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Diabetes Self Management 25 Making the Case for Change
The Context? As in the rest of Canada, the prevalence of diabetes is on the rise in NWT. Approximately 5.2% of the population was living with the disease in 2009. 29 With approximately 200 new cases diagnosed each year, patients with diabetes represent a significant proportion of overall hospitalizations. Costs to detect and treat the disease and its complications are a mounting healthcare burden. 30 Between 2008/2009 and 2010/2011, diabetic patients accounted for 9% of unique patients, 0% of discharges, 16% of bed days and 15% of overall costs. 31 Patients with diabetes represent a significant proportion of overall hospitalizations. Indirect costs are also increasing. For example, the loss of productivity due to illness, injury, disability and premature death weighs heavily on governments, employers and society. 32 Clearly, alternative approaches are needed to reduce the incidence of diabetes and improve its treatment. Exploring solutions Self-management support (SMS) is the systematic provision by healthcare staff of education and support to increase patients’ skills and confidence in managing their health problems. SMS activities include regular assessment of patient progress and problems, and helping them set realistic goals. 33 The use of SMS helps improve patients’ willingness to make lifestyle changes, ensuring they adopt positive behaviours, become more involved in decisions related to their care, and receive information and skills they need to manage 34, 35 their condition. The Department’s diabetes improvement team understood the value of SMS – and that healthcare staff throughout NWT lack accessible, consistent education and training in its practice. 38 During CFHI’s Patients and professionals in collaboration Emerging evidence suggests that positive outcomes are associated with strategies co-created or co-led by patients and healthcare professionals. 36 The Canadian Diabetes Association, for example, sees SMS as fundamental to the care of all diabetes patients and most effective when ongoing education and comprehensive healthcare occur together. 37 training workshops, the team decided its goal would be to build the capacity of primary care teams to provide self-management support to people with type 2 diabetes in three pilot communities: Behchoko, Norman Wells and Yellowknife. 39 Our goal: build the capacity of primary care teams to provide self-management support to people with type 2 diabetes. Making the Case for Change 26
Page 1: Making the Case for Change Advancin
Page 4 and 5: Acknowledgments True collaboration
Page 6 and 7: Table of Contents 3 Executive Summa
Page 8 and 9: Executive Summary The Chronic Disea
Page 10 and 11: Introduction Forging an integrated
Page 12 and 13: INTRODUCTION Targeting improvement
Page 14 and 15: INTRODUCTION FIGURE 2 Expanded Chro
Page 16 and 17: Discussion and Recommendations This
Page 18 and 19: DISCUSSIONS & RECOMENDATIONS Table
Page 24 and 25: DISCUSSIONS & RECOMENDATIONS Summar
Page 26 and 27: Change Management Issues: Recommend
Page 28 and 29: Conclusion The aim of chronic disea
Page 32 and 33: The pilot phase began in June 2012
Page 34 and 35: DIABETES took place during June and
Page 36 and 37: DIABETES Figure 6 Pre- and Post-tra
Page 38 and 39: DIABETES Many patients appear to li
Page 40 and 41: Renal Disease Improved Coordination
Page 42 and 43: RENAL Clinical practice guidelines
Page 44 and 45: RENAL Forging alliances for better
Page 46 and 47: Creating new collaborative tools Th
Page 48 and 49: RENAL The experience of Hay River s
Page 50 and 51: Mental Health Standardized Processe
Page 52 and 53: Staff feedback was essential to rev
Page 54 and 55: MENTAL HEALTH Improving inter-branc
Page 56 and 57: In addition, interdepartmental lack
Page 58 and 59: Appendices To access appendices lis
Page 60 and 61: REFERENCES 35 Northwest Territories
Page 62 and 63: REFERENCES 94 Northwest Territories

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