Jubilee Jobs Strategic Plan

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Jubilee Jobs Strategic Plan July 2019

Background

In Spring 2019, Terry Flood, Executive Director of Jubilee Jobs, informed the Board of Directors that she intended to step down from that position at the end of 2019 and transition to a yet-to-be defined role. The Board decided to engage in a

strategic planning process to set a future direction and enable the Board to create a clearer picture of the kind of person whom they will choose as the new Executive Director.

The Board engaged the services of Bob Stump of Core-R.O.I., LLC to lead them through this effort. Bob proposed a 9 step process.

1. Agree on the Strategic Planning process, i.e. how it will be done. 2. Clarify mission statement and values

3. Assess the environments: internal and external 4. Identify competitive advantage for the future 5. Identify strategic options

6. Agree on criteria / characteristics for making strategic choices 7. Select strategic options 8. Identify obstacles to strategy implementation

9. Develop action plans to succeed in strategies This report describes the discussion and decisions the Board came to over the

several months from May – July, 2019.

1. Agree on the Strategic Planning process, i.e. how it will be done.

The Board became the core of the planning process and invited three staff members to be part of the process. The Strategic Planning Group included:

Board Members: Nathaniel Bekele, Nora “Tooey” Cameron, Joseph Deck, Erich Eiselt, Terry Flood, John Hisle, Cidette Perrin, John Richardson,

Staff: George Burdine, Christine Gossens, Paul Newport,

In their first meeting, the group made decisions on how they would conduct their business, including how decisions would be made.

2. Clarify mission statement and values

After some discussion, the group decided on the following:

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Mission: Jubilee Jobs exists to help people find jobs and to give them hope and

confidence about their future by offering them continuing support and community.

Values: A person who walks through our doors gets the highest level of respect. We treat them with dignity, empathy, compassion, a commitment to integrity and a spirit of optimism.

3. Assess the environments: internal and external Assessment of the environments took the form of a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis. The group created the following.

Strengths – factors internal to JJ that

support achieving the vision

Weaknesses (Problems) – factors

internal to JJ that work against achieving the vision

1. There is a very caring and thoughtful manner of all involved.

2. Small, committed staff

3. Staff/volunteers in direct contact with applicants

4. Kind, caring staff and job

counselors 5. A flexible staff 6. Dedicated, empathetic staff and

volunteers 7. Extremely committed and

competent staff.

8. Good volunteer base 9. People who volunteer at JJ and with

applicants understand the value of

JJ services 10. As far as I can tell, it is run with

efficiency. 11. The organization is founded and run

in an excellent manner.

12. Non bureaucratic 13. Teamwork

14. Long and well deserved reputation for success in assisting those seeking work to find it.

15. Tried and true process that works for getting people into the job

1. Lessening of income: individuals and organizations

2. Reliance on older and long time

donors with limited vision of how to reach others “out there”

3. Small budget

4. Heavy reliance on private fundraising)

5. Some staff and board members who may be too set in their ways, i.e. BUT this is the way we have always

done things! 6. Success over such a long period of

time tends to lull Board and Staff into

OLD ways. 7. Composition of Board

8. Processes are very labor intensive. 9. Staff compensations not necessarily

competitive.

10. Small staff – absence of one employee would have impact

11. A small staff = overlapping job duties

can make it difficult to focus on one task – i.e. requires extreme multitasking ability

12. Turnover in various key positions

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market

16. Well developed procedures and traditions of operating which have served J.J. well.

17. Longevity 18. 38 years of experience 19. Many thousands of successful

placements 20. Long-term relationships with key

employers

21. Recognized name and trademark 22. Excellent Board made up of caring

and active people. 23. Committed Board

24. Excellent fund raising skills and history. Sound financials.

25. Small budget

26. Healthy financial condition including adequate cash reserves

27. Loyal and supportive donors

28. Extraordinary director who has

driven the organization since its

inception, growing its operations and donor base, gaining positive press coverage and being named a

“Washingtonian of the Year” 29. A director who keep the office

focused on the goals of the

organization 30. Not for profit

31. Service oriented 32. Mission and Visions rooted in faith

and love.

33. Faith-based 34. Highly regarded in community 35. Focused mission

36. Opportunity for the applicants to come back if first job fails

37. Respect

38. Ingenuity 39. Creativity 40. Acceptance

13. Declining number of applicants –

impact on fund raising and marketing 14. Overreach when thinking about and

attempting to implement new programs.

15. Office / counseling space is cramped

16. Lack of access to/connections with training resources to enable higher- paying jobs

17. Distance to primary office for many candidates

18. Under-utilization of Minnesota

Avenue office—drain on resources?

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41. Understanding

42. Two office locations 43. Young Leaders program

Opportunities – factors external to JJ that could help achieve the vision

Threats – factors external to JJ that work against achieving the vision

1. Faith Based Congregations looking

for “good work” and a “good place” to give.

2. Organizations willing to partner with

J.J. because of our reputation, success and commitment.

3. Increased collaboration/outreach

with other community organizations (similar to our partnership in providing tax preparation services)

4. Affluent community that can support

JJ’s cause

5. Further / more donating / donors 6. An interest in vocational

opportunities 7. Positive view of 12 step programs –

encourage applicants to engage in

them 8. No other entity in DC Metro Area

with J.J. skill set, experience and

contacts with employers. 9. Many “younger people” wanting to

volunteer at J.J.

10. Employers needing J.J. help to find employees in a tight labor market.

11. Expand our mission?

12. The city is booming economically 13. There seems to be lots of interest in

workforce development 14. Increased activity from government

and community leaders 15. Established employer relationships 16. Could link with UDC and other

entities to derive more training/certification avenues

17. Greater outreach to other

1. Withdrawal of funds

2. Donor fatigue. 3. Loss of external funding sources 4. Changes in tax law discourage

charitable giving 5. Funding

6. Apathy among potential clients – I’ll never find a job anywhere – no help for me out there.

7. Clients whose needs are beyond what J.J. can offer.

8. The poor are moving out of the city

(less clientele) 9. The complex and sometimes

unworkable lives of some of our

applicants who are in need of numerous types of rehabilitation

10. Diminishing candidate pool

11. Other organizations become

competitors and do a better job than

does J.J. 12. Other entities providing similar

services

13. There are more training programs in the city post-recession, keeping people “busy”

14. Aging donor base – not replaced by

young 15. Continue decline in number of

applicants 16. J.J. does not refer people who we

can use in our business OR their

people are unprepared to work. 17. With unemployment so low,

potential clients don’t need our help.

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people/locations to extend JJ brand

18. A two million dollar annual operating budget (double current budget) to use for anything and everything from

transportation and training

18. Loss of not for profit status?

19. Increased regulatory burden? 20. An entry-level part time job does not

= financial stability anymore

21. Job market is changing and sills of entry jobs are changing – upward

The group then discussed the implications of this analysis for Jubilee Jobs’ future.

• Fund raising has to continue –

• Who will be the employers for our applicants

• Needed skills are changing – job market changes (add to threat)

• Concern about being able to find Terry’s successor who can lead us to the future – We should not panic about this. Good people are out there.

• Not sure how many changes a new ED would make

• Changes in educational / skill requirements is both opportunity and threat

• No HS diploma is a large impediment to finding jobs – may have to partner more with groups who can help our applicants.

• Have to change “value proposition” we pitch to funders. – not just applicants placed

• Put numbers on other things we do – not only placements – We may be selling ourselves short. – E.g. number of people completing interview skills workshops and other things we do for applicants

• Have different flavor / design for our marketing materials – e.g website, materials for potential funders.

• Find new ways of doing fundraising

• Our “motto” – may need to change / add it on our materials. – Both / And rather than either / or

• Need to appeal to the new demographics of DC – median age 34 years.

• Needs have changed – poverty rate of children in DC, wards 7 & 8.

• Do we focus on poverty – many layers to the problem – or just on jobs – get people out of entry level jobs.

• Need to help young people get off to a good start – more than entry level jobs

• Need to work with applicants to get into the best education situations – get useful skills.

• Education is the need for getting out of poverty – vocational and trade schools.

• Deal with youth who have not completed high school Having done this analysis, the group agreed that they should know more about

other organizations serving the same population. They set about to make contact with a number of groups and report back some basic facts about them.

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• What services do they offer?

• Who is the clientele they focus on?

• What statistics do they have on the impact of their services?

• What is their next step – future plans? Members of the strategic planning group (identified below) agreed to reach out to these organizations to find answers to the above questions. These contacts

resulted in the following findings. Aim Hire – John H

Friendship place. 25 years in NW DC. Founded by Mary Gorman and Jean Duff.

Start with housing. They get government funding from DC and lots of money from private sector. Aim Hire – Idea is 10 yrs old. – not choose to work with JJ in beginning. But this program is just like JJ’s. Start with orientation; assign to a

counselor, Strengths analysis, resume etc. Also mentor people the work with. Not have to be homeless to get into AH.

Is AH connected with housing? No. So, AH is just like JJ. Placed 77 people in 2018. 149 more people in jobs from their housing (not through Aim Hire.) (Rapid rehousing supported by DC government is part of their services)

JJ could work with them? Maybe FP is friendly; not interested in working with other groups – advocacy, program development. They have their own streams of

supporters and volunteers. FP budget is $5-6M. John will find out what the Aim Hire budget is. Do they have

more job seekers than they can serve, either AH or through their housing placements. Are they hard pressed to find applicants. How do they help their housing folks find jobs if they are not part of the Aim Hire program?

Project Empowerment – John H.

He did not have conversations with staff. All $$ from DC government. Budget 2020 – $9.8M (12,500 per applicant (800).

(see Mission statement and goals in John’s notes, attached) Focus on previously incarcerated people. 800 people a year.

Orientation (intake assessment, case management, do they meet eligibility requirements (several criteria – not duplicate services from other government

sources. – John’s notes attached)

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People who are coming out of prison with low educational attainment. Try to lower recidivism rates.

4 weeks of training before put people in jobs and pay first 6 months – Training wage – $9.00/hr. Incentives for staying employed beyond 6 months – a bonus.

Impact: 800 people a year. 400 stay in jobs beyond the 6 months; 200 keep jobs for a year.

DC Fiscal Policy Institute (DCFPI) review of Project empowerment in 2015. “as good if not better than similar programs around the country”)

JH: May be a possible partner for job placement- he knows Mary Torrel who could provide more info, especially about partnership.

JJ applicants have already work with Project Empowerment. – people who employers don’t keep on after 6 month subsidy from DC. Gives people a recent

reference, especially those who have felonies. Potential JJ applicants might be those who don’t meet all of PE’s criteria, e.g. too

much education. Paul’s perception: their counselors at PE are “hard core” – like drill sergeants.

May not deal with the deeper issues of poverty that their clients experience. Does JJ have statistics on how many applicants get jobs and how long they stay.

CG: JJ thinks one year placement is about 60-70%. They are in very contingent job market. Tough to get this kind of info with accuracy. – lots of contingencies.

S.O.M.E – Tooey I had a fabulous conversation with Emily Price, Chief Program officer CET and

Senior Services on June 12. What a program SOME has. 1. What type of Services does S.O.M.E offer?

We integrate education and training into one program. We call it sector training/ We train for specific jobs : health care and building trades.

Health care encompasses medical administration—receptionist– and medical assistance —clinical medicine, such as taking vitals.

Building trades — building maintenance technician, say in an apartment complex. Taking care of a broken toilet etc. This is generalist training. We also have more specials training —like HVAC

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We offer a health course which is not being used much these days. – Not sure who does the training for the specialists.

2. Now I can’t find the question asked… Who is the clientele they focus on?

S.O.M.E integrates these training programs with adult literacy— math skills like finding the area of a room to assess what is needed in a building question.

We are looking for a program model with the national Center for Employment Training in California. Specialized training in specialized trades. We work with National Health Credentials on our health care program

The Carlos Rosario program is similar to ours (S.O.M.E’s). Specific training sector. DC Central Kitchen and Byte Back are also similar.

Every state has to do workforce development —identify what jobs are needed.

In DC, jobs are available in hospitality, IT, health care, construction trades , infrastructure (bus service, government administrative. Any public money has to go for those occupations even at community colleges.

3. Who are your clientele?

S.O.M.E is a licensed school under education and workforce training. We do not require a HS degree. We serve the hardest to serve population in this region : 98% are African American;’ most are 200% below the poverty level; they are on

food stamps etc. Many have a criminal background. They may be homeless, in transitional housing or couch surfing.

The average age used to be 35; now it is 25—ages 18 to 25. We do drug tests. Our biggest challenge (like JJ) is outreach, We never have a

full house. DC does not have a central intake office. We do outreach marketing,, for example on buses. And street outreach. We have a recruiter. Most applicants hear about S.O.M.E from friends and family. We have to find our applicants —

they are very disconnected. We have an even split between men and women

Every two weeks we enroll new students. The course is self paced. It usually takes 6 months to complete the course. They attend class every day from 8:30 to

3:30. We provide transportation assistance . We give students $100 a month. We offer clothing and offer food on Wednesdays. We also have emergency services at our O Street facility where we have a social services training —eye glasses,

and help available from a case manager

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SOME has a career services group which helps with resumes, interviewing skills etc.

We have two staffing consultants who forge relationships with employers.

Over 70% of our students get jobs. At 6 months, 80% are still employed and at a year, it is 70%

NEXT /step for S.O.M.E: Our goal is to serve more people. Now we serve about 300 per year. We are still

struggling —working on recruitment. We are developing industry sector partnerships

How can we build a bridge so that children of our clients can be part of the pipeline out of generational poverty.

Our budget in $2.2 million.- most likely for the jobs training/education and placement

There are several similarities between the situation at SOME and Jubilee Jobs: hard to recruit applicants these days: help in resume and interview skills;

younger applicants. And just now, forging relationships with employers. Emily is accessible, likes JJ and would be easy to work with. JJ might help with

placement and SOME may help with training JJ’s folks. $100/month is not enough to live on. Applicants have to have some other

resources. How successful are they in placing in “good” jobs, e.g. health and HVAC? What

other kinds of jobs do they have? How many new students in each class? Are the folks being placed in the jobs for which they are trained?

Richardson: a firm relationship with Sibley to hire people from Tree of Life Staffing. Sibley’s money is split between TOL and person placed. Job coach is one site at Sibley making sure the TOL employees are doing OK. Great idea –

difficult implementation. He has had success with disabled in St. Louis. JJ could have volunteers who could be building relationships with employers.

Byte Back – Eric

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Started in 1997, DC, Prince Georges, Baltimore; $2.9 Million. Lots from DC government. “careers in IT”, Focus on getting people jobs in technology or that

require technology, e.g. Microsoft Suite 152 students to better jobs – 50 placed in new jobs – average more salary $27K.

need clarity about this income or income increase EE: numbers are not impressive in relation to job placement and cost Need to

investigate Nate: UDC has similar program to get IT certification. Some minimal job

placement help. There are employers who are looking for qualified people. Indeed.com We don’t

have many of these contacts. After a conversation with the Byte Back, Erich found out that: 550 adults trained –

50 placed in IT jobs- many just want to learn computer skills. Teach tech skills to anyone anywhere. Service for our applicants. See website testimonials. Get computer skills certificate. Similar to UDC. Make sure students can take the time.

Can give their people part time jobs while they study. Very possible artnership. Could use Minnesota ave. site for training. In past was hard to get their schedules of classes.

Catholic Charities – Paul

Job Placement is similar to JJ’s. Resume, employment orientation; online applications and research; weekly list of employment opportunities.

CC has many other programs. Total budget $78M for all their programs. Their mission is consistent with JJs – may find ways to join with them. Brian

Grant (former applicant) works with CC and wants to send applicants to us from time to time.

N street village – Terry Housing for women. Added and job counseling program that may be the source

of some applicants. Latin American Youth Center – Terry

Work with schools in PG County and DC. Steady stream of young people under age 24.

East of the River – Terry

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Many aspects of dealing with poverty – no job placement component.

Ballou High School Vince and DeShaun

May lead to working with other DCPS schools. Lots of college prep programs for DCPS. Not much for working right away after HS – job preparation assistance.

Other organizations – John Richardson Listing of so many organizations in the DC area that serve job searches.

Discussion: Reactions to what others are doing

• JJ may be the only organization that takes no government money.

• DC group that helps returning citizens become entrepreneurs. We may be able to refer people to them

• Takes a lot of money to do what we want to do with our applicants. May need to look into getting government money in the future.

• Job placement is a money draw in this world. Employment has an attraction to the people. They have added Job Placement to their programs. Others not want to partner with us – they often have modeled their job placement efforts on ours.

• There are so many people who are “rendered disposable by society”

• Our applicants don’t know some IT and other sought after skills

• We ought to get better at what we do: (1) make relationships with employers, (2) prepare / train people for the world of work.

o Need to see the curriculum that prepares people for the job market. Haven’t seen things that are working well. How do you teach people to “change”. The applicant’s habits are deeply embedded.

We have many people who return to us.

• Many programs have job developers – Develop corporate relationships

• Employers want candidates with job skills and work behavior skills. They are being pickier than they were.

• We need to work with hiring managers. They have their rules for how they treat new employees; high rate of turnover among hiring managers

• Our people don’t go on to “make lots of money”

• Focus on youth who are not yet into the lower wage job paths.

• Middle age folks are not willing to work in jobs that they need to learn IT skills.

• JJ has never had a “job developer” – CG does it now.

• We made connections with Clark Construction but not a lot of hires.

• Colonial parking – got lots of placements up until a time. Until they got in trouble for hiring practices. Now they’re back to hiring our applicants.

• Hard to place folks 40+; can we open up new areas with the youth.

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• Entrepreneurship is a new focus we might want to open up.

• Look at what teenagers need to break into the job market. – expose them to what career possibilities are.

• Harris Teeter has relationship with us now.

• How do we re-orient our mission to put youth on a career path rather than a job.

• Our applicants don’t have the community / family supports that most of us have had. “It takes a village”

• Don’t have Heroes and mentors in schools to give kids role models. Our staff can do this for our applicants.

• Vocational schools in DC are gone.

• Applicants want to do better, but they don’t know where to go and how to do it. People think they need $$. Don’t know about services for free. Nate has someone who did not know what was available. He showed her and

she got a better job in 7 months, including some training at UDC.

• Doing more work with employers like Rich Peterson does. “Are you willing to help our applicants” The little deli at the archives building takes lots of

our applicants.

The question posed for the Planning Group by Terry is “What breaks your

heart?” o People who are stuck. o People are “scared” of messing up again

o Young people with addictions and isolation. They need support groups; military as an option has helped many

o What people have to go through just to survive; extreme amount of

courage to survive o How can we prevent people from getting into the situations they are

in when they come to us.

o JJ gives people a chance to exercise their bravery and the amount of trust they put in JJ is awesome.

o Apartments with section 8 housing on Connecticut Ave. people sit

outside with no jobs, just spending their time. PN sees this as just waste of money. They cannot survive in upscale neighborhoods.

o DC does not have enough affordable housing – 75K people on

waiting list. It is an intractable problem. DC working on it. Developers know how to get around the “covenants” to do affordable units.

o JJ might consider work with Amazon HQ2 in Arlington/Alexandria. Not only tech jobs will be available. And VA Tech learning campus (partnership possibilities).

4. Identify competitive advantage for the future JJ’s things that it has to offer – is good at.

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The conversation recognized that JJ could not deal with all of the issues, but should focus on what it does best and is good at.

• JJ has compassion and focus on helping our clients

• We have donors, partners, funders

• Place of hope when people are desperate

• Should be a place of hope for the young people before they are “stuck”

• Remove the stigma of poverty

• Our mission speaks to us and to others – hope encouragement

• People are in different places in their lives – repeat clients; homeless; immigrants – we can / do help all of them.

• Provide personal attachments / relationships to deal with people who are in an impersonal system.

• Provide a sense of community for applicants

• Provide networks for people who don’t have them. – People we know want to network with our applicants

• There is a “spirit” at JJ that attracts and supports our applicants. – people who really do care – a focus.

• Keeping “it” real. – Our meetings make us accountable to what we do to serve. We follow our process.

• Get our applicants placed in entry level jobs – do the job applications not just give them resources (applications, computer) etc.

JJ’s Unique Process – the steps we go through with applicants: Identify a job opening through contact with employers. Enter in our computer

system so all counselors know. JJ counselors do the job application on line with the applicant. Call back to the employer and direct them to the JJ applicant’s submission. Tell applicants to come to JJ on the way to the interview. Check on

“dressed” and preparation for interview. (S/he has had interviewing, etc. workshops / discussion with JJ counselors) After applicant has been offered the job, JJ follows up with the hiring person and the applicant for the on-boarding

process. To our knowledge, other programs working with this population don’t do this

extensive a process, e.g. focusing on filling out application and having relationships with employers.

We put the chaos of the job application process into an understandable order and we work with applicants through the process.

Very practical hand holding through entire process JJ counselors have relationship with the hiring employers. 1/3 to ½ or our monthly placements are with employers with whom we have

relationships. When applicants screw up, we get the feedback from employers.

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People feel welcome coming here.

5. Identify strategic choices

The group identified 10 strategic choices for where its focus could be for the future.

1. Strategy: Support applicants to get through the job search process

and get a job

o Instruction/counseling on applying for a job, resume creation, interviewing

o Using our process (described above)

2. Create an ongoing stream of applicants (Paul and George)

o Work with UDC alumni / students

o Jubilee housing – tap into people they are helping – have them refer people to us

o Recovery Café

o DC Jail – Talk to people about to be released – what JJ does o High Schools – work with those about to graduate

3. Focus on helping young adults (< 30) get jobs (Vince and DeSean – Ask them to let us know what they know about this and how to do this, based on their conversations with Ballou High School.)

o Talked with students – through guidance counselor – did intake interviews at SE office –

o School system likes what we’re doing want us to work in other high

schools – not much career advancement services in system. o UDC has several training and assessment programs to help people

do assessment of interests / and learn the needed skills – free

service

4. Assist our applicants to move beyond entry level jobs (career

advancement) o Help them with self discovery o Entry into post secondary education

o Training to move up – Phlebotomist > Medical assistant – free training at UDC

o Referrals to vocational training programs – blue collar jobs

o Byte Back does this in the IT area o Tree of Life helps people move into higher level jobs in area. Will

be in our building soon. Rich Peterson is local person who will be

working with JJ to get contracts with employers.

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5. Move beyond just finding jobs for applicants so they can move out of the cycle of poverty (Joseph)

o Implies having services that could move people around the barriers to moving out of poverty

o Having examples of people who have moved from homelessness to

college and beyond

6. Become better known “branding” in DC – Increase our visibility and

reputation- To make it easier to create employer relationships; increase fundraising; (Paul and George)

o Use social media / texts to spread the word about JJ – especially

among younger applicants o Naming? Create a division of JJ; “Future leaders” “Generation ???” o “Aim Higher” “Aim High”

o Create video stories based on applicants – posted on website, e.g. Cliff – may have to upgrade the website. Or Podcasts.

o Salesforce.com – philanthropic segment to their services (currently

have Bloomerang and has capacities we aren’t using)

7. Create better connections with our applicants (DeSean and Vince Ask

them ideas on what they think JJ can do) o Social media o Use technology to keep in touch – text messages periodically with

applicants o “Transforming Lives” meeting periodically to deal with issues both

on the job and other parts of their lives –

8. Advocacy to remove unreasonable job requirements / barriers for

entry level jobs E.g. 24/7 availability of job cleaners at airport o “Ban the box” – not ask about criminal record on application form

and during interviews. – Only when employer is about to offer the

job. o Join with other organizations advocating for these changes o Creating more vocational training programs for DC residents,

especially young adults o Can develop from our partnerships with other organizations whose

clients are faced with these problems. – an advocacy coalition. DC

politicians are accessible. o Ice cream socials – in aid / support of fairer treatment of employees

9. Develop partnerships / join with other organizations that are working

with similar populations and other elements of the cycle of poverty

o E.g. working with UDC students / alumni to help them navigate the specifics of the job search process (“what we do best”)

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o Aim Hire (FP) placed 77 people at $6,934.50 per placement o Project Empowerment – short term jobs – work with people whose

time has run out with PE.

10. Aggressive outreach to people in high unemployment areas

(marketing) o 16% unemployment in Ward 7-8. o Talk to people on the street

o Churches are in touch with the people on the street. o Work with organizations that are in contact with them – market

our services to them as a service to their – letting them know

when our orientations are scheduled

6. Agree on criteria / characteristics for making strategic choices

The reality is that Jubilee Jobs does not have the resources to do all 10 of these initiatives. In order to make strategic choices the group has to answer the

question, “Why would we choose one choice over another?” Their answer to this question is to choose those strategies that achieve these goals.

• Help people get out of poverty

• Enhance Jubilee Jobs’ mission of placing people in jobs

• We have the resources to do it

• Change systematic structures that that keep people in poverty

7. Select strategic options Using the Priority Grid framework, each individual was asked to make a forced

choice between each of the pairs of choices, e.g. 1 vs. 2, 1 vs. 3, 1 vs. 4, etc. The following table records the individual choices of each person in the meeting. Low number indicates a higher priority.

Priority rankings – Jubilee Jobs July 30, 2019

Priority Ranking

Sum of priority votes

Strategic

Choice Number Individual Priority votes