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Second chance or second class: creating pathways to employment for individuals with criminal records

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Second chance or second class: creating pathways to employment for individuals with criminal records

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Content Second Chance or Second Class:
Creating Pathways to Employment for Individuals with Criminal Records
Alyssa Lovegrove
Capstone Project Final Paper and Prototype
Submitted in Partial Fulfillment of the
Requirements for the Degree
Doctor of Social Work
Suzanne Dworak-Peck School of Social Work
University of Southern California
Professor Renee Smith Maddox
SOWK 722
August 2021

Acknowledgments
I would like to express my sincere gratitude to all my DSW instructors for their guidance
and feedback throughout this process. Connecting with an entirely new set of talented colleagues
with such compelling experiences and perspectives has been an unexpected source of growth and
professional fulfillment. In particular, I want to acknowledge Dr. Renee Smith-Maddox and
Professor Cassandra Fatouros, who advised me on multiple occasions and always pushed me to
do my best work.
I would also like to thank my Georgetown Pivot Program leadership team colleagues for
their friendship and encouragement – especially George Chochos, whose remarkable story truly
ignited my passion for this work. And of course, I am forever grateful to my family and to my
husband Nick for encouraging me to pursue my newly discovered professional obsession, around
the challenges of reentry and the opportunity to enhance the lives of so many.
This paper is dedicated to the Georgetown Pivot Fellows – past, present, and future –
who well and truly deserve the chance to share their talents with the world.
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TABLE OF CONTENTS

I. Executive Summary 2
II. Conceptual Framework 6
Social Significance 7
Research, Practice, and Current Environmental Context 9
Theory of Change 10
III. Problem of Practice and Proposed Innovation 11
Addressing Multiple Stakeholder Perspectives 12
Current Solution Landscape 13
Building Upon Existing Solutions 15
Conceptual Framework Alignment 16
Likelihood of Success 16
IV. Project Structure, Methodology, and Action Components 18
Proposed Prototype 18
Market and Positioning Relative to Other Alternatives 18
Methods for Project Implementation 19
Financial Plans and Implementation Strategy 22
Impact Assessment Methods and Challenges 24
Stakeholder Involvement 26
Communications Products and Strategies 28
How the Components Address the Problem of Practice 31
Ethical Concerns 31
V. Conclusions, Actions & Implications 32
Strengths, Limitations, and Risks 33
Next steps 34
Concluding Remarks 34

References 36

Appendix A Logic Model 45
Appendix B Summary of Employment Program Models 46
Appendix C Prototype 47
Appendix D Key Tenets of Collective Impact Framework 56
Appendix E Financial Plans 57
Appendix F Implementation Strategy and Sequence 65
Appendix G Methods of Assessment 67
Appendix H Stakeholder Analysis 71
Appendix I Communications Products 72

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I. Executive Summary
With over 2.3 million people behind bars, the US has the highest per-capita incarceration
rate in the world (Sawyer & Wagner, 2020). The total number of people directly impacted by our
criminal justice system is even greater – as many as 13 million people pass through our prisons,
jails, and detention centers every year, and more than 70 million U.S. adults have a criminal
record (Epperson & Pettus-Davis, 2017; West et al., 2018). This is both a moral and economic
crisis; scholars estimate that the financial burden exceeds $1 trillion annually, counting not only
the cost of correctional facilities but also the lingering social and economic impact on those
incarcerated, their families, and their communities (Schoenherr, 2016).
The goal of the Grand Challenge Promote Smart Decarceration is to substantially reduce
the prison population in a safe and sustainable way; but this cannot be achieved unless we also
tackle our high rates of recidivism. Two-thirds of those released will be back behind bars within
three years due to a host of reentry challenges (Alper et al., 2018; US Commission on Civil
Rights, 2019). Of these obstacles, the failure to find sustainable, living wage employment is
among the most common, and often leads directly or indirectly to a repeat arrest (Couloute &
Kopf, 2018; Council of State Governments Justice Center, 2019). Until this is addressed, a
meaningful decline in the incarcerated population will remain an elusive goal.
The inability of many returning citizens to find good jobs also interferes with our ability
to achieve greater racial equality. More than one in three Black men in the US now carries a
felony conviction, and research shows that Black applicants are 50% less likely than Whites with
the same conviction profile to be called back for a job interview (Pager, 2007; Shannon et al.,
2017). Given the recent spotlight on racial injustice, many organizations are revisiting their
diversity, equity, and inclusion policies. Yet few have connected their policies toward employing
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individuals with prior convictions to their failure to achieve inclusive workplace targets. This is
of particular concern in Washington, DC, where 90% of the incarcerated population is Black,
and the rate of employment for job-ready returning citizens is below 50%, versus 95% for the
DC population overall (District of Columbia Department of Employment Services, 2019;
Selwitz, 2018)
This is the inspiration behind SecondStartDC, an alliance of workforce developers and
local employers partnering to create financially sustainable career pathways for individuals with
prior convictions. By collaborating on their outreach to employers and then working with these
employers to develop training programs better aligned with their hiring needs, the organizations
serving returning citizens can produce graduates who are truly “job-ready,” and can be confident
that those who meet the specified standards will have access to jobs. The alliance also facilitates
the process for hiring managers by presenting them with qualified, vetted applicants. The goal is
to narrow the gap in employment levels between returning citizens and other members of the
community who have the same skills and training.
SecondStartDC focuses on two of the principal reasons why individuals with a conviction
find it difficult to secure anything other than low-wage, unskilled “felon-friendly” jobs. The first
is employer attitudes; most employers are wary of ex-offenders out of mistrust, fear, and
concerns over a potential backlash from customers or other staff (Obatusin et al., 2019; Society
for Human Resources Management, 2012). Many fail to look beyond the label and evaluate
applicants as individuals with varying skill levels and risk profiles. The other factor is that many
job seekers have not yet developed the requisite job skills, because the developers of re-entry
training programs have few formal relationships with employers and do not know what standards
and skills they require. SecondStartDC establishes that relationship between employers and
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employment support providers, and makes it much easier for job seekers to identify the right path
for them.
The concept for SecondStartDC is built on the Collective Impact model, in which
organizations across different sectors align around a shared challenge and develop a range of
solutions focused on an agreed set of goals. More than just a series of parallel efforts, the
Collective Impact approach begins with a population-level focus and incorporates data sharing,
accountability, and continuous improvement so that all contributors can see the progress toward
the designated longer-term outcomes. Addressing the challenge of second chance hiring at the
ecosystem level rather than the program level underscores the premise that “one-size-fits-all” job
readiness programs are not appropriate for such a large and diverse group; what is needed is a
range of providers working together to create multiple pathways to employment.
The principal activities of the SecondStartDC alliance will include: (a) shared outreach to
employers, including webinars and workshops, to educate them on the rationale for second
chance hiring; (b) the recruitment of local employer partners; (c) the creation of enhanced
vocational training programs via partnerships between employers and employment support
providers; (d) the development of a web portal to help returning citizens better navigate their
training options and employment pathways; and (e) the dissemination of information on
employment opportunities via local job fairs and job postings on the portal. Collectively, these
activities are designed to improve the quality of training programs; increase program
participation and completion rates, producing more job-ready graduates; increase the number of
good-paying job opportunities available to candidates; and increase hiring.
What is distinctive about the design of SecondStartDC is the focus on employers as a
critical stakeholder group: recognizing their challenges, and then engaging them actively in the
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co-creation of training solutions. The proposed approach also incorporates foundational theories
from social psychology about intergroup contact as a means of addressing bias (Allport, 1954).
Many of the pilot programs initiated through the coalition will feature internships and/or
apprenticeships, increasing employer contact with individuals who have a conviction history.
This gives prospective employers the chance to develop relationships, build empathy, and see
beyond the stereotypes. While it is also possible to incentivize hiring through policy and
legislation, such efforts will not be fully effective unless there is an accompanying change in the
perceptions of individuals with a past criminal record.
Evaluation methods will focus on the process and outcomes. Process effectiveness
(engagement in the alliance) will be measured by the level of activity on the portal, attendance at
events, growth in the number of employer + support provider training partnerships, and growth
in alliance membership (number of affiliated organizations). Qualitative measures, including
event feedback surveys and focus groups, will be used to further assess the value of alliance
activities to the primary stakeholders. Outcome measures will focus on the rates of enrollment,
completion, and placement for participants in the programs offered by alliance members, and on
the quality of jobs obtained (full-time/part-time, salaries, benefits). This data will be supplied by
the individual program providers and tracked on an annual basis.
SecondStartDC is a catalyst and facilitating organization; it does not operate any of the
training programs, so the budget requirements are relatively modest. A small administrative team
will support and maintain the portal, organize coalition events, collect and publish data, and
organize advocacy efforts. Initially, the project will be an extension of the Georgetown Pivot
Program, and the DC Department of Employment Services (DOES), the principal funder of the
Pivot Program, has agreed to designate a portion of its grant for this purpose.
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SecondStartDC is implementation-ready. The design of this project is such that there is
no need for a quorum; the effort can begin with a small core group of organizations and can
create value immediately through events and resources shared on the portal. During the early
phases of implementation, the focus will be on identifying the anchor members of the alliance,
launching the website, organizing employer and job seeker outreach events, and developing the
first employer + support provider training program pilots. Once the effort has gained sufficient
momentum, the financial auspices of SecondStartDC will transfer from the university to an
independent non-profit so that the primary members of the coalition have equal participation in
decision-making and setting priorities. Throughout the initial and later phases, the coalition will
be guided by an advisory board that includes representation from all stakeholder groups
(employers, support providers, and returning citizen job seekers), as well as DOES (the primary
provider of employment services to DC residents), the Workforce Investment Council (WIC), the
Court Services and Offender Supervision Agency (CSOSA), which oversees the probation and
parole system for the District of Columbia, and the Mayor’s Office on Returning Citizens Affairs
(MORCA). Each of these organizations has expressed its support for this proposal.
While the need for this intervention is particularly acute in Washington DC, the
conditions there are not unique, and this approach can become a model for all metropolitan areas
with a high concentration of returning citizens. As similar efforts emerge in other regions, there
will be an opportunity to share results, challenges, and lessons learned.

II. Conceptual Framework
Although they have served their time, returning citizens - individuals returning to the
community following a period of incarceration - face a myriad of challenges. Commonly
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referred to as collateral consequences, these include more than 40,000 federal, state, and local
laws and regulations limiting access to housing, employment, occupational licenses, credit,
benefits, and the right to vote (Umez & Gaines, 2021). Stigma is also a significant factor: 3 out
of 5 educational institutions, 4 out of 5 landlords, and more than 9 out of 10 employers do
background checks on applicants, and in many cases, a criminal conviction of any kind is
sufficient grounds for denying access (West et al., 2018). Largely as a result of these barriers, as
many as two-thirds of those released from a facility are back behind bars within three years
(Alper et al., 2018). As long as these high rates of recidivism continue, it will not be possible to
make a significant reduction in the incarcerated population, as dictated by the goals of the Grand
Challenge, Promote Smart Decarceration.
Social Significance
This problem affects an enormous number of people. More than any other country in the
world, the US has relied on the criminal justice system to maintain safety and order in its
communities. The US is home to 5% of the global population, but 20% of the world's
incarcerated population, with rates of imprisonment even exceeding Russia, Rwanda, Cuba, and
Brazil (Sawyer & Wagner, 2018; Walmsley, 2018). Roughly 1 in 4 adults now have a serious
misdemeanor or felony record (Craigie et al., 2020; National Council of State Legislators, 2018).
Of the many obstacles these individuals face, finding employment is among the most
significant. Many employers are reluctant to hire and will automatically exclude any individual
with a serious conviction from consideration. (Duane et al., 2017; Global HR Research, 2019;
Society for Human Resource Management, 2012). There is evidence that even a serious
misdemeanor can negatively impact an individual's prospects for employment (Leasure, 2019;
Uggen et al., 2014). All told, economists estimate that excluding individuals with criminal
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records from employment lowers the U.S. GDP by $78-$87 billion annually (Bucknor & Barber,
2016).
For those recently released, the limitations on employment are particularly problematic.
Prior to the pandemic, the unemployment rate of formerly incarcerated individuals was estimated
at 27%, more than five times higher than that of the overall working population (Couloute &
Kopf, 2018). In Washington, DC, where the overall rate of employment before the pandemic
exceeded 95%, the employment rate for those recently released into the community (on parole,
probation, or supervised release) at the same point in time was less than 50% (DC Dept of
Employment Services, 2019; Selwitz, 2018). This inability to obtain employment not only
prevents returning citizens from achieving financial stability but also precludes them from
forming pro-social bonds and adopting a sense of purpose and dignity. According to
criminologists, these factors are potential contributors to increased criminogenic behavior, thus
demonstrating that restrictions on employment are counterproductive from the standpoint of
public order (Berg & Huebner, 2011; Bushway, 2020; Schnepel, 2017).
There is a racial justice component as well. It is well-established that people of color are
disproportionately affected all throughout the criminal justice system, from police stops through
sentencing (Balko, 2018; Hinton et al., 2018). As a result, one in three Black men now has a
felony conviction (Shannon et al., 2017). Research suggests that this bias also extends to the
workplace and that Blacks are 50% less likely than Whites with the same conviction profile to be
called back for an interview (Pager, 2007; Shannon et al., 2017). While many CEOs have come
forward with statements of support for racial justice, they have failed to spot that their customary
hiring practices perpetuate, rather than alleviate, racial inequality (Dwin et al., 2020).
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This is a particular concern in DC, where the per capita rate of incarceration is almost
double the national average and where African Americans represent 90% of the incarcerated
population (DC Department of Corrections, 2020). The social and economic impact of this
criminal justice involvement is plainly evident when scanning the demographics of the city.
District of Columbia Wards 7 and 8, where the resident population is more than 90% Black,
currently lag the rest of the city on virtually all indicators of prosperity: income, household
wealth, educational attainment levels, and home ownership (Annie E. Casey Foundation, 2020).
These same areas are also home to virtually all of the individuals on probation, parole, or
supervised release (Selwitz, 2018). While the relationship between economic well-being and
justice involvement is not necessarily causal, it is clear that without good jobs for individuals
with past convictions, it is more difficult to see a path toward increased financial security for
those families.
Research, Practice, and Current Environmental Context
From the standpoint of diversity, equity, and inclusion (DEI), lowering barriers to
employment for people with a prior conviction is more challenging even than other recent DEI
initiatives, such as those aimed at gender equality or individuals with disabilities, because it is
still viewed as socially acceptable to discriminate against these individuals. Even in the many
jurisdictions where Ban the Box or similar fair chance hiring ordinances have been introduced,
employers are still allowed to conduct a background check before confirming an offer of
employment. Similarly, while EEOC guidelines state that employers should deny a job offer only
in cases where the offense is directly relevant to the position, the employer has broad discretion
over how this is defined.
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The presence of bias against the employment of individuals with a criminal conviction is
well-established in the research (Coulotte & Kopf, 2018; Holzer et al., 2007; Obatusin et al.,
2019; Pager & Quillian, 2005; Pager et al., 2009; Uggen et al., 2014). While this is often
attributed to concerns over negligent hiring liability and a desire to minimize exposure to risk,
there is evidence that risk does not fully explain hiring decisions. Some studies suggest that
offenders are also considered to be less deserving than others of the opportunity (Lehmann et al.,
2020; Mikkelson & Schweitzer, 2019). Stigma is another factor, especially in higher status and
front line/customer-facing roles (Hirschfield & Piquero, 2010; Sugie et al., 2020).
Bias is not the only issue; workplace readiness is another significant factor. Many hiring
managers express frustration at the skill levels of the applicants presented to them by local
workforce agencies; they feel these organizations are more concerned with their own placement
metrics than with the quality of candidates being presented (Lovegrove, 2021). Indeed, effective
partnerships between workforce developers and employers appear to have been few, in part due
to the lingering bias against hiring ex-offenders. As a consequence, workforce developers
typically lack a true understanding of the requisite skills needed by area employers – a vicious
spiral.
Theory of Change
Earlier and more extensive employer engagement is a means of addressing both of these
challenges and is the bedrock of the SecondStartDC theory of change. By involving employers in
the design of employment pathway programs, workforce trainers can ensure that the right
capabilities are being emphasized within the curriculum. By also incorporating experiential
learning (internships, apprenticeships) into these programs wherever possible, employers can get
acquainted with candidates and start to see them as individuals rather than offenders – chipping
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away at the bias. This approach is not only intuitively sensible, but it also aligns well with the
theory of intergroup contact as a means of reducing bias (Allport, 1954; LeBel, 2008).
The proposed theory of change also rests on the concept from political science of
punctuated equilibrium theory, which posits that significant departures from past norms can take
place when the conditions are right: when an issue is framed differently or new dimensions of the
issue are surfacing; when new actors get involved; and when the issue becomes the subject of
increased public and media interest (Stachowiak, 2013). This is such a moment; the broader
discussion of racial injustice now taking place has motivated hundreds of business executives to
state their commitments to social change. Second chance hiring is an immediate change in
practice that can start to level the playing field and narrow the racial opportunity gap.

III. Problem of Practice and Proposed Innovation
SecondStartDC capitalizes on this moment by connecting employers with interest in
second chance hiring to local workforce development agencies and allowing them to partner on
creating jobs for returning citizens. By working together, the two sides can develop training
programs better aligned with the skills sought by employers and can produce vetted candidates
who meet those standards – giving employers a greater level of assurance in hiring. Through a
public-facing web portal, the alliance also enables returning citizen job seekers to navigate a
highly fragmented landscape of opportunities more easily and to identify the employment
pathway that is most appropriate for them. Together, these elements increase the likelihood that
job seekers will find sustainable employment and lower the chances of recidivism.

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Addressing Multiple Stakeholder Perspectives
SecondStartDC reduces the friction in the employment process by looking at the problem
from the perspective of three key stakeholder groups: prospective employers, employment
support providers, and returning citizen job seekers – the primary beneficiaries. By engaging
prospective employers early in the process, the alliance increases the probability that individuals
with a prior conviction will have the same access to those jobs as others in the community with a
comparable level of skill. The population served are the returning citizens of Washington, DC,
where between 2,000 and 4,000 individuals reenter the community each year following a period
of incarceration (Cognato et al., 2015; Court Services and Offender Supervision Agency for the
District of Columbia, 2017).
The primary focus of SecondStartDC will be second chance hiring advocacy, aimed at
introducing employers to a new mindset; outreach to potential employer partners; and facilitating
the co-creation of vocational training programs, with a focus on higher-wage careers. A website
and mobile-friendly interface will direct returning citizens to these training programs and provide
information on career options and featured job opportunities. For employers, the website will
feature second chance hiring resources plus testimonials from current second chance employers.
Behind the scenes, the member organizations can share information on job openings and on how
to access the other supports that returning citizens need to be successful in employment settings
(e.g., housing, counseling, and legal services). This reduces the duplication of effort on the part
of service providers and increases their effectiveness through greater communication and
coordination.
Through the combination of these efforts, SecondStartDC can potentially increase the
number of job opportunities available to returning citizens, the rate of successful placement, and
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the average compensation levels. It is hoped that this will, in turn, lower the incidence of
recidivism and also raise the standard of living for these individuals, their families, and their
communities. Over the longer term, this can also lead to an improvement in the economic and
social status of residents in DC Wards 7 and 8 relative to the rest of the city (Appendix A ). More
information on outcomes is provided in the Impact Assessment Methods section.
Current Solution Landscape
Dating back to the late 1990s, many studies have shown that employers are reluctant to
hire individuals with a conviction history and that the stigma is even greater for this population
than for other disadvantaged groups, such as long-term welfare recipients or individuals with
erratic work histories (Bushway et al., 2007; Holzer et al., 2007; Solomon et al., 2004). To
address this, many municipalities have adopted "Ban the Box" policies, which means that job
seekers are not required to disclose a criminal conviction at the time of application. However, the
employer is still permitted to do a background check later in the process and to rescind an offer
of employment based on the result. There is also some evidence that callback rates for people of
color, especially young men, went down when hiring managers were no longer able to ask about
a conviction during the initial screen. (Agan & Starr, 2017; Doleac & Hansen, 2016).
Policy Solutions
Fortunately for job seekers with a prior record, other policy initiatives appear to be more
effective at eliminating the perceived risk. For example, in some jurisdictions, individuals with a
conviction can apply for a Certificate of Rehabilitation (CoR) or Certificate of Qualified
Employment (CQE), which frees their employer from the specter of a negligent hiring liability
claim. In recent studies designed to test the impact on hiring decisions of the Ohio CQE,
researchers found that the rate of callbacks rose from 10% to 26%, nearly equal to the 29% rate
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for those with no criminal record (Leasure & Andersen, 2016; Leasure & Andersen, 2020).
"Clean Slate" initiatives, such as the legislation in Pennsylvania that came into effect in 2019,
have a similar goal – removing bias by automatically sealing the records of those who committed
non-violent offenses more than ten years ago or were convicted of misdemeanors with a prison
term of fewer than two years. While these are positive developments, such promising policy
initiatives have yet to take hold on a grand scale.
Transitional Employment Programs
To create jobs for hard-to-employ individuals, including those with a criminal record, one
common response has been the establishment of large-scale transitional employment programs,
such as those offered through the Center for Employment Opportunities or in DC through Project
Empowerment. These typically include job readiness and job search training, followed by
subsidized work placements with private companies or municipal partners. Some providers also
offer other supportive services (such as housing or legal aid), either within the same organization
or through partnerships with other organizations. While these programs have been successful in
creating temporary work placements, too few participants have been able to secure sustained
employment; and the programs have failed to achieve meaningful reductions in recidivism
except among very high-risk offenders (Barden et al., 2018; Valentine & Redcross, 2015).
Similarly, social enterprises like Homeboy Industries in Los Angeles and Clean
Decisions in DC provide individuals with temporary employment and a much-needed period of
stability, providing time to adjust to reentry and obtain other needed services, such as counseling
and substance abuse treatment. While popular with funders and useful in creating a more
sympathetic response from the public to justice-involved individuals, the longer-term effects on
employment are unclear (Geckler et al., 2019).
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Training Solutions
Organizations that focus on sector-specific vocational and technical training appear to be
generating the most favorable results. Examples of these include The Last Mile, which teaches
coding to inmates and prepares them for entry-level IT positions, and EDWINS (Restaurant) in
Cleveland, which provides training in high-level culinary and hospitality skills. In both of these
cases, the programs partner with one or more anchor employers that can provide apprenticeship
opportunities and have the capacity to hire on a permanent basis (EDWINS Leadership &
Restaurant Institute, 2021; The Last Mile, 2021). They also begin working inside correctional
facilities (pre-release) and offer support for individuals during reentry.
Other programs, such as the Prison Entrepreneurship Program (PEP) and Defy Ventures,
focus on entrepreneurship and self-employment with a curriculum that covers both life skills as
well as the basics of creating a business. In the case of PEP, the results are striking: a 3-year
recidivism rate of 7% versus 23% for others released into the community at the same time and a
90% rate of success obtaining a job or generating income through self-employment (Initiative for
a Competitive Inner City, 2018). According to the leadership of both programs, the
entrepreneurial mindset is a plus, but the real secret is the engagement of business leaders in the
community as coaches and the personal support networks that are established (Defy Ventures,
2021; ICIC, 2018). See Appendix B for a summary of employment program models.
Building Upon Existing Solutions
SecondStart DC incorporates the more successful elements of these solutions - employer
partnerships, hands-on work experience, a focus on sectors with promising job growth, a
supportive transitional environment – and builds upon them. The proposed approach includes
two additional components: (a) treating the employers, as well as job-seekers, as key
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stakeholders whose involvement is a prerequisite of any sustainable solution; and (b) the focus
on tackling the problem at the ecosystem level rather than through the development of a new
program.
The design of this intervention is inspired by examples in Ohio, California, Pennsylvania,
and other parts of the country, where workforce developers have partnered with local employers
on training and apprenticeship programs for hard-to-employ populations (Beacon of Hope, 2021;
Geckler et al., 2019; US Chamber of Commerce Foundation, 2019). SecondStartDC advances
these employer-trainer partnership models by also helping employers to address the changes in
culture and practice needed inside their own organizations. By supporting this additional aspect
of the change effort, SecondStartDC promotes a new employer mindset and removes that further
element of resistance.
Conceptual Framework Alignment
The proposed approach is based on the Collective Impact model (Appendix D), in which
a large group of organizations from across the community and across sectors align around a
shared challenge and vision for change (Collective Impact Forum, 2020; Kania & Kramer,
2011). Rather than focusing only on the independent creation of new programs, SecondStartDC
considers how various programs complement each other and uses the shared experience of all
service providers to gauge the impact on the target population. In this way, SecondStartDC
represents a more comprehensive solution to the complex needs of a large and diverse returning
citizen population and is squarely focused on long-term impact.
Likelihood of Success
SecondStartDC is well-positioned for success. The anchor members of the alliance,
including Georgetown University and the DC Department of Employment Services (DOES),
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have good relationships with employers through existing programs and can partner with these
employers on pilots based on the proposed new model. As a research university, Georgetown
also has the capacity to convene business and community leaders and to lend expertise in key
areas – such as organizational behavior and culture change. In addition, the idea of an alliance
has been enthusiastically received by other workforce agencies and organizations working most
closely with the returning citizen population, because it aligns with their existing goals and does
not require incremental investment. Indeed, this approach could result in cost savings over time
through more efficient outreach to employers and job seekers.
At the same time, acting as part of a coalition is more complicated for organizations than
acting alone. This implies a reasonably significant change in behavior, and in many cases, also
internal capability-building in areas like program evaluation. Similarly, for employers, the shift
in policy is significant and may feel as though it threatens the stability of the organization.
Fortunately, the design of this intervention is such that there is no need for a quorum; the effort
can begin with a small nucleus of employers and support providers, and still create value for all
stakeholder groups through the events and activities organized by the alliance.
It is also an opportune moment to be promoting inclusive employment. Post-pandemic,
many employers are ramping up recruitment efforts – and facing potential labor shortages. This
has created an added incentive to consider new categories of hires. The pandemic has also laid
bare the pre-existing social and economic hardships faced by segments of our communities,
giving new weight to corporate DEI and other community support initiatives. Acting quickly and
decisively is important nonetheless; economic conditions are cyclical, and the sense of urgency
may fade. There is also the potential for a backlash if crime rates continue to rise and public
attitudes shift back toward a "tough on crime" stance. Creating more connections between
18

employers and those who have been justice-involved can potentially act as a buffer against
backsliding in this way.

IV. Project Structure, Methodology, and Action Components
Proposed Prototype
The website secondstart-dc.org illustrates the principal components of this intervention.
Although much of the activity of SecondStartDC takes place "offline," the web portal is one of
the principal ways in which the alliance supports stakeholders: promoting the mission,
advertising upcoming events, recruiting new members, and spotlighting advocacy efforts. The
SecondStartDC website is also where job seekers will be able to see the spectrum of employment
resources on offer in the community.
The primary purpose of the current prototype is to recruit alliance members and
supporters, but the functionality is also sufficient to promote the initial series of events and to
connect job seekers with training program providers. The "live" website also provides increased
visibility into user needs through the built-in web analytics (e.g., what content areas generate the
most interest). This information can help to inform the alliance strategy and priorities. As the
project gains more momentum, the SecondStartDC site will be upgraded to include enhanced job
search capabilities and other interactive elements, such as a members-only section. See Appendix
C for a detailed description of the prototype.
Market and Positioning Relative to Alternatives
While several nonprofits and agencies in DC provide employment support services, most
of these organizations focus only on the job search itself – helping individuals to search and
apply for opportunities while assisting them with resume preparation and interview skills.
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Although these are important elements, the programs are not designed to ensure that job seekers
have the specific skills the employers seek, nor are they expanding the universe of jobs that
might be available to individuals who have been justice-involved. In addition to these offerings,
there are a couple of industry-specific programs, such as DC Central Kitchen (food service) and
Byte Back (coding); these programs appear to have a higher rate of success, but with a relatively
small number of employment partners (Lovegrove, 2021). The result is very limited visibility
into which employers are hiring and no clear strategy for recruiting more. By contrast, the
alliance approach encourages support providers to share this information and to partner on
strategies to expand the number of jobs available to job seekers with a conviction history.
Another important function of the SecondStartDC alliance is that of representing the
interests of returning citizens in discussions of proposed employment initiatives. Recently, the
DC Chamber of Commerce and other local employment organizations announced a series of new
programs to help individuals who are unemployed or underemployed connect with employers
ramping up for growth. Under the banner Employers for Equity, many of these efforts are aimed
toward people of color and others traditionally excluded from higher paid employment.
However, returning citizens have not been identified as one of those prioritized groups. By
reaching out to the organizations leading these initiatives, the SecondStartDC alliance can make
sure that returning citizens are not overlooked and that they also have access to these emerging
opportunities.
Methods for Project Implementation
A small 501(c)3 will be created to support and sustain the SecondStartDC alliance. This
entity will serve as the backbone organization, operating independently of any of the alliance
members but governed by a board comprised of representatives from member organizations and
20

other key stakeholder groups, including returning citizens and community leaders. The nonprofit
status allows the alliance to raise money from corporate and community foundations and to apply
for DC government economic development grants.
To expedite the launch, the project will be managed during the initial startup phase as an
extension of the Georgetown Pivot Program and housed within Georgetown University.
However, in alignment with the Collective Impact model, the financial auspices of the project
will eventually transition from the university to an independent nonprofit, giving the primary
members of the coalition equal participation in decision-making and setting priorities, as this
sense of shared ownership is critical to sustained success. At that stage, it is also possible that the
activities of the core team would be located (physically) inside a member organization other than
the Pivot Program.
The proposed launch method is a "bottom-up" strategy: building a core group,
experimenting and evaluating, sharing lessons learned, and evolving in response to user needs.
The advantage of this approach is that the barriers are low – while the effort gains traction, the
initial alliance members can simply begin to promote existing programs under a shared banner,
reach out to specific employers about customized training programs, and place candidates in
jobs. No formal authorization or approval is needed, and the success stories generated during the
early phases can be used to recruit additional support.
The process of recruiting the inaugural members of the alliance has already begun. This
includes both workforce developers and a select group of local companies that have expressed
interest in second chance hiring. Once a small core has been assembled, a steering group with
representatives from these organizations will be formed to articulate the vision/strategy, build out
the SecondStartDC online portal, and identify the specific employers interested in developing
21

new training pathway programs. Also during the startup phase (approximately 12 months), the
core membership group will collaborate on a series of employment-focused events. These will
include information sessions and career fairs for job seekers and workshops on second chance
hiring for prospective employers. Attendees will register on the website, and this will generate an
initial following across all stakeholder groups.
Once the SecondStartDC alliance is more established, events will take place according to
an agreed cadence throughout the year. These will include job fairs (fall, spring, summer) with a
targeted audience of 50 to 100 individuals, bimonthly career/job search information sessions, and
quarterly information sessions for prospective employers (10 to 20 participants, hosted by the
business associations and institutional partners such as DOES or the DC Chamber). The aim will
be to position the SecondStartDC events and website as the "go-to" places for returning citizens
starting a job search process, as well as for employers seeking to connect with this source of
talent.
Analysis of Obstacles, Alternative Pathways, and Leadership Strategies
The leadership strategy for SecondStart DC is guided by the Collective Impact Principles
of Practice (Appendix F). These principles include designing with a priority on equity, using data
to guide decisions, cultivating system leadership skills, and being intentional about building trust
among participants. In the case of SecondStartDC, the "front-line" implementers of the
intervention are the workforce developers, so their buy-in is critical. Thus far, the idea has been
well-received by all who have been approached because it addresses an acknowledged weakness
in their programs and can potentially generate improved outcomes from programs they already
operate. The idea has also been well-received by returning citizens, for whose ultimate benefit
the alliance is being created. Both during the design phases and throughout implementation, it
22

will be critical to solicit input from those with the lived experience to ensure that this
intervention is enhancing their ability to access the various employment resources on offer.
For employers, the SecondStartDC proposal is a heavier lift due to strong social norms
and attitudes toward individuals with a conviction history. To cultivate increased support, the
alliance will engage the support of influencers and champions, including members of the DC
chapter of the Society for Human Resources Managers (SHRM), local leaders of various industry
associations such as the DC BID (Business Improvement District), and members of the
Workforce Investment Council, a private sector-led board that advises the DC Mayor on
workforce strategy. These organizations provide access to audiences that are critical to the
alliance and also add legitimacy to the campaign.
Financial Plans and Implementation Strategy
Launching the SecondStartDC alliance will require an initial investment of approximately
$200,000 over a period of 12 months. Among other items, this includes staff salaries and an
upfront investment of approximately $30,000-$50,000 to build the digital portal. Thereafter, the
annual operating cost is estimated at approximately $225,000, increasing to as much as $275,000
as the size of the alliance and the central administrative team increase. The “steady-state” budget
also includes a provision for program evaluation as well as a small projected surplus, to ensure
continuity of operations from one fiscal year to the next in the event that grants are slow to arrive
or fundraising targets are not met.
The alliance will be managed by a small core staff responsible for maintaining the web
platform, organizing events, managing internal and external communications, and collecting and
analyzing data supplied by the member organizations. Initially this team will consist of only 2
23

part-time personnel, scaling up to 2 - 3 FTEs as the alliance grows. See Appendix E for more
details about the financial plan.
SecondStartDC is the administrative organization that supports the alliance and facilitates
the interactions between member organizations; it is not the entity that will be operating job
readiness programs, nor will it maintain an exhaustive list of employment opportunities, as this
information is available through other sources. Money raised by the backbone organization
would be limited strictly to those activities undertaken specifically on behalf of the coalition;
funding for the provision of employment training and any other direct services would be the
responsibility of the individual members and would not flow through the backbone organization.
It is anticipated that a significant portion of the expenses, particularly during the startup
phase, will be covered by donations-in-kind, supplemented by grants from corporate and
community foundations and funding from the DC Council workforce development budget via
DOES. The "pitch" to supporters is that SecondStartDC is the catalyst for increased employment
– and that by patching a few specific failure points in the employment pipeline, it can generate
outsized economic and social returns on a relatively modest investment (see Appendix E). Since
the staff is small and the investment in fixed assets is minimal, the level of financial risk
exposure is relatively low.
Implementation Sequence and Strategy
The Gantt chart in Appendix F outlines the proposed phases of implementation activities
using the Exploration, Preparation, Implementation, Sustainment (EPIS) framework (Moullin et
al., 2019). SecondStartDC alliance will resemble more of an ad hoc collaboration to start, but as
the alliance matures, the goal is to establish a more defined governance structure, including more
formalized processes (e.g., a clearly delineated structure and by-laws) and a strong ethos of
24

collective accountability. This can attract more support and funding to the coalition and
ultimately enable the alliance to be the true catalyst for systems-level changes and population-
level improvements. This evolution is also critical for long-term sustainability, as it helps to
insulate the coalition from the departure of key individuals within any of the member
organizations. Once there is an established playbook, the alliance can then support the efforts of
other municipalities seeking to replicate this model.
Impact Assessment Methods and Challenges
The mission of SecondStartDC is to bridge the gap in employment levels between
returning citizens and others in the community with the same skills and training. This is achieved
by increasing the number of employers willing to hire individuals with a prior conviction for
higher-paying jobs, helping job seekers to identify those opportunities, and improving their
likelihood of being hired by making sure they are well-prepared for those jobs. The key
ingredient is early employer engagement – by helping employers to see the case for second
chance hiring and engaging them in the development of training pathways, it is more likely that
they will hire graduates of those programs. Their participation also creates an incentive for job
seekers to complete these programs, which addresses another common challenge that many
workforce developers currently face.
The evaluation methods for SecondStartDC will focus principally on the process and the
intermediate outcomes. Process effectiveness is defined as the level of engagement with the
alliance by all stakeholder groups. This will be tracked by the alliance staff and includes the level
of activity on the portal (visits, page views, sign-ups, click-throughs), attendance at events,
referrals to partner programs (applicants finding programs via the alliance portal), the growth in
the numbers of employers who join the alliance, and the number of employer + support provider
25

partnerships that result. In addition to these quantitative measures, post-event feedback forms,
annual member surveys, and focus groups led by an outside facilitator will add additional context
and indicate whether the alliance activities are perceived to be adding value.
The principal outcome metrics are program participation and completion, job placement
rates, and trends in the quality of jobs graduates obtain, measured by the level of total
compensation (full- or part-time, salaries, benefits). This information will be supplied on an
annual basis by each of the workforce agencies to the administrative team and will be compared
to baseline levels established at the outset. Given the close association between second chance
hiring and racial justice, it will be critically important to view the data through an equity lens
(Dean-Coffey, 2018). To ensure this takes place, the findings will be reviewed by the
SecondStartDC board and representatives from various stakeholder groups, before being
disseminated to a broader audience. See Appendix G for more on the methods of assessment.
One very significant issue affecting the interpretation of results is that many outside
factors not addressed by this intervention influence an individual's employment success, such as
access to stable housing, childcare, and transportation, parole restrictions, and the level of
emotional readiness. Also, the alliance itself cannot directly influence the quality of program
execution, as that is the responsibility of individual members. Despite these challenges, the
emphasis on data collection has benefits, as it may incentivize the adoption of better data
collection practices among service providers and encourage more evidence-informed decision-
making. At the alliance level, the data also provide a greater level of visibility into the "state of
play," which is not possible when analyzing only the data of individual providers. It may even be
possible to create a dashboard that can be viewed both by members and policymakers to gauge
overall rates of progress. This will be explored once the alliance is up and running.
26

Another limitation is that it is not currently possible to easily identify the extent to which
the alliance is directly responsible for improvements in recidivism. The DC Dept of Corrections
tracks the number of repeat arrests each year, but the employment status of these individuals is
not known. However, it is possible to track trends in the overall rate of retuning citizen
employment using data collected by the Court Services and Offender Supervision Agency
(CSOSA), which oversees the probation and parole system for DC residents, and to compare this
to information published by DOES on overall citywide employment levels. This will reveal
whether the disparity between the two measures appears to be narrowing.
Data compilation will be the responsibility of the administrative team; this is another
example of the practical challenges associated with implementation. The SecondStartDC alliance
will rely heavily on data from many different organizations, each with different collection
methods and metrics. Also, data collection is not a high-priority task in many organizations. To
address this, the administrative team will have a dedicated member of staff specifically focused
on data collection and analysis. This individual will work with each of the alliance members to
collect and interpret whatever employment information is available and to promote consistency
in measurement processes where possible. The administrative team will then be responsible for
sharing the overall results with members and will produce an annual report on behalf of the
alliance for distribution to external audiences.
Stakeholder Involvement
Day-to-day activities of SecondStartDC will be directed and managed by the
administrative team, a steering group, and the board. The administrative team will meet regularly
(monthly or bi-monthly) with the steering group – representatives from a subset of alliance
members, tasked with ensuring that all members are adequately supported and with providing
27

guidance to the administrative team as requested. Once the 501(c)3 has been established, the
alliance will also be governed by a Board, to whom the administrative team will provide
quarterly updates. As mentioned previously, membership in this group will include government
and community leaders, business and community associations, and a diverse group of individuals
who can represent the interests of returning citizens.
Initially, the most important stakeholder relationships to cultivate are the anchor members
of the coalition itself – principally the larger nonprofits that provide employment support
services to formerly incarcerated individuals. Collectively, these organizations will help
determine the strategic priorities of the alliance; and the programs they administer will heavily
influence the success of this intervention. In addition, the inner circle of stakeholders will also
include representatives from three government agencies: (a) DOES, the primary provider of
employment services to D.C. residents; (b) CSOSA, which has oversight over individuals on
probation and parole, and (c) the Mayor's Office on Returning Citizens Affairs (MORCA), which
provides case management services to returning citizens. Although other agencies provide
supports to returning citizens, these three agencies are in regular contact with area employers and
are most interested in developing employment pipelines. See Appendix H for the SecondStartDC
stakeholder analysis.
It is also important to establish relationships with community foundations, the most likely
sources of financial support for the coalition backbone. In the D.C. region, this includes the
Meyer Foundation, the Washington Community Foundation, and the William S. Abel
Foundation, among others. The final and critical element is ensuring continued support from the
D.C. Council, who ultimately approve the Mayor's annual budget, as this will determine the
extent to which the agencies that support returning citizens have the resources within their
28

budgets to continue growing their programs. Similarly, it will be necessary to maintain a close
relationship with the Workforce Investment Council (WIC) and other economic development
associations so that the alliance remains closely aligned with any other workforce initiatives that
are being implemented in the region.
Communications Products and Strategies
The communications program for SecondStartDC will operate on two levels. One
element is advocacy: making the case to employers for second chance hiring and challenging
commonly held assumptions about returning citizens that influence employer behavior. The
second strand will focus on strengthening and growing the alliance and raising the profile of our
activities, especially among job seekers. This is designed to ensure that the alliance becomes an
effective and well-utilized resource for returning citizens.
For employers, the goal is to educate and inspire. Many do not realize that justice
involvement is a fact of life for so many or appreciate the economic impact of excluding these
individuals from the workforce in a systematic way. Often, hiring managers do not realize that
their perceptions of risk are based on biases and generalizations about the behavior of individuals
with a prior conviction and that they are not treating applicants as individuals. These biases are
difficult to overcome, and so it is important to provide the motivation to address the issue – by
making the call to action manageable and positioning it in the context of others who will be
positively impacted by the change – i.e., families and communities. With returning citizen job
seekers, the goal is to help them make sense of a highly fragmented landscape of programs and
to lift their sights by introducing them to attractive employment opportunities they may not have
otherwise considered. Many also do not know what qualifications are needed for those roles or
where they should go to obtain the relevant training.
29

Employer Communications Plan
To persuade employers to participate in the alliance, the communications plan will center
on thought leadership via a targeted informational campaign. The primary audience will be
business executives with interest in equity and inclusion. The strategy will be to link second
chance hiring to their broader workplace inclusion goals, with messages that incorporate a
combination of logic and emotion. While the campaign will include "hard" data on the impact of
current employment practices and opportunity cost, it will also humanize the issue by using
stories of real people and situating the narrative in the context of how others are affected. At the
same time, it will incorporate the element of surprise by sharing success stories with unexpected
outcomes; and will inspire action by emphasizing the power of supporting just one person, one
time.
The spokespeople will be a combination of experts and individuals with direct
experience. This will include faculty at Georgetown with expertise in diversity and in
organizational behavior, as well as second chance hiring advocates from organizations like the
Society for Human Resource Management and the Legal Action Center's National H.I.R.E
Network. Featured speakers will also include employers who have engaged in second chance
hiring and individuals who have been fortunate enough to find such employment opportunities.
The primary communications products will include presentations at conferences and
similar professional gatherings as well as short written articles and opinion pieces.
Communications products will also include interviews with D.C. council members, prominent
business and community leaders, and other influencers to highlight their support. Building on the
power of social proof, testimonials (especially from employers) will feature prominently in many
marketing materials (Cialdini, 2009).
30

The primary channels for dissemination of written communications will include the
SecondStartDC website, which contains a "news and views" section; business publications (e.g.,
Forbes, Harvard Business Review); and various industry and/or association blogs (e.g., the
National Association of Manufacturers). A regular cadence of social media posts (principally
LinkedIn and Twitter) will be used to increase the visibility of these pieces and to drive traffic to
the website. Speaking engagements will be sourced through alliance members and employers, as
well as other local stakeholders (e.g., the Workforce Investment Council), and through the
recently created Second Chance Business Coalition, which includes large corporations from
across the US engaged in a variety of industry sectors.
Job Seeker Communications Plan
The communications strategy for job seekers will focus on reaching individuals preparing
to reenter the community and those already seeking employment. The messaging will emphasize
that there is a growing number of jobs for which they might be eligible and will encourage job
seekers to visit the SecondStartDC website to learn more. The images used will depict a range of
opportunities to suggest that there are many paths they may not have considered.
The main communications product will a large postcard, which will be distributed in print
and pdf versions by the many agencies and support organizations that work with the returning
citizen population, including the Mayor’s Office on Returning Citizen Affairs (MORCA), the
Dept of Corrections READY Center (where individuals begin the reentry process), CSOSA
(parole/probation), and the DC Reentry Action Network, a consortium of nonprofit service
providers and advocacy groups. Advertisements on Facebook and social media posts on
Facebook, Instagram, and Twitter will also be used to advertise job-related events and to raise
the profile of the alliance. See Appendix I for examples of communications products.
31

How the Components Address the Problem of Practice
The proposed intervention combines both "bottom-up" and "top-down" approaches.
Through the training partnerships that are fostered by the alliance, SecondStartDC will be
creating additional employment opportunities almost immediately and enhancing the
effectiveness of the system already in place. At the same time, by bringing increased visibility to
the issue and making a case for second chance hiring, the alliance will be promoting a "new
normal," where second chance hiring is no longer an unusual practice. As employers see that
other companies are engaged, they will feel less exposed by adopting a similar policy. As has
been the case with other social causes, it is even possible that more inclusive, second chance
hiring could enhance the image of a brand in the eyes of customers/clients and vendors. Such a
shift in public opinion would then create opportunities for legislators to introduce new policies
and incentives to support second chance hiring, accelerating the adoption of new practices.
Ethical Concerns
For some, including social workers, second chance hiring is a controversial topic.
Working with individuals who have been convicted of offenses, especially violent offenses,
requires each of us to confront our own values and attitudes toward crime and toward deviant
behaviors, including domestic violence and sexual assault. These are truly distressing subjects,
and for many, behaviors that are difficult to comprehend. It is also possible that the topic can
trigger an emotional response on the part of those who may have been victims themselves. In this
sense, the call to Promote Smart Decarceration presents a true dilemma: how to address the
injustice of imprisonment but also protect the most vulnerable in our communities.
Within the context of the SecondStartDC alliance, there is no "right" way to address this
paradox except to always remain sensitive to and respectful of these concerns. This includes
32

interactions with all stakeholders and in any form of communication (formal or informal) under
the auspices of the alliance. Participation is voluntary, and no pressure can be applied to those
who decline to support the mission.

V. Conclusions, Actions, and Implications
Second chance hiring is still in its very early stages and is certainly not customary
practice – but if we foster it, then we can study it. Thus, the insights generated from the
experience of SecondStartDC alliance members can become a source of valuable information to
practitioners in a variety of disciplines. For policymakers and criminal justice advocates, it can
strengthen the case for incentives and policies that will accelerate second chance hiring – for
example, more widespread use of remedies like Certificates of Rehabilitation, and the removal of
occupational licensing restrictions. For criminologists, it will provide more data on the impact of
employment on criminogenic behavior, and can lead to the development of much more
sophisticated and nuanced risk assessment tools - tools designed especially for hiring managers,
versus parole boards. For sociologists, increased second chance hiring offers an opportunity for
further study on the nature of stigma, and the techniques that are most effective to address it.
To create more inclusive workplaces and communities, it is vitally important that the
usual narrative changes – from references to returning citizens as a monolithic category, to an
acknowledgement that they are a diverse group of individuals with individual characteristics,
talents, and risk profiles. Even individuals charged with the identical crime are not identical
people; but as job seekers, their treatment by hiring managers often suggests otherwise. It is
hoped that the SecondStartDC alliance will spur a change to common hiring policies – replacing
blanket restrictions on individuals with a specific charge with new processes in which all
33

applicants are assessed individually, with due weight given to their suitability for the position on
offer. The goal is not preferential treatment, but rather, equal access to opportunities as others
with the same qualifications.
Strengths, Limitations, and Risks
SecondStartDC can deliver measurable impact on a relatively modest budget and with
very little financial risk. Once up and running, the level of fixed-cost expenditure to support
SecondStartDC is modest; the scope of activities, the number of events, and even the size of the
core team can adapt as needed based on available funding levels or other considerations. If
appropriate, the team could also be expanded to tackle additional employment-related obstacles –
for example, by providing legal aid to job seekers to resolve outstanding warrants or errors that
may arise unexpectedly on a background check related to a job application.
The principal risk to success is that no single entity has control over the direction of the
alliance, and thus, consensus building will be a continuous and crucial element. Sustainability,
both near and longer-term, requires the alliance to continue adding value over and above what
individual agencies might have achieved on their own. For this reason, metrics and evaluations
of outcomes will always be a high priority; and these results will be shared with alliance
members, supporters/funders, and others with interest in the economic well-being of the
community. A steady progression of wins – even if it is targeted toward only a few sectors of the
economy and/or a relatively modest number of employers – will change the tone and will
provide a foundation upon which momentum can build.
Sustained success also depends on employers' understanding of the case for second
chance hiring – why it is needed, how to do it safely and effectively, and how it benefits the
community at large. Thus, considerable effort will be devoted to awareness building and on
34

maintaining partnerships with other organizations that are also advocating for the removal of
employment barriers. As second chance hiring becomes more widely accepted, it is hoped that
prominent business organizations, such as the US Chamber of Commerce Foundation, will
endorse the SecondStartDC alliance activities, providing even more encouragement to
prospective employers.
Next Steps
The SecondStart DC prototype (website) and an accompanying proposal are being shared
both with prospective alliance members and with funders. It is expected that employment events,
information sessions, and outreach to additional members can begin in Q4 of 2021. These early
events will include listening sessions with area employers, with a view to identifying potential
partners for the first training program pilots. The list of employer targets is being assembled
using data from Project Empowerment and other large local employment support providers, and
also from the Federal City Council and the Workforce Investment Council employment
initiatives. Because the project will be managed initially as an extension of the Pivot Program,
the resources are already in place to proceed with these startup activities. Following a few more
enhancements to the functionality, the website will be formally launched in the Fall of 2021.

Concluding Remarks
Making the case to employers for second chance hiring will never be easy. Attitudes
toward our system of criminal justice and the consequences thereof are complex, as they should
be; anything less diminishes the worth of the victims. Second chance hiring also requires a leap
of faith: hiring managers must consider whether they can place their trust in a person who has
been previously convicted of a serious offense. At the same time, it is widely acknowledged that
35

both the number of people in the US who have been negatively affected by our criminal justice
system and the continuing impact that has on their lives far outweigh the level of risk posed to
our communities.
SecondStart DC is a collaborative solution that addresses the needs of both employers
and employment support providers. It is an effective way to capitalize on this moment of
heightened awareness and to create a greater number of higher-paying jobs for those eager to
make a fresh start.

36

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APPENDIX C: Prototype
Secondstart-dc.org

The Second Start DC website, secondstart-dc.org, is the public face of the alliance and
one of the primary ways in which the alliance will communicate with the main stakeholder
groups: returning citizen job seekers, prospective employers, and workforce developers. The
primary purpose of this high-fidelity prototype is "proof of concept", and the prototype is being
shared with prospective alliance members, with job seekers, and with financial supporters to gain
their feedback. The current functionality is also sufficient to promote the initial series of
employment events (e.g., information sessions for job seekers, employer listening sessions). As
the project gains more momentum, the SecondStart DC site will be upgraded to include
enhanced job search capabilities and other interactive elements, such as a members-only section.

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Website Overview
The SecondStartDC landing page states mission and spotlights areas of the site that cater
to job seekers and employers. As visitors scroll down the page, they will see a button called
"about us" where they can learn more about the alliance and see a list of upcoming events, such
as job fairs or information sessions, and webinars for prospective employers. Visitors will be
directed to examples of our advocacy work, including published pieces in support of second
chance hiring. At the bottom, they can subscribe to the mailing list to receive information on
future news and events.
The remaining sections expand upon each of these areas, and are highlighted in the menu
bar at the top of the landing page. About provides more information on the SecondStartDC
strategy and goals; For Job Seekers lists the training programs offered by member organizations
and features links to their own websites; For Employers outlines the rationale behind second
chance hiring, and directs prospective employers to useful resources and information; Job
Listings includes quick links to popular job boards and job openings in high growth sectors.
Employers can also use that section to highlight job opportunities they wish to promote. The
final elements are Join Our Alliance, where other community-based organizations can become a
part of the coalition of employment service providers, and Subscribe, for those who want to be
added to the mailing list.

49

LANDING PAGE

50

LANDING PAGE (cont.)

51

ABOUT US

52

FOR JOB SEEKERS

53

FOR EMPLOYERS

54

JOB LISTINGS

55

JOIN OUR ALLIANCE

SUBSCRIBE

56

APPENDIX D: KEY TENETS OF COLLECTIVE IMPACT FRAMEWORK

Collective Impact Conditions
• Common Agenda
• Shared Measurement
• Mutually Reinforcing Activities
• Continuous Communication
• Backbone Support
Collective Impact Principles of Practice
1. Design and implement the initiative with a priority on equity
2. Include community members in the collaborative
3. Recruit and co-create with cross-sector partners
4. Use data to continuously learn, adapt, and improve
5. Cultivate leaders with unique system leadership skills
6. Focus on program and system strategies
7. Build a culture that fosters relationships, trust, and respect across participants
8. Customize for local context

From: Stachowiak, S. & Lynn, J. (2018). When Collective Impact Has An Impact. Seattle, WA.
ORS Impact https://orsimpact.com/
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Notes on Financial Plans: Program Expenses
Personnel/Staffing. The key hires for SecondStartDC are the Executive Director, the Program
Manager, and a data analyst.
Executive Director: This individual will play a key role in constructing and leading the
alliance: recruiting and assembling the initial members, leading the strategy development
process, overseeing the creation of the web portal, and communicating the case for support
to potential funders and contributors of other resources. The ideal candidate will have
significant executive leadership experience in either the for-profit or nonprofit sectors (or
both), a proven ability to engage a diverse cross-section of community and business
leaders, a connection to the issue and/or personal standing in the community, and the
experience of launching and leading new initiatives.
Program Manager: This individual will be in charge of organizing events, managing the
website, and overseeing our marketing and content development activities. The ideal
candidate will have strong administrative skills plus event planning or project management
experience, and strong written and verbal communications skills.

During the launch phase, both individuals would be Georgetown employees devoting 50%
of their time to this project. Once SecondStartDC the alliance has transitioned to an independent
nonprofit, these positions will be filled by a combination of direct hires or personnel on
secondment from member organizations. The data analyst will be a self-employed, part-time
consultant. For financial projection purposes, this individual has been included as a contractor
under other operating expenses.
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Other Operating Expenses. In addition to the data analyst, the principal operating expenses
include office space and office supplies, website hosting and maintenance, event-related space
rental costs, professional services (legal, accounting, insurance), professional development
(principally conferences), travel and miscellaneous expenses. Since the administrative team is
relatively small, it is assumed that the team can be based in a co-working space and/or housed
within the offices of an alliance member. No fixed assets or long-term contractual commitments
are expected.
Notes on Financial Plans: Program Revenues
The primary revenues sources for SecondStartDC are expected to be corporate and
community foundation grants, allocations of D.C. Council workforce funding (via DOES) and
donations in-kind.
Due to the recent attention on racial justice and equity, several companies have made
equity and inclusion a focus for both their foundation giving and their corporate CSR initiatives.
Many of these organizations are looking to provide the seed-funding to community partners to
support the testing of innovative and potentially scalable solutions. Through the Georgetown
Pivot Program, the SecondStartDC team has working relationships with JPMorgan Chase, the
Business Roundtable, and the foundation arms of both the US Chamber of Commerce and the
Society of Human Resource Management (SHRM) on efforts to initiate a broader national
conversation around second chance hiring. It is hoped that these relationships will lead to warm
introductions to their foundation grant-making teams. A number of member companies within
the newly formed Second Chance Business Coalition have announced similar giving initiatives.
Community foundations are another likely source of financial support for the
SecondStartDC alliance. In the DC region, this includes the Meyer Foundation, the Greater
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Washington Community Foundation, and the William S. Abel Foundation, among others. These
organizations have a history of supporting capacity-building initiatives and have an interest in
the economic and social well-being of vulnerable DC area residents.
Of our startup phase funding need, a material portion (almost half) of the support is likely
to come in the form of in-kind donations. This includes the salaries of administrative team
members, office space and event space (as needed), and the technical expertise needed to build
and maintain the website. Once the alliance is fully operational, the proportion of personnel
expenses covered by in-kind donations of leadership/staff time may diminish. At that point, the
alliance will seek grant funding to secure those positions.

62

Marketing Pitch to Secure Financial Support
To garner support for the program, SecondStartDC will be sharing the following
narrative with potential funders:

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65

66

67

68

69

METHODS OF ASSESSMENT (cont.)
Focus of Qualitative Assessments
SecondStartDC is designed to support three key stakeholder groups: returning citizens seeking
employment; providers of employment training and coaching services; and area employers
willing to engage in "second chance" hiring. As part the evaluation process, the alliance will also
solicit regular feedback from representatives in each of these stakeholder groups to assess the
extent to which coalition activities are perceived to be adding value. To ensure that the data is
unbiased, focus groups led be led by an outside facilitator.

ISSUES TO PROBE
Employers/Employer Partners
Portal Effectiveness: Have you advertised job openings via the portal, and are you satisfied with
the quality and skills of the individuals that applied? Have you used any of the employer
resources listed on the portal? Is there more that SecondStartDC can do to create employment
opportunities for returning citizens?
Program Design: Have you hired any returning citizens, and on balance, has your experience
been favorable or unfavorable? Are there any areas in which training and skills programs can be
further improved?
Hiring Climate: Is second chance hiring a priority in your organization? Is it supported? Is it
accepted by other employees? Do you ever advocate on behalf of second chance hiring within
your professional circles?
Workforce Agencies
Portal Effectiveness: Do you feel the portal has driven increased interest in the employment
programs you offer? Are there any ways in which the SecondStartDC coalition could be more
supportive of your agency's or organization's objectives?
Program Design: Do you feel you receive the level of input from employer partners that you
need to design appropriate training courses? What additional input or guidance would you like to
see?
Hiring Climate: Have you seen a greater level of willingness on the part of employers to hire
individuals with criminal backgrounds, and have you established hiring relationships with any
new prospective employers over the past year?

70

Returning Citizens
Portal Effectiveness: Are you aware of the resources offered to returning citizens via the
SecondStartDC portal, and how did you initially learn about the portal? Was it easy to use? Did
you attend any events sponsored by the coalition (e.g., info sessions, job fairs), and did they meet
your expectations?
Program Design: Have you participated in any of the employment programs offered by the
alliance members? Were you successful in obtaining employment, and do you feel your
participation in the program was a material contributor to your success? If not able to obtain
employment, what would you identify as the principal reasons why not?
Hiring Climate: What has been your experience while seeking employment? What issues have
you encountered, and how did you respond? Is there more that the coalition can do to support
you or other returning citizens in the search for sustainable employment, and what would that
be?

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72

APPENDIX I: COMMUNICATIONS PRODUCTS
Infographic

73

Infographic (cont.)

74

Opinion Piece – Inc.com
First published July 2020
https://www.inc.com/damien-dwin-alyssa-lovegrove-pietra-rivoli/what-ceos-can-do-to-
advance-racial-justice.html

75

76

77

78

SecondStartDC Portal News Feed
SecondStart-DC.org/news

79

SecondStartDC Twitter Feed

80

SecondStartDC Postcard/Flier (front)

81

SecondStartDC Postcard/Flier (back)

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Asset Metadata

Creator Lovegrove, Alyssa (author)

Core Title Second chance or second class: creating pathways to employment for individuals with criminal records

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Degree Conferral Date 2021-08

Publication Date 08/09/2021

Defense Date 07/22/2021

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag collective impact,employment,mass incarceration,OAI-PMH Harvest,recidivism,reentry,returning citizens,second chance hiring,smart decarceration,workforce development

Format application/pdf (imt)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Smith-Maddox, Renee (committee chair), Fatouros, Cassandra (committee member), Hunter, Harry (committee member)

Creator Email alyssa.lovegrove@georgetown.edu,lovegrov@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC15722460

Unique identifier UC15722460

Legacy Identifier etd-LovegroveA-10021

Document Type Capstone project

Format application/pdf (imt)

Rights Lovegrove, Alyssa

Type texts

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