Thesocialreformgrouppresentation final

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By: Aaron, Amanda, Chelsey, Craig, Karen and Sandhya
MAIS 604 Spring 2012 Professor Ken Banks

THE SOCIAL REFORM GROUP
PRESENTS:

AN ANALYSIS OF COSTI IMMIGRANT
SERVICES USING JOHN FRIEDMANN’S
7 ACTION-RELATED QUESTIONS


Introduction
In the following presentation, our workgroup examines
the social reform planning tradition in practice. Through
the lenses of the immigration reform process in Canada,
and COSTI, a government funded immigrant service
organization (ISO), we reveal the limits and tensions of
planning. Government planners are found to engage in
unilateral, rational, planning, ignoring COSTI’s intimate
knowledge of: (a) the un-workability of immigration
policies and programs, and; (b) immigrant-struggles for
economic and social parity with their Canadian-born
counterparts. COSTI balances bias of the State wherein
immigrants are seen only as drivers in a competitive
economy by bringing reason to the table. In so doing
COSTI is safeguarding the interests of immigrants by
connecting scientific knowledge to community-centric
action.

Introduction

An Introduction to COSTI Immigration Services
COSTI is a “community based multicultural agency, providing
employment, educational, settlement and social services to all immigrant
communities and individuals in need of assistance” (COSTI, 2010)

“Operating from 14 locations in Toronto, York Region and Peel, COSTI is one
of Canada's most culturally diverse agencies, with over 60 languages spoken
by staff” (COSTI, 2010)

Quick facts about the organization:
• 42,000 clients, over 80,000 client contacts/services
• 200 full-time staff
• 14 locations
• 170 volunteers contribute a total of 15,000 hours each year and are
involved primarily in administrative work,
special events, fundraising, advisory committees, and promotion/outreach
activities.
• Total annual budget: $18 million
(COSTI, 2010)

Introduction

What is Social Reform?
Social reform focuses on the role of the state in societal guidance by finding ways
to institutionalize planning and make action by the state more effective
(Friedmann, p. 76). It is a mode of decision making in advance, as an activity that
precedes both decision and action (p. 38), and makes scientific and technical
knowledge useful to specific actors in the public domain (p. 38). This tradition is
also concerned with developing models of social rationality and understanding
social controls available to the state for obtaining compliance with plans (p. 12).
It is formed as a top-down guidance system to ensure that the economy and
society, and those functioning within it, would function efficiently and with
society’s better interests served through efficiency, prudence and justice (p. 89).

Friedmann, John (1987). Planning in the Public Domain: From Knowledge to Action. Princeton, NJ: Princeton University
Press.

Social Reform: A Definition

The Actors

Actors involved in day-to-day operations include the Board of Directors, with input from
Advisory groups and the Executive Director. The Executive Director, supported by the
Executive Management team, ensures that the operational directions and goals are being
met, and provides guidance and direction to lower level management, staff and volunteers.
Staff, community members, and volunteers are involved day-to-day at the grassroots level.

The state is involved at the municipal, provincial and federal levels and provide direction in
terms of funding expectations (i.e. service units), and immigration policy and legislation.
Funding actors are not involved in the day-to-day operations of COSTI, but do provide
societal guidance through their institutionalized planning for action (Friedmann, p. 76); the
operationalization of immigration programs and services in the GTA.

The Actors: Who is involved day-to-day in working toward change?

The Actors
The Board of Directors is comprised of experts in their field who are voted into their three-
year term by the membership of COSTI. These individuals possess expert knowledge and have
significant experience in immigration and community development. The Board of Directors
will seek out expert advice as needed in the decision making process. These experts include
two prominent researchers, Dr. R.F. Harney, Professor of Ethnic Immigration and Pluralism
Studies at University of Toronto, and Dr. Jeffrey Ritz of Center for Industrial Relations and
Department of Sociology at University of Toronto

Led by the Executive Director, the Senior Management Team is comprised of four individuals
with specific knowledge about immigration policy, management and expertise in the field of
immigration and teaching. The executive team has diverse representation including expertise
and knowledge about immigration, program and service development, education and
planning, and development in Canada and other countries. As well, each senior management
team member is actively engaged in community volunteerism, and hold strategic positions in
organizations that deal with immigration related issues, education and community education
and change.

The Actors

The Actors

COSTI is informed and directed by the expertise of the Board of Directors and Executive
staff, as well as staff members who are hired based on a required set of professional skills,
abilities, and knowledge. The agency is informed by the community it serves (immigrants),
and other stakeholders in the community. The organization operates within a federal and
provincial immigration policy and provides services and programs within a set strategy.
Data is utilized to inform policy makers, funding formulas and strategic directions and
agendas are created at the state level. Therefore, COSTI’s preferred planning and action
tradition is social reform, as well as utilizing the traditions of social mobilization (its roots),
and policy analysis.

The Actors

Sufficient Power to Act
Sufficient power to concert the actions of others and to overcome resistance of vested interests:

Actors with Power to influence How are they able to be of influence?

Board of Directors • Multicultural and diverse; reflective of the community they
serve
• Manages vision and strategic direction; provides guidance
• Strategically recruited: possess professional, academic and
experiential skills and seeks out additional professional expertise,
when necessary
• Individual and collective experience with significant
understanding of immigration policy and reform

Executive Director • Academically trained professional with many years of
experience; excellent understanding of needs of immigrant
community
• Maintains strategic relationships with key stakeholders;
funders, community advocates, community partners; extensive
involvement in community and social planning
• Responsible for ensuring strategic goals and operational
targets are met

Sufficient Power to Act: Who has the power to make the changes
happen and how do they do it?

Sufficient power to concert the actions of others and to overcome resistance of vested interests:

Actors with Power to influence How are they able to be of influence?

Advisory Groups • Board members required to belong to advisory group(s)
• Groups review, examine, and monitor a specified area of
service on behalf of the Board
• Based on key priority areas, groups isolate the key issues
requiring Board consideration

Funders • Relationships between COSTI and its funders appear to be one
of expert (Bar-Nir and Gal, 2011, p. 5).
• The type of power is based on the use of the funder’s
knowledge and expertise (Bar-Nir and Gal, 2011, p. 5).
• COSTI does not identify how it advocates for funding,
however, it is certainly integral to the organization’s overall
financial health and well-being.
• COSTI has to manage expectations of funders, meeting goals
and objectives outlined by the specific funding agencies.


Who has the power in the organizational structure of COSTI and how are others involved?
• The Board of Directors, informed by Advisory Groups and the Executive Director have
ultimate power in the organization
• The Executive Director, supported by the Senior Management Staff, also holds
significant power in the organization
• The Board of Directors, in cooperation with the Executive Director, establish key
strategies and determine the direction of COSTI
• Direction is influenced and informed by funders, staff, community partners, and clients
• The interests of immigrants are understood by all organizational levels (Board of
Directors, Executive Director, Senior Management, and staff); there is a collective vision
and direction
• Organizational planners seek to create structure through programs and services in
order to empower immigrants and affect positive community growth, planning and
change
• All actors in the organization have an objective knowledge of the challenges of
immigration; grass roots to state policy levels


Strategic and Personal Knowledge
“COSTI strives to be a leader in community service, using a client focused,
proactive, and innovative approach in planning, developing, and delivering
services. COSTI will meet the changing needs of a diverse ethno-cultural
community while encouraging the full growth and development of its clients and
staff.” 1

In addition to a commitment to a shared vision and to fostering and maintaining
constructive working relationships, they are also committed to the value and
potential of employees and volunteers alike. From this commitment, it can be
surmised that they trust their impulses and their relationships with people, and that
they trust the process required in order to move forward and serve those that need
it most. Due to the vast array of programming that the organization offers there
would have to be trust and the ability to negotiate in order to balance the vast
array of interests and demands on the organization and the services it offers (from
housing and employment to settlement services and language training to
addictions and mental health services). 2

1 http://www.costi.org/whoweare/mission.php
2 http://www.costi.org/programs/program_services.php#lt

Strategic and Personal Knowledge: How does the culture of the
organization affect it’s decisions towards resistance?

Through COSTI's lengthy existence as an immigrant and refugee service provider,
it is clear that they are willing to change and alter in order to meet the needs of
clients with compromise. They appear to be able to creatively tackle challenges,
presented in the form of clients and funding, and through their extensive use of
volunteers they are able to again compromise to meet needs.

Continually within government literature, COSTI literature, and other literature
the economic climate is referred to and has forced organizations to compromise
in order to meet needs of immigrants and refugees and work towards
multiculturalism initiatives. "The global recession reduced job opportunities,
increased competition and raised the skills threshold.” 3

3 COSTI (2012). 2010/11 COSTI Annual Report. 7.


Forecasting The Future
One useful way to consider how
immigration issues have changed is through
the idea of intersectionality – in which any
number of factors can contribute to access
and privilege, or make things more difficult

Intersectionality Wheel Diagram

• Innermost circle represents a person’s
unique circumstances
• Second circle from inside represents
aspects of identity
• Third circle from the inside represents
different types of
discrimination/isms/attitudes that impact
identity
• Outermost circle represents larger
forces and structures that work together
to reinforce exclusion.
Forecasting the Future: What do members of the organization
envision for the future?

HOW DOES COSTI PLANNING CORRELATE WITH THE NATIONAL FORECASTING ON IMMIGRATION?

COSTI Planning National Forecasting on Immigration

Toronto’s “Vital Signs” project defines “The rationale for an intersectional approach though,
Immigration Theory: several intersecting areas of concern is not to show who is worse off in society but as the
Intersectionality (http://ckc.tcf.ca/browse/1) and COSTI Association for Women’s Rights in Development notes
addresses these in its various program “[...] to reveal meaningful distinctions and similarities
areas: in order to overcome discriminations and put the
Children and Youth, Employment, Family
conditions in place for all people to fully enjoy their
& Mental Health, Housing,
Language Training, human rights.” In this sense, intersectionality includes
Problem Gambling, Seniors, everybody.” (http://www.criaw-
Settlement / Citizenship, icref.ca/sites/criaw/files/Everyone_Belongs_e.pdf)
Skills Training,
Vocational Rehabilitation and As a theory with which to approach immigration
Women’s issues issues, intersectionality seems to be the best practice
(http://www.costi.org/programs/progra contemporary approach
m_services.php). (http://www.ohrc.on.ca/en/intersectional-approach-
discrimination-addressing-multiple-grounds-human-
COSTI also actively focuses on rights-claims) and also in alignment with the future of
partnerships and mentoring
immigration theory
opportunities, bringing immigration
(http://www.ohrc.on.ca/en/intersectional-approach-
related knowledge to other tables and
players discrimination-addressing-multiple-grounds-human-
(http://www.costi.org/community/supp rights-claims/move-towards-intersectional-approach).
ort.php).

Forecasting the Future

COSTI Planning National Forecasting on
Immigration
National planning COSTI is a local organization working - In 2006, 13% of Canadians
out of greater Toronto. While identified as belonging to a visible
providing a micro lens on urban minority and one in five residents
immigration, it does not see itself as was born outside the country – the
a national agency. In terms of highest number in 75 years (5 years
planning, the certainty of what one is earlier it was 18.4%). By 2017
not can be as important as what one Statistics Canada projects this could
is. climb to between 19 and 23 %.
(http://www.cbc.ca/news/backgroun
d/immigration).

Immigration as a COSTI focuses on urban issues and 2017 projections are for almost 95%
partnerships with many other of visible minorities in Metropolitan
Particularly Urban Issue Toronto based services. areas, with three quarters in
Toronto, Vancouver & Montreal.
About half of Toronto and
Vancouver’s populations will
comprise of visible minorities. In 12
years, Toronto will see a visible
minority population of 2.8 - 3.9
million. (http://www.cbc.ca/news/ba
ckground/immigration).


Immigration
Employment
COSTI actively engages in work and Statistics Canada projects that by 2031,
employment related programs, approximately one in three workers will
ranging from entry level introductions be foreign born.
to advocating against under- http://www.statcan.gc.ca/daily-
employment of immigrant quotidien/110817/dq110817b-eng.htm
professionals.

Programs targeted to
specific growing immigrant “In addition to providing services to In 2001 the largest visible minorities were
individuals in need, COSTI recognizes Chinese and South Asians and
groups the importance of working together predications have it that approximately
to achieve systemic and social half of all visible minorities will belong to
changes.” “COSTI has mentored and these groups by 2017.
supported . . . the African Canadian Immigration of persons identified as
Social Development Council, the black are predicted about one million. In
South Asian Women’s Rights Toronto, about a third of visible
Organization and Human Endeavour.” minorities would be South Asians while
(http://ckc.tcf.ca/org/costi- about half in Vancouver would be
immigrant-services). Chinese and in Montreal, blacks and
Arabs would remain the largest visible
minority groups.
http://www.cbc.ca/news/background/
immigration/


Immigration
Comparing and
Costi may be acting in accordance Citizenship and Immigration
contrasting the futures with governmental leaders by Canada’s, “Future-oriented
forecasting of funders focusing on responsiveness. Statement of Financial Position”
covers only the next operating
and COSTI year.

There are many predictions based
on collected statistics, and position
statements about the potential
that immigration brings to Canada.
The forecasted need to replace an
aging workforce, however there
are few planning documents from
governmental leadership about
their longer term immigration
plans.

http://www.cic.gc.ca/english/reso
urces/publications/fofs/fofs11-12.
asp


Dispassionate Planners and Engaged Actors
COSTI has a "dispassionate planners" segment to their governance and
work. Consisting of:
- Board of directors
- Various levels of governance
- An annual "strategic planning process" based on input from funders, community
partners, staff, and clients.

Vital aspects of this planning process serve to engage, as one of their primary
resources is client feedback. Involving clients in the evaluation stage, they reduce the
"detached" aspect that dispassionate planning can sometimes have and increase the
engagement of their target population, turning "clients" into participatory leaders.
http://www.costi.org/whoweare/planning.php

This planning process might not be what we expect. At its worst it might seem blurry,
uncertain and lacking in leadership. At it's best, it is "'Organic' (or Self-Organizing)
Planning" and circumvents mechanistic / linear planning to incorporate what might be
more culturally sensitive methods that reference common values and a constant
shared reflectiveness around processes.
http://managementhelp.org/strategicplanning/models.htm#three

Dispassionate Planners and Engaged Actors: How engaged are the actors in
all levels of the organization?

COSTI's Guiding Principles indicate that they
place significant importance on the role of
the engaged actor in their planning,
implementation, and evaluation stages.
This document focuses on participation,
mutual respect, engagement, relationship
and accountability.
http://www.costi.org/whoweare/agency.php


In the 2010/11 COSTI annual report, the focus
is on narratives (photos and stories) of
successfully supporting new citizens:
"Making Canada Home: MEETING THE
NEEDS OF A DIVERSE SOCIETY SINCE 1952."
COSTI walks a tightrope between effective
and diverse service provision and advocacy
in Canada's largest urban area but,
throughout, makes clear their concern to
respect and satisfy those who need and
use their services as engaged actors.


Planners as Co-Actors and the Role of Bias
What biases are evident?

Fed./Prov./Mun. Governments COSTI

• Rational comprehensive planning. • Mix of social reform and social learning planning.
• Immigrants seen as economic assets. • Immigrants as marginalized humans struggling with
• Scientific, rational, knowledge – economic and social integration.
census, labour market, economic levers. • On-the-ground connection and knowledge - mix of
• Poorly defined & shifting goals. scientific data, community/service values, and ethnic &
• Unilateral action. cultural experiences of immigrants.
• Competes with provinces for • Compensate for shortcomings in State planning –
power/control. alternate funders, creative partnerships.
• Excludes stakeholders and co-actors. • Balance between their goals and funder goals.
• Conflicted over servicing universal • Focused on immigrant communities.
public and complex/diverse needs of
immigrants.
• Bound to electoral interests & legacy
reforms.

Planners as Co-Actors and the Role of Bias: How does the organization value
planning? Is it in more of a scientific way or a local beliefs way?

The Possibility of Political Reason
Are settings structured for learning from experience and co-action?

• Government planning is unilateral, exclusive and siloed.

• Cornerstone of COSTI’s planning is social learning; Driven by equity for ethno-
cultural communities. Action is community centric. Compensates for
shortcoming of government planning.

• Divergent values:
- Government : transience, head-hunting, homogeneity & efficiency.
- COSTI: inclusion, nation-building, diversity & human rights.

The Possibility of Political Reason: Is there any
differentiation between planners and actors? If so, how?

Divergent Values Means Immigrants In Planning Gap
Government favours irrational planning and values COSTI demonstrates political reasoning and
transience, head-hunting, homogeneity & efficiency. values inclusion, nation-building,
diversity & human rights

 Past history predicts present irrationality:  Past history inspires exercise of community power
• Conservative government uses immigrants to drive lower and power within:
labour market wages; • Knows how to lobby against labour and immigrant
• History of discriminatory selection; exploitation;
• Policies unstable, short-sighted & unworkable; • Results proven advocacy approaches;
• Federal court ruling overrules and reprimands unethical • United Way funded.
practices.
 Immigrant outcomes are everything:
 Immigrants & experience not valued: • Every immigrant supported, trained, securing work is
• Taxpayers, skills, competitive weapons; what matters;
• Denial of acculturation/integration processes; • Every voice counts.
• No immigrant voice.
 Knowledge weighted heavily in experience &
 Knowledge limited & science-centric: advancing key discourses:
• Labour market shortages, global competitive skills, national • Extensive research partnerships, agency surveys,
wage rates, census; immigrant interviews;
• No pluralism or multicultural view. • Funds institutional and multi-disciplinary knowledge
creation on immigration.


Real Experience of Immigrants
Economic & Labour Market Psychosocial

• Disconnects between labour • Multi-dimensional problems –special equity
market needs & immigration group.
processing targets. • Broken promise of immigration for skills in
• $2.4B – skill underutilization. exchange for better life.
• $12.6B – injustice of pay-equity.
• Non-recognition & discounting of  Marginalized from national way of life:
foreign credentials.
•Divergence from Canadian-born levels of
• Employment discrimination
education, training, economic gain, lifespan and
based on country of origin,
political power.
ethnicity or race.
• Serious deficits in professional, psychological and
• Absence of immigrant-hiring
social integration.
education. • Cannot meet familial socio-economic needs and
loss of status.
• Loss of identity, self-esteem, confidence.


Tensions & Limits
Tensions Limits

• Immigration tied to economic, labour market • Immigration forces rethink of limits and future
and social policy agendas – own biases, actors, potential of planning.
stakeholders. • Confronting economic and social exclusion of
• 3 levels of government involvement; No inter- immigrants is a multi-dimensional problem. These are
government processes or common strategic not on the immigration strategic planning agenda.
vision of immigration as continuum from selection • As society becomes more diverse, the traditional
to integration. planning practices are becoming less salient for
• Recognition of prior knowledge in mobility addressing current and future planning challenges.
context a global problem, not Canada’s alone. • Planners need to develop new sensibilities, tools
• Vast diversity in ethnicity, race, culture and policies if they are to meet these challenges.
pressures planners and goals directed at society
as homogeneous. Top-down, scientific &
unilateral planning problematic in increasingly
pluralist communities.
• Governments do not plan immigrant
settlement patterns; municipalities inherit
immigrants and act reactively.


Conclusions
• The State is neutral, distancing itself from integration tensions such as
ethnic identities, labour market outcomes, political exclusion and unequal
access to power. The State’s imposed belief system of economic integration as
the key to immigrants’ social integration is problematic, and labour market
outcomes prove this.

• Social reform planning is limited as the sole approach used by the State to
address immigration. Immigration is forcing planning to come up with new
ways to include diverse and adapting communities:

 Inter-woven, pluralist and multicultural planning are important.
 Shifting emphasis on the validity of knowledge to the multi-cultural
perspective is important.

• COSTI demonstrates extensive knowledge and planning experience and can
help lead the way

Conclusions

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References
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Cohen, M.G. (2003). Training the excluded for work: Access and equity for women, immigrants, first nations, youth
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COSTI. (2012) Employment programs for newcomers and internationally trained individuals. www.costi.com. Accessed
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Gash, T. & Rutter, J. (2011). Reports and Surveys: The quango conundrum. The Political Quarterly. 82(1). 95-101.

References

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References

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Ontario Human Rights Commission (2001). An Intersectional Approach to Discrimination. Addressing Multiple
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References from the COSTI website:

COSTI (2012). Retrieved June 6, 2012 from http://www.costi.org/whoweare/facts.php.
COSTI (2012). Retrieved June 6, 2012 from http://www.costi.org/whoweare/board.php.
COSTI (2012). Retrieved June 12, 2012 from http://www.costi.org/downloads/2006_07_COSTI_ANR.pdf.
COSTI (2012). Retrieved July 9, 2012 from http://www.costi.org/whoweare/funders.php
COSTI (2012). Retrieved July 10, 2012 from http://www.costi.org/whoweare/planning.php.
COSTI (2012). Retrieved June 22, 2012 from http://www.costi.org/whoweare/senior.php.
COSTI (2012). Retrieved June 22, 2012 from http://www.costi.org/whoweare/agency.php.
COSTI (2012). Retrieved June 23, 2012 from http://www.costi.org/whoweare/governance.php.

References

References
References from the COSTI website (continued):

COSTI (2012). Retrieved June 21, 2012 from http://www.costi.org/whoweare/funders.php
COSTI (2012). Retrieved June 21, 2012 from http://www.costi.org/whoweare/agency.php
COSTI (2012). Retrieved June 6, 2012 from http://www.costi.org/whoweare/facts.php
COSTI (2012). Retrieved June 6, 2012 from http://www.costi.org/whoweare/governance.php
COSTI (2012). Retrieved June 12, 2012 from http://www.costi.org/supportingcommunity/volunteers.php
COSTI (2012). Retrieved June 22, 2012 from http://www.costi.org/whoweare/senior.php
COSTI (2012). Retrieved June 18, 2012 from http://www.costi.org/community
COSTI (2012). Retrieved June 26, 2012 from
http://www.costi.org/downloads/Submission_Standing_Ctte_April2005.pdf
COSTI (2012). Retrieved June 26, 2012 from http://www.costi.org/community/pgspopulations.php#add
http://atwork.settlement.org/downloads/Build_On_Hope_Final_Report.pdf
http://atwork.settlement.org/downloads/Settlement_in_the_Workplace.pdf

References

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