledge for the field of aging.

It is this commitment to solutions and excellence that will continue to enhance the services delivered to clients and the influence that Baycrest will have globally.  This strategic plan provides a strong unifying message to advance care, research, and education throughout the organization and supports the daily Mission of the organization and forward looking Vision which Baycrest aspires to reach.