Ontario Stroke
Network
Strategic Plan
2011-2016
2300 Yonge Street, Suite 1300, P.O. Box
2414, Toronto ON M4P 1E4
A Message from the Board & Executive Director
This is an exciting time for the Ontario Stroke Network.
Given a mandate to provide provincial leadership and planning for the Ontario Stroke System (OSS), the
Ontario Stroke Network (OSN) was established and incorporated in 2008 as a non-profit organization
funded by the Ministry of Health and Long-Term Care and Ministry of Health Promotion and Sport. Until
now, we have used the Strategic Plan of the OSS (2007-2012) to focus and guide our strategic efforts.
The Ontario Stroke
Network provides
provincial
leadership and
planning for the
Ontario Stroke
System by
measuring
performance,
partnering to
achieve best
practices, and
creating innovations
for stroke
prevention, care,
recovery and
reintegration.
As OSN entered its third year of operation, the time was right for us
to develop our first dedicated strategic plan. We undertook a 6month planning exercise to understand the perceptions of our
stakeholders, to identify the strengths, weaknesses, opportunities
and threats that would both help and challenge us on our strategic
journey, and to identify areas of strategic focus. We believe that we
have successfully accomplished our objectives to create a plan that
will strategically lead us forward.
Our plan sets us on a path for a new and inspired future, directing our
energies and attention in a way that ensures effective progress on the
OSN vision and distinguishes the OSN from the OSS. We look forward
to the next phase of OSN’s evolution and working with our partners
and stakeholders to achieve our vision of fewer strokes, better
outcomes.
Table of Contents
Executive Summary.......................................................................................................................... 1
Background: Strategically Focusing the OSN ................................................................................... 3
Building on Our Mission and Vision ................................................................................................. 4
Advice from Stakeholders ................................................................................................................ 7
Process to Identify Evaluation Criteria & Strategic Directions......................................................... 8
An Inspired Future for the Ontario Stroke Network ........................................................................ 9
Towards Our Inspired Future: Next Steps for OSN ........................................................................ 11
Appendix A: Evaluation Criteria ..................................................................................................... 12
Appendix B: The 2011-2016 Strategic Plan .................................................................................... 13
Executive Summary
To achieve the Vision of Fewer Strokes, Better Outcomes, the
OSN’s Mission is to provide provincial leadership and
planning for the Ontario Stroke System (OSS) by measuring
performance, partnering to achieve best practices and
supporting innovations for stroke prevention, care, recovery
and reintegration.
In February 2011, OSN launched its first strategic planning
process which included significant stakeholder engagement.
As a result of key informant interviews, a stakeholder survey,
focus groups, and two Board retreats, the OSN identified two
Strategic Directions to guide its work from 2011-2016:
1. Credible leader, strategic partner and effective
advocate for fewer strokes and better outcomes
2. Catalyst to drive for excellence in stroke care and
vascular health1
These Strategic Directions will serve as the framework for
OSN’s initiatives. To achieve these ends, OSN also identified
four Core Enablers:
1. Evaluation: Applying Evidence to Action
2. Strategic/Meaningful Collaboration: Harnessing the
Power of Partnerships
3. Powerful & Visible Communications: Becoming the
‘Voice’ of Stroke Care & Prevention
Values: Building on the excellent
foundation of the Ontario Stroke
System, we value:
Equality & Comprehensiveness:
Our activities will be aligned with
the health interests of all Ontarians
and in doing so will improve
access to the care continuum and
respect the diversity of the
population we serve.
Accountability & Integrity: We
will demonstrate accountability and
integrity in all of our activities and
in the use and management of
public resources.
Transparency & Engagement:
We will foster and demonstrate a
culture of responsive, interactive,
open and respectful
communication and collaboration.
Leadership & Performance
Improvement: We will contribute
to and apply evidence and
knowledge, advance new ideas
and take action to continuously
improve the stroke system.
Leadership & Innovation: We will
look to the future, embrace change
and innovation, challenge the
status quo, grow more leaders and
through partnership build capacity.
4. Focused Innovation & Knowledge Translation: Becoming a ‘Hub’ for New Knowledge
and Information Exchange
The OSN’s Strategic Plan – including Strategic Directions and Implementation Priorities – sets
out a road map for an inspired future. The organization is well positioned to achieve ‘fewer
strokes and better outcomes’ and provide a value-added leadership role within the stroke
system and integrated healthcare environment.
1 The term "vascular" is defined as all forms of vascular and related diseases, encompassing heart disease, stroke, and diseases of other major
blood vessels (Joint Statement of Commitment, Toward an Integrated Vascular Health Strategy for Ontario, July 23, 2010).
1
OSN’s Inspired Future 2011-2016
2
Background: Strategically Focusing the OSN
The Right Time for Strategic Planning
With the Vision of Fewer Strokes, Better Outcomes, the OSN’s
Mission is to provide provincial leadership and planning for the
Ontario Stroke System by measuring performance, partnering to
achieve best practices and supporting innovations for stroke
prevention, care, recovery and reintegration.
In 2000, Ontario implemented the Ontario Stroke Strategy as the
expected way to organize stroke services in the province. The
Strategy became known as The Ontario Stroke System (OSS). The
OSS is a collaborative system of provider organizations and partners
and is the stroke best practice, implementation and service delivery
component of the provincial stroke program.
In 2007, the OSS strategic plan recommended that a provincial
coordination agency be established and, thus, the Ontario Stroke
Network was established. At its inception in 2008, the OSN used the
OSS Strategic Directions2 and provincial priorities to focus its efforts
in providing provincial stroke leadership. By late 2010, the time was
right for the OSN to develop its first, dedicated strategic plan
building on its work and accomplishments to date. An inspired
future for the OSN lay ahead.
Overview of the Strategic Planning Process
In January 2011, OSN initiated an RFP process for assistance to
develop a strategic plan.
Selected OSN Accomplishments
A joint commitment by the
Boards of the OSN, Heart and
Stroke Foundation of Ontario
(HSFO) and Cardiac Care
Network to an Integrated
Vascular Health Strategy.
Hospital Service Accountability
Agreements including stroke
metrics and performance
obligations established for
designated stroke centres
Provincial and LHIN Report Card
established and being used by
regional networks to improve
performance.
Implementation of a revised
paramedic prompt card
reflecting changes in best
practices.
Significant reductions in stroke
inpatient admissions and
mortality, shorter wait times for
carotid revascularization,
increased rehabilitation
admissions, and reductions in
long-term care admissions.
KPMG was engaged to:
▪
Conduct an environmental scan;
▪
Conduct consultations with both internal and external stakeholders;
▪
Develop an analysis of the OSN’s strengths, weaknesses, opportunities and threats (SWOT);
▪
Identify priorities for action and implementation; and
▪
Provide strategic input into the operational plan
2
Credible Advisor to Improve Stroke Prevention and Care Delivery
Leadership and Coordination
Evaluation to Support Continuous Improvement
Innovation and Knowledge
Best Practices Across the Continuum of Stroke Care




3
Building on Our Mission and Vision
Looking Back…Looking Forward…
The OSN’s Mission, Vision and Values were
confirmed during the planning process. They served
as fundamental touchstones and evaluation criteria
that were used to identify strategic priorities. The
OSN was keenly aware of the importance of
developing a Strategic Plan that would position the
organization to thrive in the current environment.
The planning process took into consideration the
need to:
▪
Appreciate the complementary and unique
roles of the OSN in relation to the OSS;
▪
Be mindful of the priorities of the Ministry
of Health and Long-Term Care and Ministry
of Health Promotion and Sport;
Mission: The Ontario Stroke Network provides
provincial leadership and planning for the Ontario
Stroke System by measuring performance,
partnering to achieve best practices, and creating
innovations for stroke prevention, care, recovery
and reintegration.
Vision: Fewer strokes. Better outcomes.
Values: Building on the excellent foundation of the
Ontario Stroke System, we value:
Equality & Comprehensiveness: Our activities
will be aligned with the health interests of all
Ontarians and in doing so will improve access to
the care continuum and respect the diversity of
the population we serve.
▪
Identify synergies between the OSN and
other integration partners; and
Accountability & Integrity: We will demonstrate
accountability and integrity in all of our activities
and in the use and management of public
resources.
▪
Embrace communications and advocacy to
ensure the dissemination of best practices
across Ontario.
Transparency & Engagement: We will foster and
demonstrate a culture of responsive, interactive,
open and respectful communication and
collaboration.
Leadership & Performance Improvement: We
will contribute to and apply evidence and
knowledge, advance new ideas and take action
to continuously improve the stroke system.
Leadership & Innovation: We will look to the
future, embrace change and innovation,
challenge the status quo, grow more leaders and
through partnership build capacity.
4
OSN’s strategic planning process unfolded over six phases. The process was executed with a view
to ensure that key thought leaders – including the Board of Directors and OSN Staff – had ample
opportunity to share their perspectives. Table 1 highlights the work undertaken at each phase.
Table 1: Summary of Phases, Key Activities and Outcomes as part of OSN Strategic Planning Process
Phase
Key Activities
1
▪
2
▪
▪
Confirmed project deliverables
▪
▪
Project initiation & document review
including stroke survivor stories
Interviews with Board, Senior Leaders and
Project Champions
Steering Committee Meeting
Board Retreat #1
▪
Interviews with External Stakeholders
▪
Conducted preliminary SWOT Analysis
Identified areas that OSN may wish to stop, start
and/or continue action
Identified preliminary opportunities for OSN to
further explore and refine
Refined SWOT Analysis and areas that OSN may
wish to stop, start and/or continue action
Solicited additional opportunities for OSN to
explore
Refined SWOT Analysis and areas that OSN may
wish to stop, start and/or continue action
Solicited additional opportunities for OSN to
explore
‘Tested’ opportunities for OSN to further explore
and refine
Reviewed results of focus groups, survey and
external stakeholder interviews
Confirmed SWOT
Confirmed Strategic Directions
Drafted Final Strategic Plan
▪
3
Outcomes
▪
▪
▪
4
▪
▪
▪
Focus Groups with Regional Staff
Survey
Steering Committee Meeting
▪
▪
▪
5
▪
Board Retreat #2
▪
▪
▪
6
▪
5
Final Report
▪
A fundamental component of the OSN strategic planning process was stakeholder engagement.
Stakeholders were consulted at each phase using the most appropriate method.
Effective Stakeholder engagement requires tailoring the engagement method to the group. The OSN
used different mechanisms to engage several audiences during the course of its planning process.
(Figure 1)
Figure 1: Stakeholder Engagement
A key feature of OSN’s strategic planning process was an iterative approach. Information
gleaned at the end of each Phase was used to inform the activities and dialogue at each
subsequent phase. This enabled focused discussion and planning. Importantly, it enabled
preliminary opportunities for investment to be ‘tested’ with stakeholder audiences through a
survey and focus groups.
6
Advice from Stakeholders
Leveraging Strengths...Capitalizing on Opportunities
Throughout the consultations, stakeholders provided very clear messages about the role that OSN
should play and where a commitment of time and energy might be required for the Network to
evolve. These messages were categorized into Strengths, Weaknesses, Opportunities and Threats
(SWOT)
Results of the SWOT clearly indicated strengths in ‘soft’ power and influence, as well as in the solid
reputation that OSN has within the healthcare industry. Additionally, there was recognition that OSN
would be well-served to continue to leverage partnerships and strong communication to increase its
effectiveness. The full SWOT – which reflects direct feedback from stakeholders – is presented in
Table 2.
Table 2: SWOT Analysis
Strengths
•
Small workforce allows for flexibility
•
Strong leadership focused on stakeholder engagement
•
Upholding best practices and evaluation across the province
•
Collaborative approach to stroke strategy
•
Dedicated/passionate group of individuals all galvanized towards the
same goals
•
Capacity for outreach is achieved through partnerships
•
Lack of formal authority over stakeholders has led to strong command
of 'soft power' and influence
•
Facilitator of knowledge translation (Ministry/stakeholders/public)
•
Strong advocate for stroke prevention, treatment & rehabilitation
•
Good reputation (especially outside Ontario) and project management
Weaknesses
•
Small workforce limits strategic thinking and places organization in
a ‘reactive’ mode
•
Communication strategy largely undeveloped, the absence of
which may lead to potential ‘dilution’ of the impact of messages
•
Stakeholder base largely dispersed, geographically and
philosophically creates logistical challenges
•
Lack of public and stakeholders’ understanding/awareness of
OSN’s successes and history, meaning that OSN’s accomplishments
are attributed to others
•
Only able to compel others to a certain degree of action/influence;
lack of formal authority
•
Need for clarity between OSN and OSS roles
Opportunities
•
Aging population creates an opportunity to heighten OSN’s vital role
within the healthcare sector
•
Gaps in practice; healthcare system is not truly a ‘system,’ which
creates an opportunity for OSN to lead/shape system
•
Single entity for knowledge management in stroke strategy does not
exist – opens up opportunity for OSN to share lessons learned on
successful integration with other networks
•
Alignment with Integration, Chronic Disease Management central to
LHIN and MOHLTC agendas
•
Heightened era of accountability - necessitates development of novel
methods of monitoring, evaluation and measuring performance
•
Leadership position of OSN as Canadian Stroke Network (CSN) is sunsetting in 2013
7
Threats
•
Unpredictability and variability of financial support – impacts
effective planning and execution, compromises stability and
impacts capacity
•
Competition for funding among health organizations
•
Stroke is less visible than other diseases (e.g. Cancer)
•
Dispersed Leadership Model;
•
Staff turnover at district and regional level impacts efficiency and
effectiveness
•
Access to system-wide data is limited
•
Areas of Provincial priority may change in light of pending election
•
Lack of alignment among disease entities challenges collaboration
As part of the consultation process, stakeholders were asked to provide input on what OSN should
Start Stop and Continue to achieve its vision of Fewer Strokes, Better Outcomes. Notably, advice
provided to the OSN indicated that the Network should intentionally differentiate its role from that of
peer organizations, strengthen system accountability and build the OSN’s visibility as a credible
advisor and a ‘hub’ for knowledge exchange. Figure 2 presents an overview of stakeholder advice:
Figure 2: An overview of stakeholder perspectives and advice on, what OSN should START, STOP and CONTINUE
OSN should START...
OSN should STOP...
OSN should CONTINUE...
• Differentiating OSN’s role
• Clarifying and communicating the role of
the OSN in relation to other players in
stroke care
• Clarifying OSN’s influence and authority
in upholding accountability for
performance
• Making OSN’s research and contribution
more visible to the system
• Building upon unique area of expertise to
demonstrate value-add
• Raising the bar within the network
• Promoting consistent oversight of and
training in stroke care
• Pushing for the uptake of Best Practices
• Supporting stroke rehabilitation and
other strategic areas of stroke care
through focused education, data
collection and system review
• Undertaking a high impact research
program, using partnerships
• Strengthening system accountability
• Strengthening communication among
stakeholders across Ontario
• Modeling accountability structure and
goals (in a manner consistent with other
successful organizations)
• Duplicating activities with those of other
organizations
• Communicating in a fragmented way
• Presenting data without actionable
conclusions and recommendations
• Pursuing initiatives with a provincial
focus, e.g. Stroke Reference Group,
Integrated Vascular Strategy, Stroke
Rehab, Public Health and Health
Promoting efforts, etc.
• Developing connections to public health
and other diseases
• Advocating for stroke, including for
increased resources, public awareness,
etc.
• Coordinating and supporting regions in
their delivery of stroke care, including
strengthening links among Regional
Stroke Steering Committee chairs across
Ontario and the OSN Board
• Supporting regions to enhance local
engagement with healthy lifestyle
initiatives and prevention
• Developing the OSN website as a
knowledge ‘hub’
• Exploring innovative partnerships,
maturing relationships and deciding when
it is more effective and timely to work
solo
• Acting and building visibility as a credible
advisor in giving direction and driving
initiatives in the system
• Continuing to influence and build
relationships at Ministries and LHIN levels
to support greater accountability for the
stroke system, such as evaluation and
report cards
Process to Identify Evaluation Criteria & Strategic Directions
The Wisdom of Evaluation Criteria
Prior to and during each Retreat, Board members and the Senior Leadership Team identified
evaluation criteria to guide the selection of OSN’s Strategic Directions for 2011-2016 (Appendix A).
Recognizing that the OSN does not have the capacity to engage in all potential opportunities, the
criteria were used to assess all opportunities suggested in the stakeholder consultations which
included interviews, focus groups and OSN Board and staff meetings (Table 2 and Figure 2). The
criteria were also used to make objective decisions about strategic choices between equally attractive
opportunities.
8
An Inspired Future for the Ontario Stroke Network
OSN will focus on two Strategic Directions from 2011-2016:
The OSN will be a:
Credible leader, strategic partner and effective advocate for fewer strokes and
better outcomes




The “go-to” advisor on stroke
The perfect partner
A clear communicator in messaging on stroke care and the OSN brand
A model network and a model of integration
Catalyst to drive for excellence in stroke care and vascular health*







Adoption of best practice
Continuous improvement
Best Practice Innovations
Strategic partnering
Goals that address gaps
Strategic research
Driving Accountability
* The term "vascular" is defined as all forms of vascular and related diseases, encompassing heart disease, stroke, and diseases of
other major blood vessels (Joint Statement of Commitment, Toward an Integrated Vascular Health Strategy for Ontario, July 23,
2010).
Four Core Enablers will support the organization in working towards these directions.
Core Enablers:
 Evaluation: Applying Evidence to Action
 Strategic/Meaningful Collaboration: Harnessing the Power of Partnerships
 Powerful & Visible Communications: Becoming the ‘Voice’ of the system of Stroke Care and
Prevention
 Focused Innovation & Knowledge Translation (KT): Becoming a ‘Hub’ for New Knowledge
and Information Exchange
9
A snapshot of the Strategic Directions and Implementation Priorities is presented below. The Core Enablers and
Recommended Key Deliverables are presented in Appendix B.
OSN’s Inspired Future 2011-2016
10
In Ontario, there are 20,000 strokes per year; stroke is the leading cause
of adult disability and the third leading cause of death. After age 55, the
risk of stroke doubles every 10 years. A stroke survivor has a 20% chance
of having another stroke within 2 years.
Towards Our Inspired Future: Next Steps for OSN
The OSN’s Strategic Plan – which includes Strategic Directions and Implementation Priorities – sets out
a roadmap for an inspired future. The organization is well positioned to achieve ‘fewer strokes and
better outcomes’ and provide a value-added leadership role within the stroke system and integrated
healthcare environment.
The OSN Board and staff are committed to operationalising the strategic directions and
implementation priorities using well-defined key deliverables. The OSN will confirm these deliverables
and ensure there is continuity between the OSN’s previous action plan and the actions required to
achieve the OSN’s strategic plan. To ensure successful implementation of the plan, the OSN Board is
committed to monitoring progress and continuously confirming the value of the priorities and
deliverables for achieving our vision.
11
Appendix A: Evaluation Criteria
Key Evaluation Criteria
 Supports the OSN Mission
• '…to provide provincial leadership and planning for the Ontario Stroke System by
measuring performance, partnering to achieve best practices and creating innovations
for stroke prevention, care, recovery and reintegration…'
 Supports the OSN Vision
• 'Fewer Strokes. Better Outcomes'
 Supports the OSN Values
• Equity & Comprehensiveness
• Accountability & Integrity
• Transparency & Engagement
• Learning & Performance Improvement
• Leadership & Innovation
Additional Criteria Confirmed by the Board during Retreats
 Supports/strengthens a system of care
• Promotes sustainability
• Addresses gaps in the continuum of care
• Maximizes capacity to provide care
• Improves accessibility
• Creates a culture receptive to research that improves the future of care
• Creates alignment amongst providers in the system of care
• Enables knowledge translation
• Advances best/leading practices
• Improves integration
 Supports innovation, knowledge translation, and research
 Acknowledges government priorities (proactive, patient-focused, and with particular
attention to Ministry of Health and Long-Term Care and Ministry of Health Promotion and
Sport)
 Measurable
• Quantifiable progress towards goals
 Raises the bar for stroke prevention and care
12
Appendix B: The 2011-2016 Strategic Plan
Strategic Direction 1: Credible leader, strategic partner and effective advocate for fewer strokes and better outcomes
Core Enablers & Recommended Key Deliverables
Implementation Priorities
▪
Articulate the impact of OSN
as uniquely contributing to
fewer strokes, better
outcomes
Evaluation
Strategic/Meaningful Collaboration
Powerful & Visible Communications
Focused Innovation & KT
▪
Incorporate data and evidence to demonstrate the
impact of OSN’s efforts
Contribute our data/evaluation results to inform
system advancements and shape
Identify areas where OSN can uniquely contribute
(clarify roles; avoid duplication, increase synergies,
etc)
Mine evaluation data & track
impact/benefit/value
▪
Identify partners with/through whom the
message/impact of the OSN can be
articulated (e.g. article in Longwoods, LHIN
websites, etc)
▪ Enhance the OSN website so that it becomes ‘the’
▪
Conduct annual environmental scan to remain
current on leading practices across Canada and
from other developed nations
Identify metrics that can be used to monitor and
measure impact and efficacy of communications
▪
Identify partners that can support OSN’s
communications expertise requirements
Strengthen working relationship with a
focus on a strong coalition (e.g. HSFO, CCN,
IVHS)
▪ Implement communications plan
▪ Implement stakeholder relations plan
▪ Develop 5 policy papers (1 per year), green/white
▪
Profile OSN as a network model by developing
policy papers on the value of networks and
dispersed leadership models
Conduct a gap analysis of current vs
required (as articulated in skills and
competencies needed)
Identify 3-5 high impact partnerships to be
nurtured over the next 3-5 years
Develop highly engaged partnerships
▪ Identify partners with/through whom the
▪
Identify partners with/through whom innovation
and knowledge translation can be made possible
▪
▪
▪
▪
▪
Develop a communications
and stakeholder relations
plan to ensure sustainability
and growth of the OSN and
OSS
▪
Develop a partnership plan
▪
▪
▪
Identify skills and competencies required to
support the work of OSN and which are not
available in-house (i.e. only available through
partnerships or collaboration)
Develop a listing of current partners
▪
▪
▪
hub for information and support on stroke care
papers that will support the recognition of OSN as
the ‘go to’ agency for stroke care
message/impact of the OSN can be articulated
(e.g. article in Longwoods, LHIN websites, etc)
Strategic Direction 2: Catalyst to drive excellence in stroke care and vascular health*
Core Enablers & Recommended Key Deliverables
Implementation Priorities
•
Identify and address areas of
greatest variation and gaps
across the province
Evaluation
Strategic/Meaningful Collaboration
Powerful & Visible Communications
Focused Innovation & KT
•
•
▪
Leverage traditional partners
(CIHI;ICES;CSN;HQONT;LHINS;MOHLTC) to
identify gaps and mine data
Identify non-traditional partners (e.g.
Culturally-specific populations) to address
gaps in care and service
Leverage well-known partners to support
the development of the vascular health
blueprint
•
Develop intentional and timely publications to raise
awareness on variation in care and gaps across the
Province; leverage conventional publications models
•
Drive focus and KT through regional & provincial
maps e.g. paediatric stroke
•
Strengthen and heighten communications with
LHINs, MOHLTC and MOPHS to raise awareness on
the vascular blueprint and generate a ‘call to action’
•
Promote an integrated model of service through
current OSN partners and Regional leads
Identify novel partnerships that would best
support promotion of best practices in a
comprehensive way
•
Promote the report card through novel partnerships
and vehicles (e.g. OHA)
•
Support and implement CQI to drive uptake of
best practices
Identify, develop and enable a platform for new
discovery & clinical trials
Develop feasible, accessible data sets
Use and evolve current evaluation data/resources
▪
•
•
Play a leadership role in
developing a vascular health
blueprint, inclusive of brain
health
•
Refine evaluation tools and
processes to promote best
practices
•
•
•
•
•
▪
Further develop report card
Identify mechanisms to optimally utilize point-ofcare tools
Leverage data to demonstrate the relationship of
stroke programs to improved outcomes
Leverage evaluation and evidence to drive
research
•
▪
•
Develop a formal Stroke Research Community of
•
Develop a strategic research program to foster
Practice that connects like-minded professionals and
new knowledge in research, inform best practice
also connects research to evaluation
and facilitate use of best practice
•
Explore working with partners to host Communities
of Practice Summit for Stroke Research to foster
interest and advocacy for stroke research in areas of
greatest need
* The term "vascular" is defined as all forms of vascular and related diseases, encompassing heart disease, stroke, and diseases of other major blood vessels (Joint Statement of Commitment, Toward an Integrated Vascular Health Strategy for Ontario,
July 23, 2010).
Fund strategic research to
address gaps
•
Identify common indicator set (to reduce
duplication)
Complete the business case/rationale for OSN’s
strategy on vascular and brain health
Identify partners that can support research
and evaluation
•
Abbreviations: CSN – Canadian Stroke Network; CCN – Cardiac Care Network; CIHI – Canadian Institute for Health Information; CQI – Canadian Quality Initiative; HQONT –Health Quality Ontario ; HSFO – Heart & Stroke Foundation of Ontario; ICES –
Institute of Clinical Evaluative Services; IVHS- Integrated Vascular Health Strategy KT – Knowledge Translation; LHIN – Local Health Integration Network; MoHLTC – Ministry of Health and Long-Term Care; MoHPS – Ministry of Health Promotion & Sport;
OHA – Ontario Health Association; OSN – Ontario Stroke Network; OSS – Ontario Stroke System; RFP –Request for Proposal ; SWOT – Strength, Weaknesses, Opportunities and Threats;
Ontario Stroke Network
2011-2016 OSN Strategic Plan