Non-Profit Organization Analysis

Organization Profile

The organization selected for the Portfolio Project is JSI Research and Training Institute, Inc. (JSI), US Health. JSI is a public health consulting firm and non-profit division of John Snow, Inc. JSI’s corporate office is located in Boston, Massachusetts with eight satellite offices strategically positioned in cities across the United States (JSI Research & Training Institute, Inc. [JSI], 2018d). JSI’s talent is comprised of approximately 2,100 professional junior and senior level staff consultants, researchers, evaluators, and clinicians (JSI, 2018a). Structured as a flat organization, JSI has an executive-level team and project-based consulting teams, supported by the human resources, accounting, and information technology departments (Meehan, 2018). JSI contracts and partners with organizations to address public health concerns.

Business Model

JSI’s business model is based on a traditional consulting business model. This business model is based on the ideologies of hiring talented individuals with expertise in applying solutions to public health issues and charging clients a fee based on the talent make-up of the team, the scope of work, and time line (Sniukas, n.d.). Founded by Joel Lamstein in 1978, Mr. Lamstein’s vision, which still stands today, is to hire individuals who are willing to work hard and are passionate about improving the lives of disenfranchised populations by providing professional consulting services to organizations that serve these populations (Lamstein, 2011).

Business Strategy

JSI’s business strategy is directed by its mission and vision. JSI’s mission is “to improve the health and well-being of underserved and vulnerable people and communities throughout the world and to provide an environment where people of passion and commitment can pursue this cause” (JSI, 2018c, para. 2). JSI’s vision is to become the front-runner in providing professional and innovative public health consulting services to help its customers effectively address public health issues (JSI, 2015). JSI has developed two key strategic goals to sustain its mission and vision:

1. To work “across a full range of public and community health areas, strengthening health systems to improve services–and ultimately, people’s health” (JSI, 2015, p. 12).
2. To “partner with clients to develop flexible, innovative approaches that solves complex public health problems” (JSI, 2015, p. 12).

In the competitive environment of public health consulting it is imperative that mission, vision, and strategies are clearly aligned.

Internal Factors Influencing the Organization

In order for business strategies to be effective, leaders must assess internal stakeholders who have influence within the organization. JSI’s workforce, the president, executive team, and employees have the greatest impact on the organization’s success. Employees’ attitudes and endorsement of business choices can influence decision-making, thus influencing how business is conducted and perspectives of external customers (Taghian, D’Souza, & Polonsky, 2015). Talented and motivated staff are critical for the organization to perform well. Additionally, organization culture is key influencing factor. JSI’s culture in a combination of clan and adhocracy (Pinho, Rodrigues, & Dibb, 2013). This culture combination enables the organization to accomplish its mission through collaborative teamwork using innovative approaches to meet customer challenges. Lastly, financial stability affects whether the organization is able to accomplish its goals. Ensuring recurring revenue is essential for JSI to remain viable and competitive.

External Factors Influencing the Organization

External stakeholders and factors are another critical area organization leaders must assess for the affect they may have on the organization. JSI’s key external stakeholders and factors include: customers, relationships, government regulations and stakeholders, competitors, available grants and funding related to public health issues. JSI’s growth and sustainability highly depend on satisfied customers as well as building key relationships with not only the customers, but also with partners and potential partners. The government is an influencer, not only regulating organization behavior socially and legally, but as partners and funders of many of JSI’s grant activities (Taghian et al., 2015). The types of available grants and funding impacts JSI’s business. In recent years, grant funding has shifted away from large federal contracts to more state, local, and foundational grants as new public health priorities emerge. Keeping a pulse on these various external influences is important for JSI to remain agile and competitive.

Current and Projected Future Demographics of the Employee Base

JSI’s relies on its staff to accomplish its goals. Following are highlights of JSI’s current workforce demographics:

• The majority of JSI’s workforce are white (75%) females (80%).
• Twenty percent of the workforce are males.
• The percentage of Asians, African Americans, and Hispanics, with equal representation from each group, make up 22% of the workforce.
• Approximately three percent of the workforce identifies as two or more races.
• The median age is 41 years old (F. DeSarbo, personal communication, October 12, 2018).

According to projections on the future workforce demographics, employees will be more racially and ethnically diverse and older than the current workforce (Buckley & Backman, 2017). JSI has a goal to increase the diversity of its workforce (JSI, 2017a). Accordingly, JSI’s future workforce will increasingly become more racially and ethnically diverse and older as the workforces ages. Workforce projections indicate that the number of older workers remaining employed will increase, while the younger workforce will decrease due to this groups smaller population size (Buckley & Backman, 2017).

Current and Projected Future Demographics of the Customer Base

In order to remain competitive, it is important for JSI’s leaders to understand the demographics of its customers. JSI’s customers range from a variety of sectors to include U.S. Federal Government agencies, state and local government agencies, private organizations, non-profit organizations, foundations, and universities (JSI, 2018b). The Census Bureau reports that the U.S. population continues to increase – partially fueled by immigration (World Population Review, 2018). Currently the population is predominantly white, however projections indicate that the U.S. racial profile will shift over the next 40 years with a growth in African American, Hispanic, and Asian populations exceeding the white racial group (World Population Review, 2018). Additionally, the population is aging, with women’s life expectancy longer than men (World Population Review, 2018). Understanding population demographics will help JSI plan and respond to customers effectively as they tackle public health issues associated with population groups.

Conclusion

JSI’s US Health is a non-profit, public health consulting firm. Its mission is to better the lives of marginalized populations by providing professional consulting services to organizations tasked with solving public health issues or providing health care services to these individuals. In order to remain a competitive and viable organization, JSI must assess internal and external factors that may influence and impact its business decisions and goal achievement. Understanding the demographics of its workforce and customers can provide valuable insight for organization planning.

References

• Buckley, P., & Bachman, D. (2017). Meet the US workforce of the future: Older, diverse, and more education. Retrieved from https://www2.deloitte.com/insights/us/en/deloitte-review/issue-21/meet-the-us-workforce-of-the-future.html
• JSI Research & Training Institute, Inc. (2015). Identity guidelines. Retrieved from https://intranet.jsi.com/JSIIntranet/Archive/DownloadDocument.cfm?DBLDOCID=15881&DBLLANGID=3
• JSI Research & Training Institute, Inc. (2017a, June 9). Director’s meeting: Discussion summary. Boston, MA.
• JSI Research & Training Institute, Inc. (2017b).US health services division: Performance update. Boston, MA.
• JSI Research & Training Institute, Inc. (2018a). About us: Who we are. Retrieved from https://www.jsi.com/JSIInternet/About/who-we-are.cfm
• JSI Research & Training Institute, Inc. (2018b). Clients. Retrieved from https://www.jsi.com/JSIInternet/USHealth/clients.cfm
• JSI Research & Training Institute, Inc. (2018c). Core values. Retrieved from http://www.jsi.com/JSIInternet/About/values.cfm
• JSI Research & Training Institute, Inc. (2018d). Offices. Retrieved from https://www.jsi.com/JSIInternet/About/offices.cfm
• Lamstein, J. (2011). Witnessing social impact. Retrieved from https://www.nytimes.com/2011/08/28/jobs/28boss.html
• Meehan, C. (2018, February 26). Flat vs. hierarchical organization structure. Retrieved from http://smallbusiness.chron.com/flat-vs-hierarchical-organizational-structure-724.html
• Pinho, J. C., Ana, P. R., & Dibb, S. (2014). The role of corporate culture, market orientation and organisational commitment in organisational performance. The Journal of Management Development, 33(4), 374-398. http://dx.doi.org.csuglobal.idm.oclc.org/10.1108/JMD-03-2013-0036
• Sniukas, M. (n.d.). Reinventing the consulting business model. Retrieved from http://www.innovationmanagement.se/2015/07/13/reinventing-the-consulting-business-model/
• Taghian, M., D’Souza, C., & Polonsky, M. (2015). A stakeholder approach to corporate social responsibility, reputation and business performance. Social Responsibility Journal, 11(2), 340-363. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquest-com.csuglobal.idm.oclc.org/docview/1683570203?accountid=38569
• World Population Review. (2018). World population 2018. Retrieved from http://worldpopulationreview.com/continents/world-population/