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CARFMS14: Coherence and Incoherence in Migration Management and Integration: Policies, Practices and Perspectives May

An Impact Evaluation of Client Support Services for Government Assisted Refugees: Changing face of newcomer settlement, case management to serve vulnerable populations and promising practices. CARFMS14: Coherence and Incoherence in Migration Management and Integration:

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CARFMS14: Coherence and Incoherence in Migration Management and Integration: Policies, Practices and Perspectives May

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  1. An Impact Evaluation of Client Support Services for Government Assisted Refugees: Changing face of newcomer settlement, case management to serve vulnerable populations and promising practices CARFMS14: Coherence and Incoherence in Migration Management and Integration: Policies, Practices and Perspectives May 8 – 9, 2014 Montreal, Canada Presented by: Ashley Korn and Dr. Michaela Hynie

  2. Newcomer programs in Canada Active changes in federal government policy over the past 5 years affecting citizenship, refugees and asylum, and immigration selection. Refugees: Interim Federal Health Program Decrease in number of refugees sponsored by government Increase expectation of private citizens to sponsor refugees through the PSR program Multi-year resettlement commitments of specific population groups CIC, 2014

  3. Newcomer programs in Canada Specific populations are fitting into a definition of vulnerability: “at high risk of finding themselves isolated, marginalized or excluded, potentially across all dimensions of integration (economic, social, cultural and political)” (CIC, 2014) “CIC programs must evolve to respond to their needs in a more timely and effective manner, better leveraging opportunities and partnership throughout the entire immigration continuum, within current budgetary constraints” (CIC, 2014) Considering different terminology to describe vulnerable populations: Disadvantaged Marginalized At-risk Multi-barriered CIC, 2014

  4. Case Management programs Moving Ahead/Vulnerable Immigrant Populations Program (British Columbia) Enhanced Settlement Services/Family Supports for Refugees (Manitoba) Client Support Services (Ontario) A Path to Home: Supporting Housing Needs for Newcomers (National Pilot)

  5. Promising practices: case management approach to serving vulnerable populations Support newcomers that are facing multiple barriers Holistic and collaborative case management Client empowerment, present options and support decision making, create independence Case/service coordination within the human services sector Community capacity building within and between agencies Services are mobile

  6. Expected Outcomes of case management approach to serving vulnerable populations Adapt and adjust to their community faster and more smoothly Able to deal with life challenges more effectively Promote personal development and growth Establish social support networks within each respective community Improved knowledge of life in Canada and how to access and use local services independently Progress towards self-sufficiency and ownership of a future personal plan

  7. Promising practices of case management and coordination • The YMCA of Greater Toronto is a leader in coordination of national and provincial programs across Canada. • Key functions: • Setting and maintaining program standards and policies • Facilitating forums for sharing and learning between delivery sites nationally and provincially (staff networks, online Wiki tool, trainings) • Centralized client data tracking (ETO database) • Programs are adapted to the needs of each local community partner • Best practices: • Fosters collaboration between program delivery agencies • Establishes clear program objectives and outcomes • Promotes cross learning • Facilitates community capacity building

  8. Background: Client Support Services (CSS) Funded by: Citizenship and Immigration Canada (CIC) Regional program addressing the resettlement needs for Government Assisted Refugees (GARs) delivered in 6 different communities across Ontario Pilot(s) launched between: 2005 – 2007; 2007-2009 Pilot evaluation in 2009 Regional program rolled out: 2010 – Present Three core program components: Case Management Community Capacity Building Regional Coordination

  9. CSS Program Partners Toronto – COSTI Immigrant Services– COSTI Immigrant Kitchener– Reception House Waterloo RegionReception House Waterloo Hamilton– Wesley Urban MinistriesWesley Urban London– Cross Cultural Learner Centre– London Cross Cultural Windsor - Multicultural Council of Windsor & Essex CountyOttawa - Catholic Centre for Immigrants– Catholic Centre for Immigrants Regional Program Coordinator - YMCA of Greater Toronto

  10. Service Delivery Model Program serves annually 2,000 GAR cases (both singles and families) Most GAR cases are considered “high needs” and experience significant barriers in their settlement and integration Case Management: Empowerment-oriented approach that is flexible and mobile 12-month period followed by 6 months of transitional support if needed (total 18 months) Capacity Building: Strategic partnerships with community stakeholders across all sectors to develop sustainable strategies that are responsive to the complex needs of GAR clients Two-way process: understanding systems/processes and changing system structures

  11. Coordination Model Regional Administration Consistent service standards/guidelines Program/Client Charters CSS Wiki website Client Database & Reporting Outcomes-based case management system Regional comparative analysis/statistical reports Communication & Information Sharing Forums for sharing & learning between delivery sites across region “Communities of Practice” model Program Delivery Support & Training Competency development & training activities Quality assurance (tools & resources) Regional Youth Advisory Council Research: CSS Impact Study (13-14)

  12. Case/Client Profile Previous unstable living conditions, refugee camps, etc Victims of trauma, incarceration, torture or witnessed atrocities Physical health (serious and acute conditions) and mental health needs (post-traumatic disorders) Special needs (physical, visual, hearing) Little or no fluency in Canada’s official languages Range of formal education & work experience Limited knowledge with technology & systems Little or no financial resources Diverse family composition (i.e., extended families and single parents with large number of children)

  13. Case/Client Profile: 2013-2014 Data: April/13 – Mar/14 2032 clients; 957cases 576 Singles & 381Families Average caseload (5 smaller urban centers) = 53 cases per FTE staff (28 Singles/26Family) Toronto = 132 cases per FTE staff (85 Singles/47 Family)

  14. Case/Client Profile: 2013-2014

  15. Case/Client Profile: 2013-2014

  16. Case/Client Profile: 2013-2014

  17. CSS Case Management Model

  18. Thank you! Contact Information: YMCA of Greater Toronto Ashley Korn Tel: (416)928-3362 ext. 22565 Email: Ashley.korn@ymcagta.org

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