Evaluation of the Host Program
Host Program Evaluation – Management Response
| Key Finding | Response | Action | Accountability | Implementation Date |
|---|---|---|---|---|
| Program Relevance | ||||
| 1. The Host Program is relevant as it seeks to address two key needs of newcomers: addressing unfamiliarity with the Canadian environment and overcoming isolation (which includes networking, as well as developing language skills). | In 2008, the modernized Settlement Program replaced the Host and ISAP Programs. After the 2008 modernization there was a transition period for continued use of the ‘Host’ brand. However, as of fall 2010, all funded projects will reflect the modernized Settlement Program’s activity streams. Some activities previously associated with the ‘Host’ brand will continue to be eligible for funding under the Community Connections (CC) stream of the modernized Settlement Program. These activities will support newcomer needs including addressing unfamiliarity with the Canadian environment and overcoming isolation (which includes networking, as well as developing language skills). |
Community Connections projects will continue to address unfamiliarity with the Canadian environment and help newcomers overcome isolation by connecting newcomers with their Canadian-born counterparts as well as established support networks through the following types of activities: cultural and/or career mentoring (both individual and group); opportunities for multi-way interaction and cross-cultural awareness, social networking, conversation circles, and group activities/sessions; and other types of connection with the community (e.g. connecting parents with young children to early childhood development networks, newcomer seniors to seniors networks) as well as professional networking. | Integration Program Management Branch (IPMB) in conjunction with Integration Branch | CFPs for 2011/12 projects: Q3-Q4 2010/11 |
| The Host brand will no longer be used in Call for Proposals (CFPs) or Contribution Agreements (CAs). CIC will provide policy guidelines to Regional Offices (IPMB/RPAs) to help transition to Community Connections branding. | Integration Branch in conjunction with IPMB | Q3 2010/11 | ||
| However, certain activities previously associated with the ‘Host’ brand, such as individual/group matching directed at friendship building, will no longer be eligible for funding. | ||||
| Program Design and Implementation | ||||
| 2. Although the design, the division of roles and responsibilities and flexibility of the Host Program are viewed positively, stakeholders referred to some gaps in the design of the program, and recommended developing specific services for clients with disabilities, youth, women and newcomer professionals. | Although the Host program no longer exists, in Regions where CIC administers funding, the Settlement Program will continue to support activities targeted at vulnerable populations and groups with specific needs. | CIC will continue to fund activities which respond to specific needs of target groups such as clients with disabilities, youth, women and newcomer professionals For example:
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IPMB in concert with Integration Branch | Next CFP for the Settlement Program: Q3 2010/11 |
| Through monitoring of modernized Settlement Program funding activities (e.g. through use of the dashboard and other performance measurement and tracking tools, such as the proposed Newcomer Survey), CIC will work to ensure that the needs of vulnerable populations are being addressed. | Integration Branch with input from IPMB | Q4 2010/11-Q1 2011/12 (and then on annual basis) | ||
| In response to the Standing Committee recommendation to expand a Local Immigration Partnerships (LIPs) like model across Canada, CIC is supporting development of LIPs to: better identify local newcomer population needs and service gaps; enhance local capacity; and, bring various stakeholders together to plan and write a Settlement Strategy for their community. | Develop policy framework for implementation by Ontario Region and assess LIPs Settlement Strategies as they are received. | Integration Branch | Q4 (Presentation of draft policy to ExCom) Spring 2011 (Implementation of Framework) | |
| 3. CIC and SPOs expressed mixed views on the appropriateness of the existing monitoring and reporting mechanisms. iCAMS, which is designed to allow CIC to collect client and service information, remains problematic in relation to both data entry (i.e. data definitions) and report production notwithstanding the training provided. This, in turn, affects the reliability and usefulness of the data collected. | Changes are being introduced to the Immigration-Contribution Accountability Measurement System (iCAMS) to revise data collection and respond to the need to amalgamate all data on the new Settlement Program streams into one source and address identified gaps in reporting. These important changes to iCAMS will standardize the reporting on activities inputted by Service Provider Organizations (SPOs) thus allowing CIC to report on comparable outcomes across regions and implement a renewed and expansive reporting structure.
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Enhancements to iCAMS will allow for improved data collection, monitoring and performance measurement of the results reporting and policy development for the Settlement Program and its respective activity streams, including CC. In conjunction with the Performance Measurement Framework exercise, Integration Branch will be providing input to the Research and Evaluation Branch on proposed enhancements to iCAMS. | Research and Evaluation (iCAMS) and Integration Branch, IPMB | iCAMS Implementation Date: Q3 2011/12 – Q1 2012/13 Integration Branch input: Q4 2010/11 |
| In addition, new tools, such as the Newcomer Survey currently under development, will also contribute to better indicators data to assess and report on the achievements of CC stream. | Integration Branch | Q4 2011/12 | ||
| Instructions will be provided to Regions to ensure financial coding for CC is used consistently to ensure more accurate tracking and reporting. | IPMB with input from Integration Branch | Q3/4 2010/11 | ||
| 4. While SPOs use a variety of formal tools for promotion, informal means such as “word of mouth” are the most common way in which participants are recruited. The drawback to informal promotion is that it can lead to misunderstandings of the objectives and purpose of the program and it may not be effective for SPOs just starting to deliver Host.
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CIC acknowledges that it has a role to play in coordinating the promotion of settlement services with SPOs, Service Canada and other federal departments, as well as provincial governments. Under the modernized approach, all settlement services are now promoted together in order to raise awareness of the full range of services available to newcomers. | Promotion of settlement services (including language training, employment services and other types of services) will be done through the Services to Newcomers 2 advertising campaign during Fall 2010, which will reach newcomers through a variety of media channels. | Communications (public environment) Integration (content) |
Q3 FY2010/11 |
| The Settlement Information Renewal Exercise (initiated in December 2009) will result in new settlement information for newcomers that will provide improved referrals to the services offered by SPOs and government. This new information will be used to produce a revised edition of the Welcome to Canada (WTC) guide and updated settlement section of the CIC website. | Strategic Communications (publication of guide and website update) | Q3/Q4 FY 2010/11 (Content) Q4 FY 2010/11 (Publication of new WTC guide and website update) |
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The revision of the WTC guide and update of the CIC website will be accompanied by a plan to promote them more effectively. In addition, a plan will be devised to distribute the WTC guide more widely than previous editions.This will ensure that the improved referrals to settlement services found in the new information will reach a wider audience of newcomers. |
Lead: Strategic Communications Support: Integration Branch | End of Q3 2010/11 (New advertising and distribution plan) | ||
| 5. Training for volunteers is systematic and covers a wide variety of topics, whereas orientation for clients is more informal. Both groups expressed a strong desire for either more extensive training or orientation. | Under the modernization approach, most activities that were formerly funded under Host continue to be eligible for funding under the Community Connections stream of the Settlement Program. (Please see response #1 for more details). | As the range of eligible activities under the CC stream of the modernized Settlement Program is broader than Host, training requirements will also be changing to reflect those changes and to ensure that maximum benefits are attained. Future CFPs will require proposals to include a component which outlines anticipated training and orientation needs of staff, volunteers and clients, as well and a plan and budget for addressing those needs. |
Regional Offices/ Integration Program Management Branch (IPMB) |
CFPs for 2011/12 projects: Q3-Q4 2010/11 |
| Program Results | ||||
| 6. In terms of settlement and adaptation, the two major impacts are the improvement in newcomers’ language skills and their increased knowledge of Canadian culture. | CIC agrees with this finding. Through the CC stream of the Settlement Program, CIC will continue to support eligible activities which support improvement of newcomers’ language skills and their increased knowledge of Canadian culture. | The LINC program, CIC’s primary investment in newcomer language training, uses curriculum designed to improve newcomers’ knowledge of Canadian culture. Curriculum modules cover, for instance, customs and social behaviour, cultural diversity, Canadian history, citizenship, social issues and workplace culture. | IPMB with input from Integration branch | CFPs for 2011/12 projects: Q3-Q4 2010/11 |
| As a complement to traditional classroom training, CIC is studying how to best use informal learning opportunities to help newcomers improve their communication skills, and will bring forward policy recommendations in this regard | Integration Branch | Q4 2010-11 |
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| The new edition of the Welcome to Canada guide and updated settlement section of the CIC website (both resulting from the Settlement Information Renewal Exercise) will provide improved information on various aspects of Canadian culture that are taken up in greater detail in the Discover Canada citizenship guide. | Integration Branch (new information content) Communications (publication of guide and website updating) |
Q4 2010-11 | ||
| 7. In terms of networking, participation in Host resulted in clients meeting more individuals and expanding their social network more than their professional network. However, volunteers also assisted clients in their job search by helping to identify opportunities, develop resumes and prepare for interviews. | CIC agrees with the need to provide more career mentoring and/or professional networking support to vulnerable client groups to improve their settlement outcomes. | Moving forward under the CC stream, CIC will not only assist vulnerable newcomer clients in connecting with social networks, but will also fund activities involving professional mentoring and networking. This will be articulated in the CC Logic Model. Funding will also continue to support projects which help clients in job hunting, resume-writing and preparing for interviews. | ||
| These CC priorities will be included in the proposed Strategic Plan for settlement programming, which will align with departmental priorities. (The proposed plan will be developed by the Strategic and Program Policy (SPP) Sector and tabled for approval at Executive Committee (ExCom) and will set out plans and priorities regarding settlement outcomes and associated investments.) | Integration Branch | October 2010 Funding Priorities for 2011-2012 |
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| CIC will coordinate with Regions to implement this coherent approach. | IPMB with input from Integration Branch. | Funding to be finalized: Q3(2010/11) (in future years priority setting will follow similar timeline) |
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| Resource Management | ||||
| 8. The available data suggests that the cost per client has increased and the ratio of leveraged resources has declined over the years under review, however, given the limitations of iCAMS, it is not possible to report conclusively on cost-effectiveness. | CIC agrees that it is not possible to report conclusively on cost effectiveness of Host. It appears that investments have been made to improve the delivery network capacity and to support for clients (e.g. transportation). Also, it is not clear whether the increase in reliance on group activities has been adequately captured in the reporting system; we believe that the number of clients accessing services through group sessions and activities may be under-represented. | Instructions will be provided to Regions to ensure financial coding for CC is used consistently to ensure more accurate tracking and reporting. | IMPB/ Regions with input from Integration Branch | Q3/4 2010/11 |
| The Department will monitor indirect program costs through the financial tracking of separate lines for support services and capital expenditures, in order to assess the balance between direct (assessment and training) and indirect costs. | Quarterly | |||
| The Department is currently determining how to improve newcomer outcomes in a cost-effective manner. This assessment will form part of the Settlement Review. | Q1 2011-12 | |||
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