Evaluating Evaluating Immigrant Employment Immigrant Employment

Systems Change InitiativesSystems Change Initiatives

Rich JanzenRich Janzen

September 2006September 2006

Systems change and program Systems change and program evaluationevaluation

Government accountability Government accountability frameworksframeworks

Immigrant employment researchImmigrant employment research

Educational workshopsEducational workshops

An independent, not-profit An independent, not-profit social research organization social research organization with 23 years experience, with 23 years experience, including:including:

What is Systems Change?What is Systems Change?

A system is a collection of A system is a collection of partsparts that that interactinteract with with one another to function as a one another to function as a wholewhole (Manni & (Manni & Cavana, 2002)Cavana, 2002)

Systems change can involve (Foster-Fishman, Systems change can involve (Foster-Fishman, Egeren & Yang, 2005):Egeren & Yang, 2005): shifting the systems parts and/or their sequence shifting the systems parts and/or their sequence shifting interactions among partsshifting interactions among parts altering the “whole”altering the “whole” shifting how the system provides feedback to shifting how the system provides feedback to itselfitself

Shifting System PartsShifting System Parts

Among the parts of the Immigrant employment Among the parts of the Immigrant employment system, the following characteristics can be system, the following characteristics can be altered:altered:

Policies/practicesPolicies/practices ResourcesResources OpportunitiesOpportunities RelationshipsRelationships Power/decision-makingPower/decision-making ValuesValues Attitudes/skillsAttitudes/skills

Adapted from Foster-Fishman, Egeren & Yang, 2005

The Immigrant Employment SystemThe Immigrant Employment System

Local Components

Adapted from: “Making a Change Together”, Janzen et. al., 2001; Capacity Canada “National Review”, Janzen et. al., 2006

Immigrants Employers

Provincial Components

National Components

OccupationalRegulatory

Bodies

Ministry of Citizenship

and Immigration

Ministry of Training, Colleges and Universities

Credential Assessment

Services

ProfessionalAssociations

ProfessionalAssociations

Human Resources & Social

Development Canada

Citizenship & Immigration

Canada

Embassies/Consulates

RegulatingMinistries

Canadian Heritage

Industry Canada

WRIEN Influences

WIEN Facilitates

Federal Politicians

Provincial Politicians

Immigrant Professional Associations

Immigrant Professional Associations

National NGO’s

Business Associations

Business Associations

Non-government

funders

Non-government

funders

Provincial NGO’s

Credential Assessment

Services

Educational Institutions

Business Community/ Associations

Immigrant Communities/ Associations

Community Organizations

Municipal Governments

Non-Government

Funders

Two RealitiesTwo Realities

In democratic societies, bringing In democratic societies, bringing about positive systems change is a about positive systems change is a long term process that evolves long term process that evolves over timeover time

Bringing about effective systems Bringing about effective systems change requires a change requires a multi-faceted multi-faceted approachapproach

Four Stages of Systems Four Stages of Systems ChangeChange

Stage 1Steady State

Stage 2Build-up of Stress in the System

Stage 3Seen as a General

Problem

Stage 4Resolution

The system is OK

Not all agree the system is OK, but most still do

Most think the system is not OK

The system starts changing

Business as usual

Normal channels fail

Conditions ripen

Trigger event and take off!

Perception of failure

Majority of public opinion

Achieving alternatives

Moving on

The problem exists but it is not on the social and political agenda. Public not aware of the problem.

People begin to point out that there is a problem. Opposition directed to existing decision-makers.

Growing conditions for change. Some people become increasingly frustrated with the problem and the inability of power-holders to make the needed changes.

A trigger event puts spotlight on a problem that violates widely-held values, sparking public attention and upset. A crisis atmosphere follows with many direct action campaigns.

Many people working for change become disillusioned with lack of real change. Unrealistic hope of quick success is unmet. Some “burn out,” some turn more militant, acting on anger and despair (threatening to alienate movement).

Movement transforms from protest in crisis to long-term struggle/nego-tiations with power-holders. Focus on winning public support and proposing alternatives. Movement’s position increasingly adopted as mainstream.

A long process of proposing alternatives. Shift from “opposing” to “suggesting.” More costly for power-holders to continue old policies than to adopt new ones. Broad-based coalitions of support formed.

Movement needs to protect and extend successes that were achieved. Long-term goal is to achieve a paradigm shift. People mostly work within the “new system” to push change forward.

▲ ▲ ▲

Initial Trigger More Trigger EventsEvent

Adapted from Moyer, 1990 as found Janzen et. al., 2001www.crehs.on.ca/downloads/handbook.pdf

Four Systems Change Four Systems Change Activity CategoriesActivity Categories

A multi-faceted response:A multi-faceted response:

1. Public education1. Public education

2. Policy influence 2. Policy influence

3. Planning and collaboration 3. Planning and collaboration

4. Action research 4. Action research

Source: Janzen et. al., 2006; in press

IndividualLocal Services

Policy

System Components

Activity Categories

Society

Public Education

Political Advocacy

Community Planning

Example of the Inter-Relatedness of Systems Change Activities

Action Research

Source: Adapted from Janzen et. al., in press

Systems Change EvaluationSystems Change Evaluation Captures, rationalizes and assesses the evolving Captures, rationalizes and assesses the evolving

nature of system change interventionsnature of system change interventions

Teases out direct outcomes that can be Teases out direct outcomes that can be attributed specifically to the invention with attributed specifically to the invention with indirect outcomes (the intervention only partially indirect outcomes (the intervention only partially responsible for observed change)responsible for observed change)

Clarifies how changes in relationships among Clarifies how changes in relationships among system players relates to observed outcomessystem players relates to observed outcomes

Assesses how the synergies of collaboration has Assesses how the synergies of collaboration has led to changes not otherwise possibleled to changes not otherwise possible

For more details contact….For more details contact….

Rich Janzen, Research DirectorRich Janzen, Research DirectorCentre for Research & Education in Human ServicesCentre for Research & Education in Human Services

73 King Street West, Suite 30073 King Street West, Suite 300

Kitchener, ON, Canada N2G 1A7Kitchener, ON, Canada N2G 1A7

Phone: (519) 741-1318 Fax: (519) 741-8262Phone: (519) 741-1318 Fax: (519) 741-8262

E-mail: rich@crehs.on.caE-mail: rich@crehs.on.ca

Website: www.crehs.on.caWebsite: www.crehs.on.ca