Working with Immigrants Beyond HRM JUNE 2007

Transcription

1 Working with Immigrants Beyond HRM JUNE 2007 Funded By:

2 Halifax Immigrant Learning Centre (HILC) and the Metropolitan Immigrant Settlement Association (MISA) are the largest immigrant language and settlement providers in Atlantic Canada and in 2003, in an effort to provide a more holistic and integrative approach to the delivery of settlement services, HILC and MISA began sharing a common location. Over the past three years, the collaborative working relationship has resulted in an integrated model of employment and workplace language service delivery. Work in Nova Scotia (WINS) is a customized, clientcentred and menu-driven service delivery model which provides a bridging program for the workforce integration of newcomers. OUR MISSION is to support the language learning goals of newcomers. In a creative and respectful environment, we strive to provide quality and effective learning opportunities to promote the active participation of newcomers in our community OUR MISSION The Metropolitan Immigrant Settlement Association (MISA) is a community-based organization which welcomes newcomers and recognizes their essential role in Canada. We provide special services to help newcomers in their efforts to participate fully in Canadian life. Halifax Immigrant Learning Centre (HILC) Metropolitan Immigrant Settlement Association 7105 Chebucto Rd. (MISA) Suite 201, Halifax, NS 7105 Chebucto Rd. B3L 4W8 Suite 201, Halifax, NS Tel : (902) B3L 4W8 Fax : (902) Tel : (902) info@hilc.ns.ca Fax : (902) info@misa.ns.ca Distance Workplace Skills Initiative Final Report 1

3 TABLE OF CONTENTS EXECUTIVE SUMMARY.3 BACKGROUND / CONTEXT...5 Regionalization of Immigration Immigration to Nova Scotia The Role of RDAs The Role of MISA & HILC DISTANCE WORKPLACE SKILLS INITIATIVE Objectives Approach Advisory groups Roundtables Workshops PROVINCIAL FORUM. 18 A FRAMEWORK FOR DELIVERY OF SERVICES.24 REVISITING THE DWSI OBJECTIVES...26 ISSUES AND PRIORITIES FOR IMMIGRATION BEYOND HRM...27 Local Stakeholder Challenges Community Settlement Challenges Big Picture Challenges RECOMMENDATIONS: WHERE TO FROM HERE?...33 Community Immigration Partners Local Communities Province as a Whole CONCLUSIONS. 36 APPENDICES 1. Services Delivered at Distance by HILC & MISA 2. Projects Funded by the NSOI Beyond HRM 3. DWSI Advisory Groups ENDNOTES Distance Workplace Skills Initiative Final Report 2

4 EXECUTIVE SUMMARY Brief description The Nova Scotia Distance Workplace Skills Initiative was a nine-month project (September 2006-May 2007) funded by Human Resources and Skills Development Canada and delivered by Metropolitan Immigrant Settlement Association (MISA) and Halifax Immigrant Learning Centre (HILC). This project was intended to develop a framework for services to immigrants in Nova Scotia outside the Halifax Regional Municipality (HRM), in collaboration with local communities. The focus was to be on language, workplace skills, and business support. The signing of the NS Provincial Nominee Agreement in 2002 and the launch of the province s immigration strategy in 2005, have both aimed at and contributed to an increase in the number of immigrants to smaller centres in the province. While the number of immigrants in Nova Scotia outside HRM is not large, it has been growing steadily as a proportion of the total number of newcomers to the province each year. Origin of the project MISA and HILC have taken the lead in researching, developing and delivering services to immigrants beyond HRM. The New Beginnings Online program, the English for Work and Business Videoconferencing class and English in the Workplace have been ground-breaking distance delivery offerings. They have been complemented by two studies: The Enhanced Language Training Extension/Outreach Project (October 2005) and the ELT Distance Delivery Feasibility Report (March 2007). Both organizations are continuing to explore the use of different technologies, as they have had very positive responses from clients about these innovations. In addition, for the past few years, both MISA and HILC have seen an increase in the number of requests for service and support from beyond the Halifax Regional Municipality, both from individual immigrants and from community groups. The DWSI was proposed to develop a coordinated response and a framework to guide continued development of services to immigrants in smaller centres in Nova Scotia. Approach The Distance Workplace Skills Initiative provided an opportunity to meet with smaller communities in Nova Scotia that want to attract, integrate and retain immigrants. Using the network of Regional Development Agencies across the province as the key contacts, seven community roundtables, three workshops and a larger province-wide discussion were held, involving a total of over 300 participants. Distance Workplace Skills Initiative Final Report 3

5 Results from the consultations and the provincial forum are summarized and discussed in this report. Findings The current distance delivery of immigrant support services for language and employment is well-received and effective. These services assist individual immigrants in different areas to access and keep employment. The use of technology to deliver services is proving efficient, cost-effective and well-received by clients. The best framework for the delivery of these services is a simple model of collaboration between experienced immigrant service providers in Halifax, immigrants in small centers and the local service agencies such as career resource centers. This model does not involve major expenses and is flexible enough to expand with growing need. The framework does require a supportive context, and this is discussed as another model: elements of a welcoming community. In the course of this project, it became clear that developing a welcoming community with good supports for immigrant families is still a major challenge in many areas. The specific challenges are discussed at several levels: at the level of the community stakeholder group already interested in immigration, at the level of the local community as a whole, and at the level of the whole province. The number of new immigrants is small, so supports are developing slowly and there is a delicate balance to maintain: how much time and how many resources should be allocated while the newcomers are still few and far between? Settlement logistics, lack of employer engagement, and community attitudes are key obstacles. Recommendations For service providers: Continue to develop distance services Improve communication about these services Continue building networks in small communities to support the service delivery at the local level For local community leaders and stakeholders: Clarify the priority of immigration and engage the community Develop a long-term plan, to be carried out step by step Improve communication among and between communities The report includes detailed recommendations for each level of stakeholder as discussed above. Distance Workplace Skills Initiative Final Report 4

6 BACKGROUND / CONTEXT THE REGIONALIZATION OF IMMIGRATION The regionalization of immigration, or the dispersal of immigrants beyond the large urban centres, has been of interest to the federal government since the late 1990s. In 2001, Citizenship and Immigration Canada released a study entitled Towards a More Balanced Geographic Distribution of Immigrants 1, which identified two key themes: regional economic development, and settlement and mobility patterns among newcomers. These two themes run through much of the subsequent work done in this area. Work in this area has included policy, research and service initiatives across the country, using both national and local perspectives. There have been several new provincial policy initiatives, research studies under the Metropolis Project, and new programs developed by service providers. One of the most practical contributions to this area has been the publication (2005) of the Tool Box of Ideas for Smaller Centres, developed by a national working group made up of federal and provincial government staff and service providers. The approach used in the Tool Box has informed this project in many aspects. At the provincial level, there has been perhaps even greater activity in regionalization. It is at this level that the impact of rural de-population is obvious, and the concern with regional economic development has long been a priority. Nationally, the focus has been on how to encourage immigrants to go to places other than Montreal, Toronto and Vancouver. Provincially, the same ideas are applied to encourage immigrants to settle in small cities, towns and rural areas. Since the development of Provincial Nominee Programs, more provinces now have their own immigration strategies and policy tools to help make the connections between immigration and economic growth. In the Atlantic region, the promise of regionalization is seen at both levels: in attracting more immigrants to the region as a whole, and within the region in attracting and retaining immigrants outside the cities. The potential benefits of regionalization are clear for Canada and its provinces: they are the benefits of immigration, equally distributed across the country, primarily: Economic benefits such as an increase in the consumers and tax base which will stimulate the economy and support the social system as our population continues to age and birth rates decline Additional skilled workers, who will help meet the labour shortages Distance Workplace Skills Initiative Final Report 5

7 Increased cultural diversity, which brings with it new perspectives, global links and an entrepreneurial spirit This leads to the second important theme. A key question to be addressed is: are there equally compelling arguments for the benefits of regionalization to immigrants themselves? That is, can immigrants be attracted and retained in smaller centres, and more specifically, what are the conditions that will make this match successful? IMMIGRATION TO NOVA SCOTIA In the early 1990s Nova Scotia was successful in attracting many immigrants, mostly in the federal entrepreneur category. However, retention was not so successful. Calculations based on 2001 census figures indicated that approximately 60% of the immigrants who came to Nova Scotia in the 1990s had left by the time of the census. In addition, the numbers coming in had dropped significantly. With the signing of the Nova Scotia Nominee Program (PNP) in 2002, numbers began to increase again and there was a new focus on immigration outside Halifax Regional Municipality (HRM). The Regional Development Authorities (RDAs) were given the responsibility for being the contacts for immigration outside the HRM. These regional offices began to consider the potential connections between economic development and immigration. Immigration attraction numbers began to increase once again, as the new NSNP became known. Immigration to Nova Scotia outside HRM is not large, but it has been growing steadily in number as well as in proportion to the number of newcomers to the HRM each year. IMMIGRATION TO NOVA SCOTIA BY REGION - numbers IMMIGRATION TO NOVA SCOTIA BY REGION - percentages Source: Citizenship & Immigration Canada, Facts & Figures 2006 / MISA & HILC I Region HRM Beyond HRM NS 3,224 1,610 1,929 2,580 Region HRM 90% 83% 77% 73% Beyond HRM 10% 17% 23% 27% Distance Workplace Skills Initiative Final Report 6

8 In 2005, the Nova Scotia office of Immigration (NSOI) was established and the provincial immigration strategy was released. The government has clearly stated, First and foremost, our goal is to improve the retention of immigrants. 2 It is still difficult to determine how many newcomers stay in the smaller centres or even in the province as a whole. THE ROLE OF RDAs The provincial strategy also strengthened the focus on immigration outside HRM. One of its guiding principles is a community-based, Nova Scotia approach: Each community has different needs and methods for addressing its needs. Government will work with an approved community development policy to encourage communities to take the lead in developing their own immigration objectives. 3 In this process, the government has confirmed the role of the Regional Development Authorities (RDAs) as the lead partners in implementing the immigration strategy in communities. The 13 RDAs are linked through the Nova Scotia Association of RDAs (NSARDA) 4 Nova Scotia Counties Select a county from the map: 18 Counties 13 RDAs 6 immigration initiatives (funded by NSOI) Distance Workplace Skills Initiative Final Report 7

9 As well, with the federal and provincial commitments to promote francophone immigration, la Fédération Acadienne de la Nouvelle Ecosse (FANE) has been identified as a key partner in immigration in Nova Scotia. With the direction and support of the NSOI, several RDAs and FANE have developed immigration projects in their regions. The projects that have been funded to date are: 5 COMMUNITY IMMIGRATION PROJECTS Colchester Regional Development Agency Community Capacity Building and Evaluation Futureworx-Employment and Skills Development Fair Cumberland Regional Economic Development Association Settlement and Integration Teams for Cumberland County Pictou County Regional Development Corporation The Rural Resource Tool Kit South West Shore Development Authority Immigration Information Navigator Strait-Highlands Regional Development Agency Cape Breton Newcomers Network: A Pilot Project to Support New Immigrants on Cape Breton Island Valley Community Learning Association Valley ESL Project FANE Développement des capacités de promotion, de recrutement, d accueil et d intégration Source: NS Office of Immigration website Distance Workplace Skills Initiative Final Report 8

10 THE ROLE OF MISA & HILC As key immigrant-serving agencies in Nova Scotia, MISA and HILC have taken the lead in developing approaches for the extension of services to immigrants outside HRM. 6 The provincial government s strategy has expanded the interest in and awareness of immigration in Nova Scotia. Requests for service and support from other parts of the province have increased. HILC and MISA have developed several channels to anticipate and respond to those needs. In March 2005, MISA began to develop an on-line version of its highly successful New Beginnings pre-employment workshops, with support from the federal Office of Learning Technologies. The first delivery took place a year later. Also in 2005, HILC and MISA researched the feasibility of distance delivery of the Enhanced Language Training Program. They followed this with the pilot of the first ESL videoconferencing class in Canada, in partnership with the Nova Scotia Community College and then with English in the Workplace delivered at distance. The Work in Nova Scotia (WINS) program, developed and delivered by HILC & MISA, is a bridging program comprising various elements which newcomers can customize to their own needs to help them reach their employment goals. This model is very effective on-site in Halifax and is now being extended through distance services throughout the province. Both organizations continue to explore the use of various technologies and to develop partnerships with community groups in order to expand the supports available to immigrants beyond HRM. In addition, there has been unexpected uptake from clients within the HRM who are unable to access on-site services because of work or family commitments. The use of these technologies has been surprisingly effective and popular with newcomers, and has grown more rapidly than anticipated. A report on these distance services completed in March 2007 states: Through a careful study of the existing programs and technology, this report determines that distance delivery of ELT in Nova Scotia is feasible and cost-effective. Many of the required supports are already in place, and the staff has the capacity to build knowledge and deliver Mentoring, Work Placements and Videoconferencing Classes through MISA and HILC. 7 Distance Workplace Skills Initiative Final Report 9

11 DISTANCE WORKPLACE SKILLS INITIATIVE The Distance Workplace Skills Initiative was proposed to examine the bigger picture and to develop a coordinated framework for these distance services, in collaboration with local communities. This project, funded by Human Resource and Service Development Canada, had as its focus the needs of immigrants as related to workforce attachment: language skills, employment and business development. OBJECTIVES Short term: Identify specific workplace skills and business support gaps for immigrants living outside of the HRM Develop an integrated framework for implementation of a distance support initiative that will ensure a coordinated and cost-effective approach Strengthen existing and establish new partnerships for implementation of a distance workplace skills and business support initiative Long term: Increase the capacity for communities outside of the HRM to attract and retain immigrants Provide a base for further distance delivery of workplace skills development and other settlement supports for immigrants. Improve the success rate of immigrants accessing employment or working in their fields Increase the overall retention rate of newcomers to Nova Scotia by providing timely interventions and services APPROACH The project plan has three key deliverables: 1. Up to 9 stakeholder round tables across the province 2. Meeting to present framework to partners and stakeholders 3. Final Report including a. best practices for delivering distance bridge to work programs b. needs of immigrants and employers in communities outside the HRM c. implementation plan for distance workplace skills and bridging program d. communications plan e. potential impact of the distance bridge to work program Distance Workplace Skills Initiative Final Report 10

12 The main activity was the series of consultations/community roundtables across the province, to get the local perspective on the needs of immigrants and on the resources currently available to them. The RDAs were asked to organize the meetings in their communities, develop invitation lists, and generally act as the liaison for the project coordinator. Funding was available through the project to cover the costs of coordination and delivery of the roundtable sessions. The final meeting on May 10 was the project wrap-up: a province-wide roundtable, to report back on the findings. The timeline for the project was initially September 2006-March The project coordinator was hired and began in September to contact the RDAs and other community groups. However, it soon became apparent that not all communities were prepared to hold roundtables in the fall of 2006, and an extension was requested and granted, to continue the project through May A flexible approach was key, in keeping with the Nova Scotia Office of Immigration s principle that immigration must be community-based. Seven roundtables were held, and some communities decided it was not time for such meetings, so smaller consultations were organized with RDA staff and/or volunteers. Two groups requested training workshops for their staff and volunteers, and these were delivered with the support of other MISA staff members. ADVISORY GROUPS The project was supported by two advisory groups, one made up of MIISA and HILC staff currently involved in distance delivery, and one of key partners. 8 The internal advisory group, consisting of staff working in various programs, were able to describe and communicate their work to each other. Four meetings were held, and two internal documents produced as a result: Internal chart of staff roles related to distance delivery of services, which has facilitated the internal referral process Chart of MISA/HILC contacts within the Nova Scotia Community College, to facilitate referrals and partnership links with the NSCC, which is a key partner in distance services The external advisory group also met four times, providing direction and feedback to the coordinator as the project progressed. At the suggestion of members of the external group, two activities were added to the project: The project coordinator participated in a meeting of the national working group on the Tool Box for Small Centres A workshop on developing welcoming communities was organized for community stakeholders in conjunction with the final roundtable Distance Workplace Skills Initiative Final Report 11

13 ROUNDTABLES Format of Roundtables The roundtables generally had a half-day agenda: Introductions Presentation on immigration to Nova Scotia and distance services Small group discussions Report back and wrap-up Guysborough / February 7, 2007 Pictou / February 6, 2007 Participants at the roundtables were generally members of local community organizations, including: Economic development organizations: RDA, CBDC Educational institutions : NSCC, universities Community organizations: learning associations, career resource centres Government: elected municipal leaders & staff Immigrants Employers, business groups The particular combination of stakeholders varied with the location. In general, RDAs, other economic development groups and community organizations were the best represented. One roundtable included several elected officials from all three levels of government. All groups included some immigrants, who participated actively and provided some reality checks, in articulating challenges which they have faced. The participation of employers was generally limited. The following chart summarizes participation at the roundtables and other activities held as part of the project. Distance Workplace Skills Initiative Final Report 12

14 DWSI Activities by County ROUNDTABLES County Date Participants Notes Lunenburg- Queens Annapolis- Kings October Minister of NSOI attended RDA taking lead, draft of immigration strategy done December Roundtable coordinated by Valley Community Learning Association, Hants RDA to follow up VANSDA offering employment services to immigrants Pictou February 6 30 Coordinated by RDA Guysborough February 7 20 Coordinated by RDA Immigrants who were unable to attend requested second meeting Colchester February Coordinated by RDA Guysborough April Coordinated by RDA Follow up - about 14 new participants Antigonish April Coordinated by St. FX Enterprise Centre OTHER ACTIVITIES County Date Participants South West Region Cumberland November 27 December 5 May 2 15 Meeting with immigration committee [Community had had its own roundtable session earlier in the year] MISA-HILC staff provided orientation for newly-hired navigator Meeting with RDA staff Began volunteer settlement teams, Feb (NSOI funded) Workshop for settlement teams FANE December 1 December Cross-cultural orientation workshop for francophone community leaders Focus group with francophone MISA clients Distance Workplace Skills Initiative Final Report 13

15 Discussion at Roundtables While the original plan of the DWSI project was to focus on workplace attachment, most of the roundtable discussions focused on more basic issues, reflecting the priorities of the communities and their current stage of readiness for immigration. In many areas, the distance services described were relevant to some newcomers, but roundtable participants were more interested in general issues around immigration. Small group discussion was consequently organized around four questions to be answered for each local community: What are the benefits of immigration to your community? What benefits can your community offer immigrants? What challenges would/do immigrants face in your community? What challenges does your community face re: immigration? The focus of each discussion varied depending on the participants in that group, and there were recurring themes. The most frequent answers are as follows: What are the benefits of immigration to your community? Need more population Potential new businesses leading to employment Increased tax base Education of community learning to appreciate diversity Bring skilled labour What benefits can your community offer immigrants? Rural county life slow down relaxed Safety low crime Land available and inexpensive Cost of living Educational opportunities What challenges would/do immigrants face in your community? Finding employment opportunities Lack of network, family support Cultural differences Resistance to change, subtle racism and discrimination Size of communities and social network What challenges does your community face re: immigration? Misinformation re: immigration issues Need to improve inter-agency connection Do we really want immigrants? Not always comfortable making initial contact Retaining immigrants Distance Workplace Skills Initiative Final Report 14

16 The discussions at the roundtables, as well as consultations with RDA staff, changed the agenda for the DWSI. It was clear that communities are interested in immigration, but many are at the early stages of understanding and considering the implications for their communities. Some are not sure if they were ready to develop and work on specific strategies for increasing immigration, and most did not have a clear champion or leader for the issue of immigration in their community. In most communities, workplace attachment for immigrants is not yet a concern. There was one exception, when employers commented that they are having difficulty filling labour shortages, and they find the immigration system too cumbersome to be useful to them. The fact that this was an isolated comment made it more interesting and noteworthy. This comment is heard more often in HRM, when companies need larger numbers of employees to fill immediate gaps. Distance Services All the participants in the roundtables were interested and encouraged to know about the availability of distance services, however many felt that these are not yet needed in their communities. The immigrants who are already living in these regions generally have employment and businesses, for the most part, are not looking for more employees. Those who have identified openings seemed to be managing to fill them on their own, and where needed, to access some supports. Community organizations were not generally involved. A few points to be noted about the distance services: An internet-based program works best with high-speed connections, not yet available across the province Intermediate and advanced language training can work via technology, and beginners need face-to-face instruction. The Teaching Immigrants English (TIE) program, an outreach initiative of the Metro Region Immigrant Language Services, does have basic level ESL instructors in many communities, and their classes are meeting this need. Distance Workplace Skills Initiative Final Report 15

17 Results of the Roundtables Organizing the community roundtables led to several outcomes: Individual referrals were made to MISA and HILC as a result of the increased awareness in communities about the distance services. Local service providers (e.g. career resource centres) expressed a clear interest in partnering with MISA & HILC to serve immigrant clients, and in receiving some training. For some communities the meeting was a catalyst to getting organized and beginning to work on immigration issues. For some participants interested in immigration, it provided an overview and introduction to immigration as a whole, and also to their local community issues. For some immigrants, the roundtable provided a forum to talk about their expectations, experiences and frustrations For the continuation of the project, it became clear that most communities are at early stages of immigrant integration, with relatively few newcomers. At this point, these communities need more information and communication among themselves to help them build support for future immigrants. WORKSHOPS Three workshops were organized and delivered as part of the DWSI. Each one was developed in response to a request or suggestion from partners. The workshops involved people who are, or will be involved in their communities immigration projects. Each workshop was customized to the group involved, and delivered by the DWSI coordinator with colleagues from HILC & MISA. FANE December 1, 2006 This workshop was the first part of a two-day session on immigration held by la Federation Acadienne de la Nouvelle Ecosse. The francophone community faces some unique challenges and is developing a unique approach to attracting and welcoming newcomers. The purpose of the workshop was to help FANE members from across the province to better understand the experience of immigration. Four MISA staff members developed and facilitated this workshop in French. The activities included cross-cultural awareness exercises and then the discussion of immigration scenarios. Distance Workplace Skills Initiative Final Report 16

18 Cumberland County May 2, 2007 This workshop was for the county s volunteer immigrant settlement teams, and followed the general format of the roundtables, with more time given to discussion and consideration of the local situation. Truro / May 9, 2007 Community Representatives May 9, 2007 This workshop was designed to take advantage of the opportunity of having many people gathering for the final project wrap-up. This was held in Truro, on the site of the May 10 event, and brought together 15 people, from 9 counties 13 RDA staff and 2 ESL instructors. This session also included cross-cultural awareness exercises and immigration scenarios. The workshops were appreciated by all the participants and feedback suggests that there is a need for more small and interactive sessions such as these, to help stakeholders understand and prepare to welcome newcomers. Once again, it was apparent that the focus in communities is more on the general issues related to preparing for immigrants, such as public education and cross-cultural awareness, rather than the specifics related to workforce attachment. Distance Workplace Skills Initiative Final Report 17

19 PROVINCIAL FORUM On Thursday May 10, 2007, a province-wide event was held in Truro to bring together stakeholders from all regions, to report back on the findings of the project and continue discussions together. Eighty people participated, almost equally representing five groups: RDAs Immigrant-serving agencies from Halifax Educational institutions Government agencies Local community service providers Two notable groups were under-represented: employers and recent immigrants. Invitations had been sent out through the RDAs as with the roundtables, and about a quarter of the participants had previously taken part in local roundtable sessions. The agenda for the final event was as follows: Presentation on the findings of DWSI Best practices: brief snapshots of ten successful NS immigration programs Small group discussion on community readiness Small group discussion on top about retaining immigrants beyond HRM Distance Workplace Skills Initiative Final Report 18

20 The components of the forum follow in the next few pages. Presentation on the findings of the DWSI The information covered in the presentation is all contained in this report. Best practices At many of the local roundtables, people were very interested in knowing about other immigration initiatives across the province. This part of the agenda was designed to provide that information. The table on the following page outlines the programs that were highlighted. The elements of welcoming communities Participants were asked to gather in regional groups and to consider a chart outlining the dimensions of community readiness for immigration. The groups did not report back formally, but several participants compared discussions and commented on the wide variety in the discussion from group to group. Top five ideas and suggestions about retaining immigrants beyond HRM People were then re-grouped randomly and asked to come up with five priorities for immigration to Nova Scotia, and then report back to the larger group. The full list of recommendations (eliminating duplication) follows below. The recommendations may be easily grouped into seven categories, although they were not discussed in the context of categories: Leadership Services for Newcomers Public Education Economic Opportunities Government Support Immigrant Attraction Stakeholder Involvement It is interesting to note that these areas are all elements of a welcoming community, and as such they were used to describe the model of welcoming community that follows on page 21. Distance Workplace Skills Initiative Final Report 19

21 BEST PRACTICES FROM ACROSS NS Activity Organization Description Teaching Immigrants English Metro Region Immigrant Language Services Language assessment, ESL tutor training and individual or small group ESL instruction in 11 communities beyond HRM (Guysborough, Antigonish, Sydney, Truro, Pictou, Windsor, Kentville, Amherst, Bridgewater, Yarmouth, and Shelburne) English for Work & Business Video-conferencing English in the Workplace New Beginnings Online Program suppernova Francophone Immigration YMCA School Settlement Immigration Navigator Rural Resource Toolkit Welcoming Communities HILC HILC MISA MISA FANE YMCA SW Region RDA & Libraries PRDC CORDA Workplace language skills for internationally educated professionals from diverse employment backgrounds. Currently available at NSCC campuses in Truro, Kentville, Bridgewater and Halifax / Tues and Thurs evenings Language training program delivered by distance at the workplace and customized to the needs of the employee and the workplace. Can be delivered one-to-one or with groups for immigrants and new citizens. Online workshops designed to build job search skills and assist newcomers overcome the barriers related to accessing employment opportunities in Nova Scotia. The three interactive workshops are: Job Search, Interview Skills and Working in Canada. Quarterly potluck supper organized with churches and community partners, including mingling activities, music and kids activities To attract more francophone newcomers in NS to French community / Develop capacity to welcome newcomers / Try to recruit immigrants needed by local employers Liaison staff within schools for immigrant children and families Organizing social events, newcomer clubs, trainings, multicultural event / recruiting volunteers Web-based resource with everything you need to know prior to moving to Nova Scotia, when you arrive and living in Nova Scotia - will also be available in hard copy Hands-on support for immigrants helping them make contacts & manage settlement Distance Workplace Skills Initiative Final Report 20

22 Community Readiness- Elements of a Welcoming Community LEADERSHIP ATTRACTING IMMIGRANTS DISTANCE SERVICES WELCOMING COMMUNITY GOVERNMENT SUPPORT POSITIVE PUBLIC MESSAGES ECONOMIC OPPORTUNITIES This diagram represents the key elements of a welcoming community: a combination of engaged stakeholders and adequate supports for the three key groups- the newcomers, the local partners and the community as a whole. The elements of this welcoming community correspond to the list of priorities identified by participants at the forum. Different communities build this network of support in different ways, and the steps may not always be in the same order. The different elements also contribute to each other. For the purpose of this project, the role of economic opportunities was key. In most regions, the economic opportunities are being identified independently by both immigrants and employers, who take initiative through their own networks, rather than connecting with the community. This is largely a function of the limited number of opportunities to date. Distance Workplace Skills Initiative Final Report 21

23 Input from Participants: Top Priorities for Immigration in NS Leadership 1. Strong central & local leadership that is linked and recognizes the value of immigration & all it entails. 2. Look at ourselves to ensure we re walking the walk Services for Newcomers 3. Interactive map with services for each region 4. MISA approach to newcomers (considering the spectrum of newcomer needs) 5. Comprehensive access to ESL training 6. Immediate/timely connection to settlement supports Public Education 7. Abolish the term CFA ( come from away ) and use NSBC ( Nova Scotian by choice ) 8. Public education promoting benefits of immigration 9. Tell success stories better Economic Opportunities 10. Make sure jobs are available on arrival link immigration & jobs 11. Credential recognition 12. Work with banks/insurance companies on issue of credit history for immigrants 13. Work with regions to establish critical mass for identified employment need in community Government support 14. Allocation of funds from federal to provincial government for children s services 15. Remove eligibility criteria for services 16. Resources for community initiatives needed Distance Workplace Skills Initiative Final Report 22

24 Immigrant Attraction 17. Rural immigration stream 18. Promote smaller centres to newcomers already here 19. Targeted marketing outside Canada for each of the regions 20. Market NS by comparison with source country 21. International student project 22. Streamline immigration application process 23. Promote rural NS to newcomers in the rest of Canada Stakeholder involvement 24. Work with employers/industry 25. Annual summit of providers/employers, etc. 26. Use of technology to have meetings across province 27. Involve Union of Nova Scotia Municipalities 28. Cultural competency training for all Distance Workplace Skills Initiative Final Report 23

25 A FRAMEWORK FOR DELIVERY OF SERVICES The framework for delivery of services to immigrants in Nova Scotia beyond HRM is a simple approach. It involves the three-way partnership between the immigrant, the immigrant-serving agency and the local service provider. The Framework NEW IMMIGRANT LOCAL COMMUNITY PARTNERS DISTANCE PROGRAMS & SERVICES Success through Diversity MISA and HILC have found that they can deliver services effectively and efficiently using technology at distance. However, they cannot help the newcomer to know the local community, and to feel welcome there that linking role must be played by local service providers, to build toward retention. Given the current number of immigrants outside HRM, this is also the most costeffective approach to support services. It allows for incremental growth, while service providers beyond HRM are developing experience in working with immigrants and building their own networks of support and resources. It allows them to draw on the lessons learned at HILC & MISA and to gradually adapt the approach to their own communities. At the beginning of this project, it was expected that the immigrants and jobs were both available, and needing to be linked. In fact, in most communities this is not yet the case. The immigrants who are there are in jobs or running businesses, and most employers are not looking for more workers. Given demographic projections and trends in other parts of the country, it is reasonable to expect that this situation will change in Nova Scotia. Communities in the province are now at a stage where they can begin to prepare for this eventuality by building connections and laying the groundwork for effective supports for immigrants. Distance Workplace Skills Initiative Final Report 24

26 This framework assumes the following elements: Cross-cultural awareness and competency must underlie and surround any work with immigrants. This may require some train the trainer sessions for local partners who do not have cross-cultural experience. Any supports for immigrants must also be considered in the context of the family. While the principal applicant may find employment, she/ he will only remain in a community so long as the whole family is settling successfully. Immigrant service providers and local service providers must proactively build connections and establish channels of regular communication, so that they are ready to refer clients to each other and to work together to develop flexible, customized action plans for individuals. The framework is applicable and essential for all distance services offered by HILC and MISA. The local partners, whether they are career resource staff, RDA business support staff, or the newcomer s employer, are the ones who form the bridge to the immigrant s daily life. The Framework NEW IMMIGRANT SEEKING EMPLOYMENT The Framework IMMIGRANT ENTREPRENEUR LOCAL EMPLOYMENT SPECIALIST MISA EMPLOYMENT SPECIALIST RDA BUSINESS DEVELOPMENT SERVICES IMMIGRANT BUSINESS DEVELOPMENT SERVICES Success through Diversity Success through Diversity This framework refers to workplace attachment, but it is also incomplete without the whole of the welcoming community. Immigration is an issue of the heart: people will come and stay only if they can provide for their families and if they can make personal contact and build supportive networks in their workplaces and communities. Welcoming immigrants has a specific, local dimension, requiring the support not only of the public, but also of the various groups and organizations that operate within a particular community. 9 Distance Workplace Skills Initiative Final Report 25

27 REVISITING THE DWSI OBJECTIVES In general, the Distance Workplace Skills Initiative met its short-term objectives and contributed to all of the long-term ones. The one objective which required some adjustment was the first one: Identify specific workplace skills and business support gaps for immigrants living outside of the HRM As discussed throughout this report, it was clear that there are many gaps in community readiness for immigration. The issue of workplace skills and business support gaps was not a central focus for those who participated in the roundtable sessions, as they were concerned with more basic issues. It is significant that not many immigrants and even fewer employers participated in these discussions, and this no doubt provides a partial explanation for this focus. However, the fact that communities in general are not prepared for more immigrants would suggest that employers are not prepared either. Several questions remain unanswered: Are the immigrants who are employed working at their actual skill level, or are they underemployed? Are they integrated into their workplaces, in terms of skills and social networks? Are immigrant entrepreneurs isolated or have they built supportive networks? Do employers believe that hiring immigrants is too complicated? Are employers concerned about cultural differences and in need of crosscultural awareness training? Employers are key stakeholders in immigration, whether they acknowledge this or not. Immigrants must have appropriate economic opportunities if they are to settle and stay in non-urban regions. Therefore the first short-term objective of the DWSI, as stated above, is still an important one and must be addressed through other means. Distance Workplace Skills Initiative Final Report 26

28 ISSUES & PRIORITIES FOR IMMIGRATION BEYOND HRM Through the course of this project, several key themes have emerged. Some of these issues were among the five top priorities identified by participants in the May 10 event; others have arisen as sidebars to the main discussions. These issues affect all communities and all stakeholders. For the sake of clarity, they are organized here in terms of their impact and relevance, according to whether they are primarily the concern of the local stakeholders already involved in immigration, the local communities, or the province as a whole. LOCAL IMMIGRATION TEAM CHALLENGES In spite of regional differences, local communities that are interested in increasing immigration share many of the same challenges. These are issues experienced mostly by the stakeholders already active in immigration, such as RDA staff. Three key points which emerged during this project are: Clarifying community priorities Developing experience and expertise in immigration issues Communicating with other communities Clarifying community priorities Many communities are not sure how important immigration is for them. There are other issues competing for their attention: the exodus of youth, the closure of large firms and the job losses, how to attract new business and support local entrepreneurs, how to boost tourism While we would argue that immigration is one strategy for dealing with these other issues, the case for immigration has not yet been made effectively in many small communities. The general public and in some cases local leaders are not yet convinced that immigration is important for them. RDAs that are committed to increasing immigration face this challenge regularly. Developing experience and expertise in immigration issues Many aspects of the immigration system are complex, and cross-cultural competency requires skill and experience. For community organizations such as RDAs, it means an investment in staff training and a commitment to keeping people at work in this area. While the Executive Directors of the RDAs have been dealing with immigration issues for several years, projects dealing with immigration are limited in time and the file is often given to a junior development officer. These staff members often move on quickly to other responsibilities and the experience they have gained and networks they have developed must be relearned by someone else. Distance Workplace Skills Initiative Final Report 27

29 Communicating with other communities Through the NSRDA, the NSOI communicates regularly with the partners beyond HRM on matters pertaining mostly to the Provincial Nominee Program. RDA staff who are working on immigration issues are very interested in learning what is happening in other regions, to get ideas and understand best practices. At this point there is no regular means of sharing such information. Many commented that the presentations at the roundtables have provided useful and interesting background information for them. COMMUNITY SETTLEMENT CHALLENGES For communities thinking to attract larger numbers of newcomers, there are major chicken-and-egg issues to address, regarding the nature and functioning of their communities: Regional diversity / readiness to welcome immigrants Lack of ethnic diversity, critical mass of immigrants Community attitudes Inadequate infrastructure Regional Diversity/Readiness It is clear that even in a province as small as Nova Scotia, there is a great diversity from region to region and community to community, when it comes to immigration. The relevant dimensions of this diversity include: The current circumstances related to immigration: The number of recent immigrants Countries of origin of recent immigrants Engagement of recent immigrants in the community Economic opportunities for recent immigrants Readiness of the community to welcome and integrate newcomers: Community awareness and perceptions re: immigration Community groups that can, or are interested in supporting immigration Infrastructure that can support new families Identification of a champion, or leader in the area of immigration This diversity among communities makes the case for local approaches to immigration a strong one. There will be no one approach that works in each location. The differences may also be seen primarily as stages in a continuum of readiness. Distance Workplace Skills Initiative Final Report 28

30 Lack of diversity/critical mass of immigrants It is understandable that immigrants generally seek out communities with some other immigrants already established, preferably from their own ethnic background. This is one major reason there are so few immigrants in small communities to begin with. This issue requires careful targeting when attracting newcomers. Some groups or individuals are more willing to live in areas without large ethnic groups, but some diversity is usually desired. Community attitudes Lack of diversity is often tied to community attitudes long-time residents are not used to dealing with others of different backgrounds. People in small centres are close-knit and sometimes unused to welcoming newcomers. Public education, leadership and creative approaches are essential. Anecdotes collected during this project show that many immigrants experience Nova Scotians as friendly at first, but not truly welcoming. This issue is not unique to this province, but may be more related to smaller, established communities. Inadequate infrastructure Many Canadians are moving away from rural areas, looking for centers with greater economic opportunities and amenities. This is an issue for most newcomers as well. At the most basic level, Immigrants generally begin to settle with temporary arrangements and then move to more permanent conditions. In smaller communities, the availability of temporary housing for newcomers may be an issue, as well as the lack of public transportation. It may be too much for a newcomer to have to buy a house and a car upon arrival in a new community. Other aspects of infrastructure must also be considered alongside the attempt to increase immigration. BIG PICTURE CHALLENGES: Several other challenges remain which are not limited to smaller communities, but perhaps felt more acutely there. These issues are relevant for the whole province, and may be best addressed collectively at the same time as locally: Where are the immigrants? Economic opportunities Engaging employers Planting acorns Delivery Distance Services Distance Workplace Skills Initiative Final Report 29