Waterloo Region Immigrant Employment Network (WRIEN) Baseline Logic Model Main Components Steering Committee (Horizontal) Work Groups (Vertical) Activity Areas Advocacy Information Clearing-house Network Coordination Communi-cations Community Consultation Investments Immigrant Support Qualification Recognition/Enhance-ment Immigrant Attraction Employer Initiatives -Conduct region-wide advocacy that is informed by work groups and community consultations -Compile and distribute information on immigrant employment issues locally and nationally -Determine linkages and encourage flow of information across the network -Develop marketing strategy for entire network -Provide forum for community-wide input into WRIEN priorities -Ensure financial viability of WRIEN operations -Attract $ from senior levels of gov’t -Co-advocate at all levels -Provide information to immigrants -Encourage organizational improvement -Advocate/ coordinate bridging programs -Promote access to financial resources Brand/market Waterloo to immigrants -Deploy website -Gather data employment resources -Marketing campaign -Case studies -Employer resource guides -Networking opportunities Sample Priority Activities Better recognition and enhancement of the prior learning and credentials of immigrants More strategic orientation and support of employers in hiring immigrants and successfully integrating them into the workplace Improved region-wide systemic advocacy and better lobbying of senior governments re: policy changes Better prioritization and better implementation of a comprehensive, region-wide plan Better equipping of immigrants in overcoming systemic employment barriers More strategic recruitment and retainment of immigrant skills Increased awareness of immigrant employment issues and improved access to relevant info Improved collaboration, partnerships and synergizes among stakeholders Increased resources levered and more efficient allocations Direct Outcomes Increased marketability of immigrant skills Improved attraction of immigrant talent relative to labour market trends Greater coherency and effectiveness of regional/provincial/ federal immigrant employment policy Improved sense of belonging within Waterloo Region by immigrants, and immigrants more likely to stay More and more effective immigrant supports, with decreased gaps/overlaps Increased # of employers and government/ community agencies setting annual program plans and allotting funds Employers more aware of immigrant employment issues Overarching Outcomes Increased likelihood of employers with vacancies hiring immigrants/ immigrants are more visible and successful within recruitment and selection processes More immigrant-friendly workplaces Increased number of immigrants and employers accessing available supports More inclusive hiring practices/strategies among employers and reversed trend of immigrant employment barriers Long Term Visionary Outcomes Improved immigrant well-being Strong Lives… Strong Economy… Strong Communities… Increased regional economic prosperity Healthier, more vibrant and more inclusive communities

Waterloo Region Immigrant Employment Network (WRIEN) Year 2 Logic Model Main Components Steering Committee (Horizontal) Work Groups (Vertical) Activity Areas Advocacy Information Clearing-house Network Coordination Communi-cations Community Consultation Investments Immigrant Support Qualification Recognition/Enhance-ment Employment Initiatives -Conduct region-wide advocacy that is informed by work groups and community consultations -Compile and distribute information on immigrant employment issues locally and nationally -Determine linkages and encourage flow of information across the network -Develop marketing strategy for entire network -Provide forum for community-wide input into WRIEN priorities -Ensure financial viability of WRIEN operations -Attract $ from senior levels of gov’t -Co-advocate at all levels -Provide information to immigrants -Encourage organizational improvement -Advocate/ coordinate bridging programs -Promote access to financial resources -Gather data employment resources -Employer resource guides -Networking opportunities Sample Priority Activities Foundational Change Increased community readiness for change Better prioritization, communication and publicity of a comprehensive, region-wide plan Increased awareness of immigrant employment issues and improved access to relevant info Increased stakeholder (particularly employer) engagement Improved collaboration, partnerships and synergizes among stakeholders Tangible Community Change Greater coherency and effectiveness of regional/provincial/ federal immigrant employment policy Increased resources levered and more efficient allocations Improved region-wide systemic advocacy and better lobbying of senior governments re: policy changes More effective immigrant supports, with decreased gaps/overlaps Increased # of employers and government/ community agencies setting annual program plans and allotting funds More inclusive hiring practices/strategies among employers and reversed trend of immigrant employment barriers Better recognition and enhancement of the prior learning and credentials of immigrants Better equipping of immigrants in overcoming systemic employment barriers Increased number of immigrants and employers accessing available supports Employers more aware of immigrant employment issues and engaged in addressing the issue Increased marketability of immigrant skills More strategic orientation and support of employers in hiring immigrants and successfully integrating them into the workplace More immigrant-friendly workplaces Improved sense of belonging within Waterloo Region by immigrants, and immigrants more likely to stay Long Term Visionary Change Improved immigrant well-being Healthier, more vibrant and more inclusive communities Increased regional economic prosperity Strong Lives… Strong Communities… Strong Economy… www.communitybasedresearch.ca

The Immigrant Employment System National Components Federal Politicians Business Associations Human Resources & Social Development Canada National NGO’s Provincial Components Business Associations Provincial Politicians Citizenship & Immigration Canada WRIEN Influences Provincial NGO’s Immigrant Professional Associations Ministry of Training, Colleges and Universities Business Community/ Associations Local Components Educational Institutions Embassies/ Consulates Immigrant Professional Associations Community Organizations Municipal Governments Ministry of Citizenship and Immigration Immigrants Employers Professional Associations Heart: hiring and retaining good matches 6 stakeholder groups: CO original champions/strong network, but two others left are now central and primarily driving the agenda. Right supporting role stakeholders. Facilitates: groups to work together in new ways. Not another component. Eg of internships. Local solutions. Influences: Recognizes that systems are nested. The local system is in the context of higher level systems. In fact much of the jurisdiction of immigrant employment is at the provincial and federal levels. Need to add policy change voice-advocacy. Right gov’t stakeholders. Left community stakeholders. Immigrant Communities/ Associations Non- Government Funders Industry Canada Professional Associations Regulating Ministries WIEN Facilitates Non-government funders Non-government funders Occupational Regulatory Bodies Canadian Heritage Credential Assessment Services Credential Assessment Services Adapted from: “Making a Change Together”, Janzen et. al., 2001; Capacity Canada “National Review”, Janzen et. al., 2006