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Primary GCM Objectives

GCM Guiding Principles*

*All practices are to uphold the ten guiding principles of the GCM. This practice particularly exemplifies these listed principles.

Sustainable Development Goals (SDGs)

Dates

2008 - Present

Type of practice

Partnership/Multistakeholder initiative

Geographic scope

Summary

Local Immigration Partnerships (LIPs) are funded under Canada’s Settlement Program to support the development of local partnerships, community capacity building, and the sharing of best practices. LIPs do not deliver services directly to newcomers (e.g. language training, information and orientation, employment related services) but are community-based partnerships that mobilize, convene and coordinate services at the community level through cross-sector collaboration and planning. The partnerships bring 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

LIPs play a crucial role in the Canadian immigration system by fostering collaborative community efforts to enhance the settlement and integration of newcomers. Since their establishment, LIPs have made notable achievements, particularly in the areas of community-level 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

Key Lessons

LIPs are generally recognized for their ability to develop diverse, multi-stakeholder partnerships. However, challenges arise for those LIPs that struggle to bring the right mix of local players on board or to secure their long-term commitment.

Most LIPs receive funding from government sources (i.e., federal government, provincial/territorial governments, and/or municipal governments); however, the challenge of leveraging additional funding to cover remaining costs remains a persistent challenge to the sustainability of the LIPs model.

Evidence shows that the most effective partnerships are typically those hosted or led by municipalities, particularly when it comes to securing additional and/or ongoing funding.

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 responded to the Canadian government’s humanitarian effort for the urgent resettlement of Afghanistan refugees and the initiative for temporary residence of Ukrainians by quickly mobilizing local partners around immediate needs for housing, health, transportation, education and social supports. Leveraging LIPs for cross-sector collaborative activities and non-traditional settlement partnerships will likely increase, as Canada continues to capitalize on LIPs’ capacity to harness community response to future emergencies.

Additional Resources

National LIP Secretariat

LIP Data

Date submitted:

02 April 2022

Disclaimer: The content of this practice reflects the views of the implementers and does not necessarily reflect the views of the United Nations, the United Nations Network on Migration, and its members.