Thesocialreformgrouppresentation edited by-craig_july_19

THE SOCIAL REFORM GROUPPRESENTS:

AN ANALYSIS OF COSTI IMMIGRANT SERVICES USING JOHN FRIEDMANN’S

7 ACTION-RELATED QUESTIONS

By: Aaron, Amanda, Chelsey, Craig, Karen and Sandhya

MAIS 604 Spring 2012 Professor Ken Banks

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

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

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

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.

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

Sufficient Power to Act

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 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.

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


• 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

Who has the power in the organizational structure of COSTI and how are others involved?

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

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.php2 http://www.costi.org/programs/program_services.php#lt

Strategic and Personal Knowledge

Strategic and Personal Knowledge

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.

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

Forecasting The Future

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

Immigration Theory: Intersectionality

Toronto’s “Vital Signs” project defines several intersecting areas of concern (http://ckc.tcf.ca/browse/1) and COSTI addresses these in its various program areas:Children and Youth, Employment, Family & Mental Health, Housing,Language Training,Problem Gambling, Seniors,Settlement / Citizenship,Skills Training,Vocational Rehabilitation andWomen’s issues (http://www.costi.org/programs/program_services.php).

COSTI also actively focuses on partnerships and mentoring opportunities, bringing immigration related knowledge to other tables and players (http://www.costi.org/community/support.php).

“The rationale for an intersectional approach though, is not to show who is worse off in society but as the Association for Women’s Rights in Development notes “[...] to reveal meaningful distinctions and similarities in order to overcome discriminations and put the conditions in place for all people to fully enjoy their human rights.” In this sense, intersectionality includes everybody.” (http://www.criaw-icref.ca/sites/criaw/files/Everyone_Belongs_e.pdf) As a theory with which to approach immigration issues, intersectionality seems to be the best practice contemporary approach (http://www.ohrc.on.ca/en/intersectional-approach-discrimination-addressing-multiple-grounds-human-rights-claims) and also in alignment with the future of immigration theory (http://www.ohrc.on.ca/en/intersectional-approach-discrimination-addressing-multiple-grounds-human-rights-claims/move-towards-intersectional-approach).

Forecasting the Future



National planning COSTI is a local organization working out of greater Toronto. While providing a micro lens on urban immigration, it does not see itself as a national agency. In terms of planning, the certainty of what one is not can be as important as what one is.

- In 2006, 13% of Canadians identified as belonging to a visible minority and one in five residents was born outside the country – the highest number in 75 years (5 years earlier it was 18.4%). By 2017 Statistics Canada projects this could climb to between 19 and 23 %. (http://www.cbc.ca/news/background/immigration).

Immigration as a Particularly Urban Issue

COSTI focuses on urban issues and partnerships with many other Toronto based services.

2017 projections are for almost 95% of visible minorities in Metropolitan 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/background/immigration).



EmploymentCOSTI actively engages in work and employment related programs, ranging from entry level introductions to advocating against under-employment of immigrant professionals.

Statistics Canada projects that by 2031, approximately one in three workers will be foreign born. http://www.statcan.gc.ca/daily-quotidien/110817/dq110817b-eng.htm

Programs targeted to specific growing immigrant groups

“In addition to providing services to individuals in need, COSTI recognizes the importance of working together to achieve systemic and social changes.” “COSTI has mentored and supported . . . the African Canadian Social Development Council, the South Asian Women’s Rights Organization and Human Endeavour.” (http://ckc.tcf.ca/org/costi-immigrant-services).

In 2001 the largest visible minorities were Chinese and South Asians and predications have it that approximately half of all visible minorities will belong to these groups by 2017. Immigration of persons identified as black are predicted about one million. In Toronto, about a third of visible minorities would be South Asians while about half in Vancouver would be Chinese and in Montreal, blacks and Arabs would remain the largest visible minority groups. http://www.cbc.ca/news/background/ immigration/



Comparing and contrasting the futures forecasting of funders and COSTI

Costi may be acting in accordance with governmental leaders by focusing on responsiveness.

Citizenship and Immigration Canada’s, “Future-oriented Statement of Financial Position” covers only the next operating 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/resources/publications/fofs/fofs11-12.asp

Dispassionate Planners and Engaged Actors

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

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


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: How does the organization value planning? Is it in more of a scientific way or a local beliefs way?

What biases are evident?

Fed./Prov./Mun. Governments COSTI

• Rational comprehensive planning. • Immigrants seen as economic assets. • Scientific, rational, knowledge – census, labour market, economic levers. • Poorly defined & shifting goals. • Unilateral action. • Competes with provinces for power/control. • Excludes stakeholders and co-actors. • Conflicted over servicing universal public and complex/diverse needs of immigrants. • Bound to electoral interests & legacy reforms.

• Mix of social reform and social learning planning. • Immigrants as marginalized humans struggling with economic and social integration. • On-the-ground connection and knowledge - mix of scientific data, community/service values, and ethnic & cultural experiences of immigrants. • Compensate for shortcomings in State planning – alternate funders, creative partnerships. • Balance between their goals and funder goals. • Focused on immigrant communities.

Planners as Co-Actors and the Role of Bias

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

• 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

Are settings structured for learning from experience and co-action?


Divergent Values Means Immigrants In Planning Gap Government favours irrational planning and values

transience, head-hunting, homogeneity & efficiency. COSTI demonstrates political reasoning and

values inclusion, nation-building, diversity & human rights

Past history predicts present irrationality: • Conservative government uses immigrants to drive lower labour market wages; • History of discriminatory selection;• Policies unstable, short-sighted & unworkable; • Federal court ruling overrules and reprimands unethical practices.

Immigrants & experience not valued: • Taxpayers, skills, competitive weapons; • Denial of acculturation/integration processes; • No immigrant voice. Knowledge limited & science-centric: • Labour market shortages, global competitive skills, national wage rates, census; • No pluralism or multicultural view.

Past history inspires exercise of community power and power within: • Knows how to lobby against labour and immigrant exploitation;• Results proven advocacy approaches; • United Way funded. Immigrant outcomes are everything: • Every immigrant supported, trained, securing work is what matters; • Every voice counts.

Knowledge weighted heavily in experience & advancing key discourses: • Extensive research partnerships, agency surveys, immigrant interviews; • Funds institutional and multi-disciplinary knowledge creation on immigration.

Real Experience of Immigrants

Economic & Labour Market Psychosocial

• Disconnects between labour market needs & immigration processing targets. • $2.4B – skill underutilization. • $12.6B – injustice of pay-equity. • Non-recognition & discounting of foreign credentials. • Employment discrimination based on country of origin, ethnicity or race. • Absence of immigrant-hiring education.

• Multi-dimensional problems –special equity group. • Broken promise of immigration for skills in exchange for better life.

Marginalized from national way of life:

•Divergence from Canadian-born levels of education, training, economic gain, lifespan and political power. • Serious deficits in professional, psychological and social integration.• Cannot meet familial socio-economic needs and loss of status. • Loss of identity, self-esteem, confidence.


Tensions & LimitsTensions Limits

• Immigration tied to economic, labour market and social policy agendas – own biases, actors, stakeholders. • 3 levels of government involvement; No inter-government processes or common strategic vision of immigration as continuum from selection to integration. • Recognition of prior knowledge in mobility context a global problem, not Canada’s alone. • Vast diversity in ethnicity, race, culture 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.

• Immigration forces rethink of limits and future potential of planning. • Confronting economic and social exclusion of immigrants is a multi-dimensional problem. These are not on the immigration strategic planning agenda. • As society becomes more diverse, the traditional planning practices are becoming less salient for addressing current and future planning challenges.• Planners need to develop new sensibilities, tools and policies if they are to meet these challenges.


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

Please take our interactive poll:

Click this link to take you to the interactive poll.

What are your thoughts?

ReferencesAgrawal, S.K., Qadeer, M., & Prasad, A. (2007). Immigrants’ needs and public service provision in Peel Region. Plan Canada.

Bar-Nir, D., & Gal, J. (2011). Who Has the Power? The Role of NPOs in Local Authorities. Voluntas: International Journal Of Voluntary & Nonprofit Organizations, 22(1), 1-25. doi:10.1007/s11266-010-9144-6.

Cohen, M.G. (2003). Training the excluded for work: Access and equity for women, immigrants, first nations, youth and people with low income. British Columbia. Canada. UBC Press.

Connell, D. (2010). Schools of planning thought: Exploring differences through similarities. International Planning Studies. 15(4). 269-280.

COSTI. (2012) Employment programs for newcomers and internationally trained individuals. www.costi.com. Accessed June 7, 2012

COSTI 2010/2011 Annual Report. Making Canada home: Meeting the needs of a diverse society since 1952. Costi Immigrant Services.

Dean, J. (2009). Labour market outcomes of Canadian immigrants: The role of education-job mismatches. McGill University & Social Sciences and Humanities Research Council (SSHRC).

Frisken, F. & Wallace, M. (2002). The response of the municipal public sector to the hallenge of immigrant settlement. York University & Citizenship and Immigration Canada, Ontario Region.

Gash, T. & Rutter, J. (2011). Reports and Surveys: The quango conundrum. The Political Quarterly. 82(1). 95-101.

References

ReferencesGreen, A.G. & Green, D. (2004). The goals of Canada’s immigration policy: A historical perspective, Canadian Journal of Urban Research, Institute of Urban Studies. 13(1). 102-139.

Government of Canada (2012). Fact Sheet: Temporary Foreign Workers Program (TFWP). www.cic.gc.ca accessed July 2, 2012.

Grieve, C., Flinders, M., & van Thiel, S. Defining quangos from a comparative perspective. Governance. 12(2). 129-146.

Keung, N. (2012). Ottawa loses battle over immigration backlog. Toronto Star. Accessed June 20, 2012.

Keung, N. (2012). Ottawa to halt new applications. Toronto Star. Accessed July 2, 2012

Klassen, T.R. & Wood, D. (2009). Bilateral federalism and workforce development policy in Canada. Canadian Public Administration. 52(2). 249-270.

Li, P.S. (2008). The role of foreign credentials and ethnic ties in immigrants’ economic performance. Canadian Journal of Sociology. 33(2). 291-310.

Mercer, J. 1995. Canadian Cities and their immigrants: New realities. Annals of the American Academy of Political and Social Science. 538. 169-184.

Nakache, Delphine (2012). "Why Canada's Immigration Policy is Unfair to Temporary Foreign Workers," World of Ideas, University of Ottawa, Winter 2012. www.socialsciences.uOttawa.ca accessed July 3, 2012.

References

ReferencesOmidvar, R. (2012). Changes to immigration policy will affect nearly all aspects of Canadian life. Globe & Mail. Accessed June 2 & July 5, 2012.

Ontario Council of Agencies Serving Immigrants (2012). Retrieved June 19, 2012 from http://www.ocasi.org/index.php?catid=148.

Ontario Council of Agencies Serving Immigrants (OCASI) (2007). Retrieved July 2, 2012 from http://atwork.settlement.org/downloads/atwork/D3_Case_Management_in_Settlement_for_Experienced_Workers.pdf.

Ontario Human Rights Commission (2001). An Intersectional Approach to Discrimination. Addressing Multiple Grounds in Human Rights Claims.

Reitz, J. (2006). Recent trends in the integration of immigrants in the Canadian labour market. A multi-disciplinary synthesis of research. University of Toronto, Munk Centre for International Studies & HRSDC.

Ricken, N. (2006). The Power of Power - Questions to Michel Foucault. Educational Philosophy and Theory. 38(4). 542-560.

Statistics Canada and HRSDC. The effect of literacy on immigrant earnings. Catalogue 89-552-MIE, no. 12.

Statistics Canada. Longitudinal survey of immigrants to Canada: Process, progress and prospects. Catalogue no. 89-611-XIE.

References

ReferencesStatistics Canada. Chronic low income and low-income dynamics among recent immigrants. Catalogue no. 11F0019MIE – No. 294.

Walkom, T. (2012). Ottawa’s low-wage immigration policy threatens turmoil. Toronto Star. Accessed July 3, 2012.

Workopolis (2012). Retrieved June 18, 2012 from http://www.workopolis.com/EN/job/13871456.

Van Thiel, S. & Van der Wal, Z. (2010). Birds of a feather? The effect of organizational value congruence on the relationship between ministries and quangos. Public Organ Rev. DOI 10.1007/S1115-010-0112-9.

Yalnyzyan, Armine (May 3, 2012). "Changes to Immigration Policy Could Transform Society," The Globe and Mail. www.theglobeandmail.com accessed July 2, 2012

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.phpCOSTI (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 from the COSTI website (continued):

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

References

References

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