1. TRACKING & REPORTING DATABASE PROPOSAL Presented by Dionne Chingkoe & Karim Harji

2. The Problem INTRODUCTION

3. The Problem The Result INTRODUCTION

4. The Problem The Result The Solution INTRODUCTION

5. The Problem The Result The Solution The Solution in Action INTRODUCTION

6. INTRODUCTION The Problem The Result The Solution The Solution in Action

7. OUR HISTORY The Problem The Result The Solution The Solution in Action Degree of Private Sector Engagement Scale of Impact

8. HOW DID WE GET HERE? “ I think our bias at SCP has always been towards action and perhaps that's the most important aspect of our "how". Our belief is that we can learn more by "doing" than we can by "thinking”…we step back and ask ourselves… "what did we learn from that action?” … and revise our theory of change to begin the next cycle again with more action. Our bias to learn by doing, reflect honestly, and act often has fortunately led us down a path where that allows us to build on our past successes and learnings . So my guess is that at some point there will be a Phase 4 based on the learnings we glean from this most recent plan of action, and the cycle will begin again. - Bill The Problem The Result The Solution The Solution in Action

9. WHAT’S NEXT? ? The Problem The Result The Solution The Solution in Action Degree of Private Sector Engagement Scale of Impact

10. THE ROADBLOCK data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data

11. THE CURRENT SYSTEM The Problem The Result The Solution The Solution in Action

12. THE STATED OBJECTIVES The Problem The Result The Solution The Solution in Action

13. THE STATED OBJECTIVES The Problem The Result The Solution The Solution in Action

14. NO LIGHT AT THE END OF THE TUNNEL Don’t know if we are achieving our mission The Problem The Result The Solution The Solution in Action

15. WE NEED A SOLUTION The Problem The Result The Solution The Solution in Action The Solution

16. THE BIG PICTURE VIEW Inputs (Primary Data) Outputs (Secondary Data) The Problem The Result The Solution The Solution in Action

17. The Problem The Result The Solution The Solution in Action IMPACT FROM TWO DIRECTIONS Improving Processes Tracking Success

18. THE AUDIENCE The Problem The Result The Solution The Solution in Action

19. THE PROCESS The Problem The Result The Solution The Solution in Action

20. THE PROCESS The Problem The Result The Solution The Solution in Action

28. THE PROCESS The Problem The Result The Solution The Solution in Action

30. THE PROCESS The Problem The Result The Solution The Solution in Action

32. THE PROCESS The Solution The Problem The Result The Solution The Solution in Action

33. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. The Problem The Result The Solution The Solution in Action

34. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process The Problem The Result The Solution The Solution in Action

35. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated. The Problem The Result The Solution The Solution in Action

37. PRIMARY INPUTS The Problem The Result The Solution The Solution in Action Employer Branch Job Posting Agency Candidate Job-Ready Candidate Hiring Round Hired Employee

38. SAMPLE INPUTS The Problem The Result The Solution The Solution in Action Primary Inputs each with drop-down menus

39. SAMPLE FORMS The Problem The Result The Solution The Solution in Action Employee (Employee ID, Job Posting ID, Candidate ID, Start Date…)

40. SAMPLE TABLES The Problem The Result The Solution The Solution in Action Database with pre-programmed formulas Question 6 - Desired Outputs 2010 2011 2012 2013 … 2020 % of hires that retain employment through third month 10% 10% 20% 30% 50% % of hires still retained at 12 month 5% 5% 10% 15% 25% % of hires positioned to career ladder 10% 10% 20% 30% 40% # of total employers engaged as % of Fortune 500 companies 0% 1% 2% 20% 80% # of placements per employer 5 10 20 30 50 # of total placements 100 400 1200 2500 40000 # of total community hires involved 200 800 2400 5000 80000 % of involved employers with no incentive required 20% 30% 40% 50% 100% % that exit to equal or better opportunity 20% 30% 40% 50% 100% % of agencies interested in deeper invovlement with SCP 5% 5% 10% 30% 70%

41. SAMPLE OUTPUT FORMS Question 2 – Desired Outputs 2010 2011 2012 2013 … 2020 Average % starting wage increase from last job Employer A 2% 5% 10% 15% 15% Employer B 5% 10% 20% 20% 20% % wage increase over the progression of job Employer A 2% 5% 10% 15% 20% Employer B 5% 10% 20% 25% 30% Avg social hire starting wage at each employer location Employer A $12 $12 $12 $15 $15 Employer B $18 $18 $18 $18 $18 Type of benefits received None Partial Partial Full Full Number of instances training valued over $XX received 0 1 1 2 2 % change in number of people above welfare line at 12mo point 5% 5% 10% 20% 40% Internal Promotion rate 30% 30% 20% 20% 5% Employee's relative satisfaction compared to old job 3 3 3 4 4 % of hires that believe there is an opportunity to advance/ career ladder 5% 10% 20% 30% 40% Performance ratings on: Technical skills required for the job 1 2 2 3 4 Soft skills required for this role 2 2 3 3 4 Related/relevant experience 1 2 3 3 3 Fit with Corporate Culture 1 2 2 3 3 % of initial hires moving to FTE status 20% 30% 40% 50% 60% Time to first wage increase 2 yr 1 yr 1 yr 9 mo 9 mo % of hires earning greater than minimum wage 50% 50% 60% 60% 65%

42. SAMPLE OUTPUT FORMS The Problem The Result The Solution in Action The Solution Funnel Ratio (interviewed to hired) from each agency: Agency A 20% 30% 40% 50% 70% Agency B 5% 5% 10% 20% 40% Agency C 30% 30% 20% 20% 5%

43. THE PROCESS The Problem The Result The Solution The Solution in Action The Solution

51. THANK YOU Q UESTIONS?

52. YOU’RE PROBABLY WONDERING WHAT THIS BLACK BOX IS

53. SAMPLE OUTPUT FORMS

55. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.

57. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.

59. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.

61. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.

63. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.

65. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.

66. The Problem The Result The Solution The Solution in Action WHAT TO MEASURE

67. WHAT WILL THIS LOOK LIKE? Inputs (Primary Data) Outputs (Secondary Data) The Problem The Result The Solution The Solution in Action

69. SAMPLE OUTPUT FORMS Question 1 – Desired Outputs 2010 2011 2012 2013 … 2020 Funnel Ratio (screened to interviewed) from each agency: Agency A 20% 30% 40% 50% 70% Agency B 10% 15% 20% 25% 30% Agency C 30% 20% 5% 5% 1% Funnel Ratio (interviewed to hired) from each agency: Agency A 20% 30% 40% 50% 70% Agency B 5% 5% 10% 20% 40% Agency C 30% 30% 20% 20% 5% Funnel Ratio (screened to hired) from each agency: Agency A 4% 9% 16% 25% 49% Agency B 1% 1% 2% 5% 12% Agency C 9% 6% 1% 1% 0% Employer Satisfaction of candidates from each agency relative to other social hires 2 3 3 3 3 Employer Satisfaction relative to regular hires 2 3 3 4 4 Funnel Ratio (screened to hired) from each demographic: Single Mothers 20% 30% 40% 50% 60% New Canadians 5% 5% 10% 20% 40% Disabled 20% 30% 40% 50% 60% At-Risk Youth 10% 30% 50% 80% 80% % of Candidates qualified for hiring criteria 30% 40% 50% 60% 80% Avg # of training hours received from each agency 5 5 10 15 20 % of candidates that stay in training process till end 40% 50% 60% 70% 100%

72. SAMPLE OUTPUT FORMS Question 3 - Desired Outputs 2010 2011 2012 2013 … 2020 Relative Performance: Technical skills required for the job 1 2 2 3 4 Soft skills required for this role 2 2 3 3 4 Related/relevant experience 1 2 3 3 3 Fit with Corporate Culture 1 2 2 3 3 Relative Wage Rate 1 2 3 3 3 Relative Internal Promotion Rate 1 2 3 3 3 Relative % duration of employment 20% 30% 50% 50% 100% Relative Wage Rate 60% 80% 80% 100% 100% % makeup of level job class 5% 5% 10% 20% 40% Entry Level 10% 10% 20% 30% 50% Team Leads 2% 5% 5% 10% 10% Management 0% 0% 1% 2% 5%

74. SAMPLE OUTPUT FORMS Question 4 - Desired Outputs 2010 2011 2012 2013 … 2020 % breakdown of nature of exit: Positive 30% 40% 50% 60% 70% Neutral 30% 30% 30% 30% 20% Negative 40% 30% 20% 10% 10% % breakdown of placement type post exit: Unemployed or more Unfavourable Opportunity 50% 40% 30% 20% 10% Equal or more Favourable opportunity 50% 60% 70% 80% 90% % of reasoning behind exit Personal 30% 30% 30% 30% 30% Unvoluntary 40% 30% 20% 10% 10% Alternate Opportunity 30% 40% 50% 60% 60% % rejected that would be invited back to try again Employer A 10% 10% 10% 20% 20% Employer B 5% 5% 10% 20% 20%

76. SAMPLE OUTPUT FORMS Question 5 - Desired Outputs 2010 2011 2012 2013 … 2020 Average Time to Placement 3mo 1mo 1mo 1mo 2 weeks % growth in placement volume 30% 40% 50% 60% 70% cost ratio of training, placement, retention support 50:40:10 50:35:15 55:30:15 60:20:20 60:10:30 % change in average recruitment cost per hire 0% 2% 3% 5% 10% % employers willing to intergrate social hiring 0% 0% 5% 10% 80% % willing to pay similar sourcing and retention fees 0% 0% 5% 10% 80% % of candidates that are social hires 0% 2% 5% 10% 20% % decrease in time before exiting welfare line as compared to without SCP 0% 10% 30% 30% 30% % of employers with intent to increase social hire volumes 5% 5% 10% 30% 70% % of agencies interested in deeper invovlement with SCP 5% 5% 10% 30% 70%

78. SAMPLE OUTPUT FORMS Question 6 - Desired Outputs 2010 2011 2012 2013 … 2020 % of hires that retain employment through third month 10% 10% 20% 30% 50% % of hires still retained at 12 month 5% 5% 10% 15% 25% % of hires positioned to career ladder 10% 10% 20% 30% 40% # of total employers engaged as % of Fortune 500 companies 0% 1% 2% 20% 80% # of placements per employer 5 10 20 30 50 # of total placements 100 400 1200 2500 40000 # of total community hires involved 200 800 2400 5000 80000 % of involved employers with no incentive required 20% 30% 40% 50% 100% % that exit to equal or better opportunity 20% 30% 40% 50% 100% % of agencies interested in deeper invovlement with SCP 5% 5% 10% 30% 70%

79. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.

80. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process

81. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.

83. STAGE 2 Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners. Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner. Step 3: Staff at the final agency partner and SCP meet and an MOU is signed. Step 5: Relevant representatives from SCP, the agency, and the employer meet to approve a project plan and approach. Weekly meetings are set. SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages. Agency Staff Presentation made to employer Final Project Plan

84. STAGE 2 Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners. SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages.

85. STAGE 2 Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners. Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner. SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages. Agency Staff Presentation made to employer

86. STAGE 2 Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners. Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner. Step 3: Staff at the final agency partner and SCP meet and an MOU is signed. SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages. Agency Staff Presentation made to employer

87. STAGE 3 Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined. For a given job opportunity, know: -Pre-screening requirements -Factors influencing success -Customized job posting (if required) Potential positions

88. STAGE 3 Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined. Step 2: Agency staff identify channels from which to select candidates. They also determine what factors are necessary for candidates by benchmarking historical data and prerequisites. For a given job opportunity, know: -Pre-screening requirements -Factors influencing success -Customized job posting (if required) Potential positions

89. STAGE 3 Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined. Step 2: Agency staff identify channels from which to select candidates. They also determine what factors are necessary for candidates by benchmarking historical data and prerequisites. Step 3: Agency staff hold information sessions, provide customized skills training, and optional testing to prepare a job-ready pool of social hires. For a given job opportunity, know: -Pre-screening requirements -Factors influencing success -Customized job posting (if required) Potential positions Information session Customized skills training Optional Testing Job-ready Candidates Conducted by Agency staff

90. STAGE 4 Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer. Potential positions Job-ready Candidates Resumes sent

91. STAGE 4 Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer. Step 2: Select Job-ready candidates are granted interviews. Potential positions Job-ready Candidates Resumes sent Interviews Granted

92. STAGE 4 Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer. Step 2: Select Job-ready candidates are granted interviews. Step 3: Select interviewees are hired by the prospective employer. Potential positions Job-ready Candidates Resumes sent Interviews Granted Successful community hire candidates

93. STAGE 4 Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer. Step 2: Select Job-ready candidates are granted interviews. Step 3: Select interviewees are hired by the prospective employer. Potential positions Job-ready Candidates Resumes sent Interviews Granted Feedback Conducted Employer grants feedback to agency about the social hires. Successful community hire candidates Step 4: Feedback is conducted between various parties. Agency grants SCP feedback on the hiring process

94. STAGE 5 Community hire progress is tracked at predetermined time-points for the duration of employment in relation to a control group. Successful community hire candidates On-boarding Training Control group trajectory Community hire trajectory

95. STAGE 6 A quarterly strategic review takes place between SCP, the employer, and the agency partner.

96. PRIMARY INPUTS The Problem The Result The Solution The Solution in Action Employer Branch Job Posting Agency Marginalized Individuals Job-Ready Candidate Application Interview Hired Employee

97. THE DIAGNOSIS “ The site while at present while functional , is far from realizing its potential as a valuable marketing and more importantly, informational outlet for SCP due to the blandness of its layout, typography, and overall visual appearance as well as its outdated content; however, the sites restructuring neither needs to be all-encompassing or immediate ”

98. THE APPROACH

99. OPTIONS

100. TIME COMMITMENT