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  4. Optimizing spinal cord injury care in Canada: Development of a framework for strategy and action

Optimizing spinal cord injury care in Canada: Development of a framework for strategy and action

Frontiers in Public Health, 2022 · DOI: 10.3389/fpubh.2022.921926 · Published: November 7, 2022

Spinal Cord InjuryHealthcarePublic Health

Simple Explanation

National health strategies are essential for defining a population's health vision and providing strategic directions. For spinal cord injury (SCI) in Canada, a national strategic plan can guide advancements in SCI care through coordination and collaboration. In Canada, over 86,000 people are affected by SCI, requiring comprehensive care and support to maximize recovery and daily life participation. Advancements in SCI research and care are driven by a community of researchers, clinicians, and individuals with SCI. The SCI Care Strategic Framework was developed through community consultations and literature reviews. It aims to achieve a timely, human-centered, accessible, equitable, and high-quality system of care for SCI patients.

Study Duration
Multi-year process
Participants
Individuals living with SCI and their families, clinicians, researchers, community partners, administrators, organizations with experience developing strategies, innovators etc.
Evidence Level
Community Case Study

Key Findings

  • 1
    The SCI Care Strategic Framework promotes an updated common understanding of the goals and vision of the SCI community, as well as strengths and priorities within the SCI system regarding care, health, and wellness.
  • 2
    The Framework recommends a coordinated approach to advancing care in Canada to achieve the strategy’s shared vision for “a timely, human-centered, accessible, equitable, and high-quality system of care driven by evidence and nationally and internationally recognized for its excellence, innovation, and outcomes across the life course”.
  • 3
    The SCI Care Strategic Framework outlines three key areas: 1) equitable and optimal care, 2) translation of ideas into impact, and 3) living your best life in the community; and five levers or pillars of activity.

Research Summary

This paper describes the development process of the SCI Care for Canada: A Framework for Strategy and Action. Specifically, it covers the process of building on historical and existing work of SCI in Canada through a thorough review of literature to inform community consultations and co-creation design. The SCI Care Strategic Framework promotes an updated common understanding of the goals and vision of the SCI community, as well as strengths and priorities within the SCI system regarding care, health, and wellness. Additionally, it supports the coordination and scaling up of SCI advancements to make a sustainable impact nationwide focusing on the needs of people living with SCI. The SCI Care for Canada: A Framework for Strategy and Action promotes a common understanding of goals and vision of SCI in Canada as well as strengths and priorities within the SCI system of care, health, and wellness.

Practical Implications

Equitable and Optimal Care

Ensuring the best possible health outcomes for people with SCI by aligning fragmented systems of SCI care, such as supporting the development of national quality indicators and outlining an SCI Model of Care for Canada.

Translation of Ideas into Impact

Emphasizing the importance of translating research evidence into implementation and real-world outcomes, including commercialization programs to facilitate the development of prototypes and reimbursement pathways for companies.

Living Your Best Life in the Community

Highlighting the need for integrated community-based systems and supports to ensure that people living with SCI can access appropriate and quality community, social, and health care and services, such as developing peer-led health coaching programs.

Study Limitations

  • 1
    Developing a national strategy without a specific fund or national body directing the process presented methodological constraints.
  • 2
    Some relevant parties may have been missed or were unable to be more strongly engaged during the development of the strategy due to COVID-19.
  • 3
    Limited time and attentional resources available from experts and collaborating organizations to contribute to the process.

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