SROI Report Card: Year Four October 2005 - September 2006

1. T U R N A R O U N D C O U R I E R S SROI Report Card: Year Four October 2005 - September 2006

2. SROI Report Card: Year End 2006 TurnAround Couriers: Social Mission Overview Goals Methods Success Metrics • Hire couriers and office administrative staff from disadvantaged youth population • Provide transitional work experience to enable youth to develop employability skills, a resume and a support network • Enable youth to access the mainstream job market • Enable youth to stabilize life situation, begin a career path and leave the shelter system • Recruit youth from youth shelters and youth serving agencies across Toronto • Provide a real job, not a job training experience • Establish a supportive management environment • Assist youth with planning and making next steps regarding housing and employment • Youth are able to get out of shelter system and into independent housing • Youth meet or exceed job expectations • TurnAround helps youth secure next job and establish a career path • Youth are able to get off and stay off government financial assistance

3. SROI Report Card: Year End 2006 Enterprise: TurnAround Couriers Location: Toronto ON Date of Inception: October 2002 • Overview of Target Population (sample group) • Youth recruited from 6 different youth shelters and employment service agencies across Toronto • 64% recruited directly from shelters • 100% male • Average age: 22 • 91% unemployed at time of hire • 64% receiving social assistance at time of hire • 73% had been involved with the justice system prior to hire • 73% did not complete high school • Overview of Business • Did not require additional investment and was cash flow positive • Officially launched on-line courier order service in December 2005 • Grew sales 76% from Year 3 • Royal Bank of Canada continues to be TurnAround’s biggest client • 6 of Canada’s top law firms (by size) are TurnAround clients • Sustainable Livelihoods Outcomes (sample group) • 100% target population recruited from shelters able to get out of shelter system and secure independent housing • 71% who relied on income support through social assistance at time of hire were able to get off and stay off • Founding Manager encourages target hires interested in TAC operations to get engaged in business strategy and growth to position themselves for operations management roles in the future • Founding Manager assists target hires to effectively deal with outstanding legal issues they have had in the past • Employment Outcomes (sample group) • More than doubled average number of target hires from Y3 to Y4 • Increased target/non target staff ratio from 75% to 80% • Paid out $141,426.00 in target hire wages and courier commissions • 45% continue to work at TAC • 27% moved onto mainstream employment in courier industry and office administration

4. SROI Report Card: Year End 2006 Definitions and Methodology • Total operating losses + Grants and Subsidies + Additional Support Infrastructure • = Total Investment Required • Annual Government Financial and/or Social Service Assistance Before Hire - Annual Income Tax Paid Before Hire + Annual Income Tax Paid After Hire • = Average Change in Societal Contribution • Average Change in Societal Contribution / Total Investment Required • =Current Year SROI • Average Change in Societal Contribution x Average Number of Target Employees • The calculation is the inverse of the Current Year SROI or: • Total Investment Required/Total Change in Societal Contribution • Y1 + Y2 + Y3 + Y4 Change in Societal Contribution / Y1+Y2 +Y3 + Y4 Total Investment = Cumulative SROI • Y1+ Y2 + Y3 + Y4 Total Investment / Y1 + Y2 + Y3 +Y4 Total Change in Societal Contribution x 4 years • Total Investment Required for Year Three • Represents all cash injections in the business • Average Change in Societal Contribution (Target Employees) • Difference between the direct societal “cost” or “benefit” contributed by the employee before hire versus after hire • Current Year SROI • Return on investment generated by the current year change in target employee financial position • Current Year Cost Savings to Society • Dollars saved that year by employing target group and eliminating or lessening government financial assistance • Societal Payback Period • The number of years it would take for the social returns to equal the financial investment • Cumulative SROI • Average social return on investment generated by year 1, 2, 3 and 4 change in target employee financial position • Cumulative Societal Payback Period • The number of years it would take for the social returns to equal the financial investment made in Y1, Y2, Y3 and Y4 combined • Data Gathering Process • The sample group was drawn from youth that worked at TurnAround Couriers for two months or more in Year 4 • Target employees complete surveys to obtain socio-economic and sustainable livelihood data • A second survey is undertaken at six months or a year to determine changes for target employees • Only target employees who are employed for two months or more are considered for SROI calculations