Full Report

FIGURE 1
CFHI Approach to Healthcare Improvement
assess design implement spread
Conduct needs
assessments to identify
and clarify opportunities
for improvements
• Find and interpret
data and evidence
• Assess the merit
and viability of
potential solutions
• Develop
implementation plans
Support teams in leading
improvement initiatives
and mitigating barriers that
threaten the progress
Develop a variety of
communication channels
so that evidence, innovations
and ideas can be
exchanges within and
among regions
educate: Coaching and support for teams in carrying out change management.
ANALYZE: Conduct policy and economic analysis to facilitate change and understand impact..
EVALUATE: Provide hands-on guidance to teams in measuring health outcomes and system impacts.
Tailored
programming
based on local
needs
Collaborative
team-based
problem solving
approach
Adult
learning-style
workshops
+ + +
Mentorship
support from
expert faculty
CFHI developed a customized multi-phase approach to support the Department in achieving the objectives of the CDM project. In Phase I, problems with the
delivery of care for people with chronic diseases were identified and three IPs were designed. In Phase II, the IP design was refined and IPs were implemented
at pilot sites across NWT. The lessons learned in each of these phases will inform the development of an integrated CDM strategy for the territory.
Social Networking
Illustrating the wide range of involvement and interdisciplinary
participants, social network mapping allows
us to see connections between individuals within the
collaboration. Figure 2 illustrates the spread of the
project across the territory and is divided by IP team.
Showing the ‘touch’ network that has formed in the
NWT within the parameters of the CDM collaboration,
this map has been drawn from attendance lists, team
charters, email chains, CFHI workshop reports, and the
NWT Collaboration Interim Report. Attributes were
drawn from interview data, CFHI database searches,
and Google keyword searches.
Each node represents an individual who has had
‘touch’ with the projects. This constitutes any form
of direct contact with the project – involvement,
adoption, or awareness. As the legend indicates,
the large black central nodes indicate the steering
committee and DHSS in addition to Renal, Diabetes,
and Mental Health IPs. From these nodes, we see the
originally indicated team members, project lead, and
pilot site leads (based on team charters, an explicit
email listing of the team members, and the steering
committee listing in the interim report). This does
not include individuals who joined the project teams
in later stages of the collaboration. These individuals
are captured in the ‘end user’ population.
Making the Case for Change
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