About SCIO

SCIO Strategic Plan 2023 – 2026

Mapping our Strategic Plan

The cycle of strategic planning came at a time of significance for Spinal Cord Injury Ontario (SCIO). As we emerge from the COVID-19 pandemic, we reflect on how we can continue to provide support and enhance the services that are so fundamental for those impacted by SCI. This strategic plan will enable us to make the ultimate impact for the people we serve by prioritizing the expansion and sustainability of our services and advocacy.


A human-centred approach

Our strategic planning process followed a human-centred design approach—a methodology that brings the voices of people facing complex challenges to the centre of our process—to create new ways forward. We believe that those we serve and work alongside hold the expertise and experience to plan our future. By including many perspectives, we get a clearer picture of the context of our sector today and in the future, making ideas about our future more context sensitive.

The process of engagement and planning

Equipped with insights from those we serve and work with, the SCIO Board and leadership team began a collaborative, consensus-building process of co-creating the strategic plan. The strategic plan is designed to be flexible and responsive to changing contexts and environments. Our strategic plan is essential and will help us connect our work every day to the broader intent of the organization. By setting the directions of where we want to go in the future, we can plan how we will get there.

Strategic directions

SCIO is committed to being the voice that delivers and champions support and advocacy for those impacted by Spinal Cord Injuries (SCIs). To enhance our service offerings and amplify awareness, we are strengthening our education offerings and building greater partnership networks to support the work we do. To actualize this, four strategic directions will guide SCIO; with focus and space to adapt to a changing environment.
Continuity of access to care and resources
SCIO will enhance access to care and resources throughout all the transitions of the journey with an SCI. Clients will experience continuity of care and a sense of connectivity which will enhance and support their experience. By bridging the gaps in the health care and community sector, through partnerships and focusing on underserviced areas, SCIO will help break down the silos for those that are impacted by SCI.


Establish formal referral relationships with every major hospital in Ontario.

SCIO will invest in the tools and resources that foster connections, provide education, and opportunities for those that are impacted by SCI. We will also work to provide earlier access to peer services to ensure our community receives the appropriate support. Ultimately, enhancing peer options and access to these options will strengthen and increase the SCIO community network.


  • Digital Public Awareness Campaign to increase the visibility
    of Peer Services
  • Target approach to gain more referrals for Peer sign-up

SCIO will work to identify and develop philanthropic and business partnerships across sectors that are reciprocal. Through partnerships, we will be able to improve services for those impacted by SCIs, increase public awareness, and establish new sources of revenue for the health of the organization.


Ensure all departments of the organization are working to maximized effectiveness of partnerships for enhanced awareness and revenue development.

SCIO will continue to bolster action-oriented advocacy to ultimately make Ontario truly inclusive for those that are impacted by SCIs and other disabilities. Together, with the support and expertise of our community and partners, we will champion our role as leaders in the disability sector. SCIO will work to influence policy decisions impacting people living with a disability and to increase support to address barriers. Through a mobilized network, SCIO can become the leading presence of SCI support and amplify services for the community.


Build a network of cross-disability community champions that can both raise SCIO priorities and advocate for stable government funding.

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