The New Brunswick Multicultural Council Inc.

1. The New Brunswick Multicultural Council Inc.

2. Our Mission To provide leadership on cultural inclusion, focusing on how diversity contributes to the creativity, prosperity and harmony of the Province.

3. Our Objectives • To build bridges with governments, public institutions and the private sector • To establish a prominent presence on immigration and diversity issues in New Brunswick • To establish a multicultural network that fosters training on diversity and intercultural issues • To facilitate networking and partnerships between our members, other civic groups and individuals who have similar interests

4. Members of the New Brunswick Multicultural Council • Multicultural Association of Fredericton (MCAF) • Multicultural Association of the Greater Moncton Area (MAGMA) • YM-YWCA Saint John • Multicultural Association of Carleton County (MACC) • PRUDE (Saint John) • Multicultural Association of Saint John (MASJ) • Multicultural Association of Chaleur Region (MACR) • Intercultural Heritage Association (Moncton)

5. NB’s Demographic Reality • Shrinking Population • The birthrate in New Brunswick fell 2.2% between 2003 and 20041, part of an ongoing downward trend. • The Province’s population is aging (our median age is 40.8 – 3rd-highest in Canada2), and young people are out-migrating to other parts of Canada and the world. 1 Statistics Canada, “The Daily”, 2004 Births, available on the worldwide web athttp://www.statcan.ca/Daily/English/060731/d060731b.htm 2 Statistics Canada, “The Daily”, Median age by province and territory, 2001 and 2006, available on the worldwide web athttp://www.statcan.ca/Daily/English/061026/d061026b.htm

6. NB’s Demographic Reality • “To significantly expand our economic base and achieve self-sufficiency, New Brunswick’s population must increase by over 100,000 in the next two decades. That’s a net increase of roughly 5,000 people each year.” (Source: The New Brunswick Self-sufficiency Task Force Reality Report, Part 1: At The Crossroads) • Result: an unprecedented need for and emphasis on immigration.

7. NB’s Demographic Reality • We need to work at attracting and retaining immigrants • Statistics Canada figures show that while New Brunswick has 2.3% of Canada’s population, it managed to attract only about .3% of much-needed new immigrants in the last five years3. • While one in five Canadians is an immigrant, only one in 33 New Brunswickers is. 3Statistics Canada, ”Components of population growth”, New Brunswick, available on the worldwide web at http://www.statcan.ca/english/Pgdb/demo33a.htm

8. Initiatives • Provincial Nominee Program (Business New Brunswick) • Immigration and Repatriation Secretariat • Enterprise Network Provincial Immigration Traction Pilot Project • “Welcoming Communities” • Community-based Immigration Stratagem for Saint John All these programs and future ones will have an impact on further diversifying NB’s labour force!

9. What does this mean? • The labour force is getting more diverse • Immigrants who landed in Canada during the 1990s, and who were in the labour force in 2001, accounted for almost 70% of the total growth of the labour force over the decade.4 • Immigrants will account for all net labour force growth in Canada by 2011 and for all net population growth by 2031.5 4 Statistics Canada, “Recent immigrants represented almost 70% of labour force growth”, available on the worldwide web at http://www12.statcan.ca/english/census01/products/analytic/companion/paid/canada.cfm#8 5 Social Development Canada, “Immigration Backgrounder“, available on the worldwide web at http://www11.sdc.gc.ca/sl-ca/infokit/imm.shtml

10. Employers who are able to work with diverse employees hold the key to increased productivity, efficiency and employee satisfaction, and staying competitive in an increasingly tight labour market.

11. Cultural Competency:What it means • Being able to understand and effectively work with employees from a diverse range of cultural backgrounds • Facilitating the development of a positive, welcoming workplace environment • Enabling all employees to perform to their greatest potential and find the greatest degree of professional fulfillment

12. Developing cultural competency will make an organization an employer of choice in the diverse labour force of today and tomorrow.

13. Benefits of Developing Cultural Competency • Individual • Work environments better support our own diverse identities. • More confidence in ability to work well with colleagues across differences. • Able to see the unique assets and skills that each colleague brings. • Skills of working in a multicultural organization will transfer to other aspects of life. • Employees receive as well as give respect and dignity. • Pride in identification with an organization that is seen as fair, inclusive, and equitable.

14. Benefits of Developing Cultural Competency • Client/Customer • Diverse groups of people we work with will feel welcomed and respected. • Individuals will be understood and provided with relevant and effective service. • Expanded audiences and higher service numbers can provide a foundation for expanded funding to meet identified community needs.

15. Benefits of Developing Cultural Competency • Organizational • Healthy workplace relationships will produce a more stable work environment. • Higher retention rates, and less time spent on recruitment, orientation and training of new employees. • We will be a more innovative, creative and productive department. • Teamwork and motivation will be increased.

16. Benefits of Developing Cultural Competency • Organizational (continued) • We can “market” effectively to a broader audience. • Satisfied customers or clients from all groups will share and offer word-of-mouth feedback, encouraging community participation, and motivating strategic and/or financial support. • Increased collaboration with groups across the spectrum of the community will cultivate organizational support.

17. The long-term benefits are significant! • Eliminating age, gender and cultural barriers could add 1.6 million Canadians to the work force and increase personal incomes by $174 billion5- RBC Financial Group 5 “RBC report says $174 billion in higher personal incomes at stake”, RBC Financial Group, available on the worldwide web at http://www.rbc.com/newsroom/20051020diversity.html

18. Steps to developing Cultural Competency • Step One: Needs Assessment • Step Two: Accessing necessary training • Step Three: Introducing organizational measures, aimed at improving organizational effectiveness and efficiency. • Step Four: Evaluation

19. The NBMC Cultural Competency Training Program: A standardized, customizable program of cultural competency training tailored to New Brunswick public and private sector workplaces Funded by the New Brunswick Department of Post-Secondary Education, Training and Labour

20. Why NBMC? • A province-wide network of member organizations • Over 100 years’ combined experience in multiculturalism/diversity • Deep roots in the province’s multicultural communities • Strong connections with ethnocultural organizations • The ability to provide ongoing support

21. Training Objectives Module 1: Awareness and Knowledge is an entry-level Diversity Competency Training Program designed to assist managers and/or employees with: • understanding the increasingly diverse nature of their employees and co-workers • developing awareness of the components of culture and their importance • beginning to integrate diversity into all policy and programming decisions

22. Program Structure • Developed by NBMC in cooperation with members • Members in communities across NB trained to deliver • Only certified trainers deliver NBMC program • Member organizations currently completing final certification

23. Training Components 1. The Case for Diversity Competency Our Demographic Reality The Value of Diversity competency • Individual Benefits • Client Benefits • Organizational Benefits • Community Benefits

24. Training Components (continued) 2. Organizational Assessment: • What is our state of cultural competency currently? • How open is my Department or sector to diversity?

25. Training Components (continued) 3. The Definitions of "Culture" and "Diversity Competency" • Definition of "Culture" • Definition of Diversity Competency • Self-assessment tool

26. Training Components (continued) 4. Components of Culture • Understanding the complexity of culture • Exercise in self-awareness

27. Training Components (continued) 5. Working across Cultures • Cross-Cultural Communications • Diagnosing culture’s role (if any) in conflict • Conflict resolution across cultures

28. Training Components (continued) 6. Creating an Inclusive Workplace • What is an inclusive workplace? • The benefits of an inclusive workplace • Thinking inclusively • Practical Steps and Tips • The Holiday Season • Seeking Compromise

29. Training Components (continued) 7. The Experience of Newcomers to New Brunswick Optional Component

30. Training Components (continued) 8. Debriefing

31. Training Components (continued) 9. Follow-Up Developing Diversity Competency: A User Handbook – Putting Theory into Practice.

32. Timelines • Organizations in Fredericton and Moncton have completed training and certification. • Organizations in Saint John will be completing final certification February 20. • Program will be officially launched late February/early March, but training can be arranged now.

33. New Brunswick Multicultural Council, Inc. 123 York Street, Suite 207 Fredericton, NB E3B 3N6 (506) 453-1091 nbmc@nb-mc.ca http://www.nb-mc.ca For more information We thank the New Brunswick Department of Post-Secondary Education, Training and Labour for their support of this program.