Spinal Cord Injury Ontario

Case Analysis: SCI Ontario
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Executive Summary
This case analysis examines the critical problem facing SCI Ontario as it pursues its mission and strategic objectives. The analysis identifies the lack of appropriate performance measurement as the main problem facing SCI Ontario. The identified problem arises due to a lack of sufficient performance indicators, ineffective reporting mechanisms, and difficulty establishing its performance data's relevance. This hinders its ability to measure its social impact or social value. Yet, measuring social impact is vital for organizations whose primary goal is not profit generation. After the analysis, two potential solutions are identified. One involves using the social return on investment (SROI) to measure performance, and the other involves using the performance prism to assess stakeholder involvement in performance measurement. The SROI is recommended as the most viable solution because it incorporates financial and social value in performance measurement. The implementation would require at least 36 months to identify stakeholders, map the outcomes, collect data on achieved outcomes, monetize the outcomes, calculate the benefits against the investment, and report the findings.
Introduction
Spinal Cord Injury (SCI) Ontario is a not-for-profit organization (NPO) whose mission is to help those with spinal cord injuries and physical disabilities become independent and self-reliant. The NPO aspires to develop a leadership role as an Ontario's expert on spinal cord injuries. This calls for strategic decision-making, reporting, and communication to ensure the NPO has sufficient visibility in the community. This case analysis will identify the critical problem faced by SCI Ontario, examine the underlying causes of the problem, and establish possible solutions to the problem. Based on the identified alternatives, it will then recommend the best course of action.
Problem Statement
The core problem facing SCI Ontario is that the organization does not have appropriate methods of measuring organizational performance in relation to its mission and goals. This lack of a proper performance measurement system makes it difficult for the NPO to measure its performance in its leadership role and social impact. This further makes it difficult for the organization to establish whether it is achieving its overall strategic goal.
Analysis
SCI Ontario lacks good performance indicators, which has contributed to its difficulties in performance measurement. As Merchant and Van der Stede (2017) indicate, NPOs lack adequate quantitative performance indicators, such as profit generated, making it difficult to measure the organization's overall performance. Like many NPOs, SCI Ontario does not have sufficient quantitative performance indicators to measure the organization's visibility, productivity, community engagement, and leadership. Currently, it collects data on the number of customers served per year, the percentage of members renewing their annual membership, and the number of customers who would recommend the organization to others in the spinal cord injury community. It also collects employee turnover and deve...