Under the steady leadership of Interim CEO, Sheila Casemore, we’ve deepened our commitment to the core services our community relies on. With more than three decades of experience in the charitable sector, and over 15 years with SCIO, Sheila’s client-centred approach has brought continuity, care, and renewed focus during this important moment of transition.

The Board has initiated a national search for a bold new CEO to lead us into the next phase, someone ready to drive innovative revenue growth, expand partnerships, and strengthen the core services our clients depend on. This is an exciting chapter for SCIO, and we’re ready for it

Client Services: A Year of Measurable Impact

Even in a year of structural changes and budget pressures, our Client Services team delivered with consistency and impact. In 2024–25, we saw a 22% year-over-year increase in new client referrals, with 891 Ontarians newly supported by SCIO.

We hosted 230 peer educational events across virtual and in-person formats. Our Toronto Peer Support team relocated to the main floor of Lyndhurst, ensuring even closer, more consistent engagement with patients. Provincial and regional groups flourished, and in 2025 we’ll launch a new LGBTQ+ peer group—a testament to our belief that connection should reflect the full spectrum of our community.

Our province-wide rehab partnerships also continued to expand, with St. Joseph’s in Thunder Bay signing on as the latest formal collaborator. Meanwhile, a $198,000 multi-year grant is helping us better serve Francophone clients across Ontario.

Advocacy That Delivers Results

SCIO’s advocacy team continues to lead with tenacity, pushing for policy change with facts, lived experience, and a powerful chorus of community voices.

In 2024–25, we engaged nearly every MPP across Ontario, participated in 447 meetings with decision-makers, and coordinated over 200 stakeholder sessions. Our community activists brought urgency and clarity to conversations about accessible housing, medical supplies coverage, and transportation, and we ensured their stories were shared widely—on social media, in policy updates, and through platforms like Voices and Community Magazine.

Additionally, together with our community of activists and partners, we:

• Hosted 213 stakeholder and working group meetings
• Achieved four regulatory or policy wins, including advances in housing and transportation
• Earned government acknowledgement that intermittent catheter coverage should be universal

We also contributed to six academic publications, two global reports, and issued 79 formal recommendations to government. Our ability to pair evidence with lived experience continues to drive meaningful policy progress and keeps SCIO at the centre of the disability rights conversation.

Marketing, Fundraising & Digital Evolution

The past year also marked a significant restructuring of SCIO’s marketing and fundraising operations. In response to rising costs, staffing changes, and operational inefficiencies, we made the strategic decision to merge Resource Development with Marketing & Communications, streamlined leadership, and reoriented the team around a leaner, data-driven strategy.

This was not without growing pains. The departure of key staff and the elimination of several fundraising events materially impacted revenue.

While this shift brought challenges, we also saw important wins:

• SCIO’s website saw a 12% increase in new users and a 10% rise in page views, driven by improved user experience and an expanded Google Ads Grant
• Social media audiences grew organically by 7% across all channels, with standout growth on Threads, Instagram, and Facebook Marketplace
• Cortree’s audience grew 78% over target
• High-potential sponsorship and grant proposals are now in market and under active cultivation

These results matter not just because they show adaptation, but because they show potential. The foundation is in place. What comes next is scale.

Equity, Belonging, and the Work Ahead

In 2024–25, we continued our efforts to make SCIO a more equitable and inclusive organization, both in how we work and who we work with. From Black History Month to Indigenous learnings through the Woodland Cultural Centre, to Pride engagement with Rainbow Health Ontario, our calendar reflects our values.

We also launched a new EDBI staff survey, which will shape our next steps and ensure alignment with Ontario Health’s equity framework. Our continued partnership with TAHSN strengthens our connection to broader health system change and grounds our EDBI work in both action and accountability.

Looking Ahead

SCIO’s impact is the result of thoughtful work, principled leadership, and the trust we’ve earned from the community we serve.

As we look ahead, our focus remains clear: delivering accessible, timely services; advancing evidence-based advocacy; and strengthening a growing network of donors and partners. The year to come will demand tough choices and offer bold opportunities—and we’re prepared to meet both with clarity, determination, and purpose.

To our donors, clients, staff, volunteers, and partners: thank you. Your commitment is what makes SCIO a trusted voice and essential presence in communities across Ontario. Your support keeps us grounded, motivated, and accountable—and we’re proud to move forward together.

Here’s to another year of real progress: expanding access, challenging barriers, and advancing the independence and dignity of people living with spinal cord injuries.

With appreciation,

Sheila Casemore
Interim CEO, Spinal Cord Injury Ontario

Dana Francoz
Chair of the Board of Directors, Spinal Cord Injury Ontario