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ISAP Program Review

Interesting Ideas and Good Practices at Immigrant-Serving Agencies in Ontario

Citizenship and Immigration Canada,

Settlement and Port of Entry Directorate, Ontario Region

Prepared by

Dr. Gillian Kerr and Anne Simard

RealWorld Systems

July 2003

ISAP Program ReviewInteresting Ideas and Good Practices

Table of Contents

1. INTRODUCTION...........................................................................................................1

2. OVERVIEW OF LITERATURE ON BEST PRACTICES WORK COMPLETED TO DATE IN THE SETTLEMENT SECTOR...............................2

2.1. CANADIAN COUNCIL FOR REFUGEES 2

2.2. OCASI: IMMIGRANT SETTLEMENT COUNSELLING TRAINING GUIDE - UPDATED 3

2.3. UN-HABITAT BEST PRACTICES DATABASE 3

3. RECOMMENDATIONS AND SUGGESTIONS FROM THE KEY INFORMANT INTERVIEWS.....................................................................................4

3.1. INFORMATION MANAGEMENT MANUAL AT YMCA OF GREATER TORONTO NIC 4

3.2. ACCESS TO THE NORTH PROJECT (1-800 PHONE LINE REFERRAL SERVICE) AT THUNDER BAY MULTICULTURAL ASSOCIATION 4

3.3. SISO – HAMILTON: STAFF OUTREACH AND PARTICIPATION IN COMMUNITY 4

3.4. CREATING ACCESS TO REGULATED EMPLOYMENT (CARE) INITIATIVE FOR NURSES 5

3.5. AGENCIES WHICH WERE CITED AS EXCELLENT DURING THE INTERVIEW PROCESS 6

3.6. EXAMPLES OF BEST PRACTICES CITED BY AGENCIES IN THE AGENCY SURVEY 7

3.7. Examples of agencies that interviewees considered “excellent” 12

ISAP Program Review July 2003Interesting Ideas and Good Practices Page 1

ISAP Program ReviewInteresting Ideas and Good Practices

1. INTRODUCTION

RealWorld Systems sought examples of successful approaches for meeting the needs of clients and organizations in the settlement sector at various stages of the ISAP program review. Different stakeholders in the process commented on excellence in programs, services, and agencies. These included successful services and interesting programming, innovative policies, and good practice.

These ideas provide a perspective on potential improved practices for the settlement sector. Since most of them have not been examined critically or evaluated for effectiveness, we cannot call them ‘best practices’ at this point. Further research is required to understand how and whether broader implementation and sharing is valid.


2. OVERVIEW OF LITERATURE ON BEST PRACTICES WORK COMPLETED TO DATE IN THE SETTLEMENT SECTOR

2.1. Canadian Council for Refugees

Best Settlement Practices developed by Canadian Council for Refugees in 1998 is available online at http://www.web.net/~ccr/bpfina1.htm#6.%20BEST%20PRACTICE%20GUIDELINES

There are 12 best practices guidelines. Each has hints on how to achieve them. There are also examples of best practices towards the end of the document.

1. Services are accessible to all who need them.

2. Services are offered in an inclusive manner, respectful of, and sensitive to, diversity

3. Clients are empowered by services

4. Services respond to needs as defined by users

5. Services take account of the complex, multifaceted, interrelated dimensions of settlement and integration

6. Services are delivered in a manner that fully respects the rights and dignity of the individual

7. Services are delivered in a manner that is culturally sensitive

8. Services promote the development of newcomer communities and newcomer participation in the wider community, and develop communities that are welcoming of newcomers

9. Services are delivered in a spirit of collaboration

10. Service delivery is made accountable to the communities served

11. Services are oriented towards promoting positive change in the lives of newcomer and in the capacity of society to offer equality of opportunity for all.

12. Services are based on reliable, up-to-date information

A recent submission (April 2003) by the Canadian Council for Refugees (CCR) to the federal Standing Committee on Immigration summarizes its position of what is needed for the settlement of refugees in Canada. This submission is available at http://www.web.net/~ccr/settlementcomments.html.

Best practice: Pre-arrival counselling and orientation services “The CCR endorses the value of pre-arrival counselling and orientation services. In December 2000, the CCR held a workshop on overseas pre-departure orientation for refugees, and found that it is of demonstrated benefit. Unfortunately it is only offered to some refugees destined to Canada and the CCR therefore strongly urges that the program be expanded to all refugee processing posts overseas.


http://www.web.net/~ccr/settlementcomments.html

http://www.web.net/~ccr/bpfina1.htm#6.%20BEST%20PRACTICE%20GUIDELINES

“More generally, the CCR underlies the importance of making available to prospective immigrants and refugees accurate information about life in Canada. This information should include references to settlement services, so that newcomers know that they can turn to specialized organizations. It is also important that information be given that allow prospective immigrants to develop realistic expectations of life in Canada, since our members report that some newcomers to Canada are bitterly disappointed with their experiences here when they find their hopes are not matched by the realities.”

2.2. OCASI: Immigrant Settlement Counselling Training Guide - Updated

OCASI, in its role as provincial umbrella for the settlement sector, has developed a training guide for settlement workers that aims to capture good practice in the delivery of services to immigrants. It includes a chapter on standards for service delivery that are being developed by OCASI and COSTI. The guide is available online at http://www.ocasi.org/publications/training.asp

2.3. UN-Habitat Best Practices Database

This database at http://www.bestpractices.org/ contains examples of best practices from international non-governmental organizations. One example relates to settlement in particular, the award-winning Project for Integration of Refugee Families.

Project for Integration of Refugee Families, Germany

“The International Garden is a Project committed to supporting the Integration of refugee families. It creates opportunities for Refugee Families to actively participate in the day to day life of the host society. The Concept of the "International Garden" Project was drawn up and put into practice over the last five years by the refugee families in co-operation with German families who are interested in establishing a practical basis for developing trust and mutual respect between newcomers and the host society. The main participants are refugee families.

“They are involved in the whole work process; i.e. drawing up the policy, developing the learning styles that are adapted to the participant families, practical work in the Garden, organizing multicultural festivals, etc. Women play a key role in decision making. The Project combines learning with practical gardening. It is earth based and creates the opportunity for the low educated socially excluded refugee women to take part in activities within and around the project.

“Majority of the members (who initially never understood a word in German) speak the German, women have learnt to read and write and many families are stabilized in the process of participation with most having regular paying jobs.”


http://www.bestpractices.org/

http://www.ocasi.org/publications/training.asp

3. RECOMMENDATIONS AND SUGGESTIONS FROM THE KEY INFORMANT INTERVIEWS

A number of examples of good practice follow, proposed by various funders and key informants in the ISAP program review. Many of these practices are untested, although they are viewed as potential “best practice”.

3.1. Information Management Manual at YMCA of Greater Toronto NIC

Processes and procedures for managing client-related information within the agency;

Defines role and responsibilities of information specialist, information categories, and content/display of various information areas in the NIC;

Describes formats to be used for resource development, including planning, research, filing, sharing, storage and weeding of information;

Provides protocol/process for outreach visits to other organizations (ISAP or otherwise).

Scheduling of information sheet revisions/updates

Integration of information management into individual staff person’s workplan and performance review.

3.2. Access to the North project (1-800 phone line referral service) at Thunder Bay Multicultural Association

Service model designed to address the needs of small groups of newcomers spread across hundreds of miles in Northwestern/Northern Ontario.

Uses multiple access points to services (e.g. local health clinics, libraries, OPP, schools, social services, and major employers) to get in touch with people who may need services and don’t have access because of distance;

TBMA has been doing outreach, developing links with local agencies to act as hosts or “access sites”, and training on how to use the tbma.ca and www.settlement.org web sites.

TBMA and its partners set up a 1-800 line, web site, e-mail and network of interpreters so that people from all over can access services over distance.


http://www.settlement.org/

3.3. SISO – Hamilton: Staff outreach and participation in community

SISO staff are mandated to sit or participate in one community agency advisory group as part of job description, and this participation is reviewed as part of job expectation.

This expectation meets a number of organizational objectives: staff are part of and belonging to those initiatives, they develop pool of contacts and connections, and they are well-placed to develop joint initiatives.

One successful outcome of this policy is the health bus that comes to SISO every week, through local public health department. This immunization partnership is designed especially for those children who don’t have records from their country of origin. The nurse practitioner on the health bus provides immunization and the necessary documentation so that children can attend school.

SISO staff sit on over 20 different committees in the Hamilton area alone. 6 or 7 from agency sit on boards of directors of other community agencies.

3.4. Creating Access to Regulated Employment (CARE) initiative for Nurses

This project is designed to help internationally educated nurses (registered nurses and registered practical nurses) become licensed to practice in Ontario. Care 4 Nurses is funded by the Ontario Ministry of Training, Colleges and Universities, Access to Professions and Trades Unit. Its partners include settlement agencies (WoodGreen Community Centre, Kababayan Community Centre), health organizations (Yee Hong Centre for Geriatric Care, St. Michael’s Hospital), and educational institutions (George Brown College, Centennial College, and Ryerson University).

A critical success factor has been the active involvement of all relevant professional associations in the development of the project and on its advisory committee: College of Nurses of Ontario, Registered Nurses Association of Ontario, Registered Practical Nurses Association of Ontario, and the Ontario Nurses Association.

The project includes a mix of specialized language courses, orientation to nursing in the Canadian context, and work placements. The following information is taken from the web site at http://www.care4nurses.org/:

Employer Placements: Opportunities to gain a first-hand look at how nursing is practiced in Ontario through temporary placements at various health care agencies.

Test-taking Workshops: Offers you the practical assistance you need to write the licensing exam for nurses. Learn helpful tips, strategies and techniques for mastering multiple choice questions.

Tutors and Mentors: Available to offer 1:1 support, guidance and encouragement as you study for the licensing exam and prepare for a nursing career in Ontario.

Resource Centre: Access to a variety of resources and study materials such as books, computer testing software, video and audiotapes.


Guest speakers and opportunities to meet peers and potential employers: Establish new and professional networks, contacts and supports.

Individual & Group Support: Individual counselling, assistance with career planning, résumé writing and job search support, lunch and learn sessions, and group activities.

Financial Advice: Assistance in applying for loans and bursaries for CARE courses.

3.5. Agencies which were cited as excellent during the interview process

The following agencies were cited as examples of excellent agencies or seen as having best practice approaches by various informants: (in alphabetical order by name)

Arab Community Centre : Excellent for outreach into the community, for leaving its offices and getting into mosques, into community activities, newspapers;

CIC in Ottawa because of their creativity and their links to major referral networks, including placing staff in housing agency;

COSTI provide professional services and has a reputation for supporting/sponsoring community groups in a respectful way. Clients rights policies and complaints processes were also cited as excellent;

Kitchener-Waterloo YMCA: 100% matches to its HOST program;

LAMP and Davenport Perth Neighbourhood Centre: These are both CHCs with an ISAP worker in-house. Good examples of settlement services being provided in less "traditional" settlement context;

St. Stephen's Community House - Toronto - for youth employment services

Tillsonburg's Livingston Centre – for employment services


3.6. Examples of best practices cited by agencies in the AGENCY SURVEY

There were five questions in the survey which talked directly or indirectly about best practices. They are:

3.6.1. Agency survey question #12. From your experience, what outreach strategies to newcomers are most effective or innovative?

A total of 54 respondents identified successful outreach strategies that are summarized below (in order of decreasing number of mentions):

Community-based approaches (48 mentions) : presentations and distribution of written information in different languages, venues include: malls, doctor’s offices, apartment building, ethnic stores, places of worship, schools, ESL/LINC classes, libraries, community centres, cultural events

Word-of-mouth (30 mentions) from previous clients of the agency;

Ethno-specific/local media (29 mentions), particularly in ethnic newspapers, radio and television;

Networking/collaboration/referral from partner/complimentary service agencies (28 mentions) including government offices, shelters, reception houses, employment agencies;

Internet (8 mentions) on their own and other agency’s websites;

Pre-departure outreach (7 mentions): advertising in overseas newspapers, networking with overseas agencies;

Point of entry (4 mentions): IRIS, airports;

Generic advertising (3 mentions): TTC, Yellow Pages

Door-to-door and home visits (2 mentions)

3.6.2. Agency survey question #26. How can the sector work with employers to "educate" them about the benefits of hiring newcomers? How do you successfully reduce the barriers that employers face/see in hiring newcomers?

According to the 51 respondents, an overall approach that combines outreach /communication from the agency, with incentives from the funder/government seems most likely to succeed. There is a recognition that this type of education is very difficult, and there are systemic barriers to success: racism, tokenism, protectionism, as well as economic realities.

The themes which emerged (in order of frequency) were:


Outreach to local employers and businesses (18 mentions):

Presentations, phone calls, making connections to local and regional employers about the benefits and importance of hiring newcomers

Provide them with better information about client and context

To educate them about the economic benefits of hiring newcomers

Work with those who hire newcomers, involve them in agency business and activities

Incentives to employers who hire newcomers – 15 mentions

Financial incentives, wage subsidies, programs such as Job Connect designed and targetted to newcomers

General education and awareness campaigns – 15 mentions

Targetted to employers especially, but also to the general population

Include information about economic and social benefits of hiring newcomers, contribution to Canadian society and economy.

Recognize employers who are open and who hire newcomers – profile them.

Training and workshops for employers – 10 mentions

Anti-racism and anti-oppression training

How to support and integrate newcomers into your workplace, training and orientation

Create placements, volunteering and mentoring opportunities – 9 mentions

Opportunities for both newcomer and employer to test each other, see if it’s a good fit for all involved

Create newcomer job developer positions within agencies – 6 mentions

Need staff resources dedicated to building employment connections and opportunities for clients within the local area

Advocacy at the professional associations and regulatory bodies – 3 mentions

Advocate for better system to review international qualifications and experience

Other suggestions:

Better orientation and preparation for newcomers – 2 mentions

Partnerships with business associations and employer groups – 2 mentions

Better language training before employment, especially pronounciation classes that are more employment-oriented than what LINC currently offer – 2 mentions


3.6.3. Agency survey question #27. Are there examples of approaches or programs that you think are successful in moving newcomers into this workforce?

The 39 respondents leaned particularly to mentorship and placement opportunities. They recognized that newcomers needed contacts for employment, hence the support for mentor/partner.

SPECIFIC EXAMPLES OF SUCCESSFUL APPROACHES OR PROGRAMS:

Bridging Initiatives funded by Access to Trades and Professions Unit – 4 mentions - particularly the pharmacy and nursing programs

Apprenticeship program at Kababayan – 2 mentions

Ball Training & Consulting

New Canadian Program in Waterloo –2 mentions

Skills for Change

Microskills

STEM (Support Through Employment Mentoring)

STRATEGIES FOR SUCCESS:

Job training and apprenticeship programs and placements – 18 mentions

Especially subsidized internships and placements, some called them coop programs/opportunities

With wage subsidies or coop salary of some kind – 7 mentions

One-year non-renewable placements for foreign-trained professionals in private or public organization to gain Canadian experience

Mentoring program – 8 mentions

Pairing a newcomer with an existing employee who is paid a small premium/bonus to support newcomer

Job search techniques and workshops- 4 mentions

Job Search Workshop, job clubs, better orientation to Canadian workplace culture

Specialized job development and counselling – 3 mentions

Labour market language training – 3 mentions

In factory or employer setting. as part of LINC or ESL curriculum

Creating volunteer placements and opportunities – 3 mentions


3.6.4. Agency Survey question #34: What is necessary to help clients get access to other human services beyond settlement services (i.e. to bridge or integrate into other human services)?

The 48 respondents identified a number of strategies to support client integration and access to other human services:

Culturally and linguistically-appropriate services – 15 mentions

Multi-lingual phone messages and receptionist, information in multiple languages

Interpretation/translation services within agencies

Openness to culturally-appropriate counselling techniques, understanding of realities faced by newcomers

Understanding and practice of anti-oppression

Strategic Partnerships with other human services – 13 mentions

Collaboration and communication to build referral network

Harmonization and integration that is sector specific and outside the sector

Strengthen relationships and partnerships to make good referrals

Checking back with clients about satisfaction with referrals/other agencies and continually improving network

Training and knowledge of settlement staff about other human services – 8 mentions

Good networking with local community agencies on the part of settlement worker

Thorough knowledge of what’s available locally/regionally

Advocacy within human services for access and equity – 7 mentions

Information and orientation of newcomers to know what services are available, and how to navigate services – 5 mentions

Opportunities to volunteer in different settings – 3 mentions

English-language skills for newcomers – 3 mentions

Accessible programs for newcomers, e.g. transportation, subsidized daycare and affordable programs – 3 mentions


3.6.5. Agency Survey question #35. Do you have any examples of successful strategies that support client's integration (e.g. cooperation or collaboration between settlement and other human services)?

The 37 respondents identified two dominant success strategies:

1. Networking and building a strong referral and information relationship with key service providers;

2. Formal collaboration with key providers from sectors that affect settlement clients, i.e., joint service delivery arrangements or partnerships for service delivery.

Throughout the responses, there is a recognition that collaboration beyond the settlement sector is essential to the agency’s success and to the successful integration of newcomers. A rich variety of examples are provided, pulling from all types of services: education, health, social services, employment, immigration, housing, banking, faith groups.

Social services partnerships:

“The women's group that has guest speakers from all the difference human services coming in and talking about their area of expertise.”

Public education on family violence and child/senior/partner abuse projects in partnership with other settlement/service providers.

EISP (Emotional Integration Support Program) at Mennonite Central Committee

“Transitional support program” at Dixie Bloor Neighbourhood Centre to prevent partner abuse. This program is delivered by a local shelter’s worker who in partnership with settlement staff can provide more comprehensive services to newcomer women trying to break the cycle of abuse. The transitional support worker works within our agency one day a week and is also available on call.

Partnerships with professional associations:

Conducting Study Groups for foreign-trained Doctors (IMG's) and connecting them to AIPSO and College of Physicians.

Employment partnerships:

Settlement services being provided at Employment Resource Centre.

Developing CED initiatives such as Global Pantry (a catering service), Riverdale Natural Health Practice (using culturally specific/ alternative health practices) and Copy Chai (training marginalized women on basic technology equipment such as fax, photocopier etc.)

Government partnerships

Collaboration with Canada Customs and Revenue Agency to assist clients all tax-related matters incl. preparation of tax returns.


Health partnerships:

Health Department offering a dental program and other screening services at LINC classes.

Mental Health services being provided onsite at a settlement agency with a variety of different models.

3.7. Examples of agencies that interviewees considered “excellent”

In the individual interviews, immigrants and refugees were asked if there were any services which they thought were excellent.

67 interviewees responded to this question with an example of good quality or excellent services/agencies. Many referred to services outside of “settlement” services, and certainly commented on their experiences with a range of governments, sectors, and individual programs.

Of those 67 who responded positively to this question, 29 respondents identified one or more ISAP-funded agencies as being excellent.

Interestingly, there are a number of people who say that they are satisfied because of the quality of the staff person, and their willingness to help. This, despite the fact that the actual service did not deliver the outcome desired by the individual.

Program-specific examples of excellence:

ESL and LINC – 12 respondents

Free child care in ESL classes, evening school for ESL, free transportation subsidy for language classes;

Children’s programming;

Embassy in Mombai;

Settlement workers in schools;

NOW project of the Toronto District School Board;

Seneca College: one-week re-employment course for foreign-trained professionals;

Non-ISAP-funded services cited as excellent:

Municipal services: libraries and librarians; banks , transportation system in Toronto;

Durham Board of Education;

School system for children;

Social services in Kingston;


Provincial and Federal Services: HRDC, Citizenship and Immigration Canada, Canada Customs and Revenue Agency, general government services (SIN, OHIP, driver’s license), Ministry of Northern Development and Mines , Legal Aid Ontario;

Health and hospitals: North York General Hospital, Somerset West CHC (Ottawa), Centretown CHC (Ottawa).

Community services and agencies (non ISAP-funded) cited as excellent:

Ismaili Community (Ottawa)

Eritrean Community Centre

Red Door Shelter in Toronto

La Casa (shelter/reception house) in Buffalo

Boys and Girls Club of Toronto

WIL: Women Immigrant of London

CCNC (Canadian Chinese National Council)

UN hostel

Fort Erie Multicultural Centre

World Skills (Ottawa)

Welland Heritage Council

ISAP-funded agencies cited as excellent:

Canadian Centre for Victims of Torture

Catholic Immigration Centre (Ottawa)

Cornwall and District Immigrant Services

COSTI

India Rainbow Community Services of Peel

Kingston and District Immigrant Services

London Cross-Cultural Learner Centre

Northwood Neighbourhood Services.

Ottawa Community Immigrant Services Organization (OCISO)

Peel NIC

SISO in Hamilton

Sudbury Multicultural / Folk Arts Association

Toronto Chinese Community Services Association (TCCSA)

YMCA of Toronto (NIC)


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