1. 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

2. 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…

3. 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