STRATEGY

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BIENVENUE

B e n v e n u t o

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SETTLEMENT

W e l c o m e

Welkom

Developing Sustainable Solutions for the Attraction and Inclusion of Newcomers to Sarnia-Lambton

ACKNOWLEDGEMENTS

The Sarnia-Lambton Local Immigration Partnership Council:

Project Team:

Stephanie FerreraProject Coordinator

Jeneane FastSocial Researcher

Dale MosleyEconomic Researcher

Doug Ball—Chair, Manager of Social Planning and Program Support, County of LambtonAbita Okutinyang, Project Manager, Worley-ParsonsAnn Marie Cosford, Manager, Government & Access Programs, Lambton CollegeBarbara Milanovic, Project Officer, Citizenship and Immigration CanadaChandrika Patel, Director of Immigrant Settlement Services, Esso YMCA Learning & Career CentreChris Slade, Dean of International Education, Lambton CollegeCindy Dubois, President, Lambton County Human Resource Administrative ServicesDonna Cain, ISAP, SWIS & JSW Facilitator, Esso YMCA Learning & Career CentreGarry McDonald, General Manager, Sarnia Lambton Chamber of CommerceGigi Walent, Human Resources Advisor, Worley-ParsonsJasmine Lenuzzi, Director, Learning VisionsJennifer Lajoie, Project Officer—Newcomer Portal, County of LambtonKim Hunt, Computer Training Coordinator, Lambton CollegeKirsty Pazek, Project Coordinator, Sarnia Lambton Workforce Development BoardMarie Watson, HOST Program Coordinator, Esso YMCA Learning & Career CentreMarc Coates, Teacher, Lambton-Kent District School BoardRalph Hare, Information and Resource Consultant, Lambton CollegeRosa Zamudio, Ontario Works Caseworker, County of LambtonShauna Carr, Project Coordinator, Sarnia Lambton Workforce Development BoardSuzanne Quinn, Settlement Counsellor, Association canadienne-française de l’OntarioTed Zatylny, Project Leader, New Resident Attraction and Retention, Sarnia Lambton Economic PartnershipVicky Ducharme, Executive Director, Sarnia Lambton Workforce Development Board

The development of this Settlement Strategy could not have been completed without the participationof over 200 individuals from every corner of the community who took part in the research and sharedtheir time and thoughts with the Project Team this past year. Those contributors have made this initiativea true community effort and for that, we offer our sincerest thanks.

This project was guided by the Sarnia-Lambton Local Immigration Partnership (LIP) Council, a multi-sector advisory committee that was officially struck in January 2010. Members of the LIP Councilbrought their expertise to this initiative and offered guidance and support to the Project Team throughoutthe research process. Again, we thank each and every one of them for their time and input.

SOCIAL PLANNING & PROGRAM SUPPORT DEPARTMENT

150 N. Christina StreetSarnia, ON N7T 8H3Telephone: 519 344-2057Toll Free: 1-800-387-2882Fax: 519 344-2025www.lambtononline.ca

Led by: Funded by: Financé par:

MESSAGE FROM LAMBTON COUNTY COUNCIL

On behalf of Lambton County Council, I wish to acknowledgethe work that has been undertaken over the past year and ahalf which has resulted in the creation of this settlementstrategy for Sarnia-Lambton.

This community effort, led by the Local Immigration PartnershipCouncil and supported by County of Lambton staff, hasproduced this document which will help guide us as acommunity to ensure that Sarnia-Lambton is welcoming tonewcomers.

It is anticipated that new partnerships will form amongst andthroughout the various sectors of our community as we moveforward in the implementation of this strategy. It is alsoanticipated that our community will gain a greater awareness ofhow our community's future growth and prosperity can belinked to the successful settlement of new citizens.

This settlement strategy and the twelve strategies contained init are reflective of the input provided by local newcomers, thegeneral public and local stakeholders of our community. Thestrategy complements the Sarnia-Lambton EconomicPartnership's resident attraction strategy and the Sarnia-Lambton Workforce Development Board's communityworkforce plan. As well, the strategies will support many otherlocal entities who are trying to attract newcomers to the area.Overall, implementation of this community strategy should helpmake Sarnia-Lambton a healthy, thriving and welcomingcommunity.

Steve ArnoldLambton County Warden

Like many small communities across Canada,Sarnia-Lambton is dealing with some very familiardemographic challenges. As the population continuesto age, birthrates decrease and youth leave to pursueeducation and employment opportunities elsewhere,Sarnia-Lambton will soon seethe detrimental impacts of thison the local economy andlabour market. Within the next15 years, a large portion ofthe area's workforce will beset to retire and the localeconomy is projected toincrease by 5000 jobs by2016.* Without a largeenough pool of youngerworkers to replenish it, Sarnia-Lambton will struggle to fulfill itshuman resource needs.

While immigration is often thought of as a viablesolution to lagging population growth, Sarnia-Lambtonhas had difficulty in attracting and retainingimmigrants to the area; between 2001 and 2006 only1010 immigrants settled in Sarnia-Lambton. Thisrelatively small number reflects an overall decline inimmigration over the past 20 years. These challengesput Sarnia-Lambton in a difficult position. However,they also provide this community with an opportunityto come together and ask; how can we create awelcoming, diverse and prosperous Sarnia-Lambton?And what do we need to do to ensure that allmembers of this community can thrive and grow?

Sarnia-Lambton's Local Immigration Partnership(LIP), a federally funded initiative through Citizenship

and Immigration Canada (CIC), has enabled thesequestions to be asked. In its first phase, the Sarnia-Lambton LIP undertook an extensive examination ofthe community's capacity to assist and supportimmigrants and newcomers in their social andeconomic integration. Research was conductedthrough surveys, consultations, focus groups, andindividual interviews to identify the challenges andbarriers immigrants and newcomers face whensettling in Sarnia-Lambton. The community was alsoengaged in brainstorming solutions to thesechallenges.

The resulting Settlement Strategy is acoordinated and comprehensive plan to moveSarnia-Lambton towards becoming a thriving andprosperous community that values diversity andinnovation. It is comprised of 12 interrelatedstrategies organized by five priority areas of focusdetermined through community input. Each strategy

also includes a series of action steps tobe undertaken.Far from being a standalonedocument, the Strategy is meant toprovide a solid foundation forcurrent and future communityp l a n n i n g a n d e c o n o m i cdevelopment initiatives. Workingtogether these initiatives can notonly strengthen the local economyby meeting local labour needs,bringing entrepreneurial talent, and

offsetting demographic decline, butthey also play a part in continuing to build a healthy,strong and thriving community.

INTRODUCTION

Sarnia-Lambton's populationcould shrink as much as 13%over the next two decades.

The decline can beattributed to an aging

population, out-migration ofyouth and low birthrate.

County of Lambton Planning & DevelopmentServices Department. (2010). Population:

Summary of Trends & Projections CensusYears 2006 to 2031, p.18.

QUICK FACTS**• 14, 700 immigrants live in Sarnia-Lambton• 71% are from European countries• 61% are over the age of 55• 69% live in the City of Sarnia• 1010 immigrants settled in Sarnia-Lambton between

2001-2006• Common countries of origin for recent immigrants

include Colombia, China and India• 39% of recent immigrants have a university degree

compared to 14% of the overall population

*Sarnia Lambton Workforce Development Board (2010). Sarnia Lambton’s LabourMarket: A data-driven report on where our talent works today and where it willwork tomorrow, p.2.**Statistics Canada 2006 Census Data

Immigrants and newcomers identified findingemployment as the greatest roadblock in theirsettlement process. Their lack of Canadian workexperience, their inability to promote themselves and

the benefits they bring tolocal employers, and thelack of immigrant-specific jobsearch assistance availablei n S a r n i a - L a m b t o ncontributed to challenges infinding successful andmeaningful employment.Local employers expressedn e w c o m e r s ’ l i m i t e dknowledge of the Canadianwork environment anddifficulties with language andc o m m u n i c a t i o n a schallenges for them whenh i r ing and re ta in ingimmigrant employees.

To address these challenges, three strategieshave been recommended to improve employmentoutcomes for newcomers and to provide support toemployers.

Strategy #1Increase networking opportunities

between employers and newcomersand immigrants

Action Steps:• Organize monthly networking meetings for

immigrants and employers

• Organize immigrant-focused job fairs

• Organize networking/support groups foremployers

EMPLOYMENT

Improving local labour marketaccess for immigrants and

newcomers

• Establish apoint ofcontactwhereemployerscan directquestionsrelated tohiring andretainingimmigrantsand newcomers

• Hold events to celebrate employer‘champions’

Strategy #2Provide opportunities for newcomers

and immigrants to gain Canadianwork experience relevant to theirprofession and career aspirations

Action Steps:• Develop and pilot a mentorship program for

internationally-trained professionals

Strategy #3Provide immigrant and newcomer-

specific job search assistanceAction Steps:

• Develop and pilot an adequate job searchprogram designed specifically for immigrantsand newcomers

• Create a job developer position dedicated toassisting and advocating for immigrants,newcomers and employers

Hailey McHarg Photography

Right now there is a gap, a disconnect,between the immigration process and theemployment process. The immigrationprocess is that you are good enough tocome to Canada; the employment process

is that you don’t have the Canadianexperience.

Immigrant/Newcomer Participant

• Investigate whichprofessions couldaccommodate volunteeropportunities for newcomers

• Investigate possibility ofproviding internships (andemployer subsidies) forinternationally-trainedprofessionals

The first barrier...isCanadian experience...[H]ow do you ask forCanadian experience toan immigrant who hasjust came to Canada?

Immigrant/NewcomerParticipant

Engagement and inclusion, that is, feeling a partof the community, constitutes an important element ofsuccessful immigrant and newcomer settlement. Notunderstanding what Sarnia-Lambton has to offer,especially in terms ofhousing, transportation andhealthcare, was identifiedas a challenge fornewcomers and oftenprevented them fromfeeling like they could fullyp a r t i c i p a t e i n t h ecommunity. Not knowingwho could assist them withnavigating these servicesalso added to theirfrustrations as did feeling isolated in general. Finally,

the lack of social andrecreational opportunitiesfor immigrant children andyouth were also cited assignificant challenges fornewcomer families.

T h e f o l l o w i n g t w ostrategies have beenrecommended to helpi m m i g r a n t s a n dnewcomers become moreactive participants in theS a r n i a - L a m b t o ncommunity.

Strategy #4Increase and promote opportunities

to engage immigrants andnewcomers in the community

Action Steps:• Continue to actively recruit and market

current CIC funded Host Programs

• Develop andpilot avolunteerprogramspecificallyforimmigrantsandnewcomers

• Establish rural outreach programs fornewcomers outside of Sarnia

Strategy #5Increase and promote opportunities

for immigrant and newcomerchildren and youth in the community

Action Steps:• Increase funding for

Settlement Workers inSchools (SWIS) program

• Expand recreation and socialprogramming for immigrantchildren and youth (i.e. YouthHost Program)

SETTLEMENT

Improving access to effectiveservices and supports that

facilitate immigrant settlementand integration

Only thing shetold me that

bothered her issince she was 14years old it wasdifficult for her

to findfriends...She

always think shelike Canada butthe only thing -she can’t involvethese teenagers’friendship. I don’tknow how to solvethat problem forimmigrant families.

Immigrant/Newcomerparticipant

After two weeks I was sick, Ididn’t have healthcare because

healthcare is three months and wego to emergency. And after threedays my fever is fine and they

send me home. And after one weekthey send me the bill...I was

shocked! I was just in Sarnia twoweeks, I got the bill and I don’tknow, I have to go away from

school, I have to find job [to payfor the hospital bill]...They

didn’t tell me they would chargeme, if they tell me they would

charge me, I wouldn’t go.Immigrant/Newcomer Participant

Jim Vergunst, Newcomer Portal

Hailey McHarg Photography, Newcomer Portal

Hailey McHarg Photography, Newcomer Portal

The inability to communicate well in English wasacknowledged as a significant barrier to life in Sarnia-Lambton and learning English was emphasized as apriority for any newcomer who was not already fluentin the language. Most newcomers spoke very highlyof the of the English as a Second Language (ESL)courses currently available in the community but

e x p r e s s e dfrustration with thelack of variety ord i v e r s i t y i nlanguage trainingopportunities, inparticular higherlevel languagelearning.

F o r s e r v i c eproviders, the largest impediment they faced inproviding comprehensive and appropriate services toimmigrant and newcomer clients was the lack of localprofessional interpretation and translation services inthe area.

In order to alleviate these challenges, twostrategies for improved service provision in the area oflanguage and communication have beenrecommended.

Strategy #6Create more diverse opportunities for

language learning (ESL, ELT,Occupation-Specific)

Action Steps:• Develop partnerships between local ESL

providers to increase number of students

• Investigate possibility of providing on-the-joblanguage training for newcomers

• Actively market Sarnia-Lambton as an ESLdestination

• Connect withregional ESLservice providersto form potentialpartnerships

• Investigate theuse of newtechnologies (i.e.webinars,Skype) toexpand locallanguageprograms

Strategy #7Increase community capacity for

translation and interpretation services

Action Steps:• Compile and

updatevolunteerlists ofinterpretersalready inexistence

• Formalizeconnectionswith culturalassociationsas potential pool of interpreters

LANGUAGE &COMMUNICATION

Improving community capacityfor language training and

interpretation services

This is something about [the lan-guage training service provider] -

it’s a lower level of English,[the] lowest levels….each have

level class. But the high level is awhole bunch of people. Somethinglike 5—10 the same, all, every-

body in the same class. So,it’s….difficult.

Immigrant/Newcomer Participant

If we have staff that speaks Spanish orFrench, then we’re okay. The normal process

is that at the time of intake, we’ll say tothem we will certainly be needing a translatorbecause the information that we have is so in-

depth and we want to make sure they’recompletely understanding of their rights andresponsibilities. So, it’s up to the individual to

get someone.Service Provider Participant

Hailey McHarg Photography, Newcomer Portal

Glen Ogilvie, Newcomer Portal

• Pursueregionalresources tocreate moretimely andcost-effectiveprovision ofinterpretationservices

The largest challenge cited in service provisionwas access to accurate and comprehensiveinformation on services. Sarnia-Lambton may havesome very good settlement programs and services inplace but that did notnecessarily mean thatthese services wereutilized or even knownabout. This challengewas voice by immigrantsand newcomers, servicep r o v i d e r s , a n de m p l o y e r s a l i k e .Furthermore, whi leservices and programs existed in the city of Sarnia, alack of available and accessible services in the rest ofthe County was also identified.

In order to foster more effective communicationbetween newcomers and immigrants, serviceproviders, employers, and to provide a morecomprehensive and coordinated approach to serviceprovision, the following three strategies have beenrecommended.

Strategy #8Provide one ‘point of contact’ to

advocate for and address concerns/questions regarding immigrant and

newcomer issues

Action Steps:• Develop and pilot an outreach program to

meet with newcomers and immigrants in ruralareas

• Disseminate information about local servicesfor immigrants and newcomers to entire

community from centralized point

• Maintain ‘virtual point of contact’ through useof County of Lambton’s Immigration Portal,liveinlambton.ca

Strategy #9Create opportunities for local and

regional partnerships in order to utilizecurrent resources more effectively

Action Steps:• Work towards developing creative

partnerships with religious institutions,cultural associations, private sector andbusiness, school boards, First Nationscommunity, service club organizations, etc.

• Continue to workwith currentcommunityinitiatives as theypertain toimmigration (suchas economicdevelopment andresident attraction)

• Explore andinitiate regionalpartnerships toenhance thecapacity of local services

Strategy #10Facilitate effective governance andimplementation of LIP strategies with

County of Lambton as lead

Action Steps:• Amalgamate community newcomer support

groups, including Phase I LIP Council, toform one collaborative body to guide andsupport implementation of SettlementStrategy

• Revise Terms of Reference to finalizestructure of council and responsibilities of itsmembers

• Fulfil appropriate human resource needs forPhase II implementation

COORDINATION OFSERVICES

Creating comprehensive andeffective service provision for

immigrants and newcomers

But I think that we’re sort oflook at things, 3 or 4 ideas,independently. Unless there issome coordination aspect to it,we’re really just going to becontinuing along the streamwhere we are a number of

parallel services that are sortof looking for the magic formula.

Service Provider Participant

Hailey McHarg Photography

A general lack of understanding of immigrantsand newcomers, rather than outright prejudice anddiscrimination, was more often brought up bynewcomers as a barrier to feeling fully welcomed intothe community. While Sarnia-Lambtonwas repeatedly described as a friendlyplace, the need to make thecommunity more welcoming andculturally aware - in order to sustainand support the current population ofimmigrants as well as attract more -was nevertheless mentioned. Serviceproviders also expressed their desireto become more culturally competentin order to provide respectful andappropriate services to immigrantsand newcomers.

Two strategies have beenrecommended to bring a greaterawareness of newcomer andimmigrant circumstances andexperiences to the broader Sarnia-Lambton community as well as createan awareness of services andsupports for immigrants andnewcomers currently available here.

Strategy #11Promote public awareness of

newcomer and immigrant issuesthrough media campaigns and

community events

Action Steps:

Strategy #12Design comprehensive marketing

strategy for current, enhanced, andupcoming immigrant services

Action Steps:• Ensure programming for immigrants and

newcomers has adequate funds formarketing of services

• Share marketingresources amongservice organizations

• Encouragestakeholders to utilizeCounty of Lambton’simmigration portal,liveinlambton.ca, toadvertise and marketservices and events

PUBLIC AWARENESS

Ensuring that Sarnia-Lambton is awelcoming place for immigrants

and newcomers

Talk to me, becausewhen they are talkingto me they say, ‘’Oh,where did you learn to

speak English thiswell?’ and things likethat. It is obvious youhave some preconceivednotions about people

from [my country]. Ihave spoken English

all my life and my kidsdon’t speak any otherlanguage apart fromEnglish and French.

Immigrant/NewcomerParticipant

I think alsobecoming competentas an organization,staying culturallycompetent with

things, not just onlanguage, but

understanding whatit means to servean Italian family

[for example] andhow they see

family, not makingsuggestions thatthey would findoffensive.

Service ProviderParticipant

Hailey McHarg Photography, Newcomer Portal

Hailey McHarg Photography,Newcomer Portal

• Develop multi-mediacampaign to promote awelcoming and inclusiveSarnia-Lambton

• Continue to encouragecurrent (and organizemore) multicultural eventsin Sarnia-Lambton

• Create better access todiversity training forbusinesses and non-profitorganizations

• Advocate for immigrantsand newcomers to bemore visible in thecommunity, in theworkplace, and in publicoffice

The Sarnia-Lambton LIP Settlement Strategy isthe first step in a long-term plan to support immigrantand newcomer settlement and integration in thiscommunity. Theimplementation ofthese strategiesand action steps isnow at the forefrontof the LIP initiative.As with theresearch andplanning phase ofthis project, theimplementationphase of the Sarnia-Lambton LIP willcontinue to relyheavily oncommunity inputand expertise bybringing togetherkey communitystakeholders tocollaborate witheach other.

LIP Council

The LIP Council will continue to act in an advisorycapacity to the LIP initiative. It will also undertake thefollowing responsibilities and activities:

• Help oversee and coordinate the implementationof the Settlement Strategy

• Provide a central venue for creativediscussions relevant to immigrant andnewcomer services in this community

• Facilitate dialogue and potential partnershipopportunities for program development andenhancement

• Help disseminate information on immigrant andnewcomer services and supports

• Advocate on behalf of the community to variouslevels of government and potential funders onissues related to immigrant and newcomersettlement in the community

Working Groups

Working groups will be established under theLIP Council umbrella to carry out all of the activitiesassociated with implementing the SettlementStrategy. These working groups will be comprised of

L I P C o u n c i lmembers as wellas other interestedindividuals andorganizations in thecommunity whohave a stake ins e r v i c e s a n ds u p p o r t s f o rimmigrants andnewcomers or whohave resources toc o n t r i b u t e t oimplementing anyo f t h e 1 2strategies.

T h e S a r n i a -Lambton LocalI m m i g r a t i o nPartnership willcontinue to be ledby the County ofL a m b t o n a n d

funded by Citizenship and Immigration Canada(CIC) until March of 2012. As a community-basedinitiative, however, the LIP will be successful thanksto the time, commitment, input and expertise of theentire community of Sarnia-Lambton.

IMPLEMENTING THESTRATEGY

LIP Council, February 2011Back Row, L-R: Rosa Zamudio; Ted Zatylny, Sarnia Lambton Economic Partnership: Marc Coates,Lambton-Kent District School Board; Jasmine Lenuzzi, Learning Visions; Garry MacDonald, SarniaLambton Chamber of Commerce; Susie Beynon, Lambton County Library; René Fields, Lambton CountyHuman Resource Administrative Services; Diane Carter, Lambton College. Front Row L-R: Doug Ball(Chair), County of Lambton; Chandrika Patel, Esso YMCA Learning and Career Centre; Mary EllenGibbons, Employment and Learning Centre, Lambton College; Shauna Carr, Sarnia Lambton WorkforceDevelopment Board; Gigi Walent, WorleyParsons; Suzanne Quinn, Association canadienne-française del’Ontario. Absent: Abita Okutinyang; Barbara Milanovic, Citizenship and Immigration Canada; ChrisSlade, International Education Lambton College; Cindy Dubois, Lambton County Human ResourceAdministrative Services; Donna Cain, Esso YMCA Learning and Career Centre; Kim Hunt, LambtonCollege; Marie Watson, Esso YMCA Learning and Career Centre; Ralph Hare; Vicky Ducharme, SarniaLambton Workforce Development Board

So, what does Sarnia-Lambton look like now and how will it look in the coming years? Our researchindicates that a diverse and welcoming community must continue to be cultivated so that it may grow andthrive.

Strong and solid partnerships become the foundation upon which a prosperous community can stand.Partnership, by definition, is collaborative in nature; a

relationship where individuals agree to cooperate withothers, and advance beyond their own interest, where thereis an equal division of creative input and responsibility.Facilitating and nurturing the development of thesepartnerships has been, from the beginning, the cornerstoneof the LIP initiative and will continue to be so in theimplementation phase. The LIP will work to sustain thesepartnerships locally, through the ongoing existence of thePartnership Council and collaboration with existingeconomic development strategies. It will also tap into thebroader region so that the community can utilize all of itsresources more effectively and efficiently.In the end, the Sarnia-Lambton Local Immigration

Partnership Settlement Strategy will increase thiscommunity's capacity for positive change and will lead us

towards a community in which all of its members can prosper and grow.

CONCLUSION

Hailey McHarg Photography, Newcomer Portal

I’m very happy in Sarnia and I thinkthe people here are very kind...I think

I have to learn from Sarnia, to bekinder to strangers...In [my homecountry] people don’t speak withstrangers. Um, the most important

thing I learn from living in Sarnia is behappy, be nice, be kinder to

strangers.Immigrant/Newcomer participant

Hailey McHarg Photography, Newcomer Portal

SOCIAL PLANNING & PROGRAM SUPPORT DEPARTMENT

150 N. Christina StreetSarnia, ON N7T 8H3Telephone: 519 344-2057Toll Free: 1-800-387-2882Fax: 519 344-2025www.lambtononline.ca

Led by: Funded by: Financé par:

For more informationVisit us on the Sarnia-Lambton Newcomer Portal

www.liveinlambton.ca/newcomers