Phase 1 – “Taking Stock” Final Report City of Coquitlam Multiculturalism Strategy and Action Plan
January 5th, 2009
Submitted to: City of Coquitlam Attn: Cathy van Poorten 3000 Guildford Way Coquitlam, BC V3B 7N2
Submitted by: Trevor Van Eerden & Jody Johnson Principals Pacific Employment & Education Resources - PEERS
[email protected] /
[email protected]
Taking Stock, Phase 1 Coquitlam’s Multiculturalism Strategy and Action Plan
January 2009
Contents Introduction .................................................................................................................................... 3 Recruitment and Orientation.......................................................................................................... 4 The City of Coquitlam – Diversity and Multiculturalism Timeline .................................................. 4 Demographic Trends and Facts ...................................................................................................... 7 Best Practices ................................................................................................................................ 18 Identification of Community Initiatives ........................................................................................ 45 Next Steps ..................................................................................................................................... 46 Appendix 1 – Summary of MAC Minutes...................................................................................... 47 Appendix 2 – BCAMP Projects 2008 / 2009.................................................................................. 61 Appendix 3 – Vancouver Multicultural Advisory Committee Mandate & Terms of Reference ... 63 Appendix 4 – Key Community Stakeholders................................................................................. 64 Appendix 5 – Key Community Stakeholders................................................................................. 73 Appendix 6 – Consultation Questions .......................................................................................... 75 Appendix 7 – Community Consultation Summary Tables ............................................................ 76
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Introduction Over the past two decades, Coquitlam has experienced tremendous demographic shifts and in 2009 is a diversely populated community. Nearly 40% of its population was born outside of Canada and at least 37 first languages are spoken in the homes of Coquitlam residents. Multiculturalism within the city has presented both opportunities and challenges. The 2006 Corporate Strategic Plan recognized the need for the City to become more responsive and to work more collaboratively with community stakeholders and the public to ensure the development of Coquitlam as a welcoming and inclusive community. In 2007, the City applied for and received a grant from Heritage Canada to develop a Multiculturalism Strategy and Action Plan. In July of 2008, Pacific Employment & Education Resources (PEERS) was awarded the contract for consulting and the development of the Plan. The contract for service was finalized on August 8th and services under the contract are scheduled through to July 31st, 2009. The ultimate goal of the plan is to create a community based multicultural vision and strategies for achieving this vision. As stated in the Request for Proposals, the “Strategy and Action Plan will be the starting point for reviewing and ultimately improving how the municipal and community system responds to cultural diversity.” As outlined in the original Request for Proposal, the work has been divided into three phases: Phase 1 – “Taking Stock”; Phase 2 – “Development of Community Vision”; and Phase 3 – “Strategy and Action Plan Development” Phase 1: “Taking Stock” has involved just that, the project team has taken stock of the City’s activities and strategies related to multiculturalism and diversity, provided an overview of key demographic trends and facts, introduced best practices from other municipalities and provinces, consulted, compiled and analyzed input from key community stakeholders, and identified all currently delivered programs and services specifically designed for new immigrants and refugees within Coquitlam. This information and data that has been collected is comprehensive and will inform and guide the work of the next two phases. To date, all Phase 1 activities are proceeding as scheduled and the project has garnered significant response and generous support from community stakeholders. Specifically, Phase 1 activities have included: The Recruitment and Orientation of the Project Team; The Development of a Diversity and Multiculturalism Timeline for the City of Coquitlam; A Review of Demographic Trends; A Review and Analysis of Best practices; City and Community Consultations; and The Identification of Community Initiatives Serving Immigrants and Refugees. The data, analyses, descriptions, inventories and findings that have resulted from the completion of the above activities are all provided within this report and its appendices.
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Recruitment and Orientation In consultation with the City, PEERS expanded its project team to include an additional researcher / consultant. Dr. Iris Sun was recruited and provided orientation to the project in August. Iris brings an extensive professional background in social research as well as the perspective of a new immigrant to Coquitlam to the project. Since project inception, Iris has been involved in consultations with the City’s Multicultural Advisory Committee, the identification of community initiatives and the review and analysis of City and community data.
The City of Coquitlam – Diversity and Multiculturalism Timeline The City of Coquitlam has addressed the topic of multiculturalism and its role in providing a welcoming environment to all its residents for over 15 years. Like many other Canadian municipalities, Coquitlam developed and adopted a multiculturalism policy in the early 1990’s as the demographics of its residents began to change. Since the implementation of that policy the City has endorsed a number of multiculturalism practices and pursuits both within the City and externally for its residents. Based on the available documentation, the following timeline provides a summary of key events related to multiculturalism and the City’s role in providing and promoting an inclusive and welcoming environment. 1994 City of Coquitlam drafts and unanimously adopts its Multiculturalism Policy, recognizing the cultural diversity of its residents, and promoting understanding, inclusion, sensitivity and participation. City department heads complete a multicultural inclusion checklist identifying needs, concerns and issues related serving an increasingly diverse population. Community Planning and Leisure and Parks jointly complete a review of the “checklist” responses and recommends a “comprehensive City approach that will help ensure the development of a community that not only recognizes the benefits of a diverse population, but embraces it and provides opportunities to invite participation in community life by all residents.” An interdepartmental City staff group is proposed to review the City’s approach to promoting and implementing Council’s Multicultural policy. 1995
A cross‐departmental Multiculturalism Committee is formed and charged to implement the set of recommendations outlined in the terms of reference documents. A multiculturalism awareness training session was held for all levels of City staff (front line, middle and upper management, as well as Council and the Mayor).
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Phase II of the “Multiculturalism Outreach Project” is proposed. Targeted participants in the project are “residents whose mother tongue is not English.” The project proposes a community participatory process that will gather information to form the basis of its multiculturalism model for Leisure and Parks Services.
1998 – 2001 The City establishes and convenes a Multicultural Advisory Committee to Council. The Committee meets three times per year to review and advise on a number of City practices relating to multiculturalism including the adoption of the Multiculturalism Policy (revisions). In 1999/2000 the MAC provides the City with a series of 16 recommended actions to inform the City’s participation and development of a diverse workforce and a representative example of multicultural integration for the community. The 2001 MAC meetings minutes indicate a focus on organizing and hosting a multicultural community event or open house, but do not state whether the event was held. 1999
2005
2006
2007
The MAC’s recommendations lead to the formation of a voluntary City language bank for onsite translation and language assistance. Over 30 staff representing 18 languages are identified for participation. The City explores and conducts a review of the efficacy of translation of City documents / publications into other (and multiple) languages. Due to the restrictive costs of translation and the predominance of English in Coquitlam, the City determines to maintain publication in English only.
Development and Council approval of Coquitlam 2021, 2006 Strategic Plan – acknowledged the value of diversity and a welcoming community which provided an important corporate strategic direction regarding multiculturalism and diversity
The Multicultural Advisory Committee (MAC) is convened as an advisory committee to City Council In the fall of 2007, the City of Coquitlam received a grant from the Department of Canadian Heritage to develop municipal and community systems that are responsive to and representative of increasing cultural diversity, foster cultural inclusion and social cohesion, respect diversity and recognize the value of global citizenship. A key component of this process is the development of a community based multicultural strategy and action plan. This project supports Corporate Objectives of building community and organizational capacity and enhancing customer and citizen relations.
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2008
January 2009
“Tri‐Cities Solutions by Design” project is initiated by community partners Share Family and Community Services Society, Douglas College, and SUCCESS to develop a comprehensive community strategy to address the economic, social, cultural and environmental concerns of Tri‐ Cities residents. Mayor Wilson and Neal Nicholson represent the City on the Advisory Steering Committee. Leisure and Parks Services and Community Planning partner with the Soroptimists of the Tri‐ Cities and Council’s Multiculturalism Advisory Committee to host community forums on challenges and opportunities for newcomers Pacific Employment and Education Resources (PEERS) was selected through an RFP process to work with the City and community stakeholders to prepare the Multiculturalism Strategy and Action Plan. Submission of this report marks the completion of Phase 1 of the Canadian Heritage project.
Although the City has clearly taken an ongoing role in exploring the topic of Multiculturalism in Coquitlam, it is also clear that the events and practices have lacked a sustainable plan and that the City’s role in the pursuit of helping newcomers to integrate and creating a welcoming and inclusive community have not been wholly defined. One of the key initiatives that has been recognized by both internal and external stakeholders as a very positive step towards inclusion, was the formation of the current Multicultural Advisory Committee (MAC) in 2007. Throughout 2007‐08 the MAC met to review and explore the priorities, key elements, local and provincial initiatives related to multiculturalism and the requirements for Coquitlam to reach out to all its residents. A summary of the MAC’s dialogues, discussions and identified priorities are attached as Appendix 1 to this report. In the fall of 2008, the MAC fulfilled its two year term and has been reconvened in 2009.
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Demographic Trends and Facts A literature review was conducted to summarize key demographic trends in Coquitlam as they relate to the development of a welcoming and inclusive community. The following section provides demographic information that is relevant to the development of initiatives, programs and services that enhance the successful integration of new immigrants and refugees and the data collected will inform the work of Phase 2 and Phase 3 of this project. Since the submission of the PEERS proposal for the development of Coquitlam’s Multiculturalism Strategy and Action Plan, the City has completed a significant amount of demographic analysis. This analysis is readily accessible on the City’s website and was reviewed by the research team. In addition to the demographic analysis provided by the City, additional data has been reviewed and analyzed. This included: 1. Additional Census 2006 data; 2. BC Statistical Analysis – Profile of Immigrants in BC Communities 2006, Coquitlam 3. Community Airport Newcomers Network Arrival and Destination Data; and 4. Refugee Data provided by the Immigrant Services Society of BC. The analysis is provided by BC Stats in its Profile of Immigrants in BC Communities 2006 for Coquitlam is complimentary and thorough and has been included with this report as a separate document. It is also available at http://www.welcomebc.ca/en/growing_your_community/trends/2006/pdf/immigration/Coquitlam.PDF The following section provides an overview of key trends and facts for consideration during the development of the Strategy and Action Plan. Immigration Numbers 39.4% of Coquitlam’s population is foreign born; currently, 44,750 of Coquitlam’s residents are immigrants and 66,995 are Canadian born. According to Census data, until 2000, the number of immigrants to Coquitlam had been steadily increasing. In the last Census period (2000 – 2005), the number of immigrants to Coquitlam dropped slightly; 9,535 arrived between 1996 and 2000 and 8,925 arrived between 2001 and 2005. It is impossible to predict rates of in‐migration to a particular community; however, given the relatively steady rate of immigration to BC, it is likely that Coquitlam will continue to see a steady rate of new immigrant residents.1 Immigrants to BC by year2 1999 – 35,993 2000 – 37,125 1
The City of Coquitlam, Coquitlam’s Immigrant Pattern, URL http://www.coquitlam.ca/NR/rdonlyres/05A361E0‐ A513‐40A7‐BF65‐A3BB7B064212/83188/immigration.pdf, Accessed December 2008. 2
BC Stats, Migration and Immigration, URL http://www.bcstats.gov.bc.ca/data/pop/migration.asp Accessed December 2008.
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2001 – 38,289 2002 – 34,053 2003 – 35,239 2004 – 37,045 2005 – 44,734 2006 – 42,208 It is important to note that 40% of Coquitlam’s immigrant population is classified as “new immigrant”— those having arrived within the last 10 years. It is also interesting to note that although the number of new immigrants to Coquitlam declined in the last Census period, the foreign born population of Coquitlam increased while the native or Canadian born population declined.3 Ethnicity The City of Coquitlam website lists the top 10 countries of origin of immigrants to Coquitlam. These countries account for 77% of all immigrants settling in Coquitlam between 2001 and 2006.4 2006 Top Ten Source Countries to Coquitlam 1. People’s Republic of China 2. South Korea 3. Iran 4. Philippines 5. Romania 6. Taiwan 7. Afghanistan 8. Russian Federation 9. Hong Kong 10. USA It is important that of the languages spoken by these new residents, only those individuals from Romania use a language with a similar script to English; that is, all others (with the exception of those immigrating from the US) use languages that are written with a different script than English. This is noteworthy, as the acquisition of English becomes far more challenging when learners must not only acquire the spoken word but must also learn a new writing system. Mother Tongue As stated on the City of Coquitlam’s website, the concept of mother tongue is a “useful indicator of cultural heritage”. It is also an important piece of data for program and service planning related to settlement and integration. Within the last Census, 37 languages were identified as being spoken as first languages by Coquitlam’s residents. See Chart 1, next page, Non‐official languages spoken in Coquitlam by percentage of total population. *N.O.S. means “not otherwise specified” and Bisayan languages are spoken by people from the Philippines. 3
Ibid Ibid Pacific Employment and Education Resources 4
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According to the data compiled by BC Stats, more than 50% of Coquitlam’s residents reported speaking only their first language at home.5 For program and service planning, the top 10 non‐official languages spoken in Coquitlam have been analyzed and charted by neighbourhood. Chart 2, Main Mother Tongue Population in Coquitlam’s Profile Areas – 2006, depicts what percentage of the population of each neighbourhood speaks an official language, both official languages, both official languages and an unofficial language or only an unofficial language as their main language. Figure 1 provides a map of the community profiles addressed in Charts 2 and 3.
5
BC Stats, Profile of Immigrants in BC Communities 2006, URL http://www.welcomebc.ca/en/growing_your_community/trends/2006/pdf/immigration/Coquitlam.PDF, Accessed December 2008 Pacific Employment and Education Resources 11 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Figure 1
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Chart 2 * See below for neighbourhood abbreviations
NE = H / N = WP = TC =
Northeast Hockaday / Nestor Westwood Plateau Town Centre
ER = RP = RH = CQ =
Eagle Ridge Ranch Park River Heights Central Coquitlam
CH = AH = MV = CB =
Cape Horn Austin Heights Maillardville Cariboo / Burquitlam
Chart 3, Main Non Official Language Population in Coquitlam’s Profile Areas – 2006, depicts the top 10 non‐official languages spoken by residents of each neighbourhood.
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Chart 3 * See below for neighbourhood abbreviations
NE = H / N = WP = TC =
Northeast Hockaday / Nestor Westwood Plateau Town Centre
ER = RP = RH = CQ =
Eagle Ridge Ranch Park River Heights Central Coquitlam
CH = AH = MV = CB =
Cape Horn Austin Heights Maillardville Cariboo / Burquitlam
Education Overall the education level of immigrants in Coquitlam is high. Of immigrants aged 25 to 64 in Coquitlam, 92.7% hold a high school certificate (19.8%), apprenticeship or trades certificate (9.1%) Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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college diploma (16.8%) or university degree (47%). By percentage, immigrants hold more degrees (bachelors and advanced degrees) than the native born population. Income According to BC Stats, 20.2% of Coquitlam’s residents experience a low income. For immigrants within Coquitlam, the percentage increases to 29.1%.6 Government Assisted Refugees Immigrants arrive in BC in different categories or classes: Business, Family, Skilled Worker, Refugee and Others. Others include live‐in caregivers, provincial nominees, retired immigrants, etc. The vast majority of new immigrants arrive within the Skilled Worker, Family or Business classes. About 5% are refugees. With the introduction of the Immigration and Refugee Protection Act in June 2002, Canada has focussed on assisting refugees in urgent need of protection and resettlement. This has meant that communities throughout the country have seen an increase in special need refugee cases; individuals who require a wide range of long term services to successfully integrate into Canadian Society. Therefore, for program and service planning, it is critical to consider the numbers of GARs, their countries of origin and first languages spoken. Between January 2003 and December 2006, the Tri‐Cities welcomed 376 Government Assisted Refugees (GARs) or 12% of all GARs to BC. This made the Tri‐Cities the fourth largest recipient of refugees in the province. Data for Coquitlam only does not exist. Chart 4
6
BC Stats, Profile of Immigrants in BC Communities 2006, Accessed December 2008. Low income (before tax) is the income level at which families or persons not in economic families spend an average of 20% more before tax income on food shelter and clothing. Pacific Employment and Education Resources 15 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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In 2007 and 2008, the Tri‐Cities welcomed an additional 206 GARs. From 2003 to 2007, most of the GARs to the Tri‐Cities arrived from Afghanistan and Iran. In 2008, refugees to the area came from a wider range of countries. See Charts 5 and 6. Chart 5
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Chart 6
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Best Practices In recent years immigrant integration, multiculturalism awareness and action, and diversity issues have moved from the agenda of activities of local settlement agencies to become key topics for government, business and industry, media and numerous cities and municipalities across Canada. Baby boom demographics and the importance of immigrants to the country’s economy have raised the profile of multiculturalism to a mainstream topic. Therefore, given the demographics of the Lower Mainland, it is not surprising to find several initiatives underway that are working to not only enhance the settlement and employment needs of immigrants, but also to establish community wide collaboration and service provision to address the full range of practices and supports required to truly become inclusive workplaces, neighbourhoods and communities. It is, however, still early days for many of these community‐wide practices and several of the community, government, and business driven initiatives below are still in their formative stages and some, like Coquitlam, are currently immersed in the planning and developmental stages. For the purposes of the development of Coquitlam’s Multiculturalism Strategy and Action Plan, the following initiatives have been selected as examples of current best practices. Those that have been identified have been selected for inclusion within this report based on a demonstration, in whole or in part, of the following: A focus on the development of welcoming and inclusive communities The development of collaborative community initiatives that engage multiple and diverse stakeholders The provision of information, resources and / or training to the community and its stakeholders Increased awareness and /or the provision of education on the challenges to immigrant integration Providing broad‐based solutions to multiculturalism, diversity and immigrant integration Demonstrated success in the development of internal corporate or municipal practices that have addressed or impacted the corporate climate and approach towards diversity for the organizations’ staff and staff and stakeholders.
Local Community / Municipal Initiatives Burnaby Intercultural Planning Table On January 17, 2007 sixty five Burnaby stakeholders attended a Community Mobilization Meeting hosted by Burnaby Family Life. The purpose of the meeting was to discuss issues related to the social inclusion and the integration of immigrants and refugees in Burnaby and New Westminster. Inspired by the will of the community expressed at this meeting, a planning committee was established. Burnaby Family Life and its partners, Immigrant Services Society, South Burnaby Neighbourhood House and the Burnaby School District worked collaboratively on a grant application to the United Way of the Lower Mainland. In April 2007, the United Way awarded BFL $35,000 a year for three years to coordinate the Burnaby Intercultural Planning Table project. The BIPT is made up of 25 members representing a wide variety of community agencies including health, education, parks, recreation and culture, the library, the City, volunteerism, immigrant serving agencies Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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and multi‐purpose agencies. The BIPT is led by a Steering Committee and a Project Coordinator. In its first year, the BIPT developed a draft community wide Strategic Plan which will result in enhanced resources and services ensuring a greater continuum of service delivery. In the upcoming two years, the BIPT will work with community stakeholders to execute the Strategic Plan. The Strategic Plan is available on the BIPT’s website at www.bipt.ca.7 Vision Burnaby will distinguish itself as a welcoming and inclusive community. Mission To support the integration of immigrants and refugees. Purpose The BIPT will: create better sources of information and resources; increase awareness of existing information and resources; identify and resolve gaps in services; enhance community interagency collaboration and coordinated pursuit of funding and the sharing of best practices; provide information and data to influence and inform government and stakeholder policy and program planning; and create opportunities for engagement of the whole community. In its first year of United Way funding the BIPT: Established its membership of twenty five individuals representing a wide range of community agencies; Developed a two year Strategic Plan; Conducted research, a literature review, three focus groups and 12 consultations with key community stakeholders on topics related to immigrant integration, multiculturalism and diversity; Established an email distribution list to keep BIPT members apprised of BIPT activities, relevant literature, new programs, services, and initiatives, relevant conferences and other forums related to community capacity building; Published a regular column entitled “Divercity” in the Burnaby Now. These articles were republished in other parts of Canada – for example, the TRIEC website has posted one of these articles. Created a website: www.bipt.ca. BIPT members and the public in general can visit the website to learn more about the activities of the BIPT, to obtain information and learn about issues related to the integration of newcomers in Burnaby; and Worked with the Burnaby School District to develop the Settlement Workers in Schools (SWIS) Advisory. Eight members of the BIPT volunteer to sit on the Advisory. Goals for Year Two and Three
7
URL http://www.bipt.ca, Accessed December 2008.
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1. Increase awareness among Burnaby Stakeholders of the BIPT and its purpose, initiatives and activities; 2. Increase understanding and improve Burnaby’s competencies related to multiculturalism, settlement and social inclusion; and 3. Establish the BIPT as Burnaby’s repository for information, data, and resources related to multiculturalism, settlement and social inclusion. North Shore Welcoming Action Committee Similar to the BIPT, the United Way has funded a community convening table on the North Shore ‐ North Shore Welcoming Action Committee (NSWAC). The purpose of the NSWAC is to facilitate the successful integration of new immigrants and refugees and to enhance the welcoming and inclusive nature of the communities of the North Shore. NSWAC is managed by the North Shore Multicultural Society in partnership with the North Shore Neighbourhood House. The Table has recently contracted a Project Coordinator, to assist the membership to identify, facilitate, and execute the work of the Table. The NSWAC is currently finalizing its strategic plan and is working to engage the members and additional stakeholders of its three communities (West Vancouver, the District of North Vancouver, and the City of North Vancouver). While still in its planning stages, the NSWAC has established the following Vision, Mission and Purposes to guide its activities. Motto The North Shore – you belong here! Vision The North Shore is a welcoming community where everyone has a sense of belonging. Mission To support the inclusion of immigrants and refugees. The six main purposes of the Table are: 1. To increase awareness of diversity and multicultural issues; 2. To ensure service provision is relevant and meeting the needs of immigrants and refugees on the North Shore; 3. To support collaboration and coordination of service provision; 4. To increase awareness of existing information and services; 5. To increase cultural competency within the community; and 6. To increase engagement of the whole community. Safe Harbour The Safe Harbour Program was initiated in Nanaimo in 2004. The purpose of Safe Harbour is to engage businesses, agencies, municipalities to work collaboratively to build safe and inclusive communities. The initiative is coordinated by the Affiliation of Multicultural Societies and Service Agencies of BC (AMSSA). “AMSSA’s not‐for‐profit partners deliver Safe Harbour in their local communities to help businesses, agencies, and institutions create an environment where people of diverse backgrounds know that they Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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will be respected and safe. A free two‐hour orientation session provides managers and staff with practical information about the different ways people, particularly members of marginalized groups, might experience living in our communities. The curriculum explores stereotyping, the definition of diversity, and what demonstrates respect to people of different backgrounds. Safe Harbour identifies simple steps for providing equitable treatment for all and a temporary refuge for those facing discrimination. Upon completion of the orientation, participants receive a Safe Harbour window decal and other promotional materials to display as a visible marker of their respect for all cultures, ethnicities, religions, classes, ages, abilities, genders, and sexual orientations. Throughout BC, a wide range of ‘community organizers’ in 34 communities have trained over 450 Safe Harbour businesses, not‐for‐profit agencies, government offices, and institutions.”8 The vision is to have Safe Harbour become as recognizable as the Block Parent program. In Coquitlam, SUCCESS is the Safe Harbour training provider. According to the Safe Harbour website, no organizations in Coquitlam have received the training to date. http://www.amssa.org/safeharbour/communities/organizations.cfm City of Vancouver ‐ Mayor’s Task Force on Immigration (MTFI) In November 2006, then Mayor, Sam Sullivan re‐established the City of Vancouver’s Working Group on Immigration as the Mayor’s Task Force on Immigration, with a mandate: 1. “To recommend key policy and program directions to Mayor and Council regarding immigration issues at a local level; 2. To act as a reference group to advise on issues coming out of the FCM Big Cities Mayors Caucus Immigration Working Group; 3. To set the context for City of Vancouver and community partners to have a voice in the development of government policies and programs related to immigrants and refugees.”9 The task force, comprised of the Mayor, a member of Council, an independent Chair and 12 sectoral / expert stakeholders from the community met several times throughout 2006‐07 to establish its recommendations for the City. Eight of the recommendations made are as follows: 1. Council adopt a “Vision and Value Statement Concerning Immigrants and Refugees”; 2. The City explore different ways of providing input to other levels of government, and continue to network and engage with other cities, jurisdictions and interested groups on immigration‐ related issues; 3. The Mayor convene a Summit meeting with key business leaders, employer and sectoral groups to discuss the feasibility of launching a multi‐sectoral Immigrant Employment initiative; 8
The Affiliation of Multicultural Societies and Service Agencies of BC, Safe Harbour: Respect for All, URL www.safeharbour.ca, Accessed December 2008. 9
Report of the Mayor’s Task Force on Immigration, November 2007. URL http://vancouver.ca/COMMSVCS/socialplanning/initiatives/multicult/PDF/0711_MTFI_report.pdf, Accessed December 2008. Pacific Employment and Education Resources 21 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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4. The City ensure that the 311 Access Vancouver Municipal Services meets the needs of newcomers to the city, especially in the areas of staff training and service delivery; further, that the City develop Protocol and Guidelines for the provision of translation and interpretation services; 5. The City urge Metropolis British Columbia to conduct research on refugee issues, especially in the area of access to affordable housing; 6. The City consider sponsoring an annual event commemorating World Refugee Day (June 20); 7. The City continue to host the March 21st event ( International Day To Eliminate Racial Discrimination), with more involvement from community stakeholders, and include more information on the City’s work on anti‐racism and diversity initiatives; and 8. The City will distribute the Task Force report to other governments, jurisdictions and concerned stakeholder groups.10 Upon submission and acceptance of its recommendations the Task Force’s mandate was seen as fulfilled and the direction and responsibilities laid out within the recommendations were seen as sound assurance that “Vancouver would continue to be a welcoming city to all newcomers, and that newcomers will have access and opportunities to participate fully in the social, cultural and economic life of the city.” Since the delivery of the above recommendations, the City has continued its leadership role and has acted upon many of the recommendations including organizing and hosting several cross‐sectoral consultations that have led to the formation of a Metro Vancouver Leaders Summit on Immigrant Employment (see next section).
The Vancouver Foundation In its 2008 Vital Signs for Metro Vancouver report11, the Vancouver Foundation highlights immigrant integration as two of its highest citizen priorities for “Getting Started in Vancouver and our “Changing Demographics.” Within each of these categories respondents to the report’s survey recognized Vancouver is not only increasingly diverse in its ethnic make‐up, but that failure to respond to the integration, education and employment of our newest citizens has significant impacts for the entire populace of Greater Vancouver. Following up the work conducted by the Mayor’s Task Force on Immigration, the Vancouver Foundation recently organized and hosted (October 2008) the Vancouver Leaders Summit on Immigrant Employment. The Summit, attended by over 150 representatives from business and industry, government, education, other municipalities (including Coquitlam), and immigrant service providers, served as a platform to review the case for a more coordinated approach to the employment and mentorship of immigrants in Metro Vancouver. The Summit also served as the official launch of the BC Immigrant Employment Council, for which Bob Elton, President & CEO of BC Hydro, accepted the role of Chair. Based on participation of the Summit and with funding support from the Ministry of Advanced Education and Labour Market Development and the Vancouver Foundation the Council “will develop strategies to help immigrants find and retain employment in their field while working with different 10
Report of the Mayor’s Task Force on Immigration, November 2007. URL http://vancouver.ca/COMMSVCS/socialplanning/initiatives/multicult/PDF/0711_MTFI_report.pdf, Accessed December 2008. 11 The Vancouver Foundation, Vitals Signs for Metro Vancouver, November 2008. Pacific Employment and Education Resources 22 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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levels of government to influence public policy and programs.”12 In recent weeks the Council has worked to solidify its top working priorities (development of a mentorship program similar to TRIEC, development of information and resources, and coordinated communication), and to recruit members from the broad range of stakeholders who will spearhead the development of the Council’s services.
BC Government Funding Programs The BC Government provides numerous funding opportunities, and programs and services for the integration of immigrants and newcomers to BC. Historically, these funding initiatives have concentrated on settlement, language and employment services. Recently, however, the BC Government has brought forward support for broad‐based community initiatives aimed specifically at enhancing community inclusiveness, understanding multiculturalism and raising awareness of diversity. Welcoming and Inclusive Communities and Workplaces Program Within the Ministry of Attorney General’s WelcomeBC program, the Welcoming and Inclusive Communities and Workplaces Program (WICWP) has been developed and tendered to service providers across BC to support the development of “inclusive, welcoming and vibrant communities across BC.”13 The program is divided into four phases including: 1. Community Partnership Development 2. Knowledge Development and Exchange 3. Public Education 4. Demonstration Projects “Community Partnership Development Communities may obtain support to identify and coordinate key sustainable partnerships and collaborations with diverse groups and stakeholders to work towards achieving a common vision around fostering welcoming and inclusive communities. Examples of key partners: government, Aboriginal, Métis and First Nations organizations, business, lnabour and non‐profit organizations. Knowledge Development and Exchange Communities may obtain assistance to promote knowledge development and sharing among diverse groups and stakeholders, and with the community members at large. Examples of activities: gap analysis/needs assessment, advanced asset mapping, community forums, presentations, workshops, consultations and conferences. Public Education Communities may obtain assistance to facilitate cross‐cultural understanding and increase public awareness among community members at large. Examples of activities: development and distribution of materials, resources and toolkits, production of digital media and online resources, visual and performing arts focused on WICWP outcomes. 12
The Canadian Immigrant, Call for Council, URL http://www.canadianimmigrant.ca/careers/employmentlaw/article/2552, Accessed December 2008. 13 URL http://www.welcomebc.ca/en/service_providers/wicwp.html, Accessed December 2008. Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Demonstration Projects Communities, groups or stakeholders may obtain support to design, implement, deliver and evaluate projects that explore strategic and innovative approaches to fostering welcoming and inclusive communities.”14 The program is a three year pilot and is currently in its first phases. In the summer of 2008, RFP’s for the program’s 1st phase ‐ Community Partnership Development were released and subsequently eight communities were selected for this round of funding. Of note, Surrey was the only Lower Mainland municipality identified for funding in this round. A second round of funding was offered in October, and both the BIPT and NSWAC have applied and been granted funding for this phase. Activities for this phase have either only recently begun or will begin in 2009. In December 2009 the Ministry also announced the release of its WICWP dialogue initiative. This initiative will “provide funding for convening local dialogues to a maximum of 10 communities throughout British Columbia. The local dialogues will explore themes related to multiculturalism, the elimination of racism and supporting welcoming and inclusive communities.”15 The British Columbia Anti‐racism and Multiculturalism Program (BCAMP) For the past three years the BC Ministry of Attorney General has funded the British Columbia Anti‐ racism and Multiculturalism Program (BCAMP) through its Welcome BC initiative. This funding stream supports the development of welcoming and inclusive communities. The primary goal of the BCAMP is to prevent and eliminate Racism by enhancing community understanding of multiculturalism and cultural diversity in BC. “BCAMP supports the development of welcoming and inclusive communities. The primary goal of the BCAMP is to prevent and eliminate racism by enhancing community understanding of multiculturalism and cultural diversity in BC. Its objectives are to: provide multiculturalism and anti‐racism education; develop community partnerships and facilitate cross‐cultural dialogue; and provide critical responses to racism and hate.”16 Funding for BCAMP projects is divided into 2 streams: “Stream A: Provides financial contributions to BC registered non‐profit societies for projects that meet the above goals and objectives. Stream B: Provides funding for branch‐initiated activities that present leadership and community capacity building through multicultural and anti‐racism initiatives. Stream B funding is available to non‐profit societies, community‐based organizations (including ad hoc committees, coalitions, umbrella organizations, associations or centres), public institutions, municipalities, private enterprises, and individuals.”17 14
Welcome BC Information Sheet, URL http://www.welcomebc.ca/en/service_providers/pdf/wicwp_information_sheet.pdf, Accessed December 2008. 15 URL, http://www.welcomebc.ca/en/diversity/dialogues.html, Accessed December 2008. 16 URL http://www.welcomebc.ca/en/service_providers/bcamp.html, Accessed December 2008. 17 URL http://www.welcomebc.ca/en/service_providers/pdf/bcamp_infosheets.pdf, Accessed December 2008. Pacific Employment and Education Resources 24 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Program Outcomes “Proposed projects must demonstrate at least one of the following outcomes: increased public awareness and understanding of multiculturalism, racism or cross‐cultural relations leading to the reduction of views, behaviours and practices that are racist and/or discriminatory; effective responsive mechanisms supporting concrete actions by individuals, organizations and governments to combat racism and build safer communities; and communities promote multiculturalism and eliminate racism through effective partnerships.” 18 In 2008/09 the BC Ministry of Attorney General funded 20 BCAMP programs / projects in communities throughout the province. Funding for the proposed projects is available through a Request for Proposal process, and is offered to a maximum of $30,000 per project. A list of the 2008‐09 projects is attached as Appendix 2. At the time of this report, funding for 2009‐10, BCAMP project has yet to be announced.
Other Provinces and Canadian Municipalities TRIEC Often cited as a key Canadian initiative in immigrant integration, the Toronto Region Immigrant Employment Council (TRIEC) continues to serve as an example of the strength of community‐based approaches in assisting immigrants. Established in September 2003, following the identification of immigrant employment as critical regional issue, TRIEC is comprised of members representing various groups: employers, labour, occupational regulatory bodies, post‐secondary institutions, assessment service providers, community organizations, and all three levels of government. “TRIEC's primary goal is to find and implement local solutions that help break down the barriers immigrants face when looking for work in the Toronto Region. To achieve this goal, the council focuses on three objectives: 1. Increase access to and availability of services that help immigrants gain access to the labour market more efficiently and effectively; 2. Change the way stakeholders value and work with skilled immigrants; 3. Work with governments to help build greater coordination and collaboration around this issue.”19 Of note, TRIEC does not compete with service providers, but rather works with partner organizations to deliver its immigrant services. Programs are employer focussed, and emphasis is placed on enhancing existing services and addressing gaps. As of 2007 TRIEC provided five key services or functions as follows: 1. hireimmigrants.ca The hireimmigrants.ca program provides employers with the tools and resources to accelerate the integration of skilled immigrants into their organizations. In 2007 focus was placed on reaching small‐ and medium‐sized enterprises (SMEs). 18
URL http://www.welcomebc.ca/en/service_providers/bcamp.html, Accessed December 2008. TRIEC Website, URL http://www.triec.ca/about/TRIEC, Accessed December 2008. Pacific Employment and Education Resources 19
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2. The Mentoring Partnership The Mentoring Partnership (TMP) is a collaboration of community organizations and corporate partners that brings together skilled immigrants and established professionals in occupation‐specific mentoring relationships. The program is delivered by community organizations in the City of Toronto and the regions of Halton, Peel and York. In 2007 TMP completed over 1150 matches, bringing the total number to more than 2,600. By adding three new community partners, and 11 new corporate partners, the program is now able to serve more immigrants than ever before. 3. Immigrant Success Awards The Immigrant Success (IS) Awards are given to employers in the Toronto Region with a proven track record of achievement in recruiting, retaining and promoting skilled immigrants in the workplace. Individual awards are also presented to an HR professional and individual champion who has gone above and beyond to assist skilled immigrants in the workforce. The IS Awards have two objectives: to recognize and celebrate employers and individuals that demonstrate excellence; and, to build employer awareness of the issues and the solutions that they can participate in. By showcasing the success of the IS Award winners TRIEC hopes to inspire more local employers to consider the benefits of bringing immigrants on board. 4. Education and Awareness Getting the message out ‐ An important part of TRIEC’s work focuses on educating the public and other groups about the barriers immigrants face when finding work in their fields, and the solutions everyone can take part in. In addition to various interviews with local, national and international media, in 2007 TRIEC was pleased to continue its partnership with the Toronto Star by helping to release the second annual New Home New Job special section. The section featured many of our corporate and community partners, profiled employers that include skilled immigrants in their workforces and captured the experiences of new immigrants searching for work in their profession. 20 Journeys: A visual essay of the immigrant experience ‐ 20 Journeys is a traveling exhibit of powerful photographs of immigrants and their stories of finding success in Canada. It details the experiences of skilled immigrants, their journeys to achieving success, and the programs and employers that have shared in their milestones. The exhibit profiles immigrants from India, China, the Philippines, Singapore, Bangladesh, Lebanon, Israel, Ghana, Nigeria, Dominica, Mexico, Argentina, the Ukraine, and the United Kingdom. In 2007, as part of TRIEC’s ongoing public awareness work, 20 Journeys was exhibited at the Toronto Board of Trade, the Canadian Broadcasting Corporation as part of Citizenship Week, and the Workers Arts & Heritage Centre in Hamilton. The exhibit has garnered tremendous media coverage and continues to be requested for other venues. Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Visit www.triec.ca/20Journeys to view the portraits and read the stories. Best Employers for New Canadians ‐ Launched in 2007, the Best Employers for New Canadians competition is a new national award presented by Mediacorp Canada, editors of Canada’s Top 100 Employers, in partnership with TRIEC. This special designation recognizes employers with the best initiatives and programs to assist recent immigrants in making the transition to a new workplace – and a new life in Canada. TRIEC partnered with Mediacorp on this award in order to bring a national spotlight to the organizations with promising practices in the field. The inaugural awards received significant media coverage in publications across Canada, including: The Toronto Star, The Vancouver Sun, The Ottawa Citizen, The Edmonton Journal, The Calgary Herald, Canadian HR Reporter and Canadian Immigrant Magazine. 5. Intergovernmental Relations Committee TRIEC’s Intergovernmental Relations (IGR) committee brings together representatives from the three levels of government to share information, discuss new strategic interventions, and enhance coordination on the issue of immigrant employment in the Toronto Region. In 2007 IGR focused its work on three main areas: Inventory of workplace‐related programs ‐ Mapping Toronto Region employment‐related services and programs with a work experience component in order to analyze possible gaps to be addressed. Qualifications “Passport” for skilled immigrants ‐ Investigating the feasibility, potential effectiveness, and recognition by employers of a standard documentation process including academic, language and competency assessments. Alternative work experience programs ‐ Exploring a range of interventions that facilitate work experience opportunities (e.g. co‐op, wage subsidies, tax credits) to assess their applicability for skilled immigrants.20 A final distinguishing feature of TRIEC, is its desire to assist and offer its model to other jurisdictions, cities and communities. Based on its strong business base and ethos of achieving early wins and pursuing action, TRIEC has not only assisted other Ontario communities implement similar services, but is currently supporting and providing information to the Vancouver Foundation’s efforts to establish its Immigrant Employment Council. Its report, the Story of TRIEC ‐ The Learning Exchange Disseminating Good Ideas: Skilled Immigrants in the Labour Market21 provides a useful overview of TRIEC’s history, successes, philosophical approaches, outcomes and recommendations for implementation. Halifax Regional Municipality – Immigrant Action Plan 20
Toronto Region Immigrant Employment Council, 2007 Annual Review, Pgs. 7 – 15. URL http://www.triec.ca/files/47/original/TRIEC_2007_AnnualReview.pdf, Accessed December 2008. 21 Toronto Region Immigrant Employment Council, The Learning Exchange Disseminating Good Ideas: Skilled Immigrants in the Labour Market, URL http://www.triec.ca/files/49/original/TheTRIECStory_LearningExchangePaper.pdf, Accessed December 2008. Pacific Employment and Education Resources 27 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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In May 2005, Halifax Regional Council adopted the following vision: “Halifax Regional Municipality is a welcoming community where immigration is supported and encouraged. Halifax Regional Municipality (HRM) will work with other levels of government and community partners to increase our collective cultural, social and economic diversity by welcoming immigrants to our community.”22 In response to the Municipal Region’s poor retention and integration of immigrants, the City of Halifax is determined to provide a more responsive and inclusive environment. Following an immigration Forum, hosted by the City’s Chief Administrative Officer and attended by over 200 delegates from across government, education, service provision and business, the City established a short and long‐term action plan highlighting actions to be undertaken by the HRM. The plan is available in it’s entirety at http://www.halifax.ca/Council/agendasc/documents/ActionPlanSept05_WebRes.pdf The following is a summary of the plan provided as a component of the full report.23
22
Halifax Regional Municipality, Immigrant Action Plan, pg. 3. URL http://www.halifax.ca/Council/agendasc/documents/ActionPlanSept05_WebRes.pdf, Accessed December 2008. 23 Ibid, pg. 9. Pacific Employment and Education Resources 28 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Action Plan Summary Communications ‐ External Focus Organizational ‐ Internal Focus Phase Host citizenship ceremonies. Fulfill HRM’s diversity mandate to I Provide welcome letters to ensure employees represent the newcomers from the Mayor and population they serve. Councillors. Develop a list of potential Website improvements. interpreters within the HRM Develop a “Newcomers’ Guide to workforce. HRM”. Establish a “Where in the World” Create an advisory group of staff and section in the HRM News employee citizens to identify the challenges and newsletter. needs of diverse communities. Utilize HRM access centres to link immigrants with existing services. Phase Work with community partners to Enhance cultural diversity training for II provide HRM service information in customer service and front‐line public multiple languages. facing employees. Develop additional versions of the Encourage appropriate behaviour and “Newcomers’ create staff performance Guide to HRM” in Arabic, Mandarin, accountabilities for recognizing Spanish, Farsi and Russian and French. diversity. Increase diverse community Enhance emergency service protocols representation on municipal for dealing with diverse languages. committees and in policy & event planning. Improve staff training in communications, in particular in providing plain language correspondence. Explore opportunities for the three levels of government to co‐locate service centres. Collaborate with Halifax Regional School Board to provide information to students on civics and by‐laws. Promote culture in HRM. Hamilton’s Centre for Civic Inclusion “Hamilton's Centre for Civic Inclusion was formed by joining two initiatives, the Strengthening Hamilton’s Community Initiative (SHCI) and the Civic and Resource Center (C&RC). C&RC was an initiative that the Settlement and Integration Services Organization (SISO), a Hamilton settlement agency, had been working on for the last four years to create an environment that is inclusive and meets the needs of immigrants and refugees. Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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SHCI was a city initiative catalyzed by the tragic events of September 11, 2001. HCCI continues building on the achievements of the past four years and support efforts from across the city to realize the vision of an inclusive community, free of racism and hate. Hamilton’s Centre for Civic Inclusion (HCCI) assists the City, major institutions, businesses, service providers, and others to initiate and sustain transformative processes to create racism‐free and inclusive environments. It develops and shares training and education resources, and enables easier access to relevant research and information. HCCI is also a source of support and information to newcomer immigrant and refugee communities, diverse ethno‐racial and ethno‐cultural groups and Aboriginal communities. It helps to build community leadership and enable productive dialogues and partnerships between marginalized and ‘centralized’ communities, organizations and institutions.”24 In its first year of its three year mandate, the Centre is working to fulfill its promise to the community, based on the following mission, vision, goals, strategies and approaches. The Centre has developed a number of community outreach services and resources including Community Mobilization Teams, a Youth in Motion program to promote inclusive civic participation and a variety of community‐based forums, speaking events and focus groups aimed at engaging several sectors of the Hamilton community. Mission A community‐based network, mobilizing all Hamiltonians to create an inclusive city, free of racism and hate. Vision A united community that respects diversity, practices equity, and speaks out against discrimination. Goal To create in every sector, and among youth, effective and sustainable ways of integrating all Hamiltonians into the civic life of the community, using their contributions to create a strong and vibrant city. Strategic Directions: Promote the safety and security of all Hamiltonians Develop broad‐based strategies to eliminate racism and hate Foster inter‐faith and inter‐cultural understanding and respect Foster civic leadership across the diverse communities, particularly with youth Facilitate youth leadership and engagement Approaches: Build relationships across the community Challenge and respond to incidents of discrimination Foster inclusive, equitable and enduring civic participation Facilitate opportunities for on‐going public education and awareness Set strategic priorities using community input and sound research 24
Hamilton’s Centre for Civic Inclusion, A Report to the Community, pg. 2. URL http://www.hcci.ca/pdfs/report_pdf/Booklet‐_Report_to_Community_‐_2008.pdf, Accessed December 2008. Pacific Employment and Education Resources 30 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Internal Municipal and Corporate Practices City of Vancouver In addition to the Mayor’s Task Force on Immigration (cited above), the City of Vancouver has developed practices and provided numerous services related to diversity to both its internal and external stakeholders. Like most municipalities and organizations working to embrace diversity, the City’s beliefs and values are reflected in its policies. In 1988, Vancouver City Council adopted a Civic Policy on Multicultural Relations that recognizes diversity as a strength and promotes freedom from prejudice and access to civic services for all residents regardless of background, including residents who speak English as a second language.25 Vancouver’s City planning process also included outreach to the many cultural and ethnic communities in the City to ensure that their perspective and needs were included in the final plan. Internally, the City of Vancouver has taken many strong steps to ensure that diversity is addressed. Perhaps foremost of these, is the recognition of Diversity and Multiculturalism as a civic issue worthy of dedicated staffing. Within the Social Planning department, the City of Vancouver has established the position of Multicultural Social Planner with responsibility for: “to provide recommendations to Council and other stakeholder groups concerning inclusive civic policies and strategies; to work with Council's Special Advisory Committee and other levels of government and jurisdictions to identify emerging issues concerning culturally diverse communities and their needs and to recommend appropriate actions or responses; to liaise or work with other civic departments and staff on issues related to cultural diversity and its challenges; to liaise with and assist diverse communities and organizations to address current and emerging trends and needs in this area; to recommend funding or seek resources to address critical and emerging issues concerning diverse communities.”26 Diversity in the workplace is further supported by the City’s Equal Employment Opportunity program. As indicated on their website (http://vancouver.ca/eeo/hiringdiverseworkforce.htm), this long standing initiative provides City staff with useful guidelines on how to hire a diverse workforce and approaches in screening, interviewing, and orienting new employees. Of note, the City of Vancouver’s website also provides numerous links, pages, and descriptions of the diversity initiatives within the City and the departments that support them. Clearly, substantial efforts have been made to communicate diversity and multiculturalism as a priority within the City. The Hastings Institute, the City’s wholly owned non‐profit entity, provides a variety of training and development offerings to City employees and management, as well as on a consulting basis to other organizations. These offerings include: Diversity In Our Workplace; Service Across Cultures; and 25
City of Vancouver, City of Vancouver Celebrates Diversity and Inclusiveness, June 24th, 2008, pg. 1. City of Vancouver, Social Planning, Role of Social Planning in Multiculturalism and Diversity, URL http://vancouver.ca/commsvcs/socialplanning/initiatives/multicult/role.htm, Accessed Feb. 2009. Pacific Employment and Education Resources 32 | P a g e 26
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The Workplace Language Program.27 “Diversity In Our Workplace” and “Service Across Cultures” are targeted towards and available to all City employees, while the Workplace Language Program has been especially designed and implemented for those employees who may benefit from enhanced English language and communication skills as a means to better functioning and advancement within the workplace. Of note, this program receives joint support from the City, the Union locals (CUPE) and the Vancouver School Board. Like the City of Coquitlam, Vancouver Council is supported by a Multicultural Advisory Committee. In past years multicultural issues were represented by the Diversity Committee, however, it was felt that this broad‐based committee was not able to represent all its numerous stakeholders, and therefore, a more refined committee structure was established. The Vancouver Multicultural Cultural Committee’s Terms of Reference are attached as Appendix 3 to this report. Numerous diversity and multicultural supports are also available to Vancouver residents and the City’s stakeholders. 1. The Newcomers Guide The City of Vancouver publishes a Newcomer’s Guide that provides information about the City of Vancouver and other levels of government, as well as community agencies and services. The guide is intended for newcomers to the city, but also provides information useful to many community, immigrant and settlement agencies supporting immigrants and refugees in Vancouver. The guide is available in print, PDF and online (http://vancouver.ca/commsvcs/socialplanning/newtovancouver/) and is available in five languages: English Chinese Punjabi Spanish Vietnamese 2. Multilingual Phone Lines – 311 information services Currently, the City of Vancouver provides information services through its multilingual phone line service. This service provides basic information about City of Vancouver Services in Mandarin/Cantonese, Punjabi, Spanish and Vietnamese. However, Vancouver will soon be implementing a 24 hour 311 information and referral service that will address newcomers’ inquiries on City information and non‐emergency services in multiple languages, seven days a week. 3. Vancouver: A Guide to Municipal Services ‐ http://vancouver.ca/publications/index.htm This compact guide provides an overview of services the City provides to its residents. It includes descriptions, phone numbers and websites for everything from libraries and community centres to licences and permits, garbage and recycling. Translated versions in Chinese and Vietnamese are available in PDF and exist on‐line at the City’s website. 4. Events, celebrations and awards
27
City of Vancouver, The Hastings Institute, URL http://vancouver.ca/Hastingsinstitute/training.htm, Accessed Feb. 2009.
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Vancouver acknowledges, supports and celebrates numerous community cultural events and festivals including: International Women’s Day; International Day for Elimination of Racial Discrimination; National Aboriginal Day; Cultural Harmony Awards; Diwali; Pride Week; and International Day for Disabled Persons. In 2008, the City held its first celebration of World Refugee Day (June 20) in partnership with the Vancouver Public Library and numerous community organizations.28 City of Burnaby Burnaby is one of the most ethnically diverse communities in the Lower Mainland. It has both a rich history of newcomer settlement, but also a strong social service provider presence which actively works to better coordinate immigrant and refugee programming and services and address gaps in service to newcomers (see BIPT above). The City of Burnaby takes an active role in the planning and development of services for its community, and like many other Metro Vancouver municipalities, it actively engages with many stakeholder and agency partners to address the needs of its newcomers. Currently, the City Planning department is represented on the Board or Advisory committees to the: The BIPT; The Burnaby Settlement Workers in Schools program; and the Pilot Project for Settlement Focused Early Childhood Services for Refugees in Burnaby. “In 1986 the City of Burnaby adopted its Multicultural policy, and established an interdepartmental staff team working group to coordinate the Policy’s implementation.”29 More recently, Burnaby has recognized the value of diversity and multiculturalism in its 2007 Burnaby Economic Development Strategy (EDS) 2020. Within its economic development strategy Burnaby has listed “Nurturing a Strong, Diverse, Welcoming, Caring Society”30 as one of its 11 general strategies. Burnaby further articulates its strategy by stating that it will undertake the following actions: 1. Socio‐demographic Community Profile Consider preparing a detailed socio‐demographic profile of Burnaby to establish baseline indicators of crime and safety, health, education, income, homelessness, language, and social welfare. 2. Monitoring Continue to monitor socio‐demographic trends and conditions to see which improving, stable, or deteriorating. 3. Provincial Funding
28
City of Vancouver, City of Vancouver Celebrates Diversity and Inclusiveness, June 24th, 2008, pg. 2. Joanna Ashworth, Simon Fraser University, Creating Welcoming & Inclusive Communities: What Will It Take?, July 2008, pg. 16. 30 City of Burnaby, Burnaby Economic Development Strategy (EDS) 2020, March 2007, pgs.66 – 69. Pacific Employment and Education Resources 34 | P a g e 29
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Pursue using Burnaby’s influence with regional and provincial governments in a strategic, cooperative, and coordinated manner to tackle obvious social problems, such as homelessness, child welfare, and drug abuse. 4. Diversity Consider signalling Burnaby’s openness to diversity through translation of City documents, increased support for ESL programs, advocacy for immigration groups, and staging of celebrations/events. 5. Employment Assess showing leadership in hiring people who need assistance in entering the workforce. 6. Not‐for‐profits Explore ways in which the City can better assist not‐for‐profit agencies in Burnaby that are engaged in helping citizens become more able to participate in the local economy.31 Burnaby has provided its staff with a number of opportunities for diversity training and cross cultural awareness workshops, and in the 1990’s introduced mandatory two‐day diversity training retreats for all senior exempt employees.32 The Parks and Recreation Department has an established Inclusive Service Committee which meets twice a year to: address programming and training issues around diversity and inclusive services; and provide cultural diversity workshops for staff in conjunction with Burnaby‐based immigrant support service agencies.33 The City of Burnaby also provides information sessions and tours of City hall for newcomers. City of Richmond The City of Richmond has endorsed diversity and multiculturalism, both through its staff and committee structures. Like other municipalities, Richmond has an advisory committee to Council – the Richmond Intercultural Advisory Committee (RIAC). RIAC is City appointed and supported by the Planning and Development Department of the city. RIAC’s stated vision, which has been endorsed by Council, is to “be the most welcoming, inclusive and harmonious community in Canada"34. As defined in their Terms of Reference, RIAC’s role is to carry out the following functions: advise City Council by providing information, options and recommendations regarding intercultural issues and opportunities; respond to intercultural issues referred to RIAC by Council or the community assist Council and the community to: o develop a vision for improved intercultural relations in Richmond o determine appropriate goals, objectives, policies and guiding principles to enhance 31
Ibid, pgs. 67-68. Joanna Ashworth, Simon Fraser University, Creating Welcoming & Inclusive Communities: What Will It Take? July 2008, pg. 16. 33 Ibid, pg. 16. 34 City of Richmond, Parks and Recreation - Intercultural Experience, URL http://www.richmond.ca/parksrec/about/access/intercultural.htm#, Accessed Feb. 2009. Pacific Employment and Education Resources 35 | P a g e 32
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intercultural harmony o periodically review City policies and procedures pertaining to intercultural issues o encourage and co‐ordinate public participation and networking in the identification and development of solutions to intercultural issues o enhance public awareness of and involvement in intercultural issues o liaise with other levels of government to address Richmond intercultural issues.35 RIAC Projects undertaken and underway include: Intercultural Forums, called “Bridges To Community”, bring cultural and faith groups together to share ideas, meet each other and build bridges between communities. These forums have been held at Richmond City Hall with the idea of bringing newcomers into municipal buildings and creating greater Community ownership of these facilities. Newcomers Guide to Richmond: Official Municipal guide for new immigrants to living and working in Richmond and accessing City services. This guide in the process of gaining Council endorsement and it will be translated into community languages. Canadian Citizenship Ceremony: RIAC is in the process of organizing a Citizenship Ceremony at Richmond City Hall. This event will bring new immigrants in to City Hall. RIAC Intercultural Strategic Plan 2004 ‐ 2010: A City Council endorsed Vision, strategic directions and action plan to promote intercultural connections.36 The Parks Recreation and Cultural Services department (PRCS) have dedicated diversity staffing in its Diversity Services Section. This service section is mandated to work within the City and with community partners and agencies to eliminate barriers and ensure appealing, liveable and well‐managed recreation and cultural services for all Richmond residents. To improve access to parks and recreation services and opportunities the City produces an Easy Guide to Recreation (available in print, on‐line, and in PDF formats) in six languages: Chinese, English, Korean, Russian, Spanish and Tagalog. The guide is designed to make it easier for new immigrants to access recreation and cultural opportunities and access subsidy and support. In addition, Richmond has produced a number of resources and toolkits to support both staff and citizens to fully involve new immigrants and understand diversity. These include a toolkit for City staff that will aid them in including immigrants and newcomers in community consultations and a Translation Toolkit/ Translation Pilot Project with Richmond Senior Services.37 The toolkit will assist staff in determining how and what to translate and how to use interpreters. Further work is being done with Richmond Senior Services to test out a large‐scale translation of information, set up telephone information lines, and to develop a rationale for the translation of information and evaluate the results.
35
City of Richmond, Terms of Reference Richmond Intercultural Advisory Committee, URL http://www.richmond.ca/__shared/assets/RIAC12980.pdf, Accessed Feb. 2009. 36 Joanna Ashworth, Simon Fraser University, Creating Welcoming & Inclusive Communities: What Will It Take? July 2008, pg. 22. 37 Ibid, pg. 22. Pacific Employment and Education Resources 36 | P a g e File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Ongoing diversity Training and Community Development and Training is provided in three main areas: Communication skills and cultural awareness for front line staff; Best practice sharing between staff and other partners; and Presentations by community groups re: community needs.38 Like Burnaby, the City of Richmond provides tours for new immigrants and non‐profit groups supporting them to introduce them to Parks Recreation and Cultural facilities and City Hall, City staff and the work and vision of Richmond PRCS. During elections the City Clerks Department provides translated materials and available translators to assist those with little or no English language skills to participate in voting. City of Surrey The City of Surrey has incorporated diversity and multiculturalism into its strategic and civic planning. Both its Action Plan for the Social Well‐Being of Surrey Residents and the Cultural Opportunities Work Plan focus on integrating social and diversity issues into the City’s policies, actions and endeavours. “The Plan for the Social Well‐being of Surrey Residents (Social Plan) was adopted by Surrey City Council in February 2006 to provide strategic direction for the City’s actions on social issues in the City of Surrey. Community Development and Diversity is one of the Social Plan’s five themes or priority social issue areas. Key gaps identified in the Social Plan that relate to the City’s cultural and ethnic diversity include: Need for more culturally sensitive approaches to service delivery within municipal programs and greater promotion of the benefits of cultural and ethnic diversity. Need for recreation and library programs inclusive of the specific needs of Surrey’s diverse population, including ethno‐specific programs for children, youth and families. Need for ethno‐specific and ESL childcare programs and services.”39 Council adopted the plan and approved a $650,000 annual Social Plan budget with an emphasis on making their services more inclusive and accessible to all residents, especially people of diverse multicultural backgrounds and vulnerable children and youth. The majority of the funds were directed towards the Parks, Recreation and Culture Department and the Surrey Public Library for use in the following initiatives, services and programs: Parks, Recreation & Culture Services Hiring an Intercultural and Youth Outreach Worker; Development of a Gateway to Understanding Website that will provide information on various programs and events that are taking place to reflect and celebrate Surrey’s cultural communities; Partnerships with community organizations to deliver special events, such as the 2nd Annual Multicultural Resource Fair; Development of a multilingual (six languages) recreation guide which provides an overview of Parks’ facilities and a step‐by‐step guide to program registration; and 38
Ibid, pg. 22. Ibid, pg. 23. Pacific Employment and Education Resources 39
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Outreach to the South Asian community in Newton which has included hiring multilingual facility attendants for the Newton Wave Pool and conducting health and wellness workshops in Punjabi and Hindi at the Guru Nanak Nivas Temple Senior Centre.
Surrey Public Library “Storytimes to Help Learn English”, a new program launched to help children and their caregivers learn about the Library and to develop confidence in their English language abilities. One‐to‐one tutorials and classes that provide basic computer literacy skills in English, Punjabi and Mandarin; Improved services for multicultural residents through the purchase of Press Display (a database of online newspapers available in 65 languages), better collections, and programs in languages other than English; and Continued outreach to the Chinese speaking community with numerous programs offered in Cantonese and Mandarin in partnership with SUCCESS. “The Cultural Opportunities Work Plan was developed to assist the City in achieving an integrated corporate policy to create an organizational culture that is welcoming of diversity and inclusive of all people, regardless of ethnic background, race, gender, abilities/disabilities, religious beliefs or sexual orientation. To build awareness and expand the cultural knowledge of City of Surrey employees, five cultural events a year are selected to be recognized and celebrated by City staff. These celebrations provide the opportunity for all employees to understand, accept and respect cultural differences.”40 The City of Surrey has also established (2007) a Multicultural Advisory Committee. Its mandate is to enhance multicultural harmony and intercultural cooperation in the City of Surrey. One of the Committee’s primary activities was to host Surrey’s first ever multicultural festival ‐ Fusion ’08. In 2008, the City of Surrey identified the need to provide city workers with increased awareness of issues related to multiculturalism and diversity. Throughout 2008, the City has provided a series of workshops to over 400 employees and managers. Sessions were requested, customized and delivered to various city employees including Program Coordinators and Managers in the Parks and Recreation department, City Hall employees, members of the local RCMP detachment, community volunteers and members of the Advisory Councils for Surrey’s seniors’ centres. The Community Development Department of Surrey hosts an “Intercultural Outreach” section on the City website. This site (http://www.surrey.ca/Living+in+Surrey/Community+Development/Outreach+Initiatives/Intercultural+ Diversity/default.htm) provides links to many of the City’s diversity resources as well as to a number of external Surrey resources beneficial to a multicultural community. While many of the links are still under construction as part of the Gateway to Understanding Website, the information is well laid out and presented in a graphic and easy to use format. BC HYDRO BC Hydro provides many examples and key lessons in implementing diversity within a corporation. Like the Cities of Vancouver and Richmond, BC Hydro has identified diversity and multiculturalism within its 40
Ibid, pg. 23. Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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workforce as a strategic priority and has dedicated management staffing to lead and enhance the potential for diversity within the company. BC Hydro has established the position of Diversity Manager within its corporate offices to lead, create initiatives and document progress in creating a more diverse workforce. Direction and strategy for the position are established by the Chief Executive Officer and the Executive team, and much of the communication on the importance of diversity and its necessity for the company comes directly from the CEO. BC Hydro’s Diversity Manager emphasizes that diversity cannot be perceived as a “program”, but rather that it must be seen as way of operating that is embedded in all levels of the organization, including its values, strategic planning, communication, training and development and practices and process. Diversity at BC Hydro is seen as part of its business case and central to its ongoing operations and recruitment. As a result, the Diversity Manager’s focus is on how to live diversity as a company, rather than how to do it just as another item on the list of things to do. To that end, BC Hydro is willingly examining many of its processes and practices to ensure that they are fulfilling the strategic and business goals. Recruitment and hiring practices have been examined and revised to make certain that hiring managers are using techniques and approaches that do not exclude capable candidates from diverse backgrounds. This has included revising initial telephone screening techniques to ensure that English as Second Language speakers are not prematurely screened out, revising interview questions to a competency based assessment approach rather than a localized experience emphasis, and revising hiring panels to include diversity. Training and professional development opportunities are available in understanding diversity and cross cultural communication as these can also be applied during the recruitment and hiring of diverse candidates. BC Hydro puts strong emphasis on measurement and reporting of its progress towards diversity, and the Diversity Manager is responsible for providing senior management with a report on several metrics of diversity each month. This information is not presented as a performance report of departmental practices, successes or failures, but rather as an indicator of progress towards the overall goal of establishing a diverse workforce that reflects the communities that BC Hydro works in. Throughout its approach, BC Hydro recognizes and promotes the use of communication to support its diversity strategies and goals. Again, senior management and the CEO are instrumental in supporting and profiling the company’s diversity strategy, and the president’s reports, strategy bulletins, and company newsletters are all used to emphasize its importance. BC Hydro employees have also established their own approach to cultural diversity through the Hydro Employees Multicultural Society (HEMS). Started by Hydro employees several years ago, HEMS plays a dual role in the celebration and creation of diversity within the company. Firstly, with over 200 members it provides an outlet for employee driven action on multiculturalism, and how it is acknowledged and practiced within BC Hydro. Secondly, it provides advice and information to the overall corporate strategy and diversity planning. HEMS is supported with resources from the Diversity Manager’s office diversity training, but does not receive corporate direction for its activities. Rather it is seen as an example of how BC Hydro can “live diversity” rather than practice it. Safeway Inc. Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Safeway has embedded diversity into the company’s philosophy. Its corporate home page (http://www.safeway.com/IFL/Grocery/About‐Us) lists diversity as one of three elements to its overall corporate philosophy with this direct and uncomplicated statement: “At Safeway, we feel that our team should reflect the diversity of the people who shop in our stores.”41 Safeway supports its philosophy with full day management workshops for all management levels. These workshops are developed specifically to address and develop: an understanding of bias and prejudice towards those different from us; and how those same differences can be of great value to the organization if managed effectively. Diversity Advisory Boards are also established on a regional basis to ensure that the company’s philosophy is actively embraced and acted upon. Like BC Hydro, Safeway reviews the diversity of its employee base and prepares and analyzes comparison reports on staff ethnicity versus the localized census data to ensure that the company reflects its customer base. In addition, Safeway takes on a number of diversity related activities and events as part of its corporate commitment to the community, but also to its employees and management. These include: Diversity Calendar (world‐wide celebratory events) Management involvement in community Trade talks to new immigrants through societies and community agencies Regular participation in job fairs designed for new immigrants New hire ‘buddy system’ Special focus on the promotion and mentoring of visible minority management Annual corporate diversity assessment42 TRIEC Award Winners ‐ Best Employers for New Canadians As mentioned in the above section of Best Practices ‐ Other Provinces and Canadian Municipalities, TRIEC annually awards a number of Canadian Employers for their support of hiring New Canadians into their workforces. Their success stories and awards highlight many of the approaches and practices listed above and demonstrate the importance of leadership, the power of incremental steps and individual contributions, as well as the extensive value and benefits gained from employing a diverse workforce. The award summaries for 2008, 2007, and 2006 are attached as Appendix 4 of this report.
41
Safeway, About Us: Our Philosophy, URL http://www.safeway.com/IFL/Grocery/About-Us, Accessed Feb. 2009. Safeway, Our Neighbourhood and Yours, PowerPoint presentation to the Vancouver Foundation, Nov. 2008. Pacific Employment and Education Resources 40 | P a g e 42
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Community Consultations Thirteen consultations were conducted with key community stakeholders within the Coquitlam / Tri‐ Cities. A list of the individuals interviewed has been attached as Appendix 5. Identification and selection of the stakeholders included the following steps: All sectors of the community were reviewed to ensure a complete representation of the community. Service sectors identified: o settlement o family and youth o library o community/civic o education (including K to 12, Continuing Education and post‐secondary) o health o business o women o early childhood development o parks and leisure o government Consultations were conducted with Cathy van Poorten and Nadia Carvalho (City of Coquitlam Planning Department) to obtain their input and recommended contacts. City documentation (minutes, strategic plans, multicultural advisory committee reports, etc.) was reviewed for key participants and membership. Research was conducted to identify the most appropriate representative agency and contact person. The consultations were conducted throughout October 2008. Each of the identified community stakeholders was sent an “overview of the project and a request for participation” as well as a copy of the consultation questions via email. A copy of the consultation questions has been attached as Appendix 6. All of the community stakeholders identified and contacted responded to the request and willingly offered their time. The consultations were conducted either face to face or over the telephone and in all cases, individuals had reviewed the questions and were prepared to share their opinions, insights and suggestions. The willingness of the participants to give their time and thought to the process was noteworthy. As mentioned in the initial proposal, these individuals should also be considered for the Project Advisory Group which will provide input during Phase 2, Development of Community Vision and Phase 3, Strategy and Action Plan Development. Key Themes and Observations The input provided through the community consultations has been reviewed and summarized and the responses provided by the participants have been organized and categorized by question into tables. The ten tables have been attached as Appendix 7. The thematic categories were determined from an initial analysis of the responses. To capture all information provided by participants, responses outside Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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of the selected categories have been placed in an “Other” category. The information collected and entered into the tables has not been prioritized as participants were not asked to weight or rank their responses. Below is a brief overview of the issues most frequently raised during the consultations. Two overriding issues were noted by many of the stakeholders consulted: 1. the complexity of the Tri‐ Cities’ municipal structure and regional boundaries and, 2. the growth of diversity within the Tri‐Cities, particularly within the last two decades. Stakeholders repeatedly stated that Coquitlam cannot be considered in isolation from the Tri‐Cities; furthermore, it was noted numerous times not only must the Tri‐Cities be considered, but that Belcarra and Anmore must also be considered. One stakeholder stated, “The Tri‐Cities is a complicated structure and collaboration is important in the region due to the spread out nature of the municipalities. It is hard to see the differences or the borders between the municipalities”. As a result, service coordination and collaboration amongst the municipalities and other stakeholders was noted as critical. One participant stated, “How well Coquitlam does depends on how well the Tri‐Cities does.” Participants also recognized the growth of diversity within the Tri‐Cities. In recent years, Coquitlam and the Tri‐Cities have welcomed new immigrants from a growing range of countries. The Tri‐Cities has also become the third largest recipient of refugees in British Columbia. As a result, the issues related to multiculturalism and diversity have become more complex and the need for first language supports in multiple languages and a wider range of programs and services has emerged. In addition to these two overarching issues, other issues or themes arose repeatedly throughout the consultations. The following is an overview. Collaboration and Service Coordination All of the participants mentioned collaboration and service coordination as being critical to the development of Coquitlam as a welcoming and inclusive community. Many noted that the community has been quite successful in establishing a culture of collaboration. The City’s recent support of diversity and multiculturalism issues was noted as having been key to raising awareness and encouraging collaborative efforts. Several collaborations were mentioned including: A number of agencies were a part of the development of the Early Childhood Development Refugee Pilot Project Several programs at the library have been delivered in partnership with the School District, SUCCESS and ISS Settlement services are delivered collaboratively by MOSAIC, ISS and SUCCESS SUCCESS has provided cultural awareness training to many community agencies The library and SHARE partner to deliver conversation classes SHARE and Fraser Health partner to deliver parenting classes and a mentorship program MCFD has partnered with SUCCESS, ISS and the School District to obtain funding MCFD holds a contract with SUCCESS and the Family Resources Centre to deliver counselling supports Tri‐Cities Women’s Resource Society works with immigrant serving agencies for interpretation and translation Although a culture of collaboration is in place, it was also noted repeatedly that collaboration and service coordination are essential and must be encouraged and facilitated. Several individuals noted that Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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the City could do more to support collaboration by encouraging and supporting collaborative initiatives, by providing more sources of information, by providing more shared facilities / meeting spaces, etc. It was also noted that more needed to be done to engage business; collaboration with local employers might include more employment attachment initiatives, mentorship opportunities, more support for community events, co‐location of services, etc. Information and Resources The need for more information and the development of community resources was mentioned by many as critical. Stakeholders shared that without up to date information and resources, collaboration and service and program coordination becomes very difficult. Without collaboration and service coordination, competition for funding and program and service duplication arises. Information and resource suggestions included: Census Data analyses be conducted and better distributed or promoted A community resources guide for immigrants and refugees be developed and promoted Existing programs and resources within the community be better promoted A Welcome Centre – either physical or virtual – be developed Activities that take information out into the community at a neighbourhood level (block parties, firemen and RCMP neighbourhood visits, etc.) be supported A welcoming resource package be developed and distributed through the network of community agencies More on‐line resources in both English and in other languages be created and promoted A “Welcome Wagon” approach that provides information, event invitations, free passes, etc. to new residents be established First Language Supports Many stakeholders spoke of the need for additional funding to provide first language supports. Given the increasing number of first languages spoken and the needs of some of the area’s newest residents, some agencies have struggled to provide adequate services. Health, legal, parenting, and family violence are examples of subject areas that often require first language communication. Many stakeholders stated a requirement for funding to translate promotional, instructional and other vital materials and to provide bi‐lingual courses, programs or counselling. Some stakeholders stated that if Coquitlam was to become a truly welcoming community, there would be more “bilingual signage”. Community Capacity As stated above, many stakeholders noted the growth of diversity within Coquitlam and the surrounding communities and the challenges they face “keeping up” with the changing demographics. In addition to increasing first language supports, many stated a need for more training for service providers to increase their capacity to design, develop and deliver services and programs that meet the needs of the diverse residents of Coquitlam. More training is required to increase awareness of the issues related to multiculturalism, diversity and successful settlement and integration and to enhance cross‐cultural communication and understanding. Community Engagement The need to connect the resident community with newcomer communities was noted by a number of stakeholders. The Coquitlam Public Library, the School District, the Mayor and Council and the Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Multicultural Advisory Committee, Fraser Health, the Parks Board, local media, ESL providers were all mentioned as examples of agencies and individuals who have made efforts to increase community support and engagement. Some suggestions for increasing community engagement and community connection included: More mentoring type programs – workforce mentoring and parenting mentors More shared meeting places More programs and services established in malls and other “common” areas to increase community awareness and involvement Increased support of festival and ethnic events Reflection of Diversity Many of the stakeholders consulted noted the lack of ethnic diversity on City Council and on other community and business councils and boards and within the RCMP. It was stated that Parks and Recreation could do more to provide services and programs that meet the needs of Coquitlam’s diverse population. Diversity Awareness and Value Although nearly 40% of Coquitlam’s population is immigrant, some stakeholders stated that Coquitlam is not seen as being a multicultural or a culturally diverse community. Many stated a need to do a better job of promoting and celebrating the community’s cultural diversity.
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Identification of Community Initiatives As proposed, research and community consultations were conducted to identify the current multicultural, immigrant and refugee programs and services available to newcomers in Coquitlam. The data collected has been compiled into a “directory” and has been included with this report as a separate document. In Phase 2: Development of a Community Vision, the directory will be reviewed as a component of the proposed gap analysis to identify missing service and program elements in the City of Coquitlam. To capture information on programs and services specific to the needs and requirements of new immigrants and refugees in Coquitlam, the programs and services selected for inclusion within the “directory” had to meet the following criteria: 1. Critical to the settlement process – 2. A focus or emphasis on services, programs, resources for newcomers (some services target a generic population, but are important for newcomers and the program or service accommodates newcomers) 3. Within Coquitlam It is recognized that there are also numerous community, education, business and health etc., supports and services provided to the whole population that certainly apply to Coquitlam’s newcomers; however, these services do not fit within the intent or scope of this project. To collect the information an email or fax back form was developed and a thorough canvass of immigrant serving, social, education and community agencies and resources was conducted. Stakeholders were asked to not only provide information on their own initiatives, but to provide reference to other services and / or programs available in the Coquitlam (Tri‐Cities) vicinity. In total, 46 programs and initiatives addressing the needs of immigrants and refugees were identified within the following categories: English as a Second Language Programs (ESL); Skills Training and Upgrading; Employment Programs; Translation & Interpretation Services; Settlement Services; Personal, Family Counselling; Immigrant Support Groups; Legal Services; Tax Services; Recreation and Community Activities; and Volunteer Opportunities.
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Next Steps As outlined within the original Request for Proposals, Phase 2 – Development of a Community Vision will involve working with the City, multiple stakeholders and the public to determine what a culturally inclusive and welcoming community will look like for Coquitlam. Once defined, a vision will be developed. To do so, the project team will conduct further consultations, lead focus groups and a community forum, conduct a gap analysis and guide the development of a multiculturalism vision.
Phase 2 work will begin in February 2009.
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Appendix 1 – Summary of MAC Minutes Summary of Coquitlam Multicultural Advisory Committee meeting minutes and discussions – Feb. 2007 to May 2008 February 6, 2007 MAC discussion notes from a session led by the Manager Corporate Planning.
Vision (for the Community)
Social cohesion Vibrant multicultural community Celebration of diversity Model in Canada and the world Acceptance Respect Everyone achieving maximum potential Community of Cultures Working harmoniously for the future
Opportunities
Grants Networking Provide greater support of non‐profits / SUCCESS Dialogue / Communication Newsletter Raise awareness of differences Showcase different heritages; celebration of different cultures Strength of cultural diversity Opportunities to learn different languages Economic opportunity Education
Actions to remember
Employment Equity program at the City of Coquitlam Job Fair Translation of City documents Newsletter Multicultural research within Coquitlam City programming Need to focus on certain issues going forward
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March 6, 2007 MAC round table discussion: Summary of “Review of Major Themes Identified as Barriers to Coquitlam being a Welcome and Inclusive Community”. * Note: it appears from the responses that some participants have contributed suggestions to address the barriers, rather than specifically identifying the barriers and challenges.
1. Language and communications
ESL in general Program reviews in schools; o Not meeting requirements o Greater hurdle / increased workload o Effectiveness of the program Translation programs for adults / seniors Translation and access to interpreters when required Community involvement difficulties Have newcomers feel welcome and not fearful of the English language Access to learn English or French Provide guidebooks or workshops to reduce culture shock and language barriers.
2. Social isolation/exclusion and social cohesion/inclusive
Self induced social segregation Organize social events that promote social collaboration and cooperation How long is the adjustment period? Access to community activities Provide opportunity to network outside of the ethnic society Planned social gatherings of different ethnic backgrounds together o Chamber of commerce o Not for Profit groups o Local politicians o Police o Fire
3. Lack of opportunity to participate in community and economy
Less employment opportunities due to lack of social connections Recognition of foreign credentials Language plays a role Group effect
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Personal preference Presentations from different ethnic communities to City hall Employment and job fairs
4. Misunderstandings and stereotyping
Sensationalizing media stories regarding crimes involving immigrant groups Social labelling Broad generalizations Language Attitude Cultural Values Provide guidebook outlining Canadian (North American) culture, attitude and behaviours
May 8, 2007 MAC round table discussion: Summary
1. How do we reach out to various communities?
Festivals / multicultural festivals (x 3 ) Sporting events Ethnic and local newspapers (x 3) Showcasing ethnic group’s arts and crafts Use children’s events to promote diversity Through religious institutions (x 2) Directories and books targeted to various groups Through organizations that maintain data banks Having more languages than the major five (translation?) Through education
2. What role can the committee play in enhancing communications?
Recommend to council o Promote City Soup, and o Translate City Directory in various languages Each member to connect with personal network and translate needs back to the committee Contact schools to direct people to services Committee members may be able to bring to the committee’s attention whatever specific concerns they may have encountered in their dealings with the wide community. Present strong advice to council Identify needs for outreach – use limited resources Network from this committee Using neighbourhoods to outreach
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Youth and migration 2008: o Promote acceptance of migrants by expanding host societies knowledge of their earlier migration history o Youth camps and household exchanges Reach out to the community leaders Act as facilitator / coordinator
June 5, 2007 MAC round table discussion: Summary Answers are summarized from four break‐out groups, not all of whom identified five priorities.
What are the top five priorities for this Advisory Committee? Ranking Suggested Priority 1 Reception Centre for new immigrants 2 Heritage Canada grant for Multicultural Strategic Plan 3 Promote the formation of a closer community and friendlier neighbourhood through: Cultural events
Heritage events
Actively involved residents, and
Congregate together and meeting other people in the community
Frequency 4 4 1
3 3 3 4 4 4 5 5
Remove fees from civic facilities for cultural events 1 City flashcards in multiple languages 1 Reinforce and monitor Employment Equity Policy 1 Active contact program with ethnic media 1 City hall mouthpiece and multicultural radio station 1 Educate community leaders with “Cultural sensitivity training” 1 City Open House 1 Enhance the profile of the Multicultural Advisory Committee and multicultural 1 events The Committee recommended that Council Support; 1. The development of a Multicultural Strategic Plan if funding for such a study is approved through a grant application from Heritage Canada; 2. The City collaborate with community partners in planning a grant application to the Provincial Attorney General’s office to develop a needs analysis and a business case for a one stop shop Reception service Centre for newcomers. Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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July 4, 2007 Business arising: The Manager Corporate Planning reported that Council has adopted the two recommendations put forth by the committee (see above). MAC round table discussion: Summary
What are ways to promote delivery and inclusiveness for Festivals and Cultural Events?
Centrally organized festival (Fusion or Harmony festival) All ethnic groups displaying specific talents Involvement for all ages (seniors to youth) Integrate generations Universal festivals Showcase mutual interests Youth‐led event Specifically invite other ethnic groups to events (i.e. Korean to Highland games) International women’s forum and highlight women in many different ethnic cultures Rent booths / space to other ethnic groups during the designated festivals (i.e. Korean booth at Highland games) Business and non‐profit booth sharing Provide translators Provide multilingual pamphlets
September 5, 2007 MAC round table discussion: Summary * Note: this item appears to be a repetition of the very similar Top 5 priorities discussion in June 2007.
1. What are the priorities of the Multiculturalism Advisory Committee? Group 1 1. Reception Centre to include services such as: Training and assistance in understanding of Canadian society and culture Centre should be approachable with the feeling of inclusiveness Provide essential information such as social norms, behaviour and social expectations Shorten the period of culture shock by getting new immigrants to be more active Use the term reception centre as a broader initiative Group 2 1. Population density – updated census data for the smaller less represented groups 2. Language: Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Basic services must be provided to solve the language barriers that may arise Facilitate language translation services for the fundamentals (i.e. Low income). 3. Venue or space for organizing events bringing different people together at the same time educating newcomers regarding important information 4. Research and find out what major festivals can be used to organize these events.
2. How can the Multicultural Community Leaders assist with promoting multiculturalism?
Clarification or define what “leaders” mean Goal is to engage new immigrants / newcomers to become more proactive in the community. Leaders can provide inspiration and persuasion. Get them out there Leaders should give information, workshops and provide mentoring for Community Leaders should be appointed by the City (those who contribute to the Reception Centre) Leaders should represent different ethnic groups and should provide leadership information in their respective communities Function like a liaison leader Where is the limit? Encourage and motivate people in the community to volunteer and give back Remind them why they came to Canada Show them that they belong and instil a sense of close‐knit community Promote through media channels and social events
October 2, 2007 The Manager Corporate Communications presented the MAC with an overview of the City’s translation policy. MAC discussion and suggestions: Summary
Suggestions for Translation Services
Interpreter joint data bank involving community members and City employees Use of pictures rather than translated text Cantonese should be replaced by Traditional Chinese and Mandarin replaced by Simplified Chinese What are the items that new residents “really” need to know Utilizing community resources for translation and proofing If information is newsworthy, local ethnic papers will pick it up.
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What are the other trends and needs? What is the core information that new residents need to know? What should the criteria for translation be? What criteria should be used to determine the languages for translation?
March 4, 2008 MAC round table discussion: Summary
1. Identify the stakeholders
Korean community o C3 – Korean Co‐Active (x 2 ) o North Road Business Improvement Association UBC, SFU and Douglas College – ethnic and cultural student groups, foreign students, student associations, etc. o Student groups o Foreign students o Student association o Iranian student association o Youth Political Action o J.J. Moon SUCCESS – staff and groups (x 2) ISS – staff and groups ( French Community Fraser Valley Métis Association Maillardville Residents’ Association Aboriginal Community – Kwikwetlem (x 2) Persian Parents group at Pinetree Secondary School Charles Best language classes (Taiwanese Group – TZU CHI x 2) Chamber of Commerce Pasta Polo Hindi Community Persons who are currently not working including housewives Major cultural groups – Korean, Iranian, Chinese, etc. Professional groups ( x 2) Groups with common issues and interests (eg. Problems with credential recognition) People who could be more mentors Long‐time residents Youth Newcomers who don’t know the language Economic immigrants
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Tri‐City Asian Community Association Tri‐City Asian Parents association Kurdish Cultural Society (Coquitlam) Korean parents of Autistic Children Afghan Cultural Society Russian Cultural group Iranian Radio Show Girl Guides / Scouts Mandarin Scouts New West Labour Council Greater Vancouver Chinese Language School Elite Education (Scott Creek) Societe Uni Maillardville B’hai Community Tri ‐Cities Overseas Chinese Association Tri‐Cities Islamic Temple Tri‐Cities Ismaili Temple
2. How can the City connect with those stakeholders?
Media o Canadian immigrant newspaper (Safeway, Canadian Tire, etc.) o Real estate Magazines o Ethnic media – write an article about accessing City services (x 2) Popular gathering places o Restaurants o specialty store bulletin boards (T & T) Persian New Year – March 21st – 23rd Pars ballet – March 23rd Buddhist Celebration (Tzu Chi Foundation) Churches / temples – Korean Community Rogers Multicultural Channel (M) Professionals (how to set up a business) Professional Groups Heads of organizations (teachers, doctors etc,) Series of workshops with knowledgeable people at Community centres Connect with realtors School District PACs – Korean Chinese, etc. Teachers who are immigrants themselves Persian Women’s Network Soroptomists – Women’s multicultural forum
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Small business owners – North Road Business Improvement Association Key community personalities Tzu Chi Academy of Humanistic Studies in Coquitlam Intercultural learning classes at SUCCESS ESL Classes Concentrate on language, custom, sports, etc. Financial institutions Information fair Attend their monthly meetings Hot line number Direct contact Attend their facilities to connect
3. What are the key questions to pose during the Community Engagement Event?
How can the City assist newcomers? Conduct general survey to find out needs o Background information o What do you need? How can the City help? Welcome Wagon style for informing basics about City services Consult with SUCCESS and ISS in terms of questions to ask Simple, limited questions and preliminary survey How do people who have been able to overcome the issues do it? Shared learning experiences How do we as a community better accommodate community integration? What has your settlement process been like? Different questions for different sectors – youth, seniors, etc. Customs School Experiences and challenges Focussed groups – ESL language barriers – how these create other barriers o Common barriers for newcomers o What are their expectations?? o Need for standardized questions What are the difficulties in meeting these expectations What type of employment are they engaged in? Sector? Why did you choose the Tri‐Cities area? Where did you come from? What is your home country? What can make the City do to make it more welcoming? What are your concerns in Coquitlam – safety, transportation, employment, etc.? What kind of relationship do you have with the Canadian culture?
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How do you deal with the intercultural relations within your neighbourhood? Most needed item to gain City services – language services What is the most challenging part of accessing City services or Community? How do they identify problems, challenges and social services? How do you find out information? How can we get you involved in City government? How can we get you involved in Community events? How do you solve your language barriers?
4. Other ideas:
Expand the Coquitlam Passport to include basic information regarding how to access City services Coordinate a mini‐expo o Each ethnic group with booth/tent, food, entertainment o Harmony festival – simply for enjoyment o Town Centre location – joint project with Evergreen o Free admission
April 1, 2008 MAC discussion: Summary In response to a presentation from the Social Planner and Planner Analyst regarding the Multiculturalism Strategic Plan Process the MAC responded and discussed: Research on best practices and initiatives, as well as networking is the first stage Integration of newcomers into the community was recognized as a key theme from the perspective of multiculturalism “Coquitlam – the city that works with multicultural harmony” could be a focus goal for the visioning portion of the process. MAC brainstorm / discussion: Summary
1. What does it mean to be a Canadian in the context of a global village?
Being Canadian means you can find ingredients to make any culture’s traditional recipes Cultures are mixed in relationships Different religions can be neighbours Different ways of doing things are accepted – diversity teaches tolerance and humility Children will have a better future in this country Multicultural festivals include various foods, costumes etc. People who come to Canada should be encouraged to reach the qualifications to become Canadian as soon as the law allows (adapt rather than fight over differences)
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Need all people with all skills – professional and otherwise Rise above the differences and recognize / celebrate the similarities It is like Battlestar Galactica – everyone on the ship is different but lives and works together for the well‐being of the planet. Diverse population – Canada is the most globalized country population‐wise Other countries are wrestling with the same issues Immigrant populations have not been ghetto‐ized in Canada, but have spread out into the general population Commonalities: notions of acceptance and respect, and community pressure to be accepting of others Good beginning point in Canada for civil respect “visible minority” is a discriminating term which is anti‐multiculturalism Being Canadian means equal opportunities “attracting people” is different from “accepting people” Canada is an open society, but there are some barriers Canada is unique with respect to freedom and rights, but they should be more than just policy and must become common practice
2. What is a harmonious community?
The need to create constants on shared value across cultural groups, requires flexibility for the good of the larger group Looking forward under a shared set of laws is an important part of harmony Multiculturalism is a process where people live comfortably as part of the community Multiculturalism without equal opportunities is meaningless Multiculturalism is an urban phenomenon The process is: arrival, survival, revival with equal opportunities
The following purpose statement was reviewed and discussed: “To develop a community vision and strategy for Coquitlam to be a culturally inclusive and prosperous community that is respectful of diversity and recognizes the value of global citizenship.” Committee members were asked to review and rewrite the purpose statement. * Note: The future minutes do not indicate a revised statement. May 6, 2008 The meeting was dedicated to planning and discussion for the June 2008 MAC Welcoming New Canadians event. Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Responses to June 17, 2008 Creating a Welcoming Community Summary of Welcoming New Canadians event collected data. Ques. 3. Part A ‐ What helped you when you arrived in the Tri‐Cities?
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Ques. 3. Part B ‐ What things did you need when you first arrived in the Tri‐Cities?
Ques. 4. ‐ What kind of help do newcomers need the most?
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Appendix 2 – BCAMP Projects 2008 / 2009 BC Anti‐Racism and Multiculturalism Program Request for Proposal Competition Results List of Successful Proponents For contracts occurring between April 2008 ‐ March 2009 Community Organization Campbell River and Area Multicultural and Immigrant Services Association Abbotsford Community Services Inter‐Cultural Association of Greater Victoria
City Campbell River
Immigrant and Multicultural Services Society of Prince George The Family Education and Support Centre
Prince George
Skeena Diversity Society
Terrace
Kamloops Cariboo Regional Immigrant Society Cowichan Valley Intercultural and Immigrant Aid Society
Abbotsford Victoria
Maple Ridge
Kamloops
Duncan
Mission Community Services Society
Mission
Victoria Immigrant and Refugee Centre Society
Victoria
Project A racism inventory tool will be created to assess racism issues in the Campbell River area. A theatre project is planned for local secondary schools. Workshops will help young people to understand cultural differences. A series of training workshops is planned for students taking the youth ambassador curriculum. The workshops will promote diversity in schools and neighbourhoods. A peer mentorship and leadership model will be used to empower youth to create awareness and promote diversity in the community. A game show will educate youth about multicultural issues and anti‐racism awareness. The show will lead to a youth mentorship program to encourage youth to educate their peers about multiculturalism. A grade 7 forum on bullying and racism, a fine arts session and a project to enable youth to share their stories through photography will be used to develop youth leadership on diversity and inclusiveness. A conference for youth from diverse backgrounds will be organized to promote cross‐cultural understanding and racism awareness. A team of youth and adults from diverse backgrounds will develop an education toolkit to train teams to co‐facilitate diversity education, promote multiculturalism and build inclusive communities. The society will develop multicultural education learning strategies targeted to youth through the use of fine art, visual art and structured experience and interaction with peers in the district of Mission. Youth Strides is a summer training project that will add a new component that engages up to 15 immigrant and refugee youth. The project involves workshop participation and leadership development in the form of presentations, theatre, music, dance forum, art and media interfacing that will explore themes of identity and personal experience. It will facilitate discussion about multiculturalism, ant‐racism and cross‐cultural learning experiences.
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Kelowna Community Resources Society
Campbell River and Area Multicultural and Immigrant Services Association Inter‐Cultural Association of Greater Victoria
Kelowna
Campbell River
Victoria
The 411 Seniors Centre Society Collingwood Neighbourhood House Society Kelowna Community Resources
Vancouver
Kamloops Cariboo Regional Immigrant Society Cowichan Valley Intercultural and Immigrant Aid Society Mission Community Services Society
Kamloops
Powell River Employment Program Society
Vancouver
Kelowna
January 2009
The society will develop an initiative to provide anti‐racism leadership training for high school youth. Twelve high school students will be recruited to be youth ambassadors and facilitate the workshops. A discrimination action committee will identify community needs, develop multiculturalism action plans and offer diversity and cultural awareness education. Diversity training will be provided to organizations, including businesses and post‐secondary institutions, to encourage them to build and support inclusive and welcoming workplaces. The project will record oral histories of elders from diverse cultures. Events and activities will be used to bring neighbours together to celebrate and share cultural experiences. The organization will provide diversity education and experiential opportunities and build appreciation of cultural diversity. A teachers’ educational resource kit will help meet the unique, multicultural education needs of rural communities.
Duncan
Community members will be invited to share their experiences of their own cultures.
Mission
A community map will highlight areas of cultural minorities and related demographics. The agency will develop an inventory of organizations that plan and co‐ordinate actions that intersect with Aboriginal or immigrant communities. Community dialogues will focus on diversity, while enhancing multiculturalism and anti‐racism education.
Powell River
Multiculturalism Services Branch Ministry of Attorney General and Minister Responsible for Multiculturalism
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Appendix 3 – Vancouver Multicultural Advisory Committee Mandate & Terms of Reference Multicultural To enhance access to full participation in City services for multicultural communities. Terms of Reference providing input to civic departments in addressing racism and discrimination issues, e.g. hate crime, graffiti, civic rental policy; addressing issues of concern, e.g. housing, youth and seniors, culture and recreation, and community outreach; working with City staff on civic events which celebrate diversity, e.g. Cultural Harmony Awards, City Hall Lights Program, International Day for the Elimination of Racial Discrimination; contributes to City programs and policies to ensure that the needs of multicultural communities are considered; views City programs and policies through a variety of lenses including racial origins; works co‐operatively with other civic agencies whose activities affect multicultural communities; engages in outreach to the multicultural communities to disseminate information and encourage participation; acts as a conduit for feedback from multicultural communities on civic matters affecting them; acts as a resource for staff doing public involvement processes in multicultural communities, e.g. civic elections and Community Visions; supports groups endeavouring to initiate and develop projects to assist multicultural communities; attends City‐sponsored public forums to provide information on City programs and receive public input on diversity issues; brings to the City Council matters identified by it as requiring action by the City; deals with any matters which may be referred to the Committee by Council; produces an annual work plan with specific objectives by no later than March of each year, in consultation with its Council and staff liaisons, for distribution to Council and civic departments for information; submits an annual report to Council describing its accomplishments for the year, including reference to each objective set out in the work plan and any arising issues to which the Committee has responded.
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Appendix 4 – Key Community Stakeholders43
2008 Immigrant Success Award Winners
RBC Best Immigrant Employer Awards Nytric Limited Nytric Limited has found global success through the cutting‐edge ideas of its diverse workforce ‐ more than two‐thirds of their employees are skilled immigrants. Located in Mississauga, Ontario, this innovation‐consulting and venture technology firm turns back‐of‐a‐ napkin ideas into marketable products. With big clients like EA Games, Pratt & Whitney and video‐game manufacturer Global VR, Nytric generates about $4 million per year in revenue. Ninety per cent of their products are exported. To compete in the international market, Nytric leverages the brain power of its twenty‐seven employees. In the engineering department, for example, the ratio of immigrants to Canadian‐born employees is two to one. Immigrants also hold executive positions: Av Utukuri, President and Chief Technology Officer, was born in India; Ted Chen, Director of Product Development is from Taiwan; and Anthony Gussin, Director of Business Development is a native of the United Kingdom. Because Nytric's management team can personally relate to other skilled immigrants struggling to find work, the company welcomes candidates with international credentials and experience. "From our perspective, Canadian experience is irrelevant ‐ if someone is a good engineer, he's a good engineer. It doesn't matter where he came from," Anthony says. "That's one of the key components of our hiring strategy." This inclusive policy has helped skilled immigrants like Riddhesh Raval. He came from India in 2001 with a bachelor's degree in electronics engineering and experience with a multi‐national software company. After working a general labour job for $8 an hour and volunteering in his field, Riddhesh found a position with Nytric as a senior software engineer. In addition to valuable experience, Nytric's diverse team brings a knowledge bank of various languages and cultures. With input from their Indian‐born staff, for example, Nytric changed the trivia questions in a family DVD game to reflect the colloquialisms of South Asian cultures. This savvy marketing strategy enhanced the product's appeal of overseas. Employees fluent in Mandarin and Cantonese have also helped the company negotiate with Chinese suppliers and oversee international manufacturing ‐ both assets that were highlighted during Nytric's delegation to Asia last year.
43
TRIEC Employer Award Winners, URL http://www.triec.ca/programs/is/winners, Accessed Feb. 2009.
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"Nytric is a very innovative organization," Anthony says, "And I don't think we would have this unique approach to innovation if we didn't have different people from different walks of life." CH2M HILL Canada Limited When tradition and history are coupled with innovation and vision, the results are often remarkable. That's one way to describe what happened when engineering firm CH2M HILL Canada Limited formed a unique new partnership with a local non‐profit organization that serves the unemployed, including newcomers. CH2M HILL is an 85‐year‐old engineering and construction company with expertise in industries such as energy, water and wastewater, and transportation. Three hundred employees work at their Toronto headquarters ‐ almost 70 per cent are immigrants. In 1997, CH2M HILL partnered with Community MicroSkills Development Centre, which offers settlement, training, employment and self‐employment services to women, youth and immigrants. CH2M HILL provides two‐month work placements for MicroSkills graduates from across the globe in the company's information technology, business administration and facilities departments. Larisa Skorishchenko is one of many MicroSkills graduates. Born in the eastern European country of Moldova, Larisa moved to Toronto in 1998 with a masters degree, a background in science and hopes for a rewarding career in Canada. Through MicroSkills, she enrolled in English classes and an information technology program. Just two years later, she landed a placement with CH2M HILL and she is now employed as a PC Systems Specialist, responsible for the firm's servers and back‐up operations. "The benefits of partnering with MicroSkills are abundant; paramount of these is the opportunity to work with highly skilled and dedicated people," says Bruce Tucker, President and Regional Manager of CH2M HILL. "MicroSkills provides the opportunity for graduates to gain valuable work experience, and CH2M HILL is given the chance of introducing, developing and promoting talented individuals." The firm sponsors the CH2M HILL Resource Centre of Excellence for Women and Newcomers at a MicroSkills' facility nearby. The centre, staffed by an employment consultant, is equipped with computers for use by jobseekers, and has information about the labour market and the Canadian workforce. Staff volunteer at the centre to conduct seminars, offer career advice and mentor clients from MicroSkills. For example, Peter Vale, IT manager at CH2M HILL, instructs an English Conversation Café every Thursday with several internationally‐trained supply chain management professionals. "CH2M HILL embraced MicroSkills in a way which is helping individuals to build brighter futures," says Kay Blair, Executive Director of MicroSkills. "It makes a big difference when a corporation, through their leadership, is prepared to work with the community to create opportunities."
Canadian HR Reporter Individual Achievement Award Jane Lewis, Country Human Resources Manager, Procter & Gamble Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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For over 10 years, Jane Lewis has been at the helm of Procter & Gamble's (P&G) efforts to nurture a diverse workforce including skilled immigrants. As Country Human Resources Manager in Canada, Jane has a broad range of responsibilities, from shaping the company's recruitment strategy to overseeing compensation and benefits for P&G's 3,000 employees. She joined P&G in 1984 after graduating from Queen's University with two degrees. Jane worked in Finance and Product Supply before moving to the HR team in 1991. In addition to HR, Jane also leads the organization's national diversity initiatives. "I think there is a huge amount of power in building diversity directly into P&G's business strategy." Jane says. "It's great to lead diversity in my role. It facilitates making things happen." And she certainly has. In 2004, Jane attended a conference and heard about Career Bridge, a paid‐internship program that helps professional‐level immigrants gain Canadian work experience while employers benefit from the skills of this diverse talent pool. Jane didn't hesitate to get involved. She joined the founding advisory committee for Career Bridge and became a champion of the program. Soon, P&G became a host organization. "Under Jane's leadership, P&G began hiring interns from the program. This has been a key source of new immigrants coming into the company," says company president Tim Penner. Jane has been instrumental in building the capacity of employee networking groups which offer networking, coaching and learning opportunities to diverse staff, says Claudia Alvarez, an immigrant from Columbia and co‐leader of the Latin Network. Thanks to Jane, P&G opened its first prayer room at its head office in Toronto and diversity calendars are widely distributed to ensure key meetings do not conflict with key holidays and religious observances. Jane is committed to delivering measurable results for P&G so she introduced a Diversity Leadership Assessment Tool to track the company's progress on creating an environment where all staff can thrive. Each year, employees rate managers in twenty‐two different areas from their cross‐cultural communication skills to how supervisors foster team work among staff from different backgrounds. Jane's passion to heighten awareness and inclusivity has not been confined to P&G. She has presented at the Internationally Educated Professionals (IEP) Conference and is a member of the Council on Inclusive Work Environments, exemplifying her leadership and dedication to the inclusion of immigrants in the Canadian workforce.
CBC Toronto Business Leadership Award Fiona Macfarlane, Americas Chief Operating Officer, Tax, Ernst & Young When Fiona Macfarlane arrived in Canada from South Africa in 1987, she had a wealth of knowledge and experience. Trained as a lawyer, Fiona held four degrees including a master of law from Cambridge University. Yet she struggled to find work until she was hired by Ernst & Young.
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Fiona moved up the ranks to become the first woman at a ‘big four' accounting firm to lead a Canadian Tax Practice. Last year, she was appointed America's Chief Operating Officer, Tax, where she is responsible for a region with over $3‐billion in annual revenues. Never forgetting the challenges she faced as a newcomer, Fiona has made it her mission to help others, including immigrants, flourish in their careers. "Immigrants represent a tremendous opportunity for us to work together and compete on the global business stage," she says. "At Ernst & Young we seek to create teams of productive, smart people who can work across barriers of distance, language and culture. We need diverse teams to serve global clients. It's that simple." Fiona has challenged search firms to increase the percentage of immigrant candidates presented to Ernst & Young for key positions, and it is now more common for human resources to recruit from a broader talent pool. At the Toronto practice, 25 per cent of employees are immigrants, and 60 per cent of these are visible minorities. Fiona has also turned her lived experience into valuable lessons for others. Through TRIEC's Mentoring Partnership she has offered career advice to professionals from Nigeria and India and has reviewed resumes, inquired about job openings and helped mentees understand the Canadian business environment. She has also successfully persuaded senior colleagues to participate in the program. A true pioneer, Fiona was the driving force behind Ernst & Young University (EYU), which gives staff access to coaching and a curriculum that outlines the professional experience needed to excel in the company. According to Fiona's colleague, Charles Marful, the impact of EYU is profound: "It allows all employees ‐ whether immigrant or Canadian born ‐ an equal opportunity to grow professionally." By creating a level playing field, all employees have a fair chance to excel. "Fiona has helped to change the operating business model in the tax practice to establish a deliberate approach that enhances the opportunity for immigrants to succeed," says Marful. "I admire her passion and leadership in opening doors for new immigrants."
2007 Immigrant Success Award Winners Small Employer Award Steam Whistle Brewing Since Steam Whistle Brewing was founded in 1999, the company has prided itself on making great beer and hiring talented employees ‐ including skilled immigrants. Just ask Stefan Atton, the company's director of marketing. The Sri Lankan native came to Toronto five years ago after working for companies such as Carlsberg, Procter & Gamble, and Guinness. He had been a brand manager overseas and hoped to find the same job in Canada. Stefan sent out over 700 resumes with no success, so he applied to Steam Whistle Brewing as a driver and sales representative. He thought he would have to start in entry‐level positions and work his way up Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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because he didn't have any Canadian experience. Luckily, he was wrong. Steam Whistle recognized Stefan's talent and he was awarded the position he currently holds. Over five years, he's steered the company through a growth rate of 130% by retaining their retro‐style branding strategy and through unique marketing opportunities. Steam Whistle promotes career advancement of its staff by paying for the full cost of courses that will add to an employee's skill set, from writing to computer classes. Steam Whistle even hired a newly‐ landed immigrant as their chief financial officer and paid the tuition toward his Certified General Accountant designation. More than half of the company's management team is comprised of skilled immigrants, including staff from the Czech Republic, Sri Lanka, Portugal, Russia, Japan, and Cuba. Steam Whistle welcomes referrals for potential candidates from existing employees in an effort to attract more skilled immigrants. With an employee retention rate of 90%, it's a recipe for success.
Mid‐size Employer Award Xerox Research Centre of Canada The Xerox Research Centre of Canada has employed a high percentage of skilled immigrants since its establishment in 1974. Currently, the company has 137 employees from over 35 countries. Twenty‐eight per cent of their employees graduated from university in their home countries ‐ almost half have doctorate degrees. They contribute to the Centre's expertise in areas such as chemistry and chemical engineering. Dr. Hadi Mahabadi, the Centre's current vice president and centre manager says, "I came to Canada because the country respects multiculturalism. I did my homework and saw that Xerox respects diversity of thought by hiring researchers with different backgrounds. As a scientist, this is very important to me." Encouraging a diversified workforce is embedded in the company's hiring practices. For example, there are typically 8 ‐12 employees ‐ including skilled immigrants ‐ on each team that interviews potential new hires. The Centre promotes professional development among its employees by providing English as a Second Language courses on public speaking and writing. To assist skilled immigrants in attaining leadership positions, the Centre offers management training up to the vice president level, and other development programs for new managers and emerging leaders. The Centre has a cooperative education program and offers employment to skilled immigrants from the Yorkdale Adult Learning Centre, Dufferin‐Peel Adult Learning Centre, and Brian J. Fleming Catholic Adult Learning Centre. Since 2001, the Centre has hosted 32 candidates from these agencies ‐ many of whom were later hired full‐time or on contract. Bringing skilled immigrants on board has been a winning formula for the Centre: In 2006, they were awarded their 1000th U.S. patent, a remarkable feat for any research facility. The Centre's top performers include three skilled immigrants ‐ each has surpassed the 100 patent mark.
Large Employer Award Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Toronto and Region Conservation Authority The Toronto and Region Conservation Authority (TRCA) is constantly developing new opportunities for skilled immigrants and expanding programs to diversify its workforce. TRCA offers the Professional Access and Integration Enhancement (PAIE) Program, funded by the Ontario Ministry of Citizenship and Immigration, which is a one‐year program for internationally educated environmental professionals. Through training, mentorship, and paid placements, participants gain Canadian experience that can help them find work. In 2006/2007, the PAIE Program focused on working with internationally trained geoscientists and planners. TRCA is developing a similar program for environmental engineers. TRCA also spearheaded the Diversity Network, a group of 22 community agencies and environmental organizations working to improve access to environmental work for new Canadians. Their Environmental Volunteer Network has provided work experience and education to 500 new Canadians since 2002; several immigrant volunteers have been hired. TRCA participates in the YMCA's Newcomer Work Experience Program and The Mentoring Partnership. The organization also works with World Education Services to assess international education credentials. TRCA disseminates job openings through immigrant service organizations, organizes environmental career expos for new Canadians, and hosts an annual Canadian Multiculturalism Day to promote greater awareness of the challenges and opportunities created by an increasingly diverse workforce. Ten per cent of their 713 employees are considered skilled immigrants. TRCA created a diversity committee, which has delivered cultural competence training to 400 full‐time staff and volunteers. It is currently exploring new strategies to include members of diverse cultural backgrounds in leadership roles and to ensure that all employees are part of the organization's developing culture. In addition, TRCA has exported its very own Diversity Training Toolkit, offering guidance to other environmental organizations about creating a comfortable environment where new Canadians can thrive.
Influencer Award George Brown College George Brown College (GBC) is a leader in systemic change on the issue of integrating skilled immigrants into the labour market. As one of the largest and most diverse colleges in the country, the organization has made it a priority to help newcomers successfully transition from the classroom to the workforce. GBC worked with other colleges in the province to develop Colleges Integrating Immigrants to Employment (CIITE), a three‐phased project funded by the provincial government that seeks to eliminate barriers for immigrants in Ontario's college system. CIITE aims to improve services and support provided to immigrants across the province in various areas, from admissions to employment preparation. GBC is also co‐chair of the national Association of Canadian Community Colleges (ACCC) Affinity Group on Immigrant Integration. Post‐secondary colleges across the country use the group to share best Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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practices and advocate for greater support to new Canadians. GBC is participating in an ACCC pilot project to assist and effectively prepare immigrants before they arrive in Canada. In partnership with the Institute for the Advancement of Teaching in Higher Education (IATHE), GBC launched the College Teachers' Bridging program last year. Unique in Canada, it encompasses a paid internship and classroom study. The program is a win‐win situation: skilled immigrant teachers get Canadian experience, while employers get job‐ready candidates from diverse backgrounds. GBC has hired 35 per cent of recent graduates. Their five other fast‐entry bridging projects range from computer programming to early childhood education. In 2004/2005, GBC created a comprehensive immigrant strategy, which has been shared with other institutions. Part of that strategy included the establishment of a new Immigrant focused‐team on campus to help newcomers into the workforce.
2006 Immigrant Success Award Winners
Small Employer Award i 3 DVR International Inc. i 3 DVR International Inc. relied on skilled immigrants to become a premier provider of digital video technologies. In fact, i 3 DVR's entire Research and Development department ‐ over 20% of i 3 DVR's entire workforce ‐ is comprised of skilled immigrants. i 3 DVR recently expanded its R&D department to develop and launch a new digital video management system. They harnessed funding from the National Research Council of Canada's Industrial Research Assistance Program (IRAP) to hire several software engineers ‐ all skilled immigrants. i 3 DVR found it did not need to go abroad to find skilled immigrants; it instead recruited its new staff through the HRDC Job Bank, Workopolis, Monster.ca, Yahoo.ca and its own website. Jobs are first posted internally to offer their own staff opportunities for promotion and self‐ development. Internal postings also generate referrals for new positions from existing staff. i 3 DVR selects candidates with the most relevant education and work experience ‐ regardless of where it was obtained. A candidate's English proficiency is evaluated according to the needs of the position. For example, a receptionist's English proficiency would be scrutinized more closely than a software developer's. i 3 DVR also offers ESL training at their headquarters, covering everything from basic greetings to oral presentations. Hosting monthly company luncheons, annual company vacations and holiday events, enables employees to practice their English and foster a family‐like atmosphere with their peers.
Mid‐size Employer Award Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Family Service Association of Toronto How can a community service agency truly be "of service" to the most multicultural city in the world? By reflecting that multiculturalism in every aspect of its work. Family Service Association of Toronto (FSA) provides services in nearly 20 different languages. Clients come to FSA at their most vulnerable moments, and they find counselors who share their language, culture and experience. This quality has made FSA the "go to" agency for clients and for partnerships by organizations serving smaller or emerging ethno‐cultural groups. In the early 1990s, FSA reformatted its job postings, abandoning detailed lists of required skills and training to open the door to applicants with international training. FSA also decided to avoid the use of the phrase "only those applicants selected will be contacted" and began to personally thank and inform all candidates of their status. Job postings are made available on FSA's website and through many community agencies, and every posting notes that "FSA Toronto welcomes diversity and is committed to a policy of anti‐oppression." FSA's anti‐oppression philosophy informs its hiring and its training practices as well. Interview panels frequently include immigrants who not only understand the candidate's experiences, but also demonstrate that immigrants hold a variety of positions in the agency. Candidates are asked about their thoughts on FSA's anti‐oppression policies. As one FSA employee said, "That said to me that FSA is genuinely concerned about helping all people." FSA allots each employee $300 for professional development, and encourages staff to further their education both through internal training programs and external professional development opportunities. Its new Learning and Innovation Fund also provides seed money to explore fresh ideas. FSA does not consider its success to be the result of "going out of our way" to bring immigrants into the organization. Rather, it simply welcomes the most talented people it can find, and nurtures them to create a strong, effective workforce.
Large Employer Award Ernst & Young LLP It is no wonder Ernst & Young (EY) is a leader in supporting immigrants on the job ‐ almost one‐quarter of the 3,400 people working for EY in Canada are skilled immigrants. Over the last two years in the firm's Assurance and Advisory Business Services practice, almost 45%of experienced hires ‐ candidates who have already held at least one job ‐ were international. At EY, support for inclusiveness comes straight from the top. Canadian chairman and CEO Lou Pagnutti sponsored the firm's Ethnic Diversity Task Force. He also chairs the Inclusiveness Steering Committee, which oversees the policies and practices that create an inclusive and supportive workplace for all employees. Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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All EY recruiters receive inclusiveness training, and each recruiting team has a Diversity Champion. EY also holds inclusiveness awareness workshops across Canada, attracting over 1,100 employees ‐ 85% of eligible participants. The firm's online calendar makes it easy for managers to plan meetings that won't conflict with religious or national holidays. Since the early 1990s, EY has created many programs that support, integrate and promote skilled immigrants. For example: Over the past two years, EY has offered five one‐day workshops for international hires and their spouses. EY offers business communications skills training ‐ everything from presentations to small talk. A pilot Experienced New Hire Coaching program offers one‐on‐one coaching to help international new hires integrate more quickly into their new jobs and life in Canada. The firm's Career Watch program identifies high‐potential minorities and women to ensure they have equitable opportunities to become partner. EY's Learning Partnership offers a formal year‐ long mentoring program that pairs minority managers and senior managers with partners. The program is designed to retain visible minority professionals and foster career development. EY's initiatives have been recognized as best practices by the Conference Board of Canada, and featured in a cover story in Workplace Diversity Update.
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Appendix 5 – Key Community Stakeholders 1. Immigrant Services Society of BC Chris Friesen Director of Settlement Services (604) 684 7498
[email protected] 2. S.U.C.C.E.S.S. Kelly Ng Program Director Family & Youth Services (604) 408 7267
[email protected] 3. Coquitlam Public Library Rhian Piprell Deputy Director
[email protected] (604) 937 4132 4. Share Family and Community Services Society Joanne Granek Executive Director (604) 540 9161
[email protected] 5. Continuing Education, Coquitlam School District #43 Alison Whitmore Educator, Continuing Education (604) 936 4261
[email protected] 6. Fraser Health Denise Fargey Manager, Tri‐Cities Health Promotion and Prevention (604) 949 7201
[email protected] 7. Ministry of Children and Family Development Dan Bibby Tri‐Cities Community Services Manager Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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(604) 927 2651
[email protected] 8. Chamber of Commerce Jill Cook Executive Director (604) 464 2716
[email protected] 9. Tri‐Cities Women’s Resource Society Carol Metz Murray Executive Director (604) 941 7111
[email protected] 10. Tri‐Cities ECD Community Development Susan Foster Manager (604) 777 8706
[email protected] 11. Douglas College Bob Cowin Director of Institutional Research (604) 777 6221
[email protected] 12. Douglas College, The Training Group Bob McConkey Director (604) 777 6102
[email protected] 13. Tri‐Cities Literacy Table Julie Rioux Literacy Coordinator
[email protected]
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Appendix 6 – Consultation Questions
Coquitlam Multiculturalism Strategy and Action Plan The City of Coquitlam is currently developing a Multiculturalism Strategy and Action Plan. The goal of this project is to develop a community‐based multicultural vision, strategy and action plan for Coquitlam to become a more culturally inclusive and socially cohesive community that is respectful of diversity and recognizes the value of global citizenship.
Stakeholder Consultations Research Question What does Coquitlam need to do to be a more welcoming, culturally inclusive and socially cohesive community?
Organizational profile and input 1. What are your organization’s priorities or mandate as they relate to newcomer integration? 2. What services does your agency provide to support the integration of newcomers? 3. What does your organization require to be more effective in the integration of newcomers? Support, funding assistance, information, resources, etc.
Community Information 1. What is working well to facilitate the integration of newcomers? 2. What are the service, program or resource gaps to newcomers? 3. What barriers exist that affect newcomer integration in Coquitlam? 4. Are you aware of any new or emerging programs, services, resources, funding streams or initiatives that support the development of Coquitlam as a welcoming community?
Future Direction and Planning 1. If Coquitlam were a truly “welcoming community”, what would that look like? 2. What is your role / contribution in the development of Coquitlam as a welcoming community? 3. What is the City’s role? 4. What are the top three priorities related to creating a welcoming and inclusive community that should be addressed in Coquitlam? Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Appendix 7 – Community Consultation Summary Tables
Organizational profile and input 3. What does your organization require to be more effective in the integration of newcomers?
Funding
1 Funding support – staff is stretched – especially for women’s and seniors’ programs 60‐70% of funding comes from government and 30% from fundraising. SUCCESS traditionally serviced Chinese but now expanding to serve other groups which requires funding
Information / Resources Community awareness of what Coquitlam Continuing Education offers
Collaboration Collaboration with other service providers (too much duplication)
Community Capacity Readiness and capacity of community – primary role is to facilitate integration but success of work is limited by capacity of community and how ready are the Service Providers to receive / assist in supporting integration. How ready are SPs to spend resources that meet the needs of demographics and do they have a strategic plan i.e. newcomers really want to access services in their own language and so SP’s have to respond
Other Space – even if we had money, we have no space
2 Resources to support the acquisition of English
Badly needed community resource list – an up to date one
Partnerships and the will to work collaboratively. SUCCESS has been an excellent partner and has provided training opportunities (cultural sensitivity training). SUCCESS honor culture and works towards supporting individuals integrate into mainstream
We need to develop a vision regarding what we want to do.
Need to reflect diversity on the board and in our membership
3 Language Lab – currently can only support two stations
Need to connect to ethnic business associations
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More staff training related to diversity (East vs. West training provided by SUCCESS was excellent)
Need to be seen as more eclectic in order to truly represent the community
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Organizational profile and input 3. What does your organization require to be more effective in the integration of newcomers?
Funding
4 Funding for more translators / translations;
Information / Resources
important to provide info in other languages and have multi‐lingual staff
Collaboration More collaboration / support from the City in creating a profile for the funders and showing funders why this is the right program for the region.
Community Capacity
Other
5 Funding to hire culturally competent and
linguistically competent
Better community based network especially with business so individual programs aren’t doing this on their own; i.e. community based labour exchange / mentorship programs. Need to identify core businesses within the Tri‐Cities and then get them to “buy‐in”
6 Funding to have brochures translated into several
languages and offer more interpretation
7 More funding is required – we are seeing considerable growth in the newcomer population of kids. Currently all funding is provincial
8 Funding for expanded programs and resources to be able to translate more info (brochures) – barrier as newcomers are not aware of services
9 Funding: applied for WIWPP $ to build an inventory of resources and do a community needs assessment
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Organizational profile and input 3. What does your organization require to be more effective in the integration of newcomers?
Funding
Information / Resources
Collaboration
Community Capacity
Other
and to start to develop a larger group of stakeholders
Community Information 1. What is working well to facilitate the integration of newcomers? 1
2
Collaboration
Community Support and Engagement
Specific Initiatives
Other
Community partnerships (Cathy V is passionate about this)
Commitment to Multiculturalism from the Mayor and Council
ELSA is of prime importance (i.e. the acquisition of language)
In Vancouver – the Welcome Guide available in different languages (initially only in hard copy but now on line)
Collaboration / partnerships
The library is very active
Cultures are mixing together well in Coquitlam
Host mentoring program – run by SUCCESS and ISS
3
Collaboration and partnerships i.e. SHARE gives space to ISS and SUCCESS and the English practice group partnership between the City and the library
Fraser Health is looking at providing service in additional languages
A multitude of services that re multi‐faceted
Perhaps organized sport works well.
4
Tri‐Cities is a complicated structure and collaboration is important in the region due to the spread out nature of the municipalities. It is hard to see the differences or the borders between the municipalities. This can be confusing; for example, I live here (Coquitlam) why can’t my kids play soccer in Port Moody?
CSD increasingly realizing and forcing change (i.e. moving toward a Welcome Centre, taking on the SWIS program – now 7 workers)
5
Agency collaboration
The Parks Board has been very active
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One of the best Services Canada offices is located in
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Community Information 1. What is working well to facilitate the integration of newcomers?
Collaboration
Community Support and Engagement
Specific Initiatives
“phenomenal” (example: Joyce Fordyce)
Other Coquitlam; it is open to innovative ideas and has a strong focus and understanding of the communities it serves.
6
The collaboration that has been occurring between SUCCESS / SD / government / library etc. People are really beginning to understand how they can pool their resources and expertise
Community Media wants to play a larger role (example: Diane Strandberg – has done a piece on refugees)
Well‐positioned as a bedroom community; i.e. nice community to live in and easy to get to downtown for work.
7
The support of festivals and other ethnic events
Fraser Health has done a lot of analysis (Denise Fargey)
Lots of great programs
8
The library!
9
Coquitlam is quite determined to develop strategies. There is an awareness of importance of MC issues from the Mayor and at other levels
10
Some ESL providers are doing a very good job (conversation circles becoming support groups – fostering positive and health attitudes)
11
Champions exist in the community
12
MAC with the Mayor Wilson – she is very committed and it is working well
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Community Information 2. What are the service, program or resource gaps to newcomers?
First Language Supports
1 Lack of first language supports (organizations can’t keep up with demand and changing / growing language groups)
2 Lack of translated materials
3 More bi‐lingual programs for young parents
4 Lack of translated information
Reflection of Diversity
Refugee Services
Networking / Community Attachment
Other
Parks and Rec is a little behind – seems to have a low awareness of the programs and services needs of diverse communities
Lack of services for refugees
Services are not seamless; there are various service providers and they are not always referred on to the right services. Example, at a recent conference of service providers only 30% were aware of ELSA.
Need more neutral shared meeting places
Lack of childcare – this lack is tied to City licencing requirements. City needs to look at its policies through an immigrant lens in order to build W and I Communities
RCMP has a low profile so people are not aware of services and the detachments do not reflect the diversity of the community
Coquitlam second in receiving GARS (schools have been caught off guard)
A lack of some means for “understanding the Tri‐Cities” and ensuring congruency between communities
“Parenting mentoring” – older immigrants mentor newer immigrants
Child minding services
Lack of ethnic representation on council and on various boards
A lot of refugee families are not accessing services therefore the refugee ECD program is a good thing
Increase awareness of ELSA (ELSA Net recently started a promotional campaign – bus stops and sky train station advertising)
Mentorship style programs
Just at the beginning of developing services – social services are under developed (violence awareness, family, parenting, etc.)
Encourage a campaign to get diversity to run for council
A Welcoming Centre (even if it is virtual); this could be supported by City, ISS, SUCCESS, MCFD.
Malls are isolated – move towards more community involvement / more complimentary activities and planning – i.e. put Practice Firm right in the mall = integration.
Not enough programs for older children; lots for 0 to 6
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Information and Resources / Awareness
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Community Information 2. What are the service, program or resource gaps to newcomers?
First Language Supports
Reflection of Diversity
Refugee Services
Information and Resources / Awareness
Networking / Community Attachment
Other
5
Community should be able to mobilize better ex. If we know 100 families are about o arrive – prepare.
Need more social networking opportunities among newcomer groups
Lack of affordable housing and the Evergreen line will cause housing prices to climb and the number of low cost housing units is not being guaranteed.
6
Lack of operating at the neighbourhood level – should be more “out there” and a “less come to us” attitude – have block parties, get the firemen out, etc.
Need ways to connect resident communities with newcomers communities
Youth settlement services – SD has applied for $300,000
7
Lack of awareness of programs and services
Resource package – through library, schools, public health
Utilization of technology (therefore should be moving toward a virtual hub)
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Community Information 3. What barriers exist that affect newcomer integration in Coquitlam?
Reflection of Diversity
Cultural and Linguistic Competencies
First Language Supports / Language Barriers
Information and Resources
Other
1
Lack of diversity on Council and so Council does not reflect the community
Cultural difference – lack of competencies to manage
Lack of first language supports
It is a challenge to create awareness of programs, services and resources. Need to get to ethnic community leaders.
Lack of a recognizable downtown core; community appears fragmented, poses difficulty for finding work, etc.
2
Lack of reflection of Coquitlam’s diversity on council / boards / etc.
More cultural awareness training is required – like the SUCCESS training East vs West
Lack of programs in other languages
Analysis of Census Data and an understanding of demographics (i.e. look at CSD ESL data and first language spoken at home) Sylvia Russell ESL initiator of Welcome Centre idea)
Underutilization of the schools as “community centres” – schools can be the hubs of neighbourhoods and be used as a lever for social integration.
3
Local government doesn’t reflect community demographics
Lack of orientation of community professional to be more effective
Translation
Lack of information (in English – on‐line translated documents don’t always work i.e. not all computers have the ability to download Farsi)
Newcomers need someone to take them by the hand and this is not happening
4
Lack of awareness of general public
Lack of multi‐language facilitators in programs which would help individuals avoid feeling isolated which would avoid depression etc
Lack of awareness of programs and services
Lack of responsiveness
5
Lack of language competencies within parks and recreation and other services
Language – bigger problem than it ever has been
Unless you connect with an agency, it is unclear what happens with newcomers
Transportation
6
Language acquisition
Need more of a “Welcome Wagon” approach except neutral and not marketing – offer info and invitations
Poverty
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Community Information 3. What barriers exist that affect newcomer integration in Coquitlam?
Reflection of Diversity
Cultural and Linguistic Competencies
First Language Supports / Language Barriers
Information and Resources
Other
and free passes
7
Language acquisition
Employment
8
Need to review allocation of resources. In number per capita, Coquitlam is 3rd largest recipient of immigrants / refugees (which one???) but does not receive the resources to match.
9
No obstretrical or pediatric care in Tri‐ Cities.
10
Lack of resources for agencies like ISS / SUCCESS to provide services required
11
Isolation
12
Lack of housing / social, affordable housing
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Future Direction and Planning 1. If Coquitlam were a truly “welcoming community”, what would that look like?
Community Support and Connectivity
Diversity Noted and Valued
1
Seamless / coordinated support from non‐English speaking residents which would incorporate the broader community not just gov’t
Recognition that diversity is positive – this message needs to get out
Welcoming Centre
More info / signs in more languages
Coquitlam has developed into a spread out / disjointed area i.e. where is the Centre? No real core.
2
People in neighborhoods would be mixing well together
We would see appreciation of diversity through festivals and other events
Places where newcomers make first contact would be easily identifiable (ISS, SUCCESS, SD, etc.)
Easier to navigate if you come with a different language
More reflection
3
A two way street would have been developed – MC communities are working to meet mainstream halfway
We would see more choices and individuals would be encouraged to maintain their own culture – Coquitlam would honor that
There would be seamless referral and some follow up to ensure newcomers had received the assistance they required.
More multilingual signs/ pamphlets and info
The barriers listed above would be gone
4
New neighborhood “help start” programs at the neighbourhood level
See the difference i.e. community / enclaves of specific ethnic groups
Provide support in own language with a plan to transition into mainstream
Would see more bi‐lingual signage
5
We wouldn’t have “ghettoized” (Burquitlam and parts of Poco) areas and we would subsidize fees etc to provide access to recreation etc.
We would be doing more than just tolerating and allowing people to do their own thing; it would mean we were doing things together – enjoying the same things and valuing the same things.
Would have a Welcome Centre – offering employment info, daycare info, service inof, academic info, ESL info as well as assessments – would make referrals and links to services
6
The Cities would run services (parks and rec etc.) that would serve everyone
Profile would be a little different – quite conservative with a few immigrants – cultural diversity is
Program visibility
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Sufficient and Accessible Settlement Support
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First Language Supports and Information
Other
Taking Stock, Phase 1 Coquitlam’s Multiculturalism Strategy and Action Plan
January 2009
Future Direction and Planning 1. If Coquitlam were a truly “welcoming community”, what would that look like?
Community Support and Connectivity
Diversity Noted and Valued
Sufficient and Accessible Settlement Support
First Language Supports and Information
Other
really profiled and celebrated
7
See an effort related to inclusion
Heightened awareness
Going into the community to identify gaps
8
Building on the capacity of existing immigrant populations
9
Conscious of all people being welcomed not just new immigrants
10 More outreach into community to find leaders and champions
11 What does the City do to welcome new residents?
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Future Direction and Planning 4. What is the City’s role?
1
Leadership
Key leadership role
Service Collaboration and Coordination To be a partner
Information Provision
Supporting the “virtual hub”
Funding
Resourcing
2
Leadership
To support the network of SPs to build awareness
Space
To consider the development of cultural centre
Important notices should be stamped with a “Please read” or “Must read” (Vancouver does with property tax notices, etc.) translated into multiple languages
Put money up to show support of developing a welcoming community
Other
Needs to ensure that immigrants and refugees feel welcome
To increase awareness of existing space that might be used for meetings, group sessions, etc
To employ more people from diverse cultures
To create healthy spaces
To be aware of different needs of diverse cultural groups (for example, understanding that some, Iranians, have a bigger need for park space and a smaller need for organized sports.
3
Do something about civic engagement
To play nice with others
To take a lead in translating key documents
Provide subsidized programming
Stop not for profits from competing with the City for funding
To support translations of vital settlement related info
4
Show leadership
To develop more common places (these places could be shared by MCFD, FH etc to provide more seamless service delivery) for community connectivity
To support housing
5
Take a lead role – initiate partnerships and collaboration – use resources to develop media strategies, etc.
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To develop a resource list
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Coordination related to Welcome Centre to partner with various levels of
To be active regarding MC issues
Taking Stock, Phase 1 Coquitlam’s Multiculturalism Strategy and Action Plan
January 2009
Future Direction and Planning 4. What is the City’s role?
Leadership
Service Collaboration and Coordination
Information Provision
Funding
Space
Other
government
6
To determine profile of the community and then create a profile of Coquitlam (an identity)
To support a volunteer program; something like a “welcome wagon” with a municipal focus and not a marketing focus
To promote community value of diversity (funding may come from province or from feds but local government needs to mobilize and advocated or else the money does not come)
7
To become a catalyst for these kinds of changes because the City holds the mandate for the whole community.
Support ideas that come from smaller communities
8
To be a strong voice / lobby to funders; get a plan in place and then help community to get the funds.
Attend to social housing
9
To have an influence over the involvement of other groups – like the RCMP
To recognize diverse needs when program planning
10 Social planning role
To ensure equitable access (maybe different approaches are required to meet unique needs)
11 To provide facilitation
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Community Information 3. What are the top three priorities related to creating a welcoming and inclusive community that should be addressed in Coquitlam?
Government Awareness and Accessibility
Service and Resource Identification / Provision
1
First language community forums welcome to newcomers – open up the council and the city offices
First language welcoming / access to info on the web / brochures, etc.
Awareness
Other
Build awareness of diversity as positive:
Pushing for change / Be a change agent
Have an initiative and name it and have stickers/ ads / posters (like – you matter, we care)
Influence RCMP and other groups
2
Share what government does – through the web, papers, brochures, etc.
Other resources
3 4
Accessibility of the City and of services
Ensure the website reflects the community
To increase awareness of importance of political office
Newspapers can have first language supplements
Profile immigrant success stories / have newcomer awards
Housing (x2)
Many ESL kids don’t graduate so have an award recognizing ESL students what are successful
Jobs
5
Civic Engagement
To provide more community forums to provide a voice for diverse groups
Increasing awareness amongst SPs
More ESL (particularly for women and children) –
6
More visibility of the MAC
Ensuring contact with newcomers to ensure they are getting the services required
Respect for different cultures – developing a belief we can learn from each other; therefore, we need more training opportunities.
Enhanced cultural competencies for social / health /educational professionals and the general public
7
8
Provision of accurate and up to date information
More MC events to raise awareness (like Winnipeg’s Folkarama)
More links to mainstream programs – more bridging programs like the Parent Ambassador
Develop ethnic festivals like Folkarama (the best MC festival).
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A better reflection of the community
Don’t re‐invent the wheel – work with what is working within the community and take a look at
Taking Stock, Phase 1 Coquitlam’s Multiculturalism Strategy and Action Plan
January 2009
Community Information 3. What are the top three priorities related to creating a welcoming and inclusive community that should be addressed in Coquitlam?
Government Awareness and Accessibility
Service and Resource Identification / Provision program managed by SUCCESS. This program trains parents to be mentors of newcomer parents.
Awareness
Other best practices
9
Welcome Center
Work collectively with other municipalities and across municipalities (challenge of working with all 5 municipalities in “Tri‐City region)
10 11
More support services
More multilingual info books, pamphlets, info etc
Re‐profile as a diverse community
Program integration into business (without immigrants are isolated)
Package of resources re: services etc
13
Use resources within the community – data for example
14
Awareness of Programs
15
First language community forums (information / orientation – hear from the community first hand)
16
Program Accessibility
12
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Engaging newcomers and residents
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Organizational Profile and Input 1. What are your organization’s priorities or mandate as they relate to newcomer integration? A full range of settlement related services Chris Friesen Director of Settlement Services Immigrant Services Society A full range of settlement related services Kelly Ng Program Director Family and Youth Services SUCCESS To provide info service to all citizens (have an especially important role Rhian Piprell related to newcomers related to settlement info etc) Deputy Director One of first places newcomers come Coquitlam Public Library Multi‐service agency – family support / poverty reduction Joanne Granek Providing outreach to ensure the engagement of newcomers (esp Executive Director Mountainview and Stibbs areas) Share Family and Working with partners to understand what newcomers need using Community Services translators when required. Society See programs below Alison Whitmore Program Coordinator Coquitlam Continuing Education To promote health for the whole population to reduce disease and illness Denise Fargey Manager, Tri‐Cities Health Promotion and Prevention Fraser Health Community development focus / intervention Dan Bibby Tri‐Cities Community Services Manager Ministry of Children and Family Development Chamber wears several hats as tourism / info provider and as a “portal” of Jill Cook information to members Executive Director Chamber of Commerce To be able to reach out to newcomers – mainstream agency with focus on Carol Metz Murray newcomers / aware of needs of newcomers / have clients from all different Executive Director backgrounds – male and female Tri‐Cities Women’s Resource Society acific Employment and Education Resources { PAGE \* MERGEFORMAT |890 | P a g e
Susan Foster Coordinator, Tri‐Cities ECD Community Development Table Bob Cowin Director of Institutional Research Douglas College Bob McConkey Director, The Training Group Douglas College Julie Rioux Coordinator Tri‐Cities Literacy Table
Vision: every child has the right to develop to their full potential Mission: ensuring all programs and services are accessible and available to all children under the age of 6 Two streams – the credit stream which includes higher level ESL to prep for academic studies and the Training Group Programs and services which provide new immigrants career preparation, training and placement. Primary goal is transitional training; core business – training and upgrading.
Have subcommittees including: ESL, Adult Literacy, ECD Mandate: No direct service but goal to ensure accessibility Ensures communication between members (SUCCESS/ISS/SHARE/School District Library, etc) Raises awareness within the community Facilitates collaboration Identifies gaps in service
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Organizational Profile and Input 2. What services does your agency provide to support the integration of newcomers? The responses listed below may not include all of the services, programs and resources provided by these agencies. Chris Friesen First language settlement delivered in collaboration with SUCCESS and Director of Settlement MOSAIC. ISS provides Chinese, Korean and E. European languages and Services refugee services. Immigrant Services Society In Coquitlam – ELSA, After school support, Youth employment program, Kelly Ng Career Programs, translation services, Host Program, some settlement Program Director services, some counseling and support services, some legal clinics, some Family and Youth tax services, a volunteer program Services SUCCESS Partnering with ELSA / SUCCESS / ISS to offer programs in native languages Rhian Piprell ECD refugee pilot will be supported by the library Deputy Director Offer huge children’s story time with parents (sometimes grandparents) Coquitlam Public and kids many are newcomers Library Works with SHARE to offer ESL conversation group Supports Tri‐Cities Asian parents association Works with many groups to faciltitate integration; for example, Korean “Mother Goose” program Visited food banks to welcome people to library and supplies books to the food bank Has applied for funding to get a driver for a van that would target areas like Cottonwood (a mobile “hub”) Started a “cooking together” group to teach newcomers how to cook Joanne Granek foodbank food Executive Director Created a language bank Share Family and Work very closely with ISS and SUCCESS – they do the settlement and we Community Services provide support Society Free Programming: Alison Whitmore Program Coordinator ELSA / Settlement Coquitlam Continuing ABE (new Foundations Curriculum good for those who are too high for ELSA and so @80 immigrants) Education High School Completion Credits (many are immigrants) Two Fee Paying ESL Classes – for those not eligible for ELSA Translation services in‐house through Fraser Health (3 way conversation) Denise Fargey All languages sometimes telephone translation and sometimes face to Manager, Tri‐Cities face Health Promotion and Work in partnership with SUCCESS to lead parenting / food prep classes – Prevention provision of a nutritionist who helped to develop the program Fraser Health In partnership with SHARE provides parenting and mentorship at Moutainview Dan Bibby Conscious of 38% of community is MC – involved in many community Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Tri‐Cities Community Services Manager Ministry of Children and Family Development Jill Cook Executive Director Chamber of Commerce
Carol Metz Murray Executive Director Tri‐Cities Women’s Resource Society Susan Foster Manager Tri‐Cities ECD Community Development Bob Cowin Director of Institutional Research Douglas College Bob McConkey Director, The Training Group Douglas College Julie Rioux Coordinator Tri‐Cities Literacy Table
initiatives (ECD Community Development Table, Middle Years, Youth Advisory – MCFD is partnered with SUCCESS, ISS and SD on the RFP) Holds contract with SUCCESS and Family Resources Centre (delivers services out of centre – SHARE provides therapist / SUCCESS provides counselor Nothing specific but sits on homelessness task force, literacy task force, poverty task force etc Focus is place on specific business areas like the North Road corridor with is very Korean Has the goal to increase awareness of the Chamber and what it can do for business owners Partner with immigrant serving agencies for translating (MOSAIC and LMVFSS)
No direct service provision
Coquitlam campus has done little to integrate into the community. There are some club activities in NW but not much in DL probably due to scale and the there has not been a full range of students and so they go between campuses. Working Solutions Essential Skills Career Builder Self Employment No direct service (see above)
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Future Direction and Planning 2. What is your agency’s role / contribution in the development of Coquitlam as a welcoming community? Chris Friesen Work with the Mayor and the City to develop framework for Heritage Director of Settlement Canada Proposal Services Sharing promising / best practices Immigrant Services Society SUCCESS and Kelly himself are very active on various Tables (the Fraser Kelly Ng Region Committee and the Tri‐Cities Community Planning Committee) – Program Director our role is to advocate for new immigrants and refugees and ensure their Family and Youth needs are being met Services SUCCESS Central Role Rhian Piprell Deputy Director Coquitlam Public Library This is the core of SHARE’s business Joanne Granek Leadership role as a large agency with some capacity Executive Director Start initiatives / lead conversations Share Family and Maximize use of resources across the Tri‐Cities Community Services Society To provide education and language services / ELSA is a critical point of Alison Whitmore first contact Program Coordinator Coquitlam Continuing To refer (from ELSA) to other service providers Education To be a partner / to collaborate Denise Fargey To be culturally aware and sensitive Manager, Tri‐Cities Health Promotion and Prevention Fraser Health Improve cultural competencies of our staff Dan Bibby Staff that reflects community demographics Tri‐Cities Community Adjust our contract to ensure that competencies are acquired Services Manager Continue to work with city on MC issues Ministry of Children Keep government apprised of community demographics and needs and Family Development Continue to support our business and educate our businesses Jill Cook Training for newcomers related to business in Canada Executive Director Be a good community citizen – work in partnership Chamber of Commerce Carol Metz Murray Raising awareness of family conflict Executive Director Raising awareness that violence is not acceptable Tri‐Cities Women’s Raising awareness around creating better relationships Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
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Resource Society Susan Foster Manager Tri‐Cities ECD Community Development Bob Cowin Director of Institutional Research Douglas College Bob McConkey Director, The Training Group Douglas College Julie Rioux Coordinator Tri‐Cities Literacy Table
As a partner – we have representation from the City at the ECD Table
The demographics of Coquitlam have shifted significantly and the College should have a vision for this – we need to have a role; it should be part of the mandate of a community college. Important role – shifting and positioning Coquitlam as an educational destination – Health Sciences is a move in the right direction. Become a part of community / economic development Increase awareness of college but specifically the Training Group and how that fits within the community To raise awareness of literacy issues and ensure access to resources
Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
95 | P a g e
Pacific Employment and Education Resources File #: 05-1855-20/01-001/2 Doc #: 766582.v1
96 | P a g e
