Newcomer Employment Integration: Peterborough, Northumberland, Kawartha Lakes, and Haliburton March 2018

Newcomer Employment

Integration: March 19 Peterborough, 2018 Northumberland, Kawartha Lakes, and Haliburton

Prepared for the Workforce Development Board/Local Employment Planning Council

Newcomer Employment Integration: Peterborough, Northumberland, Kawartha Lakes, and Haliburton March 2018

I. Table of Contents

Contents I. Table of Contents ...... 2 II. Acknowledgements...... 4 III. Acronyms ...... 4 IV. Executive Summary ...... 5 V. Introduction ...... 9 A. Purpose...... 9 B. Background...... 10 VI. Scope of Research ...... 16 A. Definition of Newcomer ...... 16 B. Definition of Employment Activities ...... 16 C. Geographic Area ...... 16 D. Time Period ...... 16 VII. Methodology ...... 17 A. Research Objectives ...... 17 B. Research Methodology ...... 17 C. Limitations of Research ...... 18 VIII. Literature Review ...... 19 IX. Community Profiles...... 27 A. City of Kawartha Lakes ...... 27 B. Haliburton County ...... 28 C. Peterborough City and County ...... 28 D. Northumberland County ...... 30 X. Current Newcomer Employment Supports ...... 31 A. Employment-Related Services for Newcomers ...... 31 B. Recent Employment Initiatives / Programs for Newcomers ...... 34 C. Newcomer Related Supports Available to Employers ...... 38

D. Other Supports ...... 39 XI. Results of Stakeholder Engagement ...... 40 A. Summary of the Newcomer Survey ...... 40 B. Summary of the Employer Survey ...... 40 C. Focus Group and Interview Results...... 41 XII. Best Practices in Newcomer Employment Integration: Selected Case Studies ...... 42 A. KEYS Job Centre ...... 42 B. Immploy...... 45 C. A Local Manufacturer ...... 47 XIII. Findings & Recommendations ...... 49 XIV. Further Research/Other Initiatives ...... 56 XV. References ...... 57 XVI. Appendices ...... 61 A. Appendix 1 - Charts and Tables ...... 61 B. Appendix 2 - Acknowledgements...... 66 C. Appendix 3 - Survey Results ...... 68 D. Appendix 4 – Stakeholder Engagement Feedback ...... 79 D.1 Current Employment Services for Newcomers ...... 79 D.2 Newcomer Barriers and Needs ...... 86 D.3 Employer Barriers and Needs ...... 88

II. Acknowledgements

The consultants would like to acknowledge the many individuals and organizations, in our region and beyond, whose generous and thoughtful comments made this report possible. These include newcomers and employers, as well as the organizations that support them with programs, services, advocacy, and information. A list of organizations is found in Appendix 2. The valuable input provided by their staff representatives is greatly appreciated. III. Acronyms

BAC Business Advisory Centre CERP Community Employment Resource Partnership CKL City of Kawartha Lakes DEEP Diversity and Equity Education Peterborough EO Employment Ontario EPC Employment Planning & Counselling ESL English as a Second Language FTP Foreign-trained Professional GAR Government-Assisted Refugees IRCC Immigration, Refugees and Citizenship Canada (formerly Citizenship and Immigration Canada) LEPC Local Employment Planning Council LINC Language Instruction for Newcomers to Canada LIP Local Immigration Partnership LMI Labour Market Information MAESD Ontario Ministry of Advanced Education and Skills Development MCI Ontario Ministry of Citizenship and Immigration NCC New Canadians Centre OCWI Ontario Centre for Workforce Innovation OW Ontario Works PACE Peterborough Alternative and Continuing Education PERC Peterborough Employment Resource Centre PIP Peterborough Immigration Partnership PKED Peterborough and the Kawarthas Economic Development PPCII Peterborough Partnership Council on Immigrant Integration PSE Postsecondary Education Institution PSR Privately Sponsored Refugees RAP Refugee Assistance Program TFW Temporary Foreign Worker WDB Workforce Development Board WIP Workplace Integration Program

IV. Executive Summary

The Workforce Development Board (WDB) / Local Employment Planning Council (LEPC) engaged Laridae to investigate newcomer employment integration in the region that encompasses Peterborough City and County, Northumberland County, City of Kawartha Lakes, and Haliburton County. The purpose of this project is to document what is happening in the local workforce, from the perspective of both newcomers (i.e., immigrants to Canada who have arrived in the last ten years) and employers, and to generate locally relevant information that will inform the design of future programs and services.

The following Information was collected and analyzed for this project:

• a review of the literature on newcomer integration in Canada and locally; • community profiles, with demographic and economic data, of each jurisdiction; • an overview of programs and services currently available in the region to assist newcomers with job search and employment; • findings from 154 stakeholders, including: o the experiences and perceptions of newcomers and employers about newcomer employment integration in our region; and o the experiences and perceptions of Employment Service Providers (ESPs), the New Canadian Centre (NCC), and other agencies serving newcomers; • an overview of selected initiatives that illustrate innovative approaches to newcomer employment integration.

Based on 2016 Canadian Census data, the WDB/LEPC catchment area has a total population of 317,319, of which 27,660, or 8.7%, are immigrants to Canada. With the exception of Peterborough, the data indicate that the number of immigrants settling in the area has decreased since 1981. (Statistics Canada, 2018) Not captured in these figures, however, are the Syrian refugees who arrived in large numbers after the 2016 Census was taken, and anyone with non-permanent status, such as international students.

Employment is a vital part of long-term settlement and social inclusion. Depending on language and other skills, educational background, the transferability of foreign credentials, and other factors, newcomers may spend time working “survival” jobs before they are able to access employment opportunities that more closely match their profiles. These concerns do not apply equally to all newcomers, who are an extremely diverse group.

Employment services and related supports available in the region include programs and services offered by ESPs, the NCC, municipalities, and other organizations. Volunteers have also provided significant support to newcomers.

Findings and Recommendations This report gathers new and updated information on newcomer employment activities in the region. As expected, relatively fewer programs and services are available in City of Kawartha Lakes and Haliburton County, as the newcomer population is currently quite small. In Peterborough, the NCC and the Peterborough Immigration Partnership (PIP) have often led the way in defining newcomer needs and working with community partners to coordinate and enhance local services. In Northumberland County, which does not have a Local Immigration Partnership (LIP), the county government has taken the lead and/or coordinated or supported important initiatives. Following are findings and recommendations, organized by theme.

Theme Recommendations 1. Community Capacity & 1.1 Leverage existing networks to develop, promote, and/or Connections deliver new and enhanced employment-related supports for newcomers and employers. 1.2 Develop support networks for newcomer entrepreneurs, modeled on the vision of the Northumberland Newcomer Network, in other areas of the region, drawing on relationships in the business community. 1.3 Identify and share best practices across the region (e.g., Lindsay & District Diversity Training Workshops, DEEP, NCC, and Fleming CREW workshops) 2. Programs & Services 2.1 Continue to build capacity of ESPs, BACs, Chambers of Commerce, and other organizations that already deliver programs and services in their communities to enhance their ability to meet the needs of newcomers. Organizations should seek out training opportunities (from the NCC and others, as appropriate) for their staff to gain specialized skills and knowledge. They should also access online resources for working cross-culturally, such as TRIEC Campus online courses. 2.2 Develop more workshops/courses tailored for newcomer needs. Pilot projects that blend occupational training, language training, Canadian workplace expectations, and professional networking aligned with career interests (e.g., construction, tourism, retail) have been well received by participants. Several successful programs have been run in the region, which could be adapted for other occupations. 2.3 Establish a renewed job-matching program through an existing platform, such as Magnet or Immploy’s Job Match Network, with more communications support to ensure a high level of participation by both newcomers and employers.

Theme Recommendations 2.4 Re-establish the Workplace Integration Program (WIP) with stable funding. Multi-year core program funding is required to ensure program sustainability to meet the needs of newcomers. 2.5 Pursue advocacy efforts to secure funds to support a mentoring program in Peterborough, modeled on programs in Northumberland County, Kingston, and London. 2.6 Solicit input from employers when designing new programs and services to support newcomer hiring and provide options for different types and sizes of employers. 3. Flexible & Focused 3.1 Develop English classes around career-readiness content Language Training and/or combined with other training such as vocational or business skills. 3.2 Offer online and/or blended learning opportunities to reach those who face scheduling, transportation, and other barriers to attending in-person classes. 3.3 Explore options for collaboration with local literacy organizations to train volunteer tutors and implement standardized approaches and best practices in tracking progress. 4. Eligibility for Services 4.1 Critical support programs, such as funded ESL and employment services, should be opened to all newcomers, including those with Canadian citizenship and non- permanent status. 4.2 ESPs called for more live interpretation to support newcomers through all important interactions, noting that “life stabilization” factors, such as housing, have a huge impact on employment prospects. 5. Awareness & 5.1 Consider ways to raise public awareness of the benefits of Communications newcomers to the regional economy, to build public support for and understanding of newcomers as part of the workforce and community. 5.2 Establish a coherent communications plan about services and programs that are available in the region, which includes new ways to reach target audiences, including employers and organizations/businesses outside the Peterborough area.

Theme Recommendations 5.3 Work with employers with known skill shortages to develop strategies for accessing and training newcomer talent. 6. Data Collection 6.1 WDB leadership on data collection through partnerships with local agencies could provide critical information to inform programming, especially where StatsCan data does not exist due to the size of the community. 6.2 When there is a need to survey, consider using alternate methods of data collection, such as omnibus surveys to collect primary data.

V. Introduction

A. Purpose The Workforce Development Board (WDB) / Local Employment Planning Council (LEPC) engaged Laridae to investigate newcomer employment integration in the region that encompasses Peterborough City and County, Northumberland County, City of Kawartha Lakes, and Haliburton County. The purpose of this project is to document what is happening in the local workforce, from the perspective of both newcomers (i.e., immigrants to Canada who have arrived in the last ten years) and employers, and to generate locally relevant information that will inform the design of future programs and services.

The following Information was collected and analyzed for this project:

• a review of the literature on newcomer integration in Canada and locally; • community profiles, with demographic and economic data, of Peterborough, Northumberland, and Haliburton Counties and City of Kawartha Lakes; • an overview of programs and services currently available in the region to assist newcomers with job search and employment; • findings from engaging with 154 stakeholders, including: o the experiences and perceptions of newcomers and employers about newcomer employment integration in our region; and o the experiences and perceptions of ESPs and other agencies serving newcomers; • an overview of selected programs and initiatives that illustrate innovative approaches to newcomer integration.

This information was used to assess the strengths, opportunities, and areas for potential improvement of the current-state system.

The WDB is a not-for-profit organization founded in 1996. It is funded by the Ministry of Advanced Education and Skills Development (MAESD) to provide labour market information (LMI), coordinate employment and training services, and engage employer communities in the areas encompassing Peterborough, Kawartha Lakes, Northumberland and Haliburton.

In March 2017, the WDB was awarded a contract extension to deliver the Local Employment Planning Council (LEPC) pilot project. The LEPC pilot, which runs from June 1, 2017 until September 30, 2018, aims to improve conditions in local communities through better collection and dissemination of local LMI and enhanced stakeholder collaboration in developing place- based employment and training delivery solutions. Under the pilot, the WDB and its LEPC partners will pioneer new and innovative approaches to local employment planning, including supporting integrated service and workforce planning by connecting employers, service providers, and other key organizations with critical information to address workforce needs.

B. Background

Immigration: Federal/Provincial In 2016, Canada received more than 320,000 immigrants, the highest annual figure recorded since 1910. This level of immigration—close to 1% of Canadian population—means that Canada receives more immigrants per capita than the United States and the United Kingdom. Globally, Canada is known for a well-managed migration system comprising three broad categories: economic immigrants, family-class immigrants, and refugees. (Prince-St-Amand, 2016) In 2016, the economic category accounted for the majority of immigrants, six in 10, followed by the family category (three in 10) and refugees (one in 10). (Curry & White, 2017)

Excerpts from Statistic Canada reporting on the 2016 Census illustrate the magnitude of recent immigration:

• On Census Day, 21.9% of the population reported they were or had ever been a landed immigrant or permanent resident in Canada. This proportion is close to the 22.3% recorded during the 1921 Census, the highest level since Confederation. • In 2016, Canada had 1,212,075 new immigrants who had permanently settled in Canada from 2011 to 2016. These recent immigrants represented 3.5% of Canada's total population in 2016. • Almost half (48.0%) of recent economic immigrants (arriving since 2011) were admitted through the skilled workers program and more than a quarter (27.3%) under the provincial and territorial nominee programs. • Refugees accounted for a higher proportion (24.1%) of immigrants admitted from January 1 to May 10, 2016, as a result of the many Syrian refugees who landed during this period. (Statistics Canada, 2017) The Canadian economy will benefit from the presence of these newcomers. With an aging population, immigrants are needed to replace retiring workers, who are expected to exceed new workers from within Canada in the coming decade. (Prince-St-Amand, 2016) Due to increasing immigration, newcomers accounted for 23.8 percent of the labour force in 2016, an increase from the 2006 level, at 21.2 percent. Compared with the national average employment rate of 60.2 percent, the employment rate for immigrants was slightly lower, at 57.3 per cent. (Curry & White, 2017)

In October 2016, Immigration Minister John McCallum announced that the federal government would keep the overall immigration target for 2017 at 300,000. However, the new plan allocated a higher target for the Economic class of immigrants—increasing it from 160,600 to 172,500. (Government of Canada, 2016)

The number of immigrants to Canada is going to continue to rise, as indicated by the government’s recently released multi-year Immigration Levels Plan. Targets for overall national

landings are 310,000 immigrants for 2018, 330,000 in 2019, and 340,000 in 2020. Targets are also established for each immigration class. (Government of Canada, 2017)

Immigration is a responsibility shared by federal and provincial governments. The first Canada- Ontario Immigration Agreement (COIA) was signed in 2005. The COIA enables federal funding “for settlement and integration programs and services in Ontario communities, and for innovative services and delivery mechanisms to improve outcomes for newcomers. The Agreement recognizes that municipalities have an important role to play with respect to the integration of newcomers in Ontario”. (Burr, 2011) Both the federal and provincial governments fund programs and services aimed at supporting newcomers, and specifically newcomer employment integration, in our region.

Local Immigration Partnerships (LIP) were first developed in Ontario in 2008. Jointly funded by Citizenship and Immigration Canada (now IRCC) and the Ontario Ministry of Citizenship and Immigration (MCI), the establishment of LIPs recognized the need to foster community connections and collaborate at the local level to support newcomers and ensure social supports (including employment supports) were in place. LIPs were viewed as “an innovation in multi- level collaborative governance” aimed at developing coordinated strategies for newcomer settlement. (Burr, 2011) Many community planning processes already existed; leveraging these connections essentially mainstreamed newcomer integration for local planners and institutions. LIPs also facilitated the settlement of more newcomers in smaller cities and rural areas.

Across Canada, 66 communities have established LIPs, including the Peterborough Immigration Partnership (PIP, formerly known as the Peterborough Partnership Council on Immigrant Integration, or PPCII). A 2016 IRCC program evaluation noted that all the LIPs include settlement agencies, mainstream service providers, and municipal/regional representatives, as well as other community partners. Over 85% of LIPs included employers or employment bodies. LIPs reported that it was most challenging to “get buy-in” from employers/employment bodies and mainstream service partners. Another challenge was securing funding for initiatives, as the IRCC only funds the LIP coordinator role. Nonetheless, LIPs reported successfully implementing many initiatives with the support of their communities, including PIP’s Welcome Pass program. (Immigration, Refugees and Citizenship Canada, 2016)

Ontario’s immigration strategy, A New Direction, was launched in 2012. MCI’s most recent annual progress report on the strategy, Our Foundation for Tomorrow, details several initiatives designed to attract new immigrants to build a stronger provincial economy. The Ontario Immigration Nominee Program is an economic immigration tool that helps employers recruit and retain skilled workers. Attracting more international students is another goal of Ontario’s strategy. The report notes that Ontario needs “to specifically attract newcomers who possess the skills and ability to meet the province’s labour market needs and help our economy grow.” (Ontario Government, 2017)

Minister’s Employer Tables (METs), part of a consultation pursuant to the immigration strategy, were held across Ontario to gather employers’ perspectives about the challenges they face in

accessing talent in certain industries, such as high-tech and skilled trades. METs were held in seven communities in 2017, including Peterborough. (Ontario Government, 2017)

Attracting immigrants to a wide variety of Ontario municipalities is another goal of the provincial immigration strategy. To that end, MCI has offered the Municipal Immigration Information Online (MIIO) program to help municipalities provide web-based information to attract newcomers and help them navigate local services. (Ontario Government, 2017) Both Peterborough and Northumberland County have such portals.

Ontario’s Newcomer Settlement Program provides support to agencies that support newcomer settlement through a variety of programs. In 2017-18, the government has allocated $11.7 million for newcomer settlement. MCI also funds language training for adult newcomers, delivered through school boards and community agencies. (Ontario Government, 2017)

Since the global refugee crisis of the last few years, Canada has often been cited in domestic and international media reports as an example of diversity and inclusion, as well as smart economic policy, for its effort to welcome and settle refugees. The federal government has promoted this initiative using an official hashtag: #WelcomeRefugees. According to the IRCC, Canada received more than 91,000 refugees between January 2015 and November 2017. (Government of Canada, 2017)

During that period of almost three years, refugees entered Canada in three categories (Government of Canada, 2017):

Government-Assisted Refugees (GAR) 41,220 Blended Visa Office-Referred Refugee (BVOR) 6,400

Privately Sponsored Refugees (PSR) 44,010 TOTAL 91,630

Ontario received 44% of the refugees resettled in Canada between September 2015 and January 2017. In 2016, nearly 20,000 refugees were resettled in Ontario, with 215, or 1.1%, settling in Peterborough during the year1. (Ontario Government, 2017)

Prior to 2015, Ontario received just over 13,000 refugees annually. In September 2015, MCI launched a Refugee Resettlement Plan to coordinate a response to the surge in refugees from Syria and other countries. Targeted funding increases were provided to help meet the complex needs of refugees, including “economic integration supports that combine skills development with language training, employment, and wrap-around supports tailored to the needs of newcomers with low education and official language fluency.” (Ontario Government, 2017)

1 Note: as a share of Ontario’s population, Peterborough accounts for less than 0.01%. 12

Immigration: Regional Based on 2016 Canadian Census data, the WDB/LEPC catchment area includes a total population of 317,319, of which 27,660, or 8.7%, are immigrants to Canada. The following chart shows regional patterns in immigration to the region, from 1981 to 2016. With the exception of Peterborough, the data indicate that the number of immigrants settling in the area has decreased over time. Not captured in these figures, however, are the Syrian refugees who arrived in large numbers after the 2016 Census was taken, and anyone with temporary status, such as international students. (Statistics Canada, 2018)

Immigration by Time Period, WDB Region 1400 1200 1000 800 600 400 200 0 1981-1990 1991-2000 2001-2005 2006-2010 2011-2016

City of Kawartha Lakes Haliburton County Peterborough County Northumberland County

Source: Statistics Canada, Census Data

Faced with the influx of refugees over the last two years, communities and institutions have responded with creativity and passion. Following a request by the federal government to settle refugees in smaller cities, the NCC received funding to support GARs using an innovative volunteer-based model of GAR support teams. In addition, it continued to support a growing number of private sponsorship groups—as of May 2016, the list included 50 groups in Peterborough City and County, Northumberland County, Haliburton County, Durham region, and Muskoka. (New Canadians Centre Peterborough, 2016)

As of April 1, 2017, the NCC had supported the settlement of 272 individuals (181 GAR and 91 PSR), including 134 children, with 25 more individuals expected to arrive by June 30th. (New Canadians Centre Peterborough, 2017) This was accomplished with the help of hundreds of volunteers and numerous community partners—organizations and institutions (in health care, financial services, schools, social services, and ESPs) collaborating to meet the needs of newcomers in a welcoming and effective manner. Helping to coordinate this work are multi- agency committees in Peterborough (PIP) and Northumberland County (Resource Committee on Refugee Sponsorship and Settlement).

The NCC, of course, serves a broader population than refugees, supporting all newcomers, whatever their circumstances and countries of origin. They have done this vital work for more than 30 years. Like other settlement agencies, their services have evolved to meet changing community needs. The number of clients served by the NCC increased 360% between 2000/2001 and 2013/2014. (Peterborough Social Planning Council, 2015) In its latest annual report, the NCC reported a total of 826 clients served in 2016/2017, a further 43% increase in the last three years. (New Canadians Centre Peterborough, 2016-2017) NCC also coordinates the PIP and many informal collaborations among non-profit organizations in the region.

Another important class of newcomers in the region is international students attending Trent University, Fleming College, and high schools. In 2017, Trent had 699 international students from 100 countries, representing 8% of total enrollment. (Trent University, n.d.) The figure is expected to rise in the coming years to about 10% of total enrollment. Fleming College reported record enrollment in the fall of 2017, with 1000 international students, representing 16% of the total student population on all campuses. 600 new international students arrived in the fall term—an increase of 132% over the previous year. (Fleming College, 2017) Another surge of international students was experienced in January 2018, accounting for most of the 2000 new January-start students at Fleming. (Bain, 2018) Students are not included in the IRCC immigration figures, as they are in Canada on time-limited visas and do not have permanent status.

Newcomers and Employment Employment is a vital part of long-term settlement and social inclusion. Depending on language and other skills, educational background, the transferability of foreign credentials, and other factors, newcomers may spend time working “survival” jobs before they are able to access employment opportunities that more closely match their profiles. For newcomers who are resettled refugees, initial income supports end after 12 months, adding to the pressure to find employment.

These concerns do not apply equally to all newcomers, who are an extremely diverse group. Many arrive with strong official language skills, credentials, and experience. This may be especially characteristic of immigrants in the economic class, some of whom are investors and will employ others, and international students, who are increasingly likely to remain in Canada and pursue careers here. It is worth noting that the rate of achieving advanced degrees—the percentage of recent (since 2011) immigrants with a master's degree or doctorate—is more than twice that of the Canadian-born population. (Curry & White, 2017)

Whether they are looking for survival or other types of employment, newcomers may seek assistance in their job search. A variety of programs and services is available in the region, offered by organizations that include Employment-Ontario-funded ESPs, the NCC, private recruitment agencies, specialized training programs, and postsecondary educational institutions (PSEs).

It is important to local and regional economies that newcomer residents be employed in occupations that draw on their skills, education, and abilities. Indeed, for rural areas seeking to maintain populations and local livelihoods, newcomers are a potential source of stability. The federal government has tried to encourage newcomers to settle outside Toronto, Montreal, and Vancouver. Currently, IRCC is running a pilot project to promote immigration to the Atlantic provinces.

Potentially complicating the issue regionally are several factors: the public’s perceptions about the unemployment rate; the lack of diversity in local populations, relative to major Canadian cities; and the rurality of large areas of the WDB/LEPC catchment area.

Whether the perceptions about persistent local unemployment and/or cultural differences are accurate may matter less than entrenched beliefs, which can lead to doors closing in the community. Some employers, along with their staff, may harbour biases against hiring newcomers. Beliefs, concerns, and lived experiences are personal and vary significantly.

What is clear is that the unique circumstances of our region must be factored into program planning if local employment integration supports are to be effective and reach the intended audiences. The region served by the WDB/LEPC has:

• both urban centres and extensive rural areas (where transportation is a pressing need, and populations may decline over time as workers, especially youth, migrate out for educational and employment opportunities). • a population older than the provincial average. • an increasing number of newcomers moving into Peterborough, and a decline in other areas of the region, over the last ten years. • many employers, especially in certain industries2 and communities, reporting difficulties in filling vacancies due to a skills mismatch and/or lack of applicants.

This is the impetus for the research the WDB/LEPC has commissioned to investigate and document employment integration of newcomers in our region.

2 Tourism and hospitality, food-service, construction, and retail industries are examples mentioned by stakeholders. 15

VI. Scope of Research

A. Definition of Newcomer For the purpose of this project, newcomers are defined as foreign-born persons who have arrived in Canada in the last ten years and were 18 years or older and residing in the City of Kawartha Lakes and the Counties of Haliburton, Peterborough, and Northumberland.

All statistics about immigration to the region come from StatsCan Census data, unless other sources are cited. The foreign-born (or immigrant) population, is defined by Statistics Canada for 2016 Census purposes as “persons who are, or who have been, landed immigrants or permanent residents in Canada”. (Statistics Canada, 2017)

As noted above, newcomers encompass a wide range of people with varying needs in terms of employment supports.

B. Definition of Employment Activities For this project, employment activities refer to (a) working in the paid labour force either part- time, full-time, seasonally, or via contract work; and (b) self-employment.

While some newcomers have informal employment experiences that may be used as stepping stones to formal employment, this is difficult to measure and not in scope.

C. Geographic Area This project encompasses the City of Kawartha Lakes and the Counties of Haliburton, Peterborough and Northumberland.

D. Time Period Data from the 2006 Census to the 2016 Census were reviewed for this project, augmented by more recent sources of qualitative data. The period covered is 2006 to the present.

VII. Methodology

A. Research Objectives The goals of this project are to develop an understanding of employment supports and services that currently exist for newcomers; develop recommendations for new and innovative ways to assist newcomers and employers; increase awareness of local employment integration of newcomers in the area; and generate data to help inform future decision making and resource allocation.

Research Questions: 1. Which employment support programs and services are used and/or valued most, by newcomers and employers?

2. What are the strengths of current supports (both programs and grassroots community responses)?

3. What are the current gaps and opportunities for potential improvement?

B. Research Methodology Mixed-method research was conducted for this project: a secondary data review and primary data collection using a combination of quantitative and qualitative research methods, including focus groups, key-person interviews, two surveys, and a literature review.

The secondary data review consisted of Statistics Canada Census and National Household Survey data, as well as other data collected by the WDB and the NCC.

A total of 154 individuals participated in primary research. This included an online survey of newcomers, an online survey of employers, focus groups with ESPs, and interviews with selected newcomers, employers, and community organizations.

Summary of Stakeholder Engagement

Group Numbers Engaged Service Provider Focus Groups 2 focus groups, 11 participants Employer Survey Respondents 57 Responses Newcomer Survey Respondents 43 Responses Key informant Interviews 43

Survey Methodology Two surveys were created, one for newcomers and one for employers, to collect information about trends and themes. Surveys were distributed using a snowball sampling method, which

involved asking stakeholders contacted throughout the project to forward the survey to their networks. Surveys were forwarded using email and promoted via social media. In addition, WDB issued press releases to extend the reach. A representative sample was not done for this project.

Focus Group Methodology At the project start, the plan was to hold focus groups with employers, newcomers, and organizations that support both in all four counties. However, based on advice from key stakeholders regarding newcomer engagement, as well as difficulties connecting with employer stakeholders, the decision was made to hold focus groups with Employment Ontario-funded ESPs only. Another factor was a concurrent similar project, which engaged Peterborough newcomers who were involved in LINC classes. The results of that study were shared with the researchers for reference purposes. To compensate for fewer focus groups, the number of key informant interviews was increased.

Interview Methodology Interviews were conducted with key informants, who included employers, newcomers, and representatives of community partner organizations, and funders. Participants included individuals from municipall governments, business organizations, and other organizations and individuals that support newcomers.

Program Review Through focus groups, interviews, review of service provider websites, and past local research, the programs and services currently available to newcomers and employers were compiled and summarized in Current Newcomer Employment Supports.

C. Limitations of Research Survey response rates were low. Stakeholders were asked to distribute the surveys to their own networks; however, they may not all have done so. Many stakeholders also mentioned survey fatigue among employers and, in fact, WDB had other surveys running at the same time. As described above, fewer focus groups were conducted than originally planned. To address these limitations, additional one-on-one interviews were held.

The list of programs and services reviewed is extensive. Nonetheless, some programs and services may have been overlooked inadvertently.

Fleming CREW recently completed a study focusing on newcomers attending LINC programs in Peterborough. Instead of connecting with this group of stakeholders twice (and taxing newcomers’ resources), outcomes from that project are considered in this research. Another potential limitation is that, although attempts were made to reach newcomers who have not accessed NCC services, it is difficult to measure successful outreach to this population.

VIII. Literature Review

Recent studies, program reviews, policy papers, and articles were reviewed as background research for this project. Following is a synopsis of the most relevant research.

Diverse Workforce

• Delivering Through Diversity

This January 2018 study by McKinsey & Company, a follow-up to a 2015 diversity report (focused on gender), examines the business case for diversity and provides suggested actions to increase workforce inclusion and diversity. Diversity is defined here as a greater proportion of women and ethnically/culturally diverse individuals in the leadership of large companies. The research is based on a broader sample—1000 companies in 12 countries—than the earlier, US/UK focused study. Researchers found a statistically significant correlation between highly diverse companies and financial outperformance. Measuring business performance of companies based on the ethnic/cultural diversity of their executive teams, the researchers found that companies in the top quartile were 33% more likely to have industry-leading profitability. (Hunt, Prince, Dixon-Fyle, & Yee, 2018)

• Employer Guide to Hiring Newcomers

The Employer Guide to Hiring Newcomers, published in 2016, brings together information and resources from IRCC, Acces Employment, Hire Immigrants, TRIEC, and others. In the section entitled Why Hire Newcomer Talent? (pp. 1-2) academic and consultant studies are cited on the benefits of building diversity into hiring practices. It is well documented, for example, that immigrants to Canada start businesses at higher rates than the general population. Several of the studies mentioned demonstrate higher business performance when workforce diversity is high. This publication is meant primarily as a practical resource for employers. (Acces Employment and Hire Immigrants, 2016)

• Immigration in Ontario: Achieving the Best Outcomes for Newcomers and the Economy

This June 2017 Working Paper of the Institute for Competitiveness & Prosperity examines immigration trends with an Ontario strategic/economic lens: how to ensure that the Ontario economy prospers and that newcomers are able to find suitable employment more quickly. Policy proposals include letting Ontario to select a higher percentage of immigrants from the Provincial Nominee Program and addressing the lagging employment rates and wage penalty that many newcomers face. (Institute for Competitiveness & Prosperity, 2017)

Newcomer Experiences Several recent studies from across Ontario have examined local/regional barriers to newcomer integration and supports available, with recommendations for improvements.

• Embracing Diversity: Newcomer Experiences in Perth and Huron Counties

This 2017 report, commissioned by the Social Research & Planning Council, notes patterns of out-migration in the two rural counties and asks how more newcomers can be attracted to the area and retained. “The goal for this study was to investigate newcomer experiences in small and rural communities, specifically Perth and Huron Counties.” Objectives included identifying the newcomer experience, service gaps, employment barriers, and recommendations for improved performance. Barriers that are common in rural communities, such as access to transportation, education, and employment supports, were reviewed. Other rural communities’ approaches to newcomer integration are reviewed, including Peterborough’s (pp. 54-55). (Social Research & Planning Council, 2017)

• 2016 Guelph-Wellington Immigrant Survey Report

The Guelph-Wellington LIP conducted research on the experiences and challenges reported by immigrants in Guelph and Wellington County. Five research questions were posed, with two directly related to employment:

o Do immigrants have access to meaningful employment in Guelph and Wellington County? o Do immigrants have access to education, training, and skill development opportunities in Guelph and Wellington County?

Surveys and focus groups were used to collect data. The secondary data review relied on 2016 Census and IRCC sources for statistics about immigrants in the region.

Key findings and recommendations related to those questions address:

o Increasing employer awareness about foreign credentials and immigrant profiles o Promoting employment support services to immigrant communities o Increasing opportunities for networking between immigrants and employers o Ensuring realistic and current information about careers and LMI is available to immigrants both pre- and post-arrival (Patel & Henderson, 2017)

• Immigrants & the Labour Market: A London Perspective

This 2015 report, prepared by the City of London’s Housing, Social Services, and Dearness Home Division, reviewed historical and recent employment data about immigrants in London (Ontario) and identified opportunities for improvement (49 in all), organized by four themes: o Enhanced focus on timely economic integration o Enhanced coordination and marketing/outreach of the service system o Enhanced services and supports

o Reduction of broader system barriers

Many of the recommendations are specific to London city planning and the local economy, while others look at strengthening links within the settlement system overall. The following are especially relevant to this report: o education and training for employers o stable multi-year funding to support immigrants o enhanced opportunities for specialized language training (e.g., occupation- specific and career-focused ESL) o micro-loan/micro credit access for immigrant entrepreneurs o mentoring programs for immigrant entrepreneurs o standardization of language training services (provincial and federal) o advocacy by City government for funding to match immigrants with services they need (City of London, 2015)

• Newcomer Engagement and Social Capital in Rural Communities

As part of its “Measuring Rural Community Vitality” series of papers, the Rural Ontario Institute examined newcomer engagement in three Ontario counties (Dufferin, Huron, and Northumberland). Individual community profiles were also published. It is important to note that this study is broader in scope, as newcomers were defined as anyone who had moved into the county in the last five years—not only immigrants. Social capital was defined as “the resources and associated benefits people have access to through their social networks and relationships”. (Rural Ontario Institute, 2017)

Four high-level recommendations (with examples and explanations) for increasing engagement and social capital were to:

1. Provide intentional community leadership 2. Reduce system barriers 3. Build relationships 4. Develop robust support systems

Northumberland County-specific findings are summarized are reproduced below.

Strengths o Intentional leadership by county leaders to support and engage newcomers. This is seen embedded in the county’s strategic plan and in praxis through active financial, professional and social support towards individuals and groups supporting newcomers in the county o Organized and insightful online tools to facilitate newcomer navigation of the county (e.g. www.welcometonorthumberland.ca; www.fourinfo.com) o Purposeful civic engagement of newcomers by county leaders, service providers and established newcomers. These include strong, well-established

newcomer groups (New Canadians Centre, Northumberland Hispanic Cultural Club, Northumberland Newcomers Network, etc.), as well as other associations, networks, and municipal task forces o Northumberland County is recognized by many as a rural leader in providing community transportation o Friendly and supportive neighbours

Barriers o Despite having low unemployment rates, the opportunities offered are primarily within the agribusiness, construction, and manufacturing industries. Skilled newcomers have found limited employment opportunities and reported feeling underemployed o While recognized as a leader in rural transportation, there is room for enhancement. This is particularly relevant for newcomers upon first arrival who may not have immediate access to private transportation o Limited infrastructure for urban-to-rural migrants seeking commodities such as high-speed internet. This was acknowledged as a limitation by both community members and county leaders, while recognizing this is part of the transition to a rural setting o Newcomer information not well advertised upon arrival. Many newcomers unsure of where to find initial information and connections. o Immigrant newcomers from countries where English is not the first language have faced significant language barriers when looking for employment. This has also impacted the way in which they make connections with others in their community. (Rural Ontario Institute, 2017)

Local Research/Publications: Peterborough

• Fleming CREW: Building Capacity in Employment Services for Newcomers to Peterborough

Fleming CREW Employment Services recently completed research (February 2018), funded by the Ontario Centre for Workforce Innovation (OCWI), entitled: Building Capacity in Employment Services for Newcomers to Peterborough with an Emphasis on Syrian Refugees.

The goal of the project was to develop evidence-based approaches to build capacity in the employment and training sector and better match newcomers to jobs in Peterborough. The research involved interviews and focus group discussions with stakeholders to identify barriers to employment; explore skills that employers seek; and identify gaps in the service system.

Some of the questions the research aimed to answer:

o How can employment and training services in Peterborough help newcomers, particularly refugees, get and keep jobs?

o Are there gaps or new strategies in our local service delivery system to address the needs of newcomers and employers? o What programs, services, interventions and supports best meet the needs of these job seekers and local employers hiring newcomers?

In addition to the one-on-one focus groups and interviews with employers, refugees, NCC staff and volunteers, ESL teachers, and members of the Refugee Resettlement Task Force, among others, the project included pilot project development (phase 2). Newcomers that participated in the research consisted of students enrolled in the Language Instruction for Newcomers to Canada (LINC) program at Fleming College.

Key findings from phase 1 include the following: o Employment Service Providers need to increase outreach, marketing and promotion to newcomers. o In some cases, there is a need to modify or enhance services for newcomers, which may also benefit other clients served by Employment Service Providers. o For newcomers to be able to obtain and retain jobs they need to improve their English skills, thus the need for continued, enhanced and expanded ESL services.

In addition to the key findings, specific recommendations for how Employment Service Providers can better service newcomers were listed. The research confirmed the following five key themes specific to newcomers and their journey to finding and maintaining employment:

1. There is a need to assist newcomers to improve their English language skills in order for them to find and retain employment and employment service providers can play an important role in this. 2. Newcomers need education and information about the workplace culture in Canada. 3. Like many job searchers, newcomers need assistance to hone their job searching skills. 4. Employers would benefit from learning of the values and qualities of newcomers, specifically that they are motivated, dependable and reliable. 5. Newcomers and those supporting them, must be made more aware of employment services and what they can provide to assist them to obtain and retain employment.

Phase 2 of the project consisted of the development of two pilots. 1. A workshop on workplace culture in Canada and 2. A workshop and a resource tool on employment law in Canada. The intention is that the results of the research as well as the workshop materials will be shared with the local CERP members and other employment service providers across Ontario.

• Investigating Workplace Language Training and Culture as factors in Labour Force Productivity in Peterborough

This study, supported by the Ontario Human Capital Research and Innovation Fund, was conducted by researchers from Trent University, the Trent Community Research Centre, the Peterborough Social Planning Council, and PPCII. It focused on the “intersection of language,

culture and workplace productivity.” (Archer, Barr, Musta, Berry-Merriam, & Vanaselja, 2015) Research questions, as well as selected key findings and recommendations are reproduced verbatim below.

Research Questions: • First, what is the role of cross-cultural communication barriers in the perception of employers that English language proficiency is the principal challenge to attracting, hiring, and retaining immigrant employees in Peterborough?

• Second, what are the best practices and innovative practices for workplace and vocational English as a second language (ESL) delivered elsewhere in Canada?

Key Findings: o Current trends in Ontario indicate that more than half of the recent immigrants in Ontario have post-secondary education—which corresponds with the Canadian average of 53.6% of Canadians possessing skills certificates or University/College diplomas (Government of Canada, Employment and Social Development Canada) - but fewer than 25% of these professional immigrant workers speak neither English nor French (Colleges Ontario, 2007).

o Following trends throughout Canada, the workforce in Peterborough is aging rapidly, with more people retiring or leaving work than those entering the workforce. Peterborough`s population is amongst the three oldest Census Metropolitan Areas (CMA) in Canada. Peterborough ranks as the second-worst CMA with regards to the contribution of international migration to the overall population growth and has more deaths than births, a sign of rapid aging. New workers are needed to replace these employees who have retired or left work, including working with the elderly, retired population in Peterborough - perhaps providing the necessary environment for a vocational or workplace ESL program.

Recommendations: o The design of any workplace program must be undertaken with input from both employer and the employee; o Local models of vocational/workplace ESL should include a mentorship component that provides specific education on the local community as well as the idiosyncrasies and requirements of that workplace; o Given the smaller scale of programs needed in Peterborough region, the model of service delivery should include a variety of ways of delivering education – ranging from one-on-one training to lunch and learns, to mentoring around specific industries and professions; o Cross-cultural sensitivity training for employers is needed to debunk the fears about diversity; o Training for New Canadians including preparing them for the Canadian workplace i.e. rights, responsibilities, how to fill out tax forms, workplace ethics

and etiquette. The local immigrant services agency can play a crucial role in designing and delivering such training to its newcomer clientele; o Diversity training for both the employers/employees regarding cross cultural communication and what is needed for a healthy diverse workforce; o Workplace language training that supports specific technical needs of newcomer employees is needed; o Advocacy for workplace cultural changes and innovative models for vocational and workplace ESL; o Involving business leaders and decision-makers in developing and implementing a region-wide strategy and awareness campaign about the business case for diversity. (Archer, Barr, Musta, Berry-Merriam, & Vanaselja, 2015)

• PPCII Workplace Diversity Survey, 2013

This study, conducted in 2012-13 through a contract with Fleming Data Research, included a survey of 245 local employers. Results showed that employers identified the top three challenges of attracting and hiring newcomers as: language/communications barriers; certificates/accreditation/qualifications; and lack of experience/skills. The greatest training needs identified were, for New Canadian employees: The greatest training needs were: o for New Canadian employees: ▪ Language/Communication barriers ▪ Job Specific Training/Skills/Knowledge ▪ Certificates/Accreditation/Qualifications

o for employers of New Canadians: ▪ Effective Communications/Language ▪ Understanding/Accommodating Culture

Local Research/Publications: Northumberland County

In addition to the Rural Ontario Institute’s Spotlight on Northumberland County, detailed above, the following publications address aspects of newcomer integration in Northumberland County.

• Improving Prosperity for Immigrant Women in Northumberland County

This multi-year project, funded by Status of Women Canada and led by Northumberland United Way in partnership with Northumberland County, aimed to understand the circumstances of immigrant women throughout Northumberland County. The first phase, published in 2014, included a needs assessment of the women and community service providers. Methods of gathering information included a survey in four languages, focus groups, and interviews. Ultimately the aim is to improve the prosperity of immigrant women in the County. Key findings include calls for:

1. A full settlement-service agency in Northumberland 2. A Northumberland newcomer council 3. A professional-development training for SPOs (service provider organizations) 4. Development of a community strategic plan to address the needs identified by this report.

Of the more than ten priorities and strategies identified by the immigrant women as being needed to increase their prosperity, the top-ranking item was employment, followed by education and training. (Northumberland United Way, 2014)

• Your Story–Our History: County collects stories and images of immigration for Canada150

While not a study, it is worth including in this literature review Northumberland County’s 2017 collection of images and stories, which was published as a Canada150 project and accompanied by an exhibition of artifacts, photographs, and stories at the Art Gallery of Northumberland.

• Northumberland Economic Development Immigration Presentation

This presentation by Northumberland County staff to the 2016 Association of Municipalities Ontario conference detailed the community profile (number of immigrants, top languages spoken, 150-180 migrant farm workers per year, etc.) with respect to immigration, the challenges facing the County, and the progress that has been made to attract, retain, and support immigrants. This is an integral part of the County’s economic development strategy and is supported by County Council. (Northumberland County, 2016)

IX. Community Profiles

The communities served by the WDB vary greatly in population makeup and the number of immigrants arriving each year. A brief profile of each community follows. Refer to the charts and tables in Appendix A for more detailed population and immigration-related data.

A. City of Kawartha Lakes

Demographics In 2016, there were 75,423 people living in the City of Kawartha Lakes (CKL), with an additional 31,000 seasonal residents. More than 1.45 million residents live within a one-hour drive of CKL. (City of Kawartha Lakes, 2017) CKL communities include Bobcaygeon (population 3,525), Fenelon Falls (2,464), Lindsay (20,713), Omemee (1,271), and Woodville. Lindsay is located 40km from Peterborough. CKL has a median age of 50.5 years and an average age of 46.5 years. As well, 25% of its population is over the age of 65. (City of Kawartha Lakes, Office of Economic Development, 2017)

Immigration Immigrants make up 8.3% of the population. However, 73% of those immigrants arrived prior to 1981. Immigrants have come primarily from the UK, Germany, the Netherlands, US, and Italy (75% of total immigrants have come from Europe). This has changed for recent immigrants (2011-2016), who have come primarily from Syria, the UK, Philippines, Vietnam, and India. In terms of immigrant categories, 49% of all immigrants have arrived as Economic Immigrants, followed by 37% through family sponsorship, and 14% as refugees.

Languages Besides English, French and Aboriginal languages, there were 26 different languages spoken at home in the CKL. Most common were German, Korean, Polish, Mandarin, and Russian. (Statistics Canada, 2018)

Employment Key employment sectors include manufacturing; agriculture; arts, culture & heritage; tourism; and water innovation. According to an analysis of employment patterns, “City of Kawartha Lakes possesses participation and employment rates below those of the Province of Ontario. This means that there is a smaller percentage of the City of Kawartha Lakes’ population willing and wanting to work, or, looking for work on average than there is in province. In addition, the City of Kawartha Lakes currently has an unemployment rate higher than that of the Ontario.” (City of Kawartha Lakes, Office of Economic Development, 2017)

B. Haliburton County

Demographics The county of Haliburton has a population of 18,062 with an estimated seasonal population of over 48,000. (County of Haliburton, 2013) The County is largely rural, with a highly-dispersed population. It comprises four lower-tier municipalities: the Township of Algonquin Highlands, the municipality of Dysart et. al., the Township of Minden Hills, and the Municipality of Highlands East. The largest communities are the villages of Haliburton and Minden. The County population is significantly older than the province as a whole, with 33% of residents over the age of 65.

Immigration Immigrants make up 8.7% of the population, with 75% of them arriving prior to 1981 and only 5% arriving since 2006. Recent immigrants have primarily come from the UK. 43% of all immigrants have arrived as Economic Immigrants, followed by 48% through family sponsorship and 10% as refugees

Languages Besides English, French and Aboriginal languages, 13 different languages are spoken at home in Haliburton County. Most common are Polish, German, Korean, and Gujarati.

Employment Most jobs are in the retail, trade, and construction sectors. Numerous residents are employed in accommodation and food services, and arts, entertainment and recreation. Part-time and seasonal jobs make up a large proportion of the County’s economic activity. (Statistics Canada, 2018)

C. Peterborough City and County

Demographics Peterborough County is home to approximately 135,000 people, with 81,032 of them located in the City of Peterborough. The County is an upper tier municipal government, with eight lower- tier municipalities: Township of Asphodel-Norwood, Township of Cavan Monaghan, Township of Douro-Dummer, Township of Havelock-Belmont-Methune, Township of North Kawartha, Township of Otonabee-South Monaghan, Township of Selwyn, and Munipality of Trent Lakes. (Peterborough County, 2017)

Peterborough has a diverse commercial and agricultural base and three PSEs: Trent University, Fleming College, and Seneca College (aviation). Top Peterborough regional employers include the Peterborough Regional Health Centre, the City of Peterborough, two school boards, and the Ontario Ministry of Natural Resources and Forestry. According to a benchmarking report on Peterborough’s industrial and occupational distribution, Peterborough is also home to a thriving creative economy with many working in knowledge-based occupations. (Martin Prosperity Institute, 2013) The County is older than the general population, with 23% of its population over the age of 65. The City of Peterborough is located 140km from Toronto.

Immigration Early immigrants to Peterborough were mostly of Irish and British descent; however, people from all over the world now call Peterborough home. Immigrants make up 8.3% of the population, with 59% of all immigrants having arrived prior to 1981. The top five countries for all immigrants to Peterborough County are the UK, US, Germany, Netherlands and China. Since 2006, however, the top five countries have shifted to Syria, the Philippines, India, the UK, and China. Economic immigrants account for 48% of all immigrants, followed by 34% arriving through family sponsorship, and 16% as refugees. (Statistics Canada, 2018) In 2016/17, the New Canadians Centre served clients from 79 different countries. (New Canadians Centre Peterborough, 2016-2017) A notable recent change in Peterborough’s immigration profile is the influx of primarily Syrian refugees, with approximately 300 people arriving between late 2015 and mid-2017. Although a few settled in the County, as well as in Northumberland County, CKL, and Haliburton County (one family), most settled in Peterborough.

Language Besides English, French, and Aboriginal languages, 31 different languages were spoken at home in the City and County of Peterborough. The top six languages were Mandarin, Polish, Arabic, Korean, Spanish, and Gujarati. (Statistics Canada, 2018)

Employment With over 30% of its workforce employed in the creative economy, Peterborough is considered “one of Canada’s most creative cities”. (Peterborough & the Kawarthas Economic Development, 2015) As well, 50% of Peterborough’s businesses are owner-operated, and the city has the highest rate of immigrant entrepreneurship in Canada, with 36% of newcomers in Peterborough owning their own business. (Peterborough & the Kawarthas Economic Development, 2015) In 2016, almost 50 percent of Peterborough’s workforce was employed in the Health Care & Social Assistance (16.3%), Retail Trade (15%), Education Services (9.6%) and Manufacturing (8.8%) sectors (Statistics Canada, 2018).

D. Northumberland County

Demographics Located along the 401 with easy access to both Toronto and Kingston, the County of Northumberland is comprised of seven municipalities (Alnwick-Haldimand, Brighton, Cobourg, Cramahe, Hamilton, Port Hope, and Trent Hills) and Alderville First Nation. (Northumberland County, n.d.) The largest communities are Cobourg (population 19,440) and Port Hope (population 16, 214). The population of the County is 85,598.

Immigration Immigrants make up 10% of the total population, with 6.4% of total immigrants having arrived since 2006. Recent immigrants have come from the US and China (tied ranking), Australia, the UK, Syria, and the Philippines. Almost 50% of immigrants arrived as Economic Immigrants, followed by 42% through family sponsorship, and 8% as refugees.

Language Besides English, French, and Aboriginal languages, 26 different languages were spoken at home in Northumberland County. The top six languages were Korean, Spanish, Mandarin, Polish, and German. (Statistics Canada, 2018)

Employment The County has a diverse industrial, commercial and agricultural base. Key industries include agribusiness, construction and manufacturing. The county also welcomes 150-180 migrant farm workers annually. (Northumberland County, 2016)

XI. Current Newcomer Employment Supports

A. Employment-Related Services for Newcomers

Following is an overview of employment-related services available in the region. In addition to government-funded ESPs, which are present in urban centres throughout the region, the NCC provides employment counselling to newcomers through its offices in Peterborough and Cobourg. ESPs and the NCC are the main providers of employment services for most newcomers.

Municipal social services organizations also provide employment supports to the populations they serve, generally residents receiving social assistance.

Trent University and Fleming College, through their career centres, offer career counselling, job search workshops, resume advice, and similar supports to their students.

Finally, private recruiting agencies, looking to find staff to fill vacancies for the employers they serve, interact with some newcomers in Peterborough and Lindsay.

Geographically, most services that are available are located in Peterborough and Northumberland County. Northumberland County, through its Economic Development Department, has played a leadership role in supporting newcomers. Northumberland County’s 2015-2019 strategic plan makes attracting newcomers a strategic priority, and this has resulted in several initiatives that support newcomers to the area. (Northumberland County, 2015)

CKL and Haliburton County both have an ESP, but the number of newcomers they serve is very low. CKL has provided employment-related support to newcomers through its Social Services Department. While CKL is open to providing services to newcomers as numbers increase in the future, currently, there is a perception that newcomers go to Toronto or Peterborough for support.

Pre-Arrival Supports Both Peterborough and Northumberland Counties have online portals available to newcomers prior to arrival and once they have settled. • WelcomePeterborough.ca • WelcomeNorthumberland.ca

The portals provide advice and links to newcomers to help them navigate community contacts and services, including employment services.

Employment Service Providers All four areas of the region have government-funded (Employment Ontario, with federal funding for some programs) ESPs. Their services are offered to all residents, including newcomers with permanent status in Canada.

Those who are in Canada with a non-permanent status (e.g., international students, accompanying spouses of workers on temporary visas) are not eligible to receive ESP services, due to funding restrictions. However, ESP staff report, anecdotally, that they will provide on- the-spot resume help to newcomers without permanent status, who may walk in after seeing signage, and then refer them to other sources of assistance, such as the NCC, or, if they are students, to Fleming or Trent.

Employment Service Provider Name Locations Agilec Lakefield, Minden, Peterborough Durham College Employment Supports Northumberland (Port Hope) EPC Peterborough Fleming CREW Haliburton, and Peterborough Watton Employment Services Northumberland (Cobourg), Peterborough, Roseneath VCCS Employment Services CKL

Examples of ESP services include the following.

For Job Seekers • Assistance with career decision making • One-on-one employment counselling • Assessments for eligibility and assistance in applying for government-funded programs • Job search, interview and resume workshops • Support in obtaining labour market information and other resources

For Employers • Job matching & placement services • Job postings • Job fairs and interview assistance • Recruitment and pre-screen services • Information and resources related to effective business operations • Training Incentives and Job Grants

Settlement Services The NCC is the only immigrant serving organization providing settlement services in the region. The NCC’s main office is in the City of Peterborough and it has a smaller office in Cobourg. The NCC provides a range of services to newcomers, including settlement support, employment

support, language classes, and social programs. In 2016/2017 the NCC assisted 826 clients from 79 different countries. (New Canadians Centre Peterborough, 2016-2017)

One NCC staff member provides employment services. Unlike ESP services, EO does not fund these. Rather, funding is provided by IRCC. MCI also funds some employment-related programs at the NCC. In 2016/2017, the NCC assisted 359 newcomer employment clients and matched 55 newcomers with employment. (New Canadians Centre Peterborough, 2016-2017)

Other NCC programs include the Peterborough Immigration Partnership, the ESL Forum, Newcomer Kitchen, and Newcomer Sewing Collective, which are described below in Recent Employment Initiatives / Programs for Newcomers.

Northumberland County is served by a satellite office of the NCC, opened in 2008. One settlement worker serves the entire County. In addition, NCC staff travel to Cobourg on an as- need basis (approximately once a month) to help clients with language assessment, employment, and immigration issues. However, in the past five years, the number of arrivals to the area has increased, especially during the March – October period, when seasonal agricultural workers arrive. To meet the growing demand for services, Northumberland Economic Development recently applied for and received funding to hire a settlement worker, starting in January 2018.

Peterborough Immigration Partnership (PIP) In 2008, to coordinate a regional response to the emerging needs of newcomers, the City of Peterborough and the NCC joined with more than 25 local organizations to establish the Peterborough Partnership Council on Immigrant Integration (PPCII), a Local Immigration Partnership, now named the PIP. Though the PIP began as a stand-alone organization with flow- through funding from the NCC, it has evolved to become a program of the NCC. Through the PIP, research has been completed providing the community with a better understanding of how to meet the needs of newcomers and how to make the community more welcoming to all. This has led to the development of supports for both newcomers and employers.

PIP’s most recent strategy has several goals and objectives relating to newcomer employment, including: • Development of a resource kit and hands-on training for small employers • Development of intercultural communications tools for the Canadian workplace • Assistance to the broader employment sector with action planning and implementation of accessible LMI, HR and entrepreneurial advisory services, a professional immigrant network that includes mentorship, job-skill matching, workplace and vocational language and cross-cultural training and the development of materials on the benefits of hiring newcomers. • Continued support of the ESL Forum of Peterborough to develop workplace- and vocation-specific language training opportunities.

The NCC/PIP is part of many working groups including the ESL Forum, The Refugee Resettlement Task Force, the LEPC, the Small Enterprise Advisory Group, which includes the Newcomer Kitchen and the Sewing Collective, and the Cultural Competency Group.

Municipal Supports The City of Peterborough has worked in partnership with the NCC on many immigration-related initiatives, including the PIP and the Welcome Portal. PKED has also worked in collaboration with the NCC, as members of the PIP and in support of entrepreneurship dinners.

The Economic Development Department of Northumberland County has been quite active in newcomer integration and is the only economic development organization within the region that funds specific programs for newcomers.

Business Advisory Centres (BAC) in each jurisdiction work with newcomer entrepreneurs as needed. Although there are no specialized services developed specifically for newcomers, newcomers can access any BAC programs.

Social services agencies operated by the four municipalities provide support, including employment support, to those on social assistance, including newcomers.

Language Training A variety of ESL programming is available, primarily in Peterborough. For other communities, newcomers either travel to Peterborough to take language training or find informal training. There are free programs available to newcomers, depending on their status, including LINC programs at Fleming College, at Peterborough Alternative and Continuing Education (PACE), and at the NCC. Fee-based ESL classes are available at Trent, Fleming, and private language training providers, and some free programs have been delivered through Peterborough Public Library and the YMCA. More recently, there has been a significant amount of informal language training, mainly by volunteers, for refugees from Syria.

B. Recent Employment Initiatives / Programs for Newcomers

This section describes any employment-related initiative / program recently or currently in place to help newcomers integrate successfully into employment. There are no specific newcomer employment programs in the City of Kawartha Lakes and Haliburton County.

Peterborough Employment Service Provider Workshops As part of its recently completed research project (described in the Literature Review), Fleming CREW offered two workshops to newcomers seeking employment: 1) a workshop on workplace culture in Canada; and 2) a workshop and a resource tool on employment law in Canada. The intention is that these workshop materials will be shared with CERP members in the four-county region.

Entrepreneurship Dinners Organized by the NCC/PIP in conjunction with PKED and the City, the entrepreneurship dinners were created to provide networking and educational opportunities to newcomer entrepreneurs. While the dinners have remained small (attributed to owners of food-based businesses being unable to attend during dinner hours), the initiative has garnered strong appreciation and support from the City. There is a growing group of entrepreneurs who came to Peterborough as international students; they have provided feedback to PIP on what can be done to support their growth. In a related development, an International Student Retention Working Group has been created, with the participation of Trent and Fleming representatives.

Newcomer Kitchen Newcomer Kitchen is an initiative that was originally started in Toronto in 2016 for Syrian refugee women. It aims to produce a replicable model with any newcomer group, in any city in the world. Its goal is to bring newcomers together to cook weekly meals in a community kitchen, sell them, and share the proceeds among the cooks. In Peterborough, Newcomer Kitchen was created when the NCC approached Nourish about delivering food-related training. The pilot project also involved other partners. For example, local restaurant owners participated in training sessions, creating connections with potential employers. Peterborough Public Health’s community kitchen was used for some of the training.

Phase I took place over six weeks in late 2017, and during 2-hour weekly sessions, participants were given the opportunity to learn about the different food business models available to them, as well as have a chance to meet some successful local business owners. Phase II (running from January through mid-February 2018) focused on developing the following key areas: recipe development and product consistency; safe food handling and best kitchen practices; conflict resolution and group decision processes; commitment to the group; and ESL. At the end of this round of the program, the partners will reassess and adjust program content as needed.

Newcomer Women Sewing Collective Modelled after the Darzee project in Toronto, this program aims to empower newcomer women with sewing, workplace English, and entrepreneurial skills, with the ultimate goal of developing a newcomer women’s sewing collective. The women will decide on what to produce for sale at the local farmers’ markets and through the NCC.

An initial group of six women, with basic skills in sewing, began the program. Products have been sold informally and at various craft fairs, as well as at a local retail business. A new group of six women with limited skills is currently undergoing training. Groups are overlapping with a combined Workplace ESL class. There is some interest in joining the group from non-Arabic speaking clients, so intake will be expanded in the future. From a PIP report:

“The project ended up being more than just a “sewing class”. The Sunflower Room at the NCC became a safe and welcoming space for the women to share their stories and build a small community for themselves. ESL remains a challenge, partly due to the time limit and pressure that they are currently feeling with the preparations for Canada Day, but also with their growing comfort to enter a space where they can just be themselves and not feel the pressure of having to practice their English.”

Welcome Portal The City of Peterborough’s immigration portal provides a wide range of information for newcomers, including employment related information (LMI, links to ESPs, links to job boards, etc.). WelcomePeterborough.ca

Workplace Integration Program (WIP) The Workplace Integration Program (formerly known as the Workplace Integration Centre) was created by the NCC in partnership with PPCII members in 2010 with funding from the Ontario Chamber of Commerce to help foreign-trained professionals find meaningful employment in Peterborough. The Program provided one-on-one counselling to help integrate newcomers into the workplace, helped with accreditation and licensing, provided workshops and training for SMEs, and offered a mentorship program. Over the life of the project, 175 individuals were matched with work opportunities. The project was put on hold after a few years due to lack of funding; however, the NCC has recently applied for new project funding. According to the proposal: "The project will address the barriers to traditional employment that are faced by vulnerable newcomers and provide a pathway to skills development and self- employment. This will complement existing employment services as there are currently no services in the community which cater to the unique needs of this population.”

Following is a snapshot of WIP statistics published in the 2015 Quality of Life report. (Peterborough Social Planning Council, 2015)

Source: Peterborough Social Planning Council

Northumberland County English/Cooking Classes An initiative of Northumberland County offered through the Ontario Agri-Food Venture Centre in Colborne, this pilot project offered a series of chef-led classes, called “Around the World through Cuisine and Food”. The program ran twice, beginning in 2015, with the goals of improving English and “soft skills” for the culinary industry. There were approximately 20 participants in total.

Immigration Portal In April 2013, the County launched its immigration portal. It serves as a one-stop hub for information for immigrants and other newcomers and includes employment information. www.WelcomeToNorthumberland.ca

Newcomers Northumberland The Community Training and Development Centre (CTDC) just completed (February 1 – March 15, 2018) an MCI-funded training program for recent immigrants in Cobourg, “Employment Networking for Success in Northumberland”, with an associated Newcomers Northumberland website. The concept is that, through a series of

workshops, participants will build confidence and gain employment language. They will better understand “how work works”.

Northumberland Community Futures Development Corporation (CFDC). In July 2014, the Northumberland CFCD launched Newcomer Loan, a new loan program that assists newcomers and immigrant entrepreneurs with loans for start-up capital as well as to provide funds for capital purchases or ongoing working capital requirements.

Northumberland Hispanic Cultural Club From the group’s website: The Northumberland Hispanic Cultural Club Inc (NHCC) is an incorporated not-for-profit organization. It was established by the Hispanic-American community in the County to provide a venue for its community members to come together to enjoy and participate in Hispanic American culture. The club aims to promote Hispanic American culture by holding events and, performances that showcase Latin American art, music, food and literature.

Northumberland Newcomers Network Administered by the County of Northumberland, the Northumberland Newcomers Network (NNN) is a group of newcomers and long-term immigrants that exists to support and advocate for newcomer entrepreneurs in the County. In early 2015, with support from the County, the NNN began with initial membership of eight immigrant- owned businesses.

The NNN raises awareness and proposes policy solutions to unique challenges faced by newcomers; advocates on behalf of newcomers and immigrants for access to programs and services that newcomers may otherwise not be qualified for; organizes events to introduce newcomers to their new community, including existing local businesses; and connects newcomer entrepreneurs with partners in Northumberland County to facilitate business planning, financial assistance and mentorship opportunities.

In addition to the above-mentioned employment supports, Northumberland has recently received funding to hire a permanent immigration coordinator within the Economic Development and Tourism Department. It also received funding for its Canada150 project that highlighted present-day and past immigrants to Northumberland County in an exhibition at the Art Gallery of Northumberland and a related publication.

C. Newcomer Related Supports Available to Employers

Supports listed exclude regular programs that any employer can access. For example, there are economic development organizations and Chambers of Commerce operating throughout the region, offering a variety of general business initiatives. Also not included here are the services of ESPs, which work with employers to match potential employees to positions, as detailed in Employment-Related Services for Newcomers.

Following are employer supports that relate specifically to hiring and retaining newcomers.

City of Kawartha Lakes Lindsay & District Chamber of Commerce Diversity Training At the request of members, the Chamber recently held a series of six diversity workshops targeted to employers. Registration is currently open for a second series entitled, “the Bridging Principles”, to help employer create dynamic businesses and communities that embrace the benefits of diversity.

Peterborough Diversity and Equity Education Peterborough (DEEP) DEEP is a network of local organizations and educators that provide diversity and equity training in the Peterborough region. The network has built a publicly accessible database of training resources available to Peterborough institutions, businesses, and citizen groups that wish to build their organizational capacity to support diversity.

Private Immigration Consultants Private immigration consultants assist employers with Canada’s LMIA, bringing in foreign trained professionals, and finding newcomers for specific positions (e.g., welding). While there is a certified immigration consultant in Peterborough, the service is available to employers in other parts of the region, as well.

NCC Through the NCC employment counsellor, employers can access a pool of newcomer talent.

D. Other Supports

CERP Community Employment Resource Partnership (CERP), a group of employment and training organizations established in CKL and the Counties of Haliburton, Peterborough and Northumberland, is comprised of both EO-funded ESPs and other community partners. CERP provides a forum to explore issues, exchange best practices, and execute common employment-related deliverables. CERP maintains a database of employment postings, shared by the various ESPs, and also provides a single point of contact for employers.

Refugee Resettlement Initiatives Peterborough became a temporary Resettlement Assistance Program (RAP) Centre with the mandate to provide resettlement services to Syrian refugee families. Through support from the City of Peterborough, community partners, refugee sponsorship groups and almost 500 volunteers, refugees were welcomed to the community. RAP staff and volunteers took on multiple roles, including finding employment for family members. Volunteer groups were also created in the City of Kawartha Lakes and Haliburton and Northumberland Counties, actively supporting refugee settlement. 39

XII. Results of Stakeholder Engagement

Distinct groups of stakeholders were engaged for this project, including newcomers, employers, ESPs, other community agencies, business groups, and municipalities. As described in the Methodology section, focus groups were conducted with ESPs in Peterborough and Cobourg. Individuals, business groups, selected employers and newcomers, and municipal representatives (economic development and social services) in all four jurisdictions of the region were contacted. Finally, two surveys were offered, aimed at newcomers and employers.

A. Summary of the Newcomer Survey The goal of the newcomer survey was to develop an understanding of the supports used by newcomers seeking employment, to determine why they may not have accessed services, and to explore services and supports that may be helpful in seeking employment. Note that the survey sample is very small and that most respondents live in the City of Peterborough.

• Newcomers indicated that they would like to be able to access employment supports. Cross-cultural training (e.g., understanding the Canadian workplace) was the most frequently chosen support, at 48%, followed by job coaching (40%) and mentorship (40%). • Employed newcomers mainly used professional networks, personal connections, and the Internet to find work. Other related supports that were accessed include education and language & assessment, although though just over 40% did not access any other related services. • For those who did not access employment services, lack of information / awareness and confusion about where to go for help were the top reasons given. • For newcomers who are still looking for work, the top reasons given were a lack of jobs and a lack of networks in the community. Most reported using the Internet to look for work, followed by assistance from the New Canadians Centre. • The majority indicated that that professional networks and assistance from the NCC would be the most helpful supports in securing employment. • For those who did not access employment supports, lack of transportation and lack of information about the services and financial barriers were the reasons given.

B. Summary of the Employer Survey The purpose of the Employer Survey was to develop an understanding of newcomer employment in the region, as well as recruitment methods that employers use, perceived barriers to hiring newcomers, and supports that employers would find helpful in recruiting, hiring and retaining newcomer workers. Note that the employer survey had a low response rate, albeit slightly higher than for the newcomer survey, and there was representation from all four areas of the region.

• Almost 50% of respondents reported that they employ newcomers.

• The method most commonly used to hire all new employees is through personal referrals. When asked specifically about the methods used to recruit and hire newcomers, general referrals again ranked highest (58%), followed by referrals from immigrant serving organizations (38%). • Most employers who have not yet hired newcomers cite a lack of newcomer applicants as the reason. Another reason given is that the employer has no staff turnover/no need to hire. • When asked about the barriers to recruiting, hiring and retaining newcomers, the barrier cited most frequently (76% of employers) was concern that newcomer applicants would not have the language or communication skills required to do the job. • Employers were asked to indicate which supports they would find to be most helpful in recruiting and hiring newcomers. The top choices (helpful + somewhat helpful) were: o occupation-specific language training for newcomer hires o partnering with an immigration service provider o cross-cultural communications training for new hires and/or current staff, and o an orientation toolkit for managers geared to newcomer workplace integration. • One respondent also noted the need for language classes that provide opportunities to learn resume and interviewing skills. • When asked whether employers have used or are interested in using supports to integrate newcomer employees, most employers are interested in: o cross-cultural / diversity training for current managers and employees o bridging programs for foreign trained professionals, and o language or cultural/workplace integration training for newcomers. • Although most respondents made generally positive comments, one respondent wrote they are not interested in any of the programs, as they are too expensive and time consuming, with little return.

C. Focus Group and Interview Results

Detailed stakeholder engagement notes from interviews and focus groups are found in Appendix 4. Results of all stakeholder engagement completed for this project, along with recommendations provided by similar research, have been consolidated into key findings and recommendations.

XIV. Best Practices in Newcomer Employment Integration: Selected Case Studies

A. KEYS Job Centre Based in Kingston, Ontario (population 118,000), KEYS Job Centre is a non-profit charitable organization that serves Kingston and communities in Eastern Ontario. KEYS currently offers more than 30 initiatives relating to employment. The Executive Director says, of the organization’s inclusive approach: “It doesn’t matter who is walking in the door.”

The organizational vision is “an economically and socially vibrant community in which all individuals can realize their full potential.” The mission is “Building community through innovative employment services.” KEYS serves a diverse population, including mature workers, persons with disabilities, youth, students and newcomers to Canada.

Employment services include support in: • identifying a career • job search techniques • building an effective resume and cover letter • practicing interview skills • accessing training funding to increase marketability • employment-related workshops

For local and regional employers, KEYS has offered training and workshops. A recent workshop for employers (“Inclusion Makes Cents”) focused on the benefits of inclusive workplaces. They also run a workshop connecting employers and newcomer professionals, entitled, “Diversity Works”.

KEYS is the largest immigrant-serving agency in Kingston, offering federally and provincially funded programs to support settlement, language acquisition, and employment. KEYS partners with other agencies to provide some settlement services, and KEYS has a contract with IRCC to offer the Refugee Assistance Program, or RAP. Immediate needs that staff see in working with newcomers on employment include credential recognition, transition, and career counselling. For some newcomers, KEYS is working with them from “pre-pre-employment”—focusing on settlement needs for a population that might never have worked before—to pre- employment/settlement counselling. Multilingual services are available at KEYS, in Mandarin, Spanish, French, and Arabic.

Innovative programming for newcomers, helping to connect them with both training and employer relationships, includes the following current KEYS initiatives.

• Micro-enterprises: several initiatives are under way. These involve both production of goods and training around how to run a business, use technology, marketing through social media, etc. 42

o Sewing project: newcomers selling the products of their collective effort. This began when a woman who wanted to develop sewing skills (for self- employment) was matched with a mentor who sews. o Begin Again Group (BAG): KEYS and local artist Bon Eco created this program, in which local refugee women design, create, and sell purses, totes and keychains made from recycled rubber inner tubes. To date, the products have been sold at local festivals and holiday shows. o More micro-enterprise projects are planned, including one with a food-services focus and another centred on crafts.

• Professional Mentoring Partnership: a federally-funded mentoring program for immigrant professionals, matching newcomers with mentors in their field, e.g., nursing, financial services, engineering, skilled trades, and others. This helps mentees network and gain a better understanding of local/Canadian conditions in their field.

• A new MCI-funded mentoring network established for Arabic-speaking refugee women.

• Blended ESL Project: KEYS piloted two new non-traditional ESL courses offered through “blended” delivery—online and in-person classes each week—and has run each course twice so far. The course content was targeted at achieving some specific and practical outcomes that differed from traditional ESL courses. Another unique feature was that those with non-permanent status were allowed to enroll. Finally, there was no cost to participants. The project was one of seven MCI-funded pilots to deliver ESL learning online.

One course focused on IELTS (English language test required for many jobs and academics) preparation, and the other on Workplace English (and Canadian workplace culture and communications, including practical elements such as emails and meeting minutes). Blended delivery and evening classes (for the in-person sessions) made the courses more accessible to those with daytime commitments. The classes were designed for newcomers with relatively high benchmark scores in English, and new versions are planned for those with lower levels. Participants report that they appreciated the opportunity to learn online along with in-person interactions, and their confidence in speaking English increased dramatically following the courses.

According to the program manager, “Language, settlement, and employment all meld together in this course.”

• Newcomer Connections in Construction & Manufacturing: a newer program, funded by MCI, which will provide training, support and practical experience to local refugees and vulnerable newcomers in the construction and manufacturing sectors. The project will provide occupation‐specific training, workplace language support, job placement and retention and wrap‐around supports to 24 refugees and vulnerable newcomers in Kingston. The training program will be designed with the support of an employer

advisory committee. Language supports will be delivered by qualified language instructors, in consultation with employers. Participants will be selected based on their desire to work in Construction & Manufacturing, minimum Canadian Language Benchmark of 3+, and ability to commit to the entire program. There will be two intakes of ten participants, with the first group starting in April and the second group in summer or fall.

• Growing Community Project: a project bringing together newcomers, youth, and persons differently able, to build social connections, share food stories, and build intercultural awareness and business development skills while planning a multi-cultural meal.

• Government Assisted Refugee Volunteer Initiative (GARVI): a pilot project helping government-sponsored newcomers to become active volunteers within the Kingston community.

History Starting with just one program in 1983, KEYS now offers more than 30 different programs with a variety of funders. Prior to the beginning of the influx of newcomer refugees in 2015, KEYS served about 150 newcomers a year. The RAP began operating at KEYS in 2016-2017, during which 180 individuals were served. The first families arriving in September 2016, and most have stayed.

Funding KEYS has multiple funding streams—government funders, private funding, and donations. KEYS receives EO funding for its employment services, as well as IRCC and MCI funding for specific programs serving newcomers.

Challenges • Eligibility: with two major PSEs, Kingston has a lot of international students and accompanying (often professional) spouses. Funding models are outdated, preventing these newcomers from accessing most services. The LIP and its partners have discussed how they can better serve international students and families. There can also be family breakdown, leading to isolation for newcomers, without access to services. This is a gap. In practice, they try to serve everyone in need, but reports cannot include everyone.

• Data: Tracking newcomers served, both for organizational planning purposes and to generate community information, is a challenge. They are trying to track the data more effectively to fully understand service volumes and trends.

• Stable funding: greater funding stability will help the sector plan and ensure a high level of professionalism. In the past, cutbacks have been disruptive, with staff impacts. Recent funding related to refugees has been helpful, but long-term stability would be the best outcome for all. It is necessary to have services in place and professionals ready to act if you want to increase immigrants to certain sectors. 44

o One example is a federally funded job search workshop for newcomers. COSTI used to coordinate it. There was a common curriculum all agencies could use. Funding for the coordination ended several years ago. It is still being used, but KEYS has updated it, added content on health and safety, and brought in employers as speakers. With uncoordinated development, there is likely duplication of effort.

• EO providers see a gap regarding training in occupational health and safety (no funder sets standards about this). There’s a need to help helping clients work safely and understand/protect their rights. • Month 13 (for refugees) is a difficult time. Ontario Works policies for the transition can be problematic. • “All our interventions are targeted to help newcomers overcome barriers they face on an individual level. What can we do about systemic issues, and cultural issues, to help workplaces attract more immigrants?”

Recommendations • Address the eligibility issue for federally funded services to allow those with temporary status, those with Canadian citizenship, and undocumented individuals to receive service. Sometimes status problems are temporary (e.g., an expired visa). The numbers are not large. Excluding these people is not right. • Training in the Sector: some EO service providers haven’t worked with refugees and don’t understand that they can work. There is a lot of misinformation. KEYS has been doing training for other service providers in Ontario. They’ve also worked with the Law Foundation of Ontario, giving a series of free workshops on legal issues impacting newcomers.

B. Immploy

Based in London, Ontario, population 383,822, Immploy is an organization that connects employers with immigrant talent to foster economic prosperity. Through a Leadership Council of regional employers and an Advisory Committee of Community Partners, Immploy advances the following four strategic objectives:

• Support employers in recruiting and retaining immigrant talent. • Bridge the gap between labour market demand and supply. • Strengthen sustainability and recognition as a strong employer-led Council. • Become a regional champion for immigrant talent in Southwestern Ontario.

Immploy meets its strategic objectives through the programs it offers, including:

• Immploy Mentorship – brings together immigrant talent with volunteer mentors at regional companies. Immploy also brings mentees and mentors together in small group mentoring sessions throughout the year and facilitates peer-mentoring opportunities. Virtual mentorship has been newly added to connect mentors and mentees living in different cities as a talent attraction strategies to address skill gaps in Southwestern Ontario. • Immploy Job Match – provides employers across Southwestern Ontario with coordinated access to qualified newcomer talent. Job postings can be shared and Immploy will screen and match the candidates. Job ready newcomer talent across Ontario seeking commensurate employment in Southwestern Ontario are referred by community partners locally and provincially.

History. Immploy first began as the London Middlesex Immigrant Employment Task Force, which was established in 2007 and launched in 2008. Employers were brought to the table to understand what was happening on the ground, to provide resources and to facilitate connections. This led to an Employer Leadership Strategy and growth to the London Middlesex Immigrant Employment Council (LMIEC). Later, the local mentorship program was brought under the LMIEC umbrella. Since then, it has grown to include other programs to suit the needs of the region. In 2017, the LMIEC was rebranded to Immploy as it now works with partners in Southwestern Ontario that extend beyond the London Middlesex geography. Immploy is part of a larger network that includes 7 Immigrant Employment Councils with coast-to-coast representation in employer engagement (Calgary, Edmonton, Halifax, Ottawa, BC and Toronto).

Funding. Immploy does not have sustainable core funding but holds several multi-year funding agreements for its programming. Immploy’s current funders include MCI, Ontario Trillium Foundation, United Way London-Middlesex, City of London, and IRCC. It has also received funded from the RBC Foundation and the OCWI through MAESD. There is no core funding envelope for Immigrant Employment Councils across Ontario.

Challenges. Connecting with employers can be difficult, particularly SMEs without dedicated human resource departments. SMEs comprise the majority of employers in Southwestern Ontario. As well, much of the investment from program funders is immigrant/participant focused however, funding is also needed for dedicated employer work (build relationship and trust). Employers often start small, until trust is built, which takes time and resources.

Recommendations. Immploy has been hosted at WIL Employment Connections since it launched. WIL is an organization with 30+ years specialization in immigrant employment. WIL holds funding from multiple levels of government and is a trusted anchor institution to community partnership initiatives including but not limited to Immploy, Access Centre for Regulated Employment and the Employment Sector Council. The strong partnership with WIL has helped Immploy build relationships with employers and receive referrals of job-ready newcomer talent that has accessed WIL services. Immploy also has direct referral agreements with 20 local and regional organizations that refer job ready newcomer talent, prospective mentors and/or job orders. Referral partners include Employment Ontario funded

organizations, settlement providers, educational institutions, labour market planning bodies and economic development organizations. Job ready newcomer talent can also self-refer and register in response to Immploy’s social media broadcasts of unfilled job orders. Immploy has learned from other successful initiatives provincially and nationally, and also has shared its promising practices with other provincial and national stakeholders. For example, Immploy Job Match is loosely modelled off of the Ottawa Job Match Network and the Toronto Region Immigrant Employment Council’s mentorship program was likewise adapted to meet the needs of London Region stakeholders.

C. A Local Manufacturer

Located in Peterborough, this local manufacturer produces various types of equipment used in a wide range of industries, including aggregates, landscaping, infrastructure and road building, construction and demolition, mining, waste management, and recycling.

In 2009, the company was having trouble finding qualified welders to work in their manufacturing facility. At the same time, a local privately-owned welding school in Peterborough County was receiving inquiries from people abroad wanting to take their welding course. The Skilled Trades Class was added in the Immigration categories as a priority occupation. Welding at the time was one of the identified occupations that would facilitate permanent residence in Canada.

In response, and with the help of a local Immigration Consultant, the welding school in Peterborough, in partnership with another welding school in Cebu, Philippines, created a Welding Test Centre in the Philippines, giving Filipino residents the opportunity to qualify for a welding license or ticket through the Canadian Welding Bureau. The objective was to provide welders the opportunity to test in their home country, and once certified, move to Canada to work. With the CWB Testing Centre established in the Philippines and given the constant job postings for Welders at the time by this firm, an invitation was extended to company officials to go to the Philippines to test if these welders would work out in the local operation. In the first round of testing, 24 welders were certified and 9 were offered jobs and came to work in the Peterborough area in 2013. The welders entered Canada through the Temporary Foreign Worker Program, though the long-term path was for permanent residency. To date, more welders have been hired, and the families of 15 welders have come to join them in Peterborough.

Challenges Employers in smaller centres like Peterborough are feeling the pinch of labour shortages, but some report fear and anxiety about temporary foreign workers. Prior to this program, bringing in foreign works was not seen as a viable solution to labour shortages. Also, employers know little about LMIAs, and as a result need help navigating through them.

Also, as part of the LMIA, Service Canada mandates pay for foreign temporary workers, at the median range (rate) of the occupation at the specific geographic location. In order to meet the wage rate requirement for welders in the area, which can be higher than the current hiring rate of the company, the firm had to increase the wage rate of ALL welders in the company to get approval to hire foreign workers.

Lessons Learned The company had to invest in training, specifically in English language instruction. They hired a private language trainer to help some newcomer employees. Their experience is that newcomer employees are very quick to learn and adapt to the norms and culture of the company. Both the New Canadians Centre and Carmella Valles provided excellent support and expertise in helping to sort out accommodations and logistics for the newcomers.

XV. Findings & Recommendations

This report gathers together new and updated information on newcomer employment activities within the region. As expected, relatively fewer programs and services are available in CKL and Haliburton County, as the newcomer population is currently quite small. In Peterborough, the NCC and the PIP have often led the way in defining newcomer needs and working with community partners to coordinate and enhance local services. In Northumberland County, which does not have a LIP, the county government has taken the lead and/or coordinated or supported several important initiatives. A great deal of recent activity—services and initiatives—is documented in this report.

Following are findings and recommendations, organized by theme. In some cases, the recommendations echo those made in studies of other regions, which face the same kinds of challenges with newcomer employment integration that arise in our region. There is repetition, as well, with some of the recommendations of previous local studies, because the needs still exist and may not have been addressed. Across the region, awareness of the economic development and other benefits of attracting and retaining newcomer populations should inform decision making.

Theme 1: Community Capacity & Connections Strong community connections have been forged over the past decade to support newcomer employment integration, and newcomer settlement generally. An example of this is the work community agencies and volunteer groups did to “ramp up” coordinated services for refugees arriving in Peterborough in the last few years. This spirit of knowledge sharing should be encouraged to further develop employment service offerings for newcomers.

Existing relationships and networks provide the social infrastructure to build knowledge and skills among service providers. This will be an asset in developing new programming, enhancing existing programming, and/or expanding the geographic scope of programming as more newcomers settle in CKL and Haliburton. Sharing knowledge and cross-training will prevent duplication of effort.

In Peterborough, the NCC (with PIP) has played a leadership role with local ESPs, as with other local institutions, helping them to understand the unique needs of newcomers, as well as continuing to provide in-house employment counselling to newcomers. NCC also organized (with partners) new local programs related to newcomer employment, such as Newcomer Kitchen, the Newcomer Sewing Collective, and the Newcomer Entrepreneur Dinner.

The NCC and community partner organizations have demonstrated a willingness to innovate and adapt services to meet the needs of newcomers in the region. For example, the GAR Support Group concept—using volunteer teams to mirror the private sponsorship groups that provide social inclusion and wraparound supports—was a local innovation that has been emulated in other cities.

Similarly, municipal planners in Northumberland County have actively supported local community organizations in developing innovative and creative supports for newcomers. Northumberland County staff brought together and provided administrative assistance to newcomer groups offering mutual support, such as the Northumberland Newcomer Network (focused on newcomer entrepreneurs), and Newcomer Radio. Other organizations have taken the lead on initiatives like a food services program for newcomers and a new, workplace- focused ESL program.

It appears that making newcomer employment integration (and attracting newcomers in the first place) an explicit part of economic development strategy, as Northumberland County has done, can be a successful strategy for developing capacity to serve newcomers. The County’s strategic plan is reflected in departmental operational planning. The Economic Development and Tourism Department’s 2018 Business Plan, for example, includes the immigration conference for businesses and other activities related to supporting newcomers.

Northumberland County’s example could be of interest to other jurisdictions, especially those that do not have LIPs, and those where employers complain about a lack of workers to fill vacant positions. Newcomer migration could help mitigate population decline in rural areas.

Private sponsorship and GAR volunteer groups (throughout the region, with most based in Peterborough) formed to support newly arriving refugee families, and their experiences have created enormous capacity and learning in each community, far beyond what any agency could do on its own. These groups worked to help the newcomer families settle, including helping them find employment. In Haliburton, the refugee sponsorship group connected two youth family members with jobs at a local restaurant. Similarly, in CKL, the sponsorship group worked to ensure the newcomers had language training (driving them to Peterborough), a precursor to employment, and helped them navigate the system to obtain other supports. At a meeting in Peterborough in April 2017, over 100 GAR volunteers shared stories of helping newcomers find work. The session was convened by the NCC, with the aim of building capacity in the community and exchanging knowledge.

Other relationships among service providers, such as through CERP, are in place to facilitate communications among ESPs and others offering employment-related services. Services offered by similar organizations vary greatly across the region, depending on the needs of their members and their communities. There are, however, opportunities to share best practices. For example, the Lindsay & District Chamber of Commerce offers Diversity Workshops to its members. The workshops were requested by members and have been well attended. There is an opportunity, as well, to leverage resources and training materials developed by organizations outside of the WDB catchment area (e.g., KEYS workshop materials and TRIEC online training).

Theme 1 Recommendations: 1.1 Leverage existing networks to develop, promote, and/or deliver new and enhanced employment-related supports for newcomers and employers.

1.2 Develop support networks for newcomer entrepreneurs, modeled on the vision of the Northumberland Newcomer Network, in other areas of the region, drawing on relationships in the business community.

1.3 Identify and share best practices across the region (e.g., Lindsay & District Diversity Training Workshops and DEEP, NCC, and Fleming CREW workshops)

Theme 2: Programs & Services ESPs offer a wide range of services to job seekers and employers. While they provide newcomers with services from their standard menu, current service delivery models do not account for the extra time and customized assistance (e.g., completely restructuring resumes, helping newcomers understand expectations of the Canadian job interview, translation requirements, and more) that can be required to serve newcomer populations.

Other organizations that try to serve newcomers using existing programs and services are also finding their resources stretched due to language barriers and additional support required. For example, the BAC in Northumberland has found that newcomers require additional support (and time) for help establishing networks and understanding Canadian business norms. This opinion has been echoed by all service providers.

It should be noted that the NCC currently provides employment workshops customized for newcomers and training to other community groups in how better to serve them.

As an outcome of their research study, Fleming CREW’s workshops for newcomers were designed to address this need. The Fleming CREW study, and other recent research, recommends newcomer-focused workshops and services, as well. Supports such as interview coaching, information interviews, one-on-one tutoring, and ensuring that clients have the right tools and safety gear are all needed.

Newcomers identified the following barriers to employment: lack of personal networks, lack of jobs in the area, and insufficient Canadian experience. Employers stated that they most often use referrals to fill jobs, meaning newcomers are often at a disadvantage. Another barrier, across the region, is transportation.

Newcomers indicated they would like additional supports in the following areas: cross-cultural training (e.g., understanding the Canadian workplace), job coaching, and mentorship.

Employment counsellors working with newcomers note that personal contact makes all the difference, given that many newcomers lacks networks and Canadian experience. One-on-one interaction is key to successful matching. At the NCC, the employment/settlement counselor plays the role of matchmaker (similar to EO-funded job developer positions), but the role is more hands-on. It is more like the Workplace Integration Program (WIP) model.

Employment service providers report that the more recent newcomers are highly entrepreneurial and have lots of ideas. Supports, such as information about WSIB, insurance, certifications and regulations, can help them transform ideas into action.

While many believe that a mentorship program would be highly effective in the Peterborough area, it has been reported that, in the past, there have not been enough immigrants locally to qualify for funding. Advocacy focusing on high levels of business and civil society engagement in Peterborough could address this. Less desirable, in terms of sustainability, but still possible, would be to engage volunteers to coordinate a mentorship program.

Employers report that they lack understanding of how to navigate the immigration system and the LMIA process. In addition, they would like more knowledge and support in hiring newcomers and breaking down cultural barriers. Supports they would find most helpful in recruiting and hiring newcomers are: occupation-specific language training for newcomer hires, partnering with an immigration service provider, cross-cultural communications training for new hires and/or current staff, an orientation toolkit for managers geared to newcomer workplace integration, and on-site job coaching.

Job-matching and mentorship programs have been successfully established in London, Kingston, and larger cities. There are opportunities to use existing job-matching platforms, although promotion of the database to both newcomers and employers will be necessary to make it successful.

Peterborough’s WIP program was considered successful by stakeholders. It was not, however, possible to continue it with the funding then available. WIP offered one-on-one interaction with newcomers, introducing them to professionals in the field in which they would like to work, information interviews, and coaching. Multi-year core funding is required to make programs like the WIP sustainable.

Theme 2 Recommendations: 2.1 Continue to build capacity of ESPs, BACs, Chambers of Commerce, and other organizations that already deliver programs and services in their communities to enhance their ability to meet the needs of newcomers. Organizations should seek out training opportunities (from the NCC and others, as appropriate) for their staff to gain specialized skills and knowledge. They should also access online resources for working cross-culturally, such as TRIEC Campus online courses.

2.2 Develop more workshops/courses tailored for newcomer needs. Pilot projects that blend occupational training, language training, Canadian workplace expectations, and professional networking aligned with career interests (e.g., construction, tourism, retail) have been well received by participants. Several successful programs have been run in the region, which could be adapted for other occupations.

2.3 Establish a renewed job-matching program through an existing platform, such as Magnet or Immploy’s Job Match Network, with more communications support to ensure a high level of participation by both newcomers and employers.

2.4 Re-establish WIP with stable funding. Multi-year core program funding is required to ensure program sustainability to meet the needs of newcomers.

2.5 Pursue advocacy efforts to secure funds to support a mentoring program in Peterborough, modeled on programs in Northumberland County, Kingston, and London.

2.6 Solicit input from employers when designing new programs and services to support newcomer hiring and provide options for different types and sizes of employers.

Theme 3: Flexible & Focused Language Training Acquiring fluency in English is essential for most types of employment in our region, although certain jobs do not require high levels of English proficiency, and accommodations can be made to ensure safe and competent execution of the job.

More classes and training focused on Canadian workplace communications and occupation- specific language skills would give newcomers a better chance to develop the specific language skills they need to find and keep employment. Both newcomers and employers say they value this type of support, and previous studies have recommended this.

Some newcomers face barriers that prevent them from attending LINC classes, such as eligibility for the service (non-permanent status newcomers) and the schedule (daily in-person classes). Programs such as the KEYS ESL Blended Project make ESL more accessible to a wider variety of participants and appeal more to those with specific ESL goals, such as workplace communications and ESL test preparation.

Although one-on-one tutoring is happening, there is currently no standardized approach, and no way to track progress. There is an opportunity to work with literacy associations to standardize ESL tutoring methods (e.g. track client progress, outcome measurement) and to share what tutors are doing.

Theme 3 Recommendations: 3.1 Develop English classes around career-readiness content and/or combined with other training such as vocational or business skills.

3.2 Offer online and/or blended learning opportunities to reach those who face scheduling, transportation, and other barriers to attending in-person classes.

3.3 Explore options for collaboration with local literacy organizations to train volunteer tutors and implement standardized approaches and best practices in tracking progress.

Theme 4: Eligibility for Service Non-permanent residents are ineligible for employment services and government-funded ESL. This is a gap identified by ESPs and the NCC.

Barriers to service for those with temporary status may be rooted in outmoded assumptions that international students and others in Canada on temporary status will not be allowed to stay here permanently. As the Ontario immigration strategy and local initiatives such as PIP’s International Student Retention Working Group show, international students and highly educated/skilled individuals are now needed for the Canadian workforce.

With increasing numbers of international students attending college/university in Peterborough, Lindsay, and Cobourg, and with official encouragement for them to stay in Canada following studies, it is important to find ways to support their employment integration during and after studies.

International students often walk into ESP offices, drawn by signage or ads, without realizing that they are ineligible due to funding restrictions and/or organizational mandates. While they reportedly receive some on-the-spot help with resumes, ultimately, they are directed back to their PSE’s career services and/or international student services. While these are important resources, they are not oriented toward working with employers to develop jobs or matching students with jobs.

Demand for NCC settlement services, including employment services, outstrips capacity in Cobourg. At the time of stakeholder engagement, plans were being made by the County to provide newcomer settlement services. NCC statistics demonstrate a continually increasing number of clients served annually over the last five years.

Theme 4 Recommendations: 4.1 Critical support programs, such as funded ESL and employment services, should be opened to all newcomers, including those with Canadian citizenship and temporary status.

4.2 Employment Service Providers called for more live interpretation to support newcomers through all important interactions, noting that “life stabilization” factors, such as housing, have a huge impact on employment prospects.

Theme 5: Awareness & Communications There is a general lack of awareness among newcomers and employers about services available to them. The survey responses identified that many do not know about services they can access. Employers, especially, lack awareness of how to access the newcomer talent pool, and they need help with LMIAs. Organizations and employers in rural communities may not be aware of services available to them for supporting newcomers (i.e. translation services).

Consistent, sustained marketing of programs and services requires resources and dedicated staff time.

In addition, stakeholders mentioned that the public lacks awareness about newcomers and there may be misapprehensions about their impact on local job markets. It was felt that a communications effort to debunk the myths and raise awareness would increase support among employers, as well as the general public.

Theme 5 Recommendations: 5.1 Consider ways to raise public awareness of the benefits of newcomers to the regional economy to build public support for and understanding of newcomers as part of the workforce and community.

5.2 Establish a coherent communications plan about services and programs that are available in the region, which includes new ways to reach target audiences, including employers and organizations/businesses outside the Peterborough area.

5.3 Work with employers with known skill shortages to develop strategies for accessing, and training, newcomer talent.

Theme 6: Data Collection As Statistics Canada data may not be available for some of the smaller communities in the WDB catchment area, there is an opportunity for the WDB to oversee the collection of data relevant to its mission by community partners (e.g., chambers of commerce, economic development organizations, business improvement associations, CFDCs, ESPs). Data can be shared and used by all community partners.

In addition, survey fatigue means that despite wide distribution, response rates among employers and service providers are likely to remain low.

Theme 6 Recommendations: 6.1 WDB leadership on data collection through partnerships with local agencies could provide critical information to inform programming, especially where StatsCan data does not exist due to the size of the community.

6.2 When there is a need to survey, consider using alternate methods of data collection, such as omnibus surveys to collect primary data.

XVII. Further Research/Other Initiatives

The potential for spinoff activities and further development of work produced through this project is wide-ranging. Several options that may benefit local stakeholders, include:

• In-depth studies of specific newcomer populations (e.g., migrant workers, women, youth, language groupings, low-literacy, etc.) and employers (e.g., manufacturers, tech businesses) to assess needs in greater depth, leading to more customized programs.

• Initiatives, possibly in partnership with professional associations and/or post-secondary institutions, to enable local employers/institutions to certify foreign credentials more easily.

• Conferences and workshops to transfer knowledge of best practices to front-line professionals working with newcomers.

• Development and distribution of online resources (both print and video) for newcomers, employers and agencies that support newcomers that are easily accessed, mobile-friendly, and available in multiple languages.

XVIII. References

Acces Employment and Hire Immigrants. (2016, June). Employer Guide to Hiring Newcomers: Information & Resources. Retrieved from Hire Immigrants: http://www.hireimmigrants.ca/wp- content/uploads/Employer_Guide_to_Hiring_Newcomers.pdf Archer, A., Barr, T., Musta, S., Berry-Merriam, D., & Vanaselja, H. (2015). Investigating Workplace Language Training and Culture as factors in Labour Force Productivity in Peterborough. Peterborough, Ontario: Trent Community Research Centre. Bain, J. (2018, February 8). Fleming College's record enrolment growth brings housing challenge in Peterborough. Retrieved from The Peterborough Examiner: http://webcache.googleusercontent.com/search?q=cache:pn5tPHH75XEJ:www.thepete rboroughexaminer.com/2018/02/08/fleming-colleges-record-enrolment-growth-brings- housing-challenge-in-peterborough+&cd=2&hl=en&ct=clnk&gl=ca Burr, K. (2011, February). Local Immigration Partnerships: Building Welcoming and Inclusive Communities through Multi-Level Governance. Retrieved from Pathways to Prosperity Canada: http://p2pcanada.ca/files/2011/10/Local-Immigration-Partnerships-Building- Welcoming-and-Inclusive-Communities.pdf City of Kawartha Lakes. (2017). Community Profile. Retrieved from Kawartha Lakes: https://www.kawarthalakes.ca/en/business-growth/community-profile.aspx City of Kawartha Lakes, Office of Economic Development. (2017, April). Situational Analysis (Final). Retrieved from City of Kawartha Lakes: https://www.kawarthalakes.ca/en/living- here/resources/Documents/My-Property/Situational-Analysis-Final.pdf City of London. (2015, May). Immigrants & the Labour Market: A London Perspective. Retrieved from worktrends.ca: http://worktrends.ca/sites/default/files/documents/Immigrant%20Employment%20Fin al.pdf County of Haliburton. (2013, April). County of Haliburton Housing Strategy. Retrieved from County of Haliburton: https://haliburtoncounty.ca/wp- content/uploads/2013/08/Haliburton-Housing-Strategy-May-2-13.pdf Curry, B., & White, M. (2017, November 29). Census 2016: Canadians, including recent immigrants, are among most educated in the world. Retrieved from The Globe and Mail: https://www.theglobeandmail.com/news/national/census-2016-education-labour- employment-mobility/article37122392/ Fleming College. (2017, September 20). Fleming College experiences highest enrolment in 50- year history. Retrieved from Fleming College: https://flemingcollege.ca/news/flemingcollege-experiences-highest-enrolment-in-50-year-history/ Government of Canada. (2016, October 31). 2017 Immigration Plan - Setting the Foundation for Economic Growth. Retrieved from Immigration, Refugees and Citizenship Canada: https://www.canada.ca/en/immigration-refugees-citizenship/news/2016/10/2017- immigration-plan-setting-foundation-economic-growth.html

Government of Canada. (2017, February 9). #Welcome Refugees: Key Figures. Retrieved from Immigration, Refugees and Citizenship Canada: http://www.cic.gc.ca/english/refugees/welcome/milestones.asp Government of Canada. (2017, November 1). Notice – Supplementary Information 2018-2020 Immigration Levels Plan. Retrieved from Immigration, Refugees and Citizenship Canada: https://www.canada.ca/en/immigration-refugees- citizenship/news/notices/supplementary-immigration-levels-2018.html Government of Canada. (2017, November 30). Resettled Refugees--Monthly IRCC Updates. Retrieved from Open Government: https://open.canada.ca/data/en/dataset/4a1b260a- 7ac4-4985-80a0-603bfe4aec11 Hunt, V., Prince, S., Dixon-Fyle, S., & Yee, L. (2018, January). Delivering Through Diversity. Retrieved from McKinsey & Company: https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/O ur%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full- report.ashx Immigration, Refugees and Citizenship Canada. (2016, November 30). IRCC Evaluation of Local Immigration Partnerships: Preliminary FIndings, Pathways to Prosperity Conference. Retrieved from P2P Canada: http://p2pcanada.ca/wp- content/blogs.dir/1/files/2016/12/David-Kurfurst-p2p-2016-LIPs-Evaluation.pdf Institute for Competitiveness & Prosperity. (2017, June). Immigration in Ontario: Achieving the best outcomes for newcomers and the economy. Retrieved from Institute for Competitiveness & Prosperity: https://www.competeprosper.ca/uploads/2017_Immigration_in_Ontario_Achieving_be st_outcomes_Full_report.pdf Martin Prosperity Institute. (2013, December). Occupational and Industrial Distribution in Peterborough: A Benchmark and Comparison Study. Retrieved from Martin Prosperity Institute, Who Works Where: http://martinprosperity.org/media/Who%20Works%20Where%20in%20Peterborough_ Overview.pdf New Canadians Centre Peterborough. (2016, May 24). Current Refugee Resettlement Activities in Peterborough and Area. Retrieved from New Canadians Centre Peterborough: http://www.nccpeterborough.ca/?page_id=10922 New Canadians Centre Peterborough. (2016-2017). Annual Report. Retrieved from New Canadians Centre Peterborough: http://www.nccpeterborough.ca/?page_id=1580 New Canadians Centre Peterborough. (2017, April 13). Presentation to GAR Support Groups. Peterborough, Ontario. Northumberland County. (2015, September). People, Partnerships, Possibilities: Strategic Plan 2015-2019. Retrieved from Northumberland County: http://www.northumberlandcounty.ca/eBooks/1137adde-b909-4c63-9267- 46f0918f91ee.pdf Northumberland County. (2016, August 16). Welcoming Newcomers in Northumberland County. Retrieved from Association of Municipalities Ontario: https://www.amo.on.ca/AMO- PDFs/Events/16CONF/Proceedings/ConcurrentsB/WelcomingMunicipalitiesDVillarino20 160816.aspx

Northumberland County. (2016, August 16). Welcoming Newcomers in Northumberland County (2016 AMO conference presentation). Retrieved from Association of Municipalities Ontario: https://www.amo.on.ca/AMO- PDFs/Events/16CONF/Proceedings/ConcurrentsB/WelcomingMunicipalitiesDVillarino20 160816.aspx Northumberland County. (n.d.). Experience Northumberland: County Profile. Retrieved from Northumberland County: http://www.northumberlandcounty.ca/en/common/County%20Profile%20- %20Website.pdf Northumberland United Way. (2014, December). Improving Prosperity for Immigrant Women in Northumberland County: A Needs-Assessment Report. Retrieved from Welcome to Northumberland: http://welcometonorthumberland.ca/en/aboutnorthumberland/resources/Northumber land_Needs_Assessment_ON13087.pdf Ontario Government. (2017). Our Foundation for Tomorrow: Ontario’s Immigration Strategy 2017 Progress Report. Retrieved from Ontario Ministry of Citizenship and Immigration: https://files.ontario.ca/mm-1017_immigration_progress_report_en_tagged-dec121.pdf Patel, D., & Henderson, E. (2017, March 23). 2016 Guelph-Wellington Immigrant Survey Report. Retrieved from Guelph Wellington Local Immigration Partnership: http://www.guelphwellingtonlip.ca/wp-content/uploads/2017/05/GWLIP-Immigration- Report-final-APPROVED.pdf Peterborough & the Kawarthas Economic Development. (2015, December). Regional Economic Development Profile. Retrieved from Peterborough & the Kawarthas Economic Development: http://peterboroughed.ca/wp-content/uploads/ped-community- profile.pdf Peterborough County. (2017). About the County of Peterborough. Retrieved from Peterborough County: https://www.ptbocounty.ca/en/exploring/about-county-of-peterborough.aspx Peterborough Immigration Partnership. (2017, March 28). Year in Review. Retrieved from New Canadian Centre Peterborough: http://www.nccpeterborough.ca/site/wp- content/uploads/2017/01/Year-1-Report.pdf Peterborough Social Planning Council. (2015). Quality of Life Report 2015. Retrieved from Peterborough Social Planning Council: http://www.pspc.on.ca/sites/default/files/attach/Quality%20of%20Life%20report%202 015%20Final_0.pdf Prince-St-Amand, C. (2016, December 1). Immigrant Integration in Canada: A whole-of-society approach to help. Retrieved from Pathways to Prosperity: Canada : http://p2pcanada.ca/wp-content/blogs.dir/1/files/2016/12/Corinne-Prince-ENG- p2p1026.pdf Rural Ontario Institute. (2017, April 30). Newcomer Engagement and Social Capital in Rural Communities. Retrieved from Rural Ontario Institute: http://www.ruralontarioinstitute.ca/uploads/userfiles/files/summary%20web%20ROI_ Newcomer_Engagement_and_Social_Capital_in_Rural_Communities_- _Summary_Report_April_30_web.pdf

Shields, J., Türegün, A., & Lowe, S. (. (2014). Settlement and Integration Research Synthesis 2009 - 2013: A CERIS report submitted to CItizenship and Immigration Canada. Ottawa: CERIS. Social Research & Planning Council. (2017). Embracing Diversity: Newcomer Experiences in Perth and Huron Counties. Retrieved from Perth-Huron United Way: http://perthhuron.unitedway.ca/wp-content/uploads/2017/06/EmbracingDiversity- WEB.pdf Statistics Canada. (2017, October 25). Immigration and ethnocultural diversity: Key results from the 2016 Census. Retrieved from The Daily: http://www.statcan.gc.ca/daily- quotidien/171025/dq171025b-eng.htm Statistics Canada. (2018, February 16). Census Program. Retrieved from Statistics Canada: http://www12.statcan.gc.ca/census-recensement/index-eng.cfm Trent University. (n.d.). Trent by the numbers. Retrieved from Trent University: https://www.trentu.ca/about/trent-numbers

XIX. Appendices

A. Appendix 1 - Charts and Tables

Total Population CKL Haliburton Peterborough Northumberland Total 75,423 18,062 138,236 85,598 0-14 13% 10% 14% 13% 15-64 62% 58% 63% 61% 65+ 25% 33% 23% 26% Source: 2016 Census, Statistics Canada

Immigrant Population CKL Haliburton County Peterborough Northumberland County County Total 5,785 1,570 11,410 8,895 % of Total 7.7% 8,7% 8.3% 10% Population Source: 2016 Census, Statistics Canada

Immigration by Arrival Period CKL Haliburton Peterborough Northumberland County County County Total 5,785 1,570 11,410 8,895 Before 1981 / 4,210 73% 1,170 75% 6,685 59% 6,530 73% % of immigrant population 1981 – 2000 890 15% 275 18% 2,460 22% 1,485 17% 2001-2005 285 4.9% 40 2.5% 780 6.9% 310 3.5% 2006-2010 200 3.5% 45 2.9% 715 6.3% 315 3.5% 2011-2016 195 3.4% 35 2.2% 765 6.7% 250 2.8%

Source: 2016 Census, Statistics Canada

Change in Immigration by Time Period Immigration by Time Period 1400 1200 1000 800 600 400 200 0 1981-1990 1991-2000 2001-2005 2006-2010 2011-2016

City of Kawartha Lakes Haliburton County Peterborough County Northumberland County

Source: 2016 Census, Statistics Canada

Immigration by Admission Category Immigrants (total) by Admission Category

Ontario Northumberland County Peterborough County Haliburton County City of Kawartha Lakes

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Economic immigrants Immigrants sponsored by family Refugees Other immigrants

Source: 2016 Census, Statistics Canada

Immigration (total) by Region of Origin Immigration (total) by Region of Origin

Ontario

Northumberland County

Peterborough County

Haliburton County

City of Kawartha Lakes

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Americas Europe Africa Asia Oceania and other places of birth

Source: 2016 Census, Statistics Canada

Immigration (recent) by Region of Origin Immigration (recent) by Region of Origin

Ontario

Northumberland County

Peterborough County

Haliburton County

City of Kawartha Lakes

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Americas Europe Africa Asia Oceania and other

Source: 2016 Census, Statistics Canada

Top 5 Source Countries – All Immigrants

CKL Haliburton Peterborough Northumberland Ontario County County County UK UK UK UK India Germany Germany US US China Netherlands US Germany Netherlands UK

US Netherlands Netherlands Germany Philippines Italy *Poland China Italy Asia - Other *Italy Source: 2016 Census, Statistics Canada, *tied

Top 5 Source Countries – Recent Immigrants

CKL Haliburton Peterborough Northumberland Ontario County County County Syria UK *Syria *US India UK *Philippines *China China *Philippines India Australia Philippines *Vietnam UK *UK Pakistan *India China *Syria Europe-Other

*Philippines Source: 2016 Census, Statistics Canada, *tied

Canada - Admissions of Permanent Residents by Province/Territory and Census Metropolitan Area of Intended Destination (2016 ranking), January 2015 - November 2017

Census Metropolitan Area and Province/Territory

2015 Total 2016 Total 2017 Total

Peterborough 150 350 255 Kawartha Lakes 25 45 30 Cobourg 20 40 30 Port Hope 5 30 15 Ontario Total 103,610 110,025 99,555 Canada Total 271,825 296,380 262,285 Source: IRCC, November 30, 2017

Canada - Admissions of Resettled Refugees by Province/Territory and Census Metropolitan Area (CMA) of Intended Destination and Immigration Category, January 2015 - November 2017

Blended Privately Province/Territory and Census Metropolitan Government- Sponsorship Sponsored Total Area Assisted Refugee Refugee Refugee Peterborough 40 215 70 330 Cobourg 15 0 10 30 Kawartha Lakes 5 5 10 20 Port Hope 15 0 -- 20 Ontario Total 3,455 16,345 17,355 37,160 Total 6,400 41,220 44,010 91,630

Notes: — Please note that all values between 0 and 5 are shown as “--”. This is done to prevent individuals from being identified when IRCC data is compiled and compared to other publicly available statistics. All other values are rounded to the closest multiple of 5 for the same reason; as a result of rounding, data may not sum to the totals indicated. — Data are preliminary estimates and are subject to change.

Source: IRCC, November 30, 2017

Languages spoken most often at Home (Includes all immigrants) CKL Haliburton Peterborough Northumberland 1 German Polish Mandarin Korean 2 Korean German Polish Spanish 3 Polish Korean Arabic Mandarin 4 Mandarin Gujarati Korean Polish 5 Russian Spanish/Gujarati German Total # of Languages other than French, English & Aboriginal 26 13 31 26 Spoken at Home Source: 2016 Census

B. Appendix 2 - Acknowledgements

Thanks to representatives of the following organizations for valuable insights and comments provided throughout the project. In addition, as part of the stakeholder engagement component of the research, individuals—newcomers and employers—were consulted through interviews and, anonymously, through surveys. We appreciate the time and effort of all stakeholders.

Location/Service Area Company/Organization Name City of Kawartha Lakes CKL Economic Development CKL Social Services (also serves Haliburton County) Global HR Centre Kawartha Lakes Health Care Initiative Lindsay & District Chamber of Commerce VCCS Employment Services Haliburton County City of Kawartha Lakes Social Services Fleming CREW Haliburton Haliburton Community Development Corporation Haliburton Highlands Chamber of Commerce Haliburton Refugee Sponsorship Group Local employers (2 interviewed) SIRCH Peterborough City & County Agilec Carmella Valles Immigration Consulting EPC (Employment Planning & Counselling) Fleming College • Career & Academic Success Services • International Student Services Fleming CREW Employment Centre Local employers (4 interviewed) New Canadians Centre Peterborough (also serves Northumberland County) Newcomer Kitchen (YWCA & NCC) Peterborough Employment Resource Centre (Social Services for City and County residents) Peterborough Housing Corporation Peterborough Immigration Partnership (PIP) Peterborough & Kawarthas Economic Development • Business Advisory Centre • Economic Development Officer Peterborough Social Services Trent University

• Career Centre YWCA Peterborough Haliburton - Nourish Northumberland County Community Living West Northumberland / EARN Employment Community Training and Development Centre Durham College Community Employment Services Local employers (2 interviewed) Northumberland County Northumberland County Business Advisory Centre Northumberland County Economic Development Northumberland Heights Northumberland Hispanic Cultural Club Northumberland Newcomers Network Ontario Agri-Food Venture Centre Watton Employment Services Other Immploy (London, Ontario) KEYS Job Centre (Kingston, Ontario Health Force Ontario

C. Appendix 3 - Survey Results

Two surveys were conducted. One for Newcomers and the other for Employers. Results follow.

Newcomer Survey The goal of the newcomer survey was to develop an understanding of the supports used by Newcomers seeking employment, to determine why they may not have accessed services and to explore services and supports that may be helpful in seeking employment. Note that the survey sample is very small and that most respondents live in the City of Peterborough.

NEWCOMER SURVEY SUMMARY Total Responses: 27 completed the survey 9 partially completed it 7 answered the first question, then stopped

Respondent Profile (completed surveys) Out of the 27 completed surveys: - 63% are currently working - 31% have been an International Student at Trent, Fleming or elsewhere in Canada - 93% live in Peterborough City and County - The majority are between the ages of 25-34 - 56% are male

Length of Time in Canada - The majority have lived in Canada between 1-5 years, 22% less than 1 year and 22% for more than 10 years Status - 44% have temporary status, 22% are Permanent Resident and 33% are Canadian Citizens Country of Origin - Respondents are from 13 different countries (5 from Syria, 4 from India and 3 from Brazil) Education - 7% have elementary school or less - 15% have high school or equivalent - 78% have a university degree or higher (including masters or post grad)

Newcomers were asked which employment supports they would like to have available. Cross cultural training (i.e. understanding the Canadian workplace), followed by job coaching and mentorship were the supports most often chosen.

Employment Supports

Other (please specify)

Grants or loans for accreditation

Job coaching as needed (on-call)

Bridging programs for foreign trained professionals

Orientation resources for newcomer employees

Occupation-specific language training

Mentorship program

On-site coach/supporter for your first weeks on a new job Cross-cultural training (for example, Canadian workplace communications)

0% 10% 20% 30% 40% 50% 60%

The survey was branched and different questions asked depending on whether a newcomer is currently employed or seeking work.

Employed Newcomers

Profile of Newcomers who are Currently Working - 18% are self employed - Hours worked: o 41% - 40+ hours o 41% - 20-40 hours o 18% - less than 20 hours - Job location o 76% located in Peterborough City o 12% in Northumberland County o 6% in the City of Kawartha Lakes - Training o 71% are working in a field in which they were trained

Employed newcomers were asked which job search methods they used to find their current job. Professional networks followed by the internet, and family and friend connections were the top three methods identified.

Employed Newcomers: Job search methods used

Other (please specify)

Job-match websites such as hireimmigrants.ca

Internet search

Friends and family connections

Professional networks

Employment assistance from the New Canadians Centre

Assistance from an Employment Service Provider

0% 10% 20% 30% 40% 50% 60%

Other includes: self-created opportunities and the local newspaper

Employed Newcomers also accessed the following services since their arrival. 47% accessed education supports, 35% accessed language and assessment. Note that 41% did not access any other services or supports.

Employed Newcomers: Other related supports accessed

Other (please specify)

No other services

Financial

Education

Language and assessment

Settlement

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

When asked why they may not have accessed employment services, 31% indicated confusion about where to go for help, 16% also indicated a lack of information or awareness about the services and another 16% indicated language barriers.

Employed Newcomers: Reasons for not accessing services

Hours / time of day the services are offered. Financial barriers Lack of transportation Lack of childcare Language barriers Not eligible Confusion about where to go for help Lack of service in my local community Lack of information or awareness I did not need the services

0% 10% 20% 30% 40% 50% 60% 70% 80%

Newcomers Seeking Employment

Thirty-seven percent (37%) of survey respondents indicated they are looking for work. Profile of Newcomers who are currently seeking work - 90% live within the City of Peterborough - the majority are between the ages of 25-34 - 50% male, 50% female - 50% have lived in Canada for less than 1 year, 30% between 1 & 5 years - 50% have temporary status - 30% are Permanent Residents - 44% are from Syria - 30% have a high school education and 56% have post-secondary university

When asked about barriers to finding work, a lack of jobs (60%), lack of networks in the community (60%), and insufficient Canadian experience were the top three reasons given.

Unemployed Newcomers: Barriers to finding work Lack of jobs 60% Lack of networks in the community 60% I don’t have enough Canadian experience 50% Lack of recognition of international experience and credentials 40% I can’t provide references 40% I’m currently attending school 40% Lack of transportation 30% Language barriers 30%

Unemployed Newcomers indicated they most often use the internet to search for work, followed by employment assistance from the New Canadians Centre. 50% have also accessed settlement services at the New Canadians Centre. The other includes dropping off resume to businesses.

Unemployed Newcomers: Job Search methods

Other (please specify)

Job-match websites such as hireimmigrants.ca

Internet search

Friends and family connections

Professional Networks

Employment assistance from the New Canadians Centre Employment assistance from an Employment Service Provider (such as Agilec, EPC…

0% 10% 20% 30% 40% 50% 60% 70% 80%

Unemployed Newcomers: Other Services accessed

No other services

Financial

Education

Language and assessment

Settlement

0% 10% 20% 30% 40% 50% 60%

When asked which types of assistance unemployed newcomers would find the most helpful, professional networks (50%) and Employment Counselling from the New Canadians Centre (50%) were most often chosen. Unemployed Newcomers: Supports they believe would be the most helpful

Other (please specify)

Internet search

Family and friends

Professional networks Employment counselling from the New Canadian Centre Employment counselling from an Employment Service Provider 0% 10% 20% 30% 40% 50% 60% 70%

For those who did not access employment supports, lack of transportation, lack of information about the services and financial barriers were noted.

Employer Survey The purpose of the Employer Survey was to develop an understanding of newcomer employment in the region, as well as job search methods that employers use, perceived barriers to hiring newcomers and supports that employers would find helpful in recruiting, hiring and retaining newcomer workers. Note that they survey sample is small and that the City of Peterborough is overrepresented.

EMPLOYER SURVEY Total Responses: 57 responses Employer Size: 16% 1-5, 39% 6-25, 28% 26-100, 18% 100+ Location: 68% Peterborough City & County 18% Northumberland 25% CKL 11% Haliburton 9% Outside the area Type: 70% non-profit Employ 48% of respondents employ newcomers, 18% are unsure. In addition, a Newcomers? few respondents identified themselves as newcomers.

When asked about the methods most commonly used to recruit and hire employees, personal referrals was chosen most often (70%), followed by social media postings and the use of external and company websites.

Methods Used to Recruit & Hire Employees

Personal referrals Company website External websites Job ads in print media Social media postings Post-secondary institutions or high schools Referrals from employment service providers Recruiters (headhunters) Unsolicited applications Referrals from immigrant service organizations Recruitment abroad Federal immigration programs Other (please specify) 0% 10% 20% 30% 40% 50% 60% 70% 80%

When asked specifically about the methods used to recruit and hire newcomers, general referrals was again the highest (58%), followed by referrals from immigrant serving organizations (38%). Methods Used to Recruit & Hire Newcomers

Other (please specify) Federal immigration programs Recruitment abroad Referrals from immigrant service organizations Applicants volunteered or did a work placement here Unsolicited applications Recruiters (headhunters) Referrals from employment service providers Post-secondary institutions or high schools Social media postings Job ads in print media External websites Company website Referrals (general)

0% 10% 20% 30% 40% 50% 60% 70%

When asked why employers have not yet hired newcomers the majority stated a lack of newcomer applicants. Another reason for not hiring newcomers is no staff turnover/no need to hire. Reasons for Not Hiring Newcomers

0% 10% 20% 30% 40% 50% 60% 70% 80%

Lack of newcomer applicants Unable to assess/verify newcomer qualifications and experience Unable to check newcomer references

Insufficient Canadian experience

Previous newcomer hires have not worked out

Interview(s) did not result in a job offer

Other (please specify)

When asked about the barriers to recruiting, hiring and retaining newcomers. concerns that newcomer applicants would not have the language or communication skills required to do the job was stated as the largest barrier (76%).

Barriers to Recruiting, Hiring & Retaining Newcomer Workers

Other (please specify)

Concerns about how employees from different cultural backgrounds would fit within our organization’s culture

Requirements for Canadian or local experience, which some newcomers may not have

Lack of experience working with newcomers before

Lack of information on how to access this pool of labour

Concerns that that hiring and training newcomers takes extra time and resources

Difficulty assessing foreign credentials and experience

Concerns that immigrants will not have the technical skills or qualifications we require

Concerns that newcomer applicants will not have the language or communications skills required to do the job

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Employers were asked to indicate which supports they would find to be most helpful in recruiting and hiring newcomers. The top choices (helpful + somewhat helpful) are Occupation- specific language training for newcomer hires, to partner with an immigration service provider, cross-cultural communications training for new and hires and/or current staff, and an orientation toolkit for manager geared to newcomer workplace integration. One respondent also noted the need for language classes that provide opportunities to learn resume and interviewing skills.

Employer Supports for Recruiting & Hiring Newcomers

Assistance with immigration and work permit process

Assistance with foreign credential recognition and assessment

Partner with immigration settlement service providers

An orientation toolkit for managers geared to newcomer workplace integration Occupation-specific language training for newcomer hires On-site coaching/support for newcomer hire in first weeks Coaching (in-person or by phone) for managers, as needed Cross-cultural communications training for new hires and/or current staff

0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00%50.00%

Not Helpful Unsure/Not applicable Somewhat Helpful Very Helpful

When asked whether employers have used or are interested in using supports to integrate newcomer employees, most employers are interested in Cross-cultural / diversity training for current managers and employees, bridging programs for foreign trained professionals and language or cultural/workplace integration training for newcomers. One respondent wrote they are not interested in any of the programs as they are too expensive and time consuming with little return.

Have Interested in Supports to Integrate Newcomer Workers used using Placement services from employment service agencies or recruiters 100% 0% Language or cultural/workplace integration training for newcomers 33% 67% Cross-cultural/diversity training for current 11% 89% managers and employees Financial or other incentives to hire newcomers 47% 53% Mentorship programs 56% 44% On-site job coaching for newcomer employees 67% 33% Coaching for managers (as needed, on-site or by phone) 44% 56% Specific occupational training for newcomers 67% 33% Programs that place newcomers in short-term or permanent positions 67% 33% Bridging programs for foreign-trained professionals 25% 75% Orientation resources for newcomer employees 42% 58%

Other Comments & Quotes from Employers:

- “Lack of newcomers in area”

- “We have greatly enjoyed having three (so far) newcomer employees. They add great spirit work ethic and general good feelings to our work environment”.

- “We have hired on a few young Syrian men at our café. They came and went as they found other full-time job opportunities. Most useful to us would be a couple hours per day on the first few days of work for the newcomers to interpret between languages spoken. That would help immensely. Also, the greatest resource in town, that should be better funded for employment resources, is the New Canadians Centre.”

- “Is there a web site where newcomers can register and employers can search by skill set?”

- “Newcomer Employees are very hard working. They desire to better themselves. The biggest obstacle is learning the English language to a level where we feel that they can do the work effectively and efficiently – as well as communicate clearly with clients.”

- “I’m very lucky to have the team we have and I can honestly say almost all of the newcomers we have hired are hard-working, reliable, professional and respectful to their team and our guests.

- There is a need for more information / training on Canadian Rights and the Canadian Employment Standards Act. One respondent stated “I noticed a discrepancy in their knowledge for Canadian rights as there is a significant cultural divide. I have coached most on expectations for hours, breaks, what they should expect from employers, landlords, domestic abuse, support services, drivers’ licenses and the citizenship process.” Also noted was employers taking advantage of international students and newcomers, some being forced to work in the landlord’s businesses. I have heard of employers taking advantage of international students and newcomers, expecting them to work for free for ‘training’ for weeks. I have heard of landlords forcing international student and newcomers of forced labour in businesses that landlord might own, not to min Canada and are going to begin employment, they should be instructed on the Canadian Employment Standards Act and their rights as such. Almost all of my newcomer employees are referrals from friends and family as the know this is a safe work environment

- The need for Community Cultural Diversity training, specifically in areas with fewer newcomers was also mentioned.

D. Appendix 4 – Stakeholder Engagement Feedback

Distinct groups of stakeholders were engaged for this project, including newcomers, employers, ESPs, other community agencies, business groups, and municipalities. See Methodology for a breakdown of stakeholders consulted. Focus groups, interviews, and surveys were used to collect input from service providers, newcomers, employers, and municipal representatives (economic development and social services) in all four jurisdictions.

D.1 Current Employment Services for Newcomers

Following are the observations of each group of stakeholders about current services for newcomers.

Employment Service Providers

Services and Programs • Typically, ESPs offer a standard suite of EO-funded services and ODSP services. • Some ESPs also offer fee-based and other services, including SmartServe and food handling certifications, and some receive other sources of government funding (e.g., Ministry of Education for a school-based program) for specific projects or services. • Not all organizations are full-service providers—Durham College Community Employment Services, operating in Port Hope, is not. Nonetheless, “everyone who comes through the door receives individualized service.” Other ESPs agreed that their services are individualized. For example, they will not try to put newcomers in workshops if there are language barriers. • The ESPs report that they work well together. EO determines the number of offices. • ESPs have job developers who work one-on-one with employers—they reach out to make connections, and those contacts can also be initiated by employers. • When the job developer (JD) has helped the client, there is follow-up (3-16 weeks, a negotiated process). Some JDs follow up at the place of employment. It is important to check in with both employer and client—often there are two different stories. Wage subsidy depends on eligibility. If the client isn’t eligible, the support won’t last as long. • Job developers try to have a connection with the employer “for as long as you can as much as you can.” • ESPs offer wage incentives available through EO programs (employment service, Youth Job Link, Youth Job Connection). The Canada Ontario Job Grant (CJOG) reimburses the employer, helps with retention and retraining new hires. • Youth programs continue to be a big focus. There are also programs (such as Second Career) aimed at helping older workers. • ESPs agreed that their programs have changed over time—some discontinued—but client needs remain unchanged.

Serving Newcomer Clients • Newcomers comprise a small fraction—estimates were 1% or less overall for all ESPs consulted—of the population served. Peterborough-based ESPs had more experience with serving newcomers, albeit still a small percentage of their clients. • For EPC, which has had a lot of activity with Syrian newcomers in the last few years, 20% of recent placements have been newcomers. • Agilec has seen a lot of international students come in looking for part-time work during their studies. There was a spike during the college strike. • Fleming CREW reports having few newcomer clients—estimated at ten enrolled over the last year, while about 40 came in but weren’t “taken on” as a case. Reasons for this varied, including some not being ready to work due to language skills, at which point, they recommended enrollment in the LINC program as a first step. • Given the difficulty and cost of interpretation, and their higher volume of newcomer clients, EPC has been able to access funds through the NCC for interpretation services. • Other ESPs mentioned communicating by using Google Translate. • There is no specific funding for ESPs to serve newcomers. They try to be flexible under current funding models and adapt services to meet newcomer needs. • Some newcomers have gotten their start through placements, which also include monitoring and retention counselling. • Typically connect newcomers with Job Developers as soon as they come in. • EO service provision statistics are tracked by “newcomers,” as defined by EO—a question in the intake process. • Several ESPs noted that they have more success helping newcomers find employment with smaller employers. They are perceived as more flexible and open, “more willing to take a chance.” • Regarding support for entrepreneurs, ESP representatives said that they weren’t sure what resources were available. They had made referrals to PKED’s BAC. One person felt that a former business owner would likely have trouble working for someone else—it was best that they be self-employed. • Perceptions of closed communities: although this can be subtle, ESPs noted that in close- knit smaller communities, there is some lingering resistance to/fear of hiring newcomers. They believe that education is key. The Northumberland County newcomer exhibition helped spark some positive conversations. • It is important to communicate, as well, that ESPs are continuing to do great work serving all residents. With the high profile of newcomer issues right now, that message can get lost, which feeds resentment. • General agreement to the idea that more could be done to reach employers and support them. • “Working with newcomers is very rewarding.” • Success stories shared: o A newcomer worked as a seasonal worker for close to 30 years and then immigrated here. Because of the change in his status, he would no longer be employed as an apple picker through the TFW program. It took a year to find employment. While, unfortunately, he became ill and needed some time off, the employer was flexible and accommodated the newcomer.

o Another newcomer, from Syria, came with no English skills, which at first hampered his ability to work. Although his sponsor had a restaurant connection and the newcomer was prepared to do a dishwashing job, the job developer thought he could play a different role, where English was needed less (he did take English classes). Ultimately, he became a car detailer for a local dealer. The job developer worked with him, looking at skills, aptitudes. The employer, who received a wage incentive for the initial placement, was able to download Arabic job descriptions. A permanent hire resulted, and there may be an apprenticeship in the future. With this successful experience, the newcomer has become a mentor to other newly arrived members of his family.

o A woman from Brazil had been working and living in Toronto, and then lost her position. When she couldn’t find work, she came to Northumberland County to stay with friends. Through support from an ESP, she first found work with a manufacturer, but following layoffs there, she found a hospitality position. She loves working with people and practicing her English at work.

o A newcomer from Syria, who was a banking executive at home, was willing to take a low-level job and work his way up. The ESP helped him get clothing for the job. He is working part-time and already taking steps to move up.

o A man wanted to be a minister. Despite the job developer not usually finding work for people in this field, he found a good job at $20/hour. When he got his first pay cheque, he didn’t understand there would be deductions. It was a good lesson for the agency, which was shared with the NCC afterward.

o A doctor from Syria was able to get work as a PSW here. He ended up moving to Alberta, where he could qualify as a doctor more quickly.

Referrals and Outreach • ESPs report that their networks to help newcomers have developed over time. It is considered best practice to ensure that all organizations that may be a touchpoint are aware of services available. • The NCC is their main source of newcomer clients. NCC refers to them, including through Facebook. Some receive fewer referrals, likely due to their locations. Agilec, for example, sees more newcomers coming on their own initiative or through word of mouth. • Fleming CREW receives referrals through the LINC program. Staff have given workshops in LINC classes. • For immediate needs, the Northumberland County ESPs work with the Cobourg office of NCC. • Some ESPs report working with refugee sponsorship groups as first point of contact in serving a newcomer client. Build relationships with them and take a team-based approach. • People access services through referrals (formal and word of mouth), walk-ins, and marketing, including websites and a centralized EO portal that directs people to the closest ESP. • ESPs use formal and informal referral mechanisms, including the CERP referral tool.

• Watton and EPC reported doing outreach work in the community targeted at sponsorship groups, explaining the services available. • It was noted that there are some variations in the ways ministries define newcomers, with implications for services and needs (e.g., immigrants in Canada 5 years or less versus 10 years or less.) • Northumberland County is viewing service needs of “AllComers”—anyone new to the County, as opposed to only immigrants.

Gaps and Recommendations • ESP staff have received limited training and would appreciate more regarding cross- cultural communication and other newcomer-focused learning. • ESPs would like to see more live interpretation to support newcomers through all their important interactions, noting that “life stabilization” factors, such as housing, have a huge impact on employment prospects. • A broader, longer term public campaign could help build public support and understanding about newcomers. • There is a need to educate employers, especially, as they may not be aware of what’s available to them in terms of support for engaging with newcomers. • There was general agreement that one NCC staff person in Northumberland County is not enough resources to meet the demand.

New Canadians Centre

Employment Services • Only one NCC staff member provides employment services to newcomers, in a position funded through IRCC. She is an employment/settlement counsellor. When she first started, she only did employment work with support from settlement workers (regarding work permits, visas, etc). However, the role has evolved, she learned about both sides, and she now carries out both functions. • Some clients know they want employment help and go directly to her. Other clients are referrals from within the NCC, and some are referrals from other employment service providers. • When ESPs refer to her, it is usually due to licensing credentials. She has specialized knowledge and needs to stay aware of licensing, certification, association membership (PEO), nursing requirements, etc. Certification and licensing needs change regularly. • When a client meets with the employment/settlement counselor, she first asks if they are eligible to work in Canada o If they are not, she discusses options and how to navigate the system. o If they are, they complete a common assessment (also used by EO ESPs). She wasn’t asked to use this, but finds that it is helpful as the language is the same. o Discusses short-, medium-, and long-term goals and positions the client would like to pursue ▪ Short-term = Survival Positions ▪ Medium-Term = English has improved, has some Canadian experience ▪ Long-term = Identify future goals and training requirements • She sees clients over many years. This is not a one-time experience.

• There is constant work, but she doesn’t feel overworked. • Once a month, she spends time in Cobourg and meets with clients there. She also works with ESPs in Cobourg/Port Hope (Watton, Durham College Community Employment Services). She also visits Lindsay about once every six months, meeting with clients in the library, and has a connection with VCCS. • There are very few newcomers in Haliburton. Because of that, she believes the Haliburton community steps up to help newcomers when needed. o She has had the experience of an employer asking for immigrants to move to Haliburton to fill a job, and she has been contacted by another northern community for the same reason.

Language Training • Adequate language skills are critical to finding work • For some positions language is not as important, e.g., painter. NCC has a partnership with EPC, whereby the first working day is supported by an interpreter. • NCC has hired Arabic speakers to act as translators, and they do settlement work as well. • There is currently not a standard way how tutors are doing one on one tutoring. • There is an opportunity to work with literacy associations to standardize methods (e.g. track client progress, outcome measurement) and to share what each other are doing.

Syrian Refugees • For those previously self-employed, working as an employee in Canada can be a difficult transition. They need to adapt quickly. One anecdote involved a newcomer hired at a local greenhouse. He had a hard time adapting to working on a team and has since resigned. • Success stories: o A man who had worked in a bank in Lebanon needed to work on English a bit and then was hired quickly, but he already had the experience as an employee. His wife found a job quickly, as well. o Through an employer connection with the NCC, another newcomer was hired as a carpenter. The employer gave him lots of time to adapt, and he is doing very well. o Crayola hired an NCC client in a manufacturing position in spite of low English.

International Students • Students are permitted to work 20 hours during the school year and 40 hours during a break. At the beginning, they wish to find survival jobs. • Most of them leave Peterborough but stay in Canada. They move to where it’s easier to find jobs. Some keep in touch with the NCC. • If there were opportunities for employment, more could stay in Peterborough. • Many seek part-time work. Availability is a challenge for this group. • Holiday Inn and Comfort Inn hire students for housekeeping. In the summer, there is student grass cutting. • The employment/settlement counselor feels that more could be done to meet the needs of these clients.

Partnerships • NCC doesn’t have EO funding, so they partner with the three ESPs in Peterborough. • NCC is represented on the LEPC. • NCC partners with Nourish on programs • NCC partners with PKED on the Newcomer Entrepreneurship Dinner. • Desire to work more with PKED to support newcomer kitchen and sewing collective • DEEP: NCC has been working with others to deliver training as a package.

Connecting with Employers • A company from Lindsay reached out. They are a custom embroidery business. Heard about the sewing collective. Although not quite ready, they are interested in fostering training to learn about work environment. Many newcomers have worked in textile industries in Syria. Many of our newcomers have sewing experience. • Most successful has been people working on informal contacts (WIP). It was so successful early on because of the staff person. In a climate where everyone is struggling, it can be hard to make a case of why to hire a newcomer. • The NCC video of Omar and Two Dishes shows how outreach to employers can help. • Having clients do informational interviews is a good tactic.

Funding • NCC is funded by IRCC through a three-year agreement that is revisited every year. • They also apply for funding in partnership with other organizations to do other work (e.g., the Spark youth photography project) • “Partnerships are KEY for funding”.

Gaps and Recommendations • Gaps include: o Profession-specific language course o one-to-one tutoring – may need more o personal networks that newcomers can rely on o transportation o new group of newcomers are very entrepreneurial and have lots of ideas – need to transfer ideas into action…I.e. if I want to be a contractor I have to think about WSIB and Insurance…how to learn about certification and regulation….could be doing more to share this information o Have a local Immigrant Table – because of the focus on entrepreneurship a relationship with PKED is important o Lack of employment

• Employment/settlement Counselor recommendations include: o Best practice is to connect directly with employers o Personal contact makes the difference, as new immigrant lacks networks and Canadian experience. One-on-one interaction is key to successful matching. The employment/settlement counselor plays the role of matchmaker (similar to EO- funded job developer position), but role needs to go further (as in the Workplace Integration Centre model)

o A mentorship program would be great for the area, but there aren’t enough immigrants in Peterborough to apply for funding. There should be a way to make this happen.

Peterborough City

• City staff (social services/PERC) say they use telephone interpretation for newcomer clients, but they also recommend that clients bring in a friend who speaks English. • They have just ordered a program through Xerox—an add-on for the printer—that translates documents. It wouldn’t be good enough for a legal document but is useful for other things. Partner organizations may get in touch to use it. The original purchase was $300 for 1200 sheets of paper, but they can get more in the future. • Almost all newcomer clients they see are GAR, but they don’t track GAR vs PSR. There are lots of applications for “Month 13”, but some end up not applying, as they are employed by then. • Have had four sessions over past year, in collaboration with the NCC, to provide information about applying for OW. • Although they serve Peterborough County residents, they haven’t seen newcomers from the County applying for social assistance to date. • Peterborough has three case managers that support those wanting to start their own business

Northumberland County

• Northumberland County staff report that there is an effective referral system for people seeking employment services—they are referred to ESPs. • In response to a perceived need for increased capacity in settlement services, the County applied for IRCC funding for an in-house, dedicated settlement coordinator. • The Business Advisory Centre (BAC) and Entrepreneurship Centre have assisted investors and entrepreneurs, and they are actively involved in promoting and supporting newcomer entrepreneurship. • The BAC has plans to expand with satellite locations all over the county. Transportation is an issue. • Training needed: one staff member reported taking an online sensitivity course to help with learning curve for taking on a new role that included interacting with newcomers. Staff across social services and economic development departments would likely benefit from this, as well as the new settlement services position. • Community Living West Northumberland/EARN Employment helps people with disabilities find employment, and has had a few newcomer clients. • Community Training and Development Centre (CTDC) is currently (February 1 – March 15, 2018) running an MCI-funded training program for recent immigrants in Cobourg, “Employment Networking for Success in Northumberland”, with an associated Newcomers Northumberland website. Through a series of workshops, participants will

build confidence and gain employment language. They will better understand “how work works”.

D.2 Newcomer Barriers and Needs

Employment Service Providers

Following are the observations made by ESP representatives with respect to the barriers and needs that newcomers bring when they access employment services.

Employment Service Providers – Newcomer Barriers & Needs • Employment comes after basic needs have been met. There’s employment, employment 2.0 and employment 3.0. Clients return. • The first employment experience may not be satisfactory, so they retrain. • Employment is dependent on language, Canadian experience—these are barriers. • Transportation is another common barrier. • “Real integration takes time.” • The first job helps client understand the way things work / business culture, but they are sometimes surprised that what they learned may be completely different in another job. • ESPs note that many newcomer clients do not have a lot of money. They may need support to obtain necessary tools and other gear (e.g., work boots) once a job is arranged. A local employer has generously donated some gear to help. • Survival vs long term job o Agilec – mostly finds clients long-term employment o EPC – have been mostly successful in placing newcomers into jobs in fields that clients want to work in. They start off in the field they want. o Fleming CREW– tries to get them ready for workplace • Newcomers who are in school sometimes defer looking for work, but others want to work at the same time. • Foreign-trained Professionals: o A lot of the accreditation resources are in Toronto. • Challenge is with highly trained professionals, e.g, a pharmacist. It may be possible to go to school to become a tech to work toward, eventually, becoming accredited as professional in their field. If it’s possible, it often takes a long time. • Job developers (JD) attempt to find good quality jobs. They may be entry level, but in an occupation related to their field. “JDs are listening to what people want to do.” • Many Syrian refugees seem to be coming from the trades, so not hard to place with (coming with skills, language and culture are the barriers) • Job Developers: we do what’s necessary – we service the employer first and try to find opportunities for candidates – match “I serve the candidates by focusing on the employer” • EPC have upped ratio of job developers to counsellors – used to have 3 JD & 7 EC – now five and five. • Fleming: 50/50

• City: have one job developer and 14 employment counsellors, but not specific to new Canadians. o City: Every case manager in the office probably each has a Syrian family o Employment Counsellors are funded by the city. o If client is coming through our door, they will be applying for Social Assistance, but if not eligible are pointed in the right direction (other agencies) • How many JD do we have? Do we need more? Are JD going to the same employers? o Very seldom stumble over another JD o Currently have more jobs than can be filled o Employers are looking for workers ▪ Though jobs are entry level, precarious, and transportation is an issue. • ESPs noted that employers in Peterborough genuinely care. They want the community to do well and “will cooperate as much as they know how”.

Gaps • Transportation • Many new Canadians are not aware of the resources and services that are available • Privately sponsored refugees have a huge advantage • Challenge is limited resources at the NCC to support our large newcomer community. • ESP training has happened naturally, they generally don’t pigeon hole counsellors into roles, but certain counsellors seem to have a better ability to work with newcomers and want to work with newcomers. • ESP staff have received limited training and would appreciate more regarding cross- cultural communication and other newcomer-focused learning. • ESPs would like to see more live interpretation to support newcomers through all their important interactions, noting that “life stabilization” factors, such as housing, have a huge impact on employment prospects. • A broader, longer term public campaign could help build public support and understanding about newcomers. • ESL / English ability • LINC program is great but not enough. PACE program has ESL on evenings and weekends which has been helpful. • Depends on the employer and how much they’re willing to work with the newcomer – some employers don’t mind if English isn’t as advanced. • Newcomer employment is absolutely dependent on the employer • Education / communication process with employers is desperately needed. o Biggest barrier is that employers don’t know – afraid of the unknown • Actively hearing from employers about skill needs. o Entry level manufacturing needs ▪ Would be a career change for newcomers o Try to move newcomers into related occupations ▪ Upholster in Syria – working in the same field today.

New Canadians Centre • Typical barriers ▪ Lack of certification ▪ Lack of transportation ▪ Lack of network • Most complicated and most rewarding piece • Need to find a community member that would like to meet the client and discuss the profession as a professional o i.e. financial institution o Olga may tell the client something, but when they hear it from a community member in the field, it may carry more weight, but also supports Olga’s message. • In some industries, it is very easy to connect with professionals o In others, it is very difficult o Easier in Peterborough than in Toronto (immigrants more common in TO, in Ptbo, the community still wants to really help) ▪ Lack of language ▪ Have a great number of volunteers that can help with language • Tutoring for technological language • I.e. carpenter – need to know the language (tools, metric vs imperial)

Northumberland County • NC is heavily agricultural. Immigrants with farming backgrounds are moving to the area. NC is looking at developing programming on farming in Canada vs other countries, developing this as part of the settlement work. Some newcomers will adapt their crops to local demand. There are lots of seasonal workers – some consider moving here to do work full-time • Some people who have moved here want to move back to Toronto, as their skill set may not be needed in a small town (e.g., engineers, physicians). Similarly, the infrastructure may not be sufficient to support newcomers (e.g., mosque, cultural groups). • It is important to attract the right people to the area—with needed skills, and right supports available. • Additional support is needed in Northumberland as there was general agreement that one NCC staff person in Northumberland County is not enough resources to meet the demand.

D.3 Employer Barriers and Needs

Employment Service Providers • Some ESPs report that they have helped employers access job descriptions in Arabic, task sheets, webinars, and similar materials offered through CIC. • There is a lack of support for employers for the LMIA process • There is a lack of HR understanding/capacity for navigating the immigration system • There needs to be additional education and knowledge around benefits of hiring newcomers to break down barriers • Anything related to immigration.

• There is a need to educate employers, especially, as they may not be aware of what’s available to them in terms of support for engaging with newcomers. • See survey summary for detailed information about employer responses.

Northumberland County • There will be an Immigration Conference organized by Northumberland County Economic Development in March, with a session on cultural differences, for area businesses. • Tourism focus: o In the past, they have tried offering business to business workshops on cultural sensitivity and adapting businesses for cultural needs, with a focus on serving the Chinese population. o Businesses were resistant a few years ago, but more recently, some have come forward to ask for help, in response to more international tourists.

Employer Interviews

Business Owner (also member of Northumberland Newcomer's Network and Northumberland Hispanic Cultural Club)

Northumberland Newcomers Network (NNN) • The County should continue to operate/administer the NNN and play the role it is currently playing. • What’s working well? people are able to get information and have their questions answered. Newcomers are able to get resources, such as lists of banks and financial institutions to contact, contact information of relevant people to get information from. He explained that this is the reason he initially became involved with the NNN, because when he arrived as a newcomer, he didn’t know the answers to many questions or who to contact for information. • Recommendations for improvement: the main problem is related to communication and getting information out to newcomers and members. He shared the example Newcomer meeting hosted by Northumberland County to which hardly any attendees showed up. o Communication tends to be by word of mouth. The County and the NNN should figure out solutions to get information to people and make it possible to communicate with newcomers. He believes that there could be creative ways to reach people.

Barriers to employment • Language and lack of Canadian experience are two of the biggest barriers facing newcomers in his community. He recommends to friends that they start in low-level positions to get experience and to enter the workforce as quickly as possible, and then work their way up. Noted that they may not have success otherwise

Opportunities • There is a demand for skilled workers and tradespeople

Supports

• The person noted that when he arrived in Canada, he arrived with three families (his, plus two others) who all had high levels of education and English language competency, so he did not face some of the barriers that many newcomers face (and he had the resources to overcome barriers).

• apprenticeships and internships would be a useful solution to the “lack of Canadian experience” barrier. Language training would also be useful.

• When speaking to the question of who should provide the resources, he noted that many agencies/organizations currently do provide services and should continue to do so. He noted his work with the Rotary Club and the initiatives they support. As previously mentioned, he also believes that the County should continue provided services through the NNN. He reported that he works with high schools to provide co-op opportunities. “It’s a two-way street [between organizations and employers],” he said.

Recommendations • There needs to be better communication and better ways of communicating about programs, services and supports for newcomers. The information is not getting to them.

Manufacturer • Hires newcomers from a variety of countries to fill skilled labour needs. English has been a challenge, have hired private language trainer for newcomer employees. • Has used the NCC and Carmella Valles to help with support

Franchise Restaurant (Cobourg) • Has employed and currently employs newcomers. For the most part, his experiences hiring and working with newcomers have been very positive. He said, “they do a good job.” He noted that most newcomers have the pressure of having to earn enough to pay their bills, so newcomers tend to be hardworking.

Supports • Uses Watton Employment Services and newspaper ads to find employees • Tried connecting with NCC once, but was disappointed that they could not provide him with sufficient candidates. Have not used them since. • The following supports would be helpful for hiring and retaining newcomer employees: o English language training o Work culture training o General cultural training (i.e. of “Canadian” culture)

Challenges • communication and language can be a challenge with newcomer employees. • work environment and work culture can be a challenge, depending on which country the newcomer is from (some countries/cultures are very different so it is a challenge for newcomers to adapt).

Franchise Restaurant (Haliburton County) • The owner has many subway restaurants in the Kawarthas. Family members have immigrated to help with the businesses. • There has been no problem settling in Haliburton County.

Catering Company (Peterborough): Response in an email: “[Redacted], who used to be one of our chefs, asked me to do a talk for the Newcomer Kitchen ladies. I am a mentor for them. It is very inspiring to see them working together to make a career for themselves, and I love to talk about our own experiences in the food industry, especially being a woman in the industry. We have really enjoyed our newcomer employees thus far! They add a great spirit and work ethic that inspires us all. We were very happy with the EPC training support for our two dishwashers, [names redacted], and for the support of NCC.”

Resort property (Northumberland County) • Is having trouble finding employees. Would be useful to work with an ESP to have candidates referred to him. He is open to newcomer referrals.

Restaurant (Peterborough) • Positive experiences hiring newcomers. Likes their work ethic. • Ramps up in the summer (busy season)

Supports • NCC has provided the best resource for finding employees. They refer newcomers on to him. Likes their resources.

Challenges • Worried about the mandated minimum wage increase and how it will impact his hiring of employees

Natural health clinic (Peterborough) Challenges • A key challenge is the weather. Adapting to Canadian temperatures and winters can be a big challenge for newcomers. • Some challenges now: how to afford to hire newcomers; how to deal with increased overhead costs; and where to find qualified newcomers

Supports • NCC has been great. • Currently a finalist in Peterborough’s “Win This Space” competition. She is hopeful that she will gain experience and support through the contest, and ideally, win the competition. Winning the competition would help her be in a position to hire employees. • She has also pursued other sources of funding i.e. small business grants • Useful supports would include: o Mentoring, coaching, business advice (either sector specific, or general) o How to sustain a business so employees can be retained; how to hire and retain employees; HR help/training/support

o Accounting training and support o Marketing tools and support o Business coaching in general and how to grow the business sustainably o Funding to hire people

Restaurant (Haliburton) • Has hired recently arrived Syrian youth • Took on one (instead of 3) because of the language barriers and felt that onboard three at the same time would have been too much • It has been a very successful hire “He turned out to be really an asset for me”, he works hard and is willing to take on any task/role/challenge. She has no issues with language. • The youth now also caters for the restaurant. These experiences have immersed him into their small town, and even though the town is not as diverse as other places/cities, the newcomer has developed a community there.

Barriers • Language was a barrier at first. Certain work instructions/essential signs were translated into Arabic using Google Translate. These essential instructions were posted in Arabic with English underneath to ensure that the youth was able to comprehend crucial instructions (and also to see the English equivalent of the instructions). (Consultant note: translation services/supports could be useful.) • The restaurant industry, which is fast paced and intense, was too much for a couple other Syrian youth. • The cold! Learning how to live with it can be difficult

Supports • Newcomer parents face different barriers than newcomer youth and there should be more supports to help the parents. Kids can assimilate more easily and receive a lot of supports from their schools, but newcomer parents are often isolated. As a result, the parents are very reliant on their kids to provide for the family (in many ways: financially, socially, emotionally). There is a lot of pressure on the children, especially the eldest children. o The owner collaborated with the principal at the local Adult Education Training Centre (AETC); they worked together to map out a plan for success.

Recommendations • Employers need to be open minded and understanding