A model to end unemployment as we know it -- through teams and as a community.

1. November 12, 2009 Version 2.0 Ending Unemployment General Overview

2. “ Very helpful for a positive attitude and changing negative thoughts into positive opportunities.” ~ Neil (42) Bristol “ An intriguing and refreshing mind-opener.” ~ Daniel, (39) Bristol “ Fascinating insight into many of the hurdles I have been creating for myself in attempting to sell my skills to others.” ~ Trefor (52) Bristol “ Wow. No one has ever asked me before what I was passionate about.” ~ Mark (19) Bristol “ Well thought out and delivered well by the team.” “ Realised my own value and importance of community.” “ I enjoyed the recognition as well as the presentation of ideas around teams and employment.” “ Very useful and enlightening. Lots of different thoughts for success in work and in life.” ~ Julie, (57) Bristol

3. Experiencing Unemployment Today Start of Process Team to Individual End of Process Individual back to Team In general, the experience of unemployment is a process from team to individual, back to team. Individual Chaotic Confusion

7. What is Missing? ~ Well-Being RESEARCH by Marie Jahoda, a British social psychologist, developed the theory of ‘Ideal Mental Health’ 1 . Here she identified five categories vital to feelings of well-being. 1 | Marie Jahoda, “Employment and Unemployment: A Social-psychological Analysis” Cambridge University Press, 1982, (theory first developed in1958) She determined the unemployed are deprived of all five. Time Structure Social Contact Collective Effort or Purpose Social Identity or Status Regular Activity

9. Solution: A New Process? YES. Start of Transition Organisational Team to Sparc Teams End of Transition Sparc Teams back to Organisational Team Engage at every stage. Within Transition Keep or Create Momentum Leaving Organisation A Sparc Teams Programme Entering Organisation B

10. 7 Stages of Engagement Start of Transition Organisational Team to Sparc Teams End of Transition Sparc Teams back to Organisational Team Within Transition Increase Skills, Experience & Create Value 1 5 6 7 3 4 2 Stage 1 : Engage at Notice Stage 2 : Engage at Exit Stage 3: Engage Deeper at 2 Weeks Stage 4: Engage in Work Teams at 6 Months Stage 5 : Engage When Offer is Given Stage 6 : Engage During First 90 Days Stage 7: Engage Company Champion Dangerous Territory Ensure Long-Term Success

14. Stage 2: Engage at Exit At the time of exiting the organisation, all 5 areas vital to well-being are being deprived. A this stage a person is at risk for depression and other issues which decrease desire and motivation to proactively seek employment. Without a programme and ‘a place to go’ all 5 areas vital to well-being are lost, immediately . 2 Time Structure Social Contact Collective Effort or Purpose Social Identity or Status Regular Activity Stage 2 : At this stage having a place to go is critical . If returning to their place of past employment is not an option, all 5 categories of well-being will be deprived upon exit.

17. The Vision ‘a great place to go’ Public Services Member Services  VALUE EXCHANGE BUSINESS WEAR BOUTIQUE  MOTIVATIONAL MAKEOVER  PRINTING SERVICES  CAFE 1st  INSPIRED SERVICED CO-WORKING SPACE for SPARC TEAMS, ENTREPRENEURS, FREELANCERS, INDEPENDENT CONTRACTORS, SMALL BUSINESS & ASSOCIATIONS  THEATRE & DISCUSSION AREAS 2nd 3rd  EVENT / WORKSHOP SPACE  PRIVATE MEETING ROOMS  PROFESSIONAL ADVISORY SERVICES CANTEEN

18. Woolworths Space (in discussion)

19. Stage 3: Engage Deeper at 2 Weeks 3 After two weeks, if not within a programme, self-esteem levels drop, stress ensues and motivation has waned. Stage 3 : At this stage, it is necessary to get over the hump by engaging in a structured team-based programme specifically centred around job search to decrease stress and increase motivation/job search activity. After two weeks additional stress and worry about long term unemployment kicks in.

20. Stage 4: Engage in Work Teams at 6 Mo. If still unemployed after 6 months, the chances of long-term employment along with critical health factors ensue. Stress and depression could be at dangerous levels effecting the individual, families and the community. Stage 4 : Re-engaging in actual work is essential at this stage. Engaging in a structured team-based work programme will replace all areas vital to well-being . And, creating value for an organisation increases the likelihood of a position within that organisation. The human instinctual desire to create value and be a valued member of the community is almost non-existent at this stage. The likelihood of severe depression is very high. 4

21. Stage 5: Engage When Offer is Given A new type of engagement is needed at this stage when a person if offered a position. Patterns of lethargy, if not in the Sparc Teams Programme, may sabotage any offer. If in a programme, the fear of entering into a new transition may occur as well. Stage 5 : Managing the transition from inside the programme (or not in any programme) into a new state is absolutely necessary. Change, and the need to go through another transition, is a natural fear . Unconscious sabotage may occur at this point unless this transition is managed properly. 5

22. Stage 6: Engage During First 90 Days Support during the first 90 days of employment can assist in ensuring a smooth transition and long-term employment with the new organisation. Entering into a new team and organisation has its own set of challenges and fears. Understanding Teams and Group Dynamics will ensure a smooth transition. Engaging at this stage will increase the likelihood of long-term employment . Stage 6 : Managing the transition into a new team and reality can be challenging. Through support this transition can be successful in the short-term and ensure long-term employment. 6

23. Stage 7: Engage Company Champion Once an integral part of an organisation, the individual can become a company champion for the programme. Staying a part of the wider community can increase the likelihood of others being successful in their transition to employment. Role-modelling, diversity and connectedness are all part of a vibrant and robust local economy. Staying engaged with each member keeps the community strong and safe while increasing the community’s ability to better handle any crisis. Stage 7 : Keeping the successfully employed engaged, at least in part, with the ‘rest of the community’ is a winning strategy for the long-term health of the community as a whole. 7

24. Summary  Proactive Workshops: - Managing Transitions - Goal Setting - Communicate Effectively to Employers Stage 1 : Engage at Notice Stage 2 : Engage at Exit Stage 3: Engage Deeper at 2 Weeks Stage 4: Engage in Work Teams at 6 Mo. Stage 5 : Engage When Offer is Given Stage 6 : Engage During First 90 Days Stage 7: Engage Company Champion Dangerous Territory Ensure Long-term Success SOLUTIONS  A Place to Go - Unstructured Programme of Workshops  A Place to Go - Structured Programme of Workshops  Structured Team-Based Work Programme Parallel Paths of Work Teams AND Proactive Job Search  Support & Encouragement - Managing Transition Workshops  Advice & Coaching - Understanding Teams  Continued Support/Mentoring Others Sparc Teams Value Exchange