Baycrest

Thanks to these factors, we were able to navigate as smoothly as possible given the circumstances. However, we cannot ignore the serious problems in the LTC sector that the pandemic has illuminated and that we must work to solve. First, we know that social isolation and loneliness undermine the physical, cognitive and emotional health of too many older adults. This fact has been remarkably intensified by required physical distancing measures implemented across the world to prevent COVID-19 transmission. Great numbers of older adults have been cut off from their families and their communities. Even before the pandemic, access to senior-friendly transportation to secure food, medications, social supports, healthcare and other essentials was a chronic problem in many societies. It is my belief that we need a new approach to facility design. Where institutionalized care is necessary, the physical design needs to promote wellness, and it needs to impede contagion. In addition, we need a stable, well-trained, compassionate workforce that is compensated at the appropriate level to provide the incentive for professionals to join our field; and funding, whether public or private, must be matched to the need of the facility to provide adequate care. LTC facilities must be more structurally connected to the healthcare system. Finally, the regulatory framework must be structured to reward continuous quality improvement and advances, as opposed to a focus on punishments for lack of compliance with regulations. Facilities must be incentivized to keep raising the bar on care, not to merely meet the current minimum requirements. While Canadians are rightly shocked and saddened by what COVID-19 has revealed to them, I am hopeful that this awareness will lead to a more serious and productive conversation at policy tables at all levels of government about how best to meet the needs of our vulnerable older adult community. I remain similarly hopeful that we will see many more resources devoted to support community- based care, lessen our reliance on large congregate care settings such as nursing homes, and commit to improved training and support, as well as equitable pay, for those who dedicate their careers to the care of older adults. Overall, the main truth uncovered by this pandemic is one known to many who work in the sector: the pandemic didn't cause these issues, it starkly revealed many of the challenges we've had for decades. In North America, we need a broader conceptualization of what LTC is — a new vision. It can no longer be regarded in the context of a standalone nursing home facility. It needs to be conceived of as a holistic, continuum of supports for cognitively and physically frail older adults. 'Long-term care' must evolve to mean care that is delivered throughout different ages, stages and needs, in varied settings, and ultimately in the place most desired by the older adult and their family. This vision requires a commitment to doing everything possible to help us live our best lives, wherever we are in our aging journey. Our vision at Baycrest is a world where every older adult enjoys a life of purpose, inspiration and fulfilment. Key to achieving this is our unrelenting drive to be at the forefront of solutions that contribute to adding life to people's years as much as we add years to people's lives. Even as safeguarding our campus against COVID-19 remains our top priority, we must, within any new normal that evolves, identify ways to continue our pursuit for optimal brain health and aging – these aren't separate or secondary endeavours, but intrinsically entwined. Because no matter what is happening in the world, our health, how we feel, how we age, and how we live our best life – one that is filled with possibilities – is never something that we can put on the backburner. BrainMatters FALL|WINTER 2020 7

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