Repository of Practices
Primary GCM Objectives
GCM Guiding Principles*
Sustainable Development Goals (SDGs)
Dates
2008 - Present
Type of practice
Partnership/Multistakeholder initiative
Summary
Local Immigration Partnerships (LIPs) are indirect settlement services under Canada’s Settlement Program that support the development of local partnerships, capacity building and the sharing of best practices. A LIP is a community-based partnership that coordinates services at the community level through cross-sector collaboration and planning. The partnerships generally brings together a wide range of stakeholders, including municipalities and other levels of government, settlement service providers, employers, local Chambers of Commerce, school boards, Francophone Immigration Networks (Réseaux en immigration francophone), health centers and networks, ethno-cultural and faith-based organizations, and other local partners interested in immigration and the settlement of newcomers. Through these partnerships, LIPs foster welcoming communities and support the two-way process of integration that requires adjustment on the part of both newcomers and host communities.
Organizations
Main Implementing Organization(s)
Immigration, Refugees and Citizenship Canada (IRCC)
Detailed Information
Immigration, Refugees and Citizenship Canada (IRCC)
Partner/Donor Organizations
Municipalities, local immigration service provider organizations
Benefit and Impact
Canada’s evolving newcomer population, which involves a more diverse mix of backgrounds and needs, has increased pressure on Local Immigration Partnerships (LIPs) to respond. LIPs have made notable achievements, particularly in the areas of research, information sharing, partnership building, and strategic planning. A number of innovative and useful tools have been developed, and advocacy work has resulted in a greater focus on newcomer issues, including social cohesion and anti-racism efforts, in many communities.
For example, a survey conducted by the National LIP secretariat in 2020 reported that 72% of LIP coordinators and staff have received training to understand racism and systemic racism in their communities. Furthermore, 100% of LIP coordinators and staff agreed that the top priority in terms of internal training should be a focus on anti-racism.
In addition, LIPs overall have been very successful in engaging diverse partners in the settlement process. For instance, all LIPs include settlement service providers on their main councils or working groups and all LIPs include mainstream service partners, including, but not limited to, hospitals, schools, justice services, and regional or municipal government partners. In addition, two thirds of LIPs include provincial government partners and nearly half include federal government partners.
Lastly, the majority of LIPs have developed strategic plans that include items on housing, employment, language, social inclusion and transportation. The research role provided by LIPs has been a major success, with a large majority having studied community needs and gaps related to newcomers. LIPs have made substantial changes in leading the development of innovative practices and improving cross-cultural competence among service providers.
Examples of LIPs promoting innovative and culturally competent service delivery:
• Municipality of Toronto, Ontario: Supported the development of a mental health navigation tool for frontline staff
• Municipality of Peterborough, Ontario: Introduced a Diversity Training Program
• Bow Valley region, Alberta: Development of a workplace inclusivity charter and certification system
For example, a survey conducted by the National LIP secretariat in 2020 reported that 72% of LIP coordinators and staff have received training to understand racism and systemic racism in their communities. Furthermore, 100% of LIP coordinators and staff agreed that the top priority in terms of internal training should be a focus on anti-racism.
In addition, LIPs overall have been very successful in engaging diverse partners in the settlement process. For instance, all LIPs include settlement service providers on their main councils or working groups and all LIPs include mainstream service partners, including, but not limited to, hospitals, schools, justice services, and regional or municipal government partners. In addition, two thirds of LIPs include provincial government partners and nearly half include federal government partners.
Lastly, the majority of LIPs have developed strategic plans that include items on housing, employment, language, social inclusion and transportation. The research role provided by LIPs has been a major success, with a large majority having studied community needs and gaps related to newcomers. LIPs have made substantial changes in leading the development of innovative practices and improving cross-cultural competence among service providers.
Examples of LIPs promoting innovative and culturally competent service delivery:
• Municipality of Toronto, Ontario: Supported the development of a mental health navigation tool for frontline staff
• Municipality of Peterborough, Ontario: Introduced a Diversity Training Program
• Bow Valley region, Alberta: Development of a workplace inclusivity charter and certification system
Key Lessons
Considering LIPs is an ongoing initiative, key lessons learned are constantly evolving and programs are adjusting based on best practices relevant to their community context and landscape.
While the majority of LIPs receive funding from government sources (IRCC, provinces/territories, municipalities), the issue of leveraging additional sources of funding to cover remaining costs is a persistent threat to the sustainability of the LIPs model.
Available evidence shows that the most effective partnerships tend to be those hosted or led by municipalities, in particular when it comes to leveraging additional funding. While LIPs are generally recognized for their ability to develop diverse, multi-stakeholder partnerships, challenges arise for those LIPs unable to bring the right mix of local players on board or to secure their long-term commitment to the partnership.
While the majority of LIPs receive funding from government sources (IRCC, provinces/territories, municipalities), the issue of leveraging additional sources of funding to cover remaining costs is a persistent threat to the sustainability of the LIPs model.
Available evidence shows that the most effective partnerships tend to be those hosted or led by municipalities, in particular when it comes to leveraging additional funding. While LIPs are generally recognized for their ability to develop diverse, multi-stakeholder partnerships, challenges arise for those LIPs unable to bring the right mix of local players on board or to secure their long-term commitment to the partnership.
Recommendations(if the practice is to be replicated)
Required factors for success include: strong partnerships in place between municipalities, other levels of government, and community organizations; securing funding from government and non-government organizations; and securing and maintaining community partnerships and connections.
Innovation
- LIPs are innovative as they leverage cooperation and partnerships to achieve social cohesion and integration results at the local level.
- LIPs have played a key role in responding to the COVID-19 pandemic, moving to service delivery online while also providing and promoting access to technology. LIPs ensured alternate forms of communication became accessible to newcomers who use their services, and were successful in bringing together partners, other community organizations, unions and faith organizations to support the evolving needs of newcomers during the pandemic.
- LIPs have played a key role in responding to the COVID-19 pandemic, moving to service delivery online while also providing and promoting access to technology. LIPs ensured alternate forms of communication became accessible to newcomers who use their services, and were successful in bringing together partners, other community organizations, unions and faith organizations to support the evolving needs of newcomers during the pandemic.
Additional Resources
Date submitted:
02 April 2022
*References to Kosovo shall be understood to be in the context of United Nations Security Council resolution 1244 (1999).