Baycrest is pleased to share our Quality Improvement Plan (QIP) with our clients, family members and broader community.
The QIP is a requirement under the Excellent Care For All Act, 2010 and was approved by the Baycrest Board of Directors.
This plan describes the key actions we are committed to taking to make improvements to the care and services you receive. Our annual quality improvement plan is directly aligned with our strategic plan as it describes our key actions for delivering exceptional care and experience. We selected these annual improvement priorities considering a number of important factors including:
- Feedback from clients and families through client experience surveys, themes from our client relations office, and client and family councils;
- Client safety priorities identified from safety reporting, quality of care reviews, critical incidents and risk analysis;
- Staff safety priorities identified from internal data collection sources, employee engagement surveys and a dedicated committee structure to complete detailed analysis;
- Geriatric best practices;
- Provincial and Local Health Integration Network (LHIN) priorities, our Health Service Accountability Agreement, and other Ministry of Health and Long Term Care legislative requirements;
- Identified health system priorities; and
- Accreditation Canada required organizational practices and standards Accreditation Canada required organizational practices and standards
While we continue to work on many other improvement projects, for 2018/19 our main improvement objectives include:
Improving the client experience and enhancing resident quality of life
Delivering an exceptional client and family experience is our number one priority. In the hospital, we heard feedback that we can improve the transition experience for patients coming from acute care to our complex continuing care and rehabilitation units. Our long term care residents and families tell us we can improve how we deliver care and services based on their needs and preferences. We also want to ensure residents living in the Apotex are functioning as well as their can. Our goal is to improve of maintain resident’s ability to walk or transfer independently. Over the coming year, it is our commitment to partner with clients and families to identify opportunities to improve the care experience and overall quality of life.
Improving staff and client safety
Patients often receive new medications or have changes made to their existing medications at times of transitions in care. Medication reconciliation refers to the process of avoiding inadvertent inconsistencies across transitions in care by reviewing the patient's complete medication regimen at the time of admission, transfer, and discharge. By reducing potential discrepancies we reduce the risk for adverse drug events.
Pressure injuries develop on skin that covers bony areas of the body, such as the heels, ankles, hips, and tailbone as a result of prolonged pressure on the skin. Older adults, in particular those with complex care needs, are at a higher risk for developing pressure injuries. Through the implementation of best practices, such as repositioning and selecting the most appropriate support surfaces based on an individual assessment, we can reduce and prevent pressure injuries from developing.
Baycrest is committed to providing a respectful and safe environment for everyone who works, volunteers, learns, and receives care here and we continue to strive towards a workplace free of violence. We want our clients and their families to feel safe, cared for, and confident when they are in our care, and we want our staff to feel safe and deliver the best care and service possible to clients and their families.
Ensuring effective transitions and coordination of care
Preventing our residents from unnecessary visits to the Emergency Department is one of our most important priorities for our residents’ care and safety, because visits to the Emergency Department can cause additional health care risks, breakdowns in care coordination, and undue anxiety for residents and their families.
Health Links is an integrated client-centered approach. The goal of the Health Links approach to care is to create seamless care coordination for patients with complex needs, by ensuring each client has a Coordinated Care Plan (CCP) and ongoing care coordination. For many of our clients who access our outpatient services, such as our integrated community care team, geriatric psychiatric community service, day treatment centre, and psychiatric day hospital, their care may be enhanced through coordination amongst all care providers.
A discharge summary is a written form of communication that contains a description of the patient’s hospital stay, diagnoses, treatments, and action steps. Discharge summaries are written for primary care providers who will provide follow-up care for the patient. When a patient leaves the hospital, it is critically important that their primary care provider receive the discharge information in a timely way.
Providing patients with access to the right level of care
Alternate Level of Care (ALC) refers to patients who no longer need treatment in a hospital, but who continue to occupy hospital beds as they wait to be discharged or transferred to another care environment. Once again, Baycrest has elected to include this as an indicator on the QIP while acknowledging that ALC is truly a cross-sector challenge. In the coming year, our improvement team will continue to work on implementing best practices directed at reducing ALC pressures and working collaboratively with key system partners to help patients access the right level of care they need.
Our Quality Improvement Plan consists of the following documents:
You can also read our Progress report on our 2017-18 Quality Improvement Plan, which demonstrates the progress we have made on the targets set out in our previous year’s QIP.
The Excellent Care for All Act, 2010 also requires that compensation of the executive team be linked to achievement of some performance targets in the Quality Improvement Plan. The Board of Directors developed and approved the performance-based compensation plan.