Halton Newcomer Strategy - Strategic Plan 2020-2025 - Welcome to Halton
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Halton Newcomer Strategy Strategic Plan 2020 -2025
Table of Contents
Message from Halton Regional Chair Gary Carr . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Message from the Halton Newcomer Strategy Steering Committee Co-Chairs . . . . . . . . . . . . . . . . . . . . . . . . 3
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Looking Back: Achievements from 2017-2020. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
The Halton Context: Newcomer Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Strategic Enablers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Strategic Priorities and Population Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Strategic Actions by Population Outcome. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Newcomers are Welcomed. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Newcomers are valued, engaged and connected to their community. . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Newcomers have access to affordable housing.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Newcomers are Supported. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Newcomers feel safe.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Newcomers are healthy.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Newcomer youth feel a sense of belonging. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Newcomers are Employed. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Newcomers are learning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Newcomers are employed to their full potential.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Legislative and Policy Highlights 2017-2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Appendix A: Halton Newcomer Strategy Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Appendix B: 2020-2021 Strategic Actions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Halton Newcomer Strategy • Strategic Plan 2020 -2025 1
Message from Halton Regional Chair Gary Carr Halton Region respects, values and celebrates the diversity of all residents. Newcomers who choose to call Halton home have helped build our great community, bringing new perspectives, invaluable skills, and enhancing the cultural vibrancy of our region. We embrace the contributions of newcomers and welcome everyone to be part of such a great place to live and high quality life. Since 2010, members of the Halton Newcomer Strategy Steering Committee (HNS) have been working together to support the needs of newcomers in Halton. The HNS works closely with more than 90 community partners to help eliminate barriers and develop their Strategic Plan, which identifies and addresses challenges while enhancing opportunities for newcomers. The 2020-2025 Strategic Plan will guide the work of the HNS over the next five years. The Plan focuses on three strategic priorities: newcomers are welcomed, newcomers are supported and newcomers are employed. The actions identified in the Plan will be established annually to ensure it remains responsive to emerging issues and changing needs of newcomers in our community. It will also help us continue to build a welcoming and inclusive region for everyone to enjoy. On behalf of Regional Council, I would like to thank all of our partners on the HNS, Action Groups and partners for their dedication and commitment to inclusivity and opportunity here in Halton. Their important work helps keep our community safe, healthy and welcoming and is ensuring Halton continues to be a great place to live, work, raise a family and retire. Sincerely, Gary Carr Halton Regional Chair 2 Halton Newcomer Strategy • Strategic Plan 2020-2025
Message from the Halton Newcomer
Strategy Steering Committee Co-Chairs
The Halton Newcomer Strategy Steering Committee (HNS) is
pleased to present our 2020-2025 Strategic Plan which will
be used to guide the collaborative’s priorities over the next
five years specific to:
• Education and awareness.
• Research and data collection.
• Broad system planning to support the settlement
and integration of newcomers to Halton.
Since its inception in 2010, the HNS has done extensive Gabriela Covaci Angela Paparizo
work to ensure Halton remains a welcoming and inclusive
community where newcomers can work, live and settle.
In working toward this vision, the HNS is helping to ensure
Halton remains competitive in attracting highly educated and
skilled newcomers who contribute to our local economy and Acknowledgements
bring strength and cultural vibrancy to communities. To date,
the HNS has over 90 members from 40 organizations across This report has been created
its Steering Committee and Action Groups, representing a in collaboration with the
broad range of perspectives and sectors including newcomers, Halton Newcomer Strategy
businesses, government, academic institutions, community Steering Committee and Action
organizations and private citizens. Without the tireless efforts Group Members, community
of our members, the successes achieved by the HNS and its partners and Halton Region.
Action Groups would not have been possible. The Halton Newcomer Strategy
Steering Committee would
Over the last three years, since the introduction of the 2017- like to acknowledge and
2020 Strategic Plan, membership has grown and diversified, thank its funders Immigration,
expanding even further to organizations and businesses Refugees and Citizenship
outside the settlement sector and engaging a broad range Canada and Halton Region
of subject matter experts to inform our work. As a result, the as well as all internal and
reach and community level impact of the collaborative have external stakeholders whose
been significantly expanded. The HNS appreciates the support contributions, through extensive
of the community in implementing its 2017-2020 Strategic consultation, led to the creation
Plan, and is confident that we, as a community, are on the of this Strategic Plan.
road to ensuring Halton continues to be the best place for
newcomers to work, live and settle.
Gabriela Covaci and Angela Paparizo
The Halton Newcomer Strategy Steering Committee Co-Chairs
Halton Newcomer Strategy • Strategic Plan 2020 -2025 3
Executive Summary
Newcomers play a critical role in sustaining our economy and keeping our communities vibrant. They bring
with them great skills, international perspectives, education and experience. With a growing rate of direct
newcomer landings to Halton, it is imperative that the community be prepared to support their changing
settlement and integration needs. In order to accomplish this, it is critical that work be done in collaboration
to effectively identify and respond to emerging issues and trends amidst an ever-changing policy landscape.
Established in 2010, and funded by Immigration, Refugees and Citizenship Canada, with in-kind support
provided by Halton Region, the Halton Newcomer Strategy serves as Halton’s Local Immigration Partnership,
with a mandate to coordinate collaborative action, lead relevant sector research/data and facilitate broader
system planning. The mandate of the HNS is to support a broad range of community stakeholders, to best
plan for and support the needs of newcomers in Halton and address some of these challenges to ensure
Halton continues to be a welcoming and inclusive community.
The HNS is a community owned and led collaborative, drawing expertise from organizations across the
community, striving to ensure that the work and priorities are dictated by the newcomer and community
voice. In adhering to this foundational principle of community-based work, the HNS conducts local,
newcomer specific research and policy analysis to better predict emerging needs and opportunities.
Initial consultations helped the HNS establish its mandate, vision and goals, and identified seven population
outcomes captured under three priority areas, which help to measure the work and community impact.
Through the implementation of the 2017-2020 Strategic Plan, the HNS completed a number of actions
related to local newcomer specific data collection. Through these efforts, a partnership was established
with the Research Chair at Western University to access Longitudinal Immigration Database data. During a
2018 Community Consultation, the results of this data extraction were shared with over 100 members of
the Halton community to inform discussions that would eventually lead to the establishment of indicators to
measure community impact in each of the population outcomes. This work allowed the HNS to set baseline
measures and develop indicator report cards, which will be updated and released to the community as a
measure of success in impacting community level change related to newcomer settlement and integration.
The following seven population outcomes are defined under three strategic priority areas, and form the
backbone of the 2020-2025 Strategic Plan:
Newcomers are Welcomed
• Newcomers are valued, engaged and connected to their community.
• Newcomers have access to affordable housing.
Newcomers are Supported
• Newcomers feel safe.
• Newcomers are healthy.
• Newcomer youth feel a sense of belonging.
Newcomers are Employed
• Newcomers are learning.
• Newcomers are employed to their full potential.
4 Halton Newcomer Strategy • Strategic Plan 2020-2025
Since the completion of the 2017-2020 Strategic Plan, the Halton Newcomer Strategy Steering Committee
has determined that the establishment of strategic actions will be completed on an annual basis to ensure
the plan remains responsive to emerging issues and changing needs as identified by the community and
HNS members during ongoing semi-annual consultation. This plan outlines strategic actions that have
been selected for the 2020-2021 fiscal year, with additional actions to be added annually. As a community
collaborative, this work is rooted in continuous consultation and community engagement to ensure that
the newcomer voice and cross-sectoral perspectives are reflected in the work. The HNS commits to ongoing
consultation and member recruitment to draw upon subject matter experts, and to expand the reach of the
HNS work and build community advocacy.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 5
Background
The Halton Newcomer Strategy Steering Committee
(HNS) was established in 2010 following a
community-wide consultation to discuss gaps, needs Local Immigration Partnership
and opportunities for supporting the settlement and (LIP) goals
integration of newcomers to Halton. This consultation
resulted in a decision by key stakeholders to support • Improve access to and coordination of
Halton Region in putting forward an application settlement services including language
for funding through the Ministry of Citizenship and training and labour market integration.
Immigration Canada (Immigration, Refugees and • Improve labour market outcomes for
Citizenship Canada) to establish a Local Immigration newcomers.
Partnership (LIP) in Halton and perform the duties of
LIP secretariat. • Strengthen regional awareness and capacity
to successfully integrate immigrants.
The Halton Newcomer Strategy Steering Committee
is one of over 70 Local Immigration Partnerships
across the country mandated by the federal
government to provide a collaborative framework
to guide research, policy and partnerships related to
newcomers in a regional context. Local Immigration
The HNS Vision
Partnerships are local collaboratives intended to Halton is an inclusive community that
improve social, economic and civic engagement values diversity and recognizes the mutual
outcomes of newcomers in local communities. These benefits and responsibilities of creating
partnerships are intended to engage representatives environments where newcomers can
of settlement and non-settlement service providers, access supports and thrive.
multidisciplinary subject matter experts, and the
broader community in developing strategies to
improve settlement and integration outcomes
for newcomers. Additionally, Local Immigration
Partnerships work with residents to ensure local
municipalities remain welcoming and inclusive to
newcomers, while continuing to attract skilled and
educated immigrants to support local labour market
gaps and grow economies.
Since 2010, the HNS has led a number of
consultations to ensure that the work continues to
be responsive to the emerging needs of newcomers
in a changing policy landscape, while ensuring that
the voices of newcomers with lived experience,
residents, and settlement and non-settlement
service providers drive the collaborative’s mandate.
A 2017 community consultation welcomed over 100
stakeholders and focused on identifying priorities for
the 2017-2020 Strategic Plan. Further community
consultation conducted in 2018 provided feedback
to the HNS Steering Committee on indicators and
measures of success related to the established
population outcomes. During this consultation, the
6 Halton Newcomer Strategy • Strategic Plan 2020-2025
results of a data extraction through the Longitudinal
Immigration Database were unveiled and used to
inform the discussions. The HNS Mandate
The HNS has made commitments to consult annually The HNS is mandated to collaboratively
with its membership and subject matter experts to plan, promote and advocate for changes
determine actions year over year as a way to keep to make Halton an inclusive community
strategic priorities in line with emerging needs and that effectively delivers responsive
changing policy. The HNS commits to report back services to newcomers residing in Halton,
to the community every two years for feedback on recognizing that the needs will continue
recommended activities. to change and evolve over time.
As a Local Immigration Partnership, the HNS supports The HNS and its associated Action Groups
stakeholders and service providers by providing research actively seek partnership opportunities
and data to inform best practice and continuous service and support local organizations/networks
delivery improvement. By engaging non-traditional that assist newcomers and contribute to
community partners, the HNS raises awareness of welcoming communities. Throughout
the challenges and needs that newcomers face when the planning process, members have
establishing themselves in Halton to allow for better identified and developed partnerships and
settlement and employment outcomes and ensures linkages that leverage resources, build
Halton continues to be a welcoming community and capacity and increase the impact of its
a destination of choice for newcomers. efforts across Halton.
This work will be led by the staff of the HNS
Secretariat and the HNS membership, which is made
up of over 90 subject matter experts from a cross
section of sectors including settlement, education,
health, employment, business, police and government.
See Appendix A for complete membership. Additional
support will be leveraged from newcomers,
stakeholders and employers; a 12-member Youth
Advisory Council; as well as partnerships established
with program areas across Halton.
The HNS is committed to ensuring that new Canadians
settling in Halton experience social engagement, a sense
of belonging, social cohesion and strong citizenship.1
Throughout 2018 and 2019, extensive consultation
took place with members of the Steering Committee
and Action Groups, as well as settlement and non-
settlement partners, the business sector, individuals
with lived experience and all levels of government.
The discussions resulting from these consultations
were used to identify the Strategic Actions for the
2020-2025 Strategic Plan.
1 Esses, Victoria M., Leah K. Hamilton, Caroline Bennett-AbuAyyash, and Meyer Burstein.
“Characteristics of a Welcoming Community.” Citizenship and Immigration Canada, March 2010.
http://p2pcanada.ca/wp-content/uploads/2011/09/Characteristics-of-a-Welcoming-Community-11.pdf
Halton Newcomer Strategy • Strategic Plan 2020 -2025 7
Looking Back: Achievements from 2017-2020
Since the creation of the 2017-2020 Strategic Plan, the HNS has made significant progress and reached
key milestones in building its capacity to support newcomers. Through evidence-based research, tools and
partnerships, the HNS has led the development of key initiatives that continue to support newcomers and
the stakeholders that support them. The following is a comprehensive list of the HNS’s successes from
2017-2020.
Resident participation in HNS events has grown.
• Through two recognition events, four community consultations, e-mentoring focus groups, and an
immigration training event, the HNS engaged over 1,200 community members in 2017/18.
Digital engagement with the community has grown.
• The HNS e-blast, which provides updates on newcomer events, policy, news and research, had 1,582
subscribers. HNS social media accounts had a combined 1,212 followers.
• The HNS has two websites, welcometohalton.ca and haltonnewcomerstrategy.com, which had
combined annual visitor hits of over 1.5 million with the majority of visits being direct and not linked
from outside sites.
The HNS participated in 20 community groups and networks, and established a structured toolkit to facilitate
more efficient and effective two-way information sharing between the HNS membership and community
partnerships in Halton.
In addition, the following tools and resources were established to support the work of the HNS:
• Orientation materials for new members.
• A community partnership information sharing tool.
• An on-line community events calendar.
• 2018 Newcomer Hero videos.
• A Youth Advisory Council.
• 2018 Newcomer Recognition Event Book.
• 2020 Data Posters.
Opportunities to increase the capacity of community
partners were provided to HNS members through
the following events:
• A newcomer youth lived-experience panel
discussion.
• Local faith-based/ethnocultural leader panel
discussion.
• Covid-19 – Navigating Re-Opening: Supports &
Challenges Webinar for businesses and organizations.
• Mental Health Newcomer Trauma Training.
• Unpacking Anti-Black Racism Training.
• Halton Context: Data and Implications.
8 Halton Newcomer Strategy • Strategic Plan 2020-2025
The Halton Context: Newcomer Data
Newcomer Population
Statistics Canada defines newcomers or recent immigrants as landed immigrants2 who came to Canada up to
five years prior to a given census year. For the 2016 Census, newcomers are landed immigrants who arrived
in Canada between January 1, 2011 and Census Day, May 10, 2016.
The newcomers in Halton include immigrants who lived in Halton upon their first arrival in Canada,
immigrants who arrived in Canada and subsequently moved to Halton and immigrants who moved away
and returned to Halton.
In 2016, there were over 160,000 immigrants residing in Halton, they represent about 30 per cent of the
total population of 548,435. The percentage of immigrants in Halton is higher than the provincial average
of 29 per cent and national average of 22 per cent.
About 87 per cent of these immigrants settled in Halton before 2011. The remaining 13 per cent or 20,480
immigrants arrived and lived in Halton between 2011 and 2016 and are considered the newcomers.
In addition to immigrants, Halton is home to many international students with active student permits to
study in Canada. Between 2004 and 2013, over 3,000 international students studied in Halton. The average
student permit was between 2.2 and 2.6 years.3
2 A
landed immigrant (permanent resident) is a person who has been granted the right to live in Canada permanently by
immigration authorities.
3 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 9Place of Birth
Since the 1970s, the main source of immigrants to Canada has shifted from Europe to non-European
countries. In 1971, about 60 per cent of recent immigrants were from European countries; in 2016, the
percentage dropped to 12 per cent.
Between 1961 and 1970, over three-quarters (78.6 per cent) of immigrants to Halton came from European
countries. Over 60 per cent of newcomers who arrived in Halton between 2011 and 2016 came from Asia,
15 per cent from the Americas, 13 per cent from Europe and 12 per cent from Africa.
Close to half (46 per cent) or 9,500 newcomers came from five countries, four in Asia (China, India,
Philippines and Pakistan) and one from Africa (Egypt). China has edged out India as the top country of birth
since 2006.4
Figure 1: Percentage Distribution of Newcomers by Country of Birth, Halton, 2016 5
Korea, South Other countries
2% 38%
Iraq
4% China
11%
United Kingdom
4% India
Egypt 11%
United States 7% Pakistan Philippines
5% 9% 9%
Community Development Halton/Source: Statistics Canada, 2016 Census
4 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
5 Community Development Halton/Source: Statistics Canada, 2016 Census.
10 Halton Newcomer Strategy • Strategic Plan 2020-2025Age Distribution
Newcomers are younger than the general population with a median age of 34.6 years (for example, half of
the newcomers are over 34.6 years of age and the other half are under 34.6 years) compared to 40.5 years
for the general population.
Over one in five (22 per cent) newcomers are less than 15 years of age. Less than one in ten (8.3 per cent)
newcomers are over 65 years old compared to 15 per cent for the general population.6
Figure 2: Age Pyramid, Halton, 20167
85+
Total population
80-84
Newcomer
75-79
70-74
65-69 Male Female
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
8 6 4 2 0 2 4 6 8
% population
Community Development Halton/Source: Statistics Canada, 2016 Census
6 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
7 Community Development Halton/Source: Statistics Canada, 2016 Census.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 11Admission Category
Between 1980 and 2016, about two-thirds (66 per cent) of all newcomers to Halton were economic
immigrants. They were selected for their skills and ability to contribute to Canada’s economy.
The economic immigrant category includes skilled workers, business immigrants, provincial or territorial
nominees, live-in caregivers and Canadian Experience Class (for example, skilled workers who have Canadian
work experience and want to become permanent residents).
About two-thirds of the economic immigrants to Halton were secondary applicants which include immigrants
who were a married spouse, common-law or conjugal partner or dependent of the principal applicant on
the application for permanent residence. About 5,500 of these economic immigrants were family members
sponsored by a Canadian citizen or permanent resident living in Canada.
Halton also received 1,200 refugees between 2011 and 2016.8
Figure 3: Newcomers by Admission Category and Applicant Type, Halton, 1980-20169
Other immigrants,
165 – 1%
Refugees
1,200 – 6%
Economic Principal Secondary
Immigrants applicants applicants
sponsored immigrants
13,640 4,610 9,030
by family 22% 44%
5,485 66%
27%
Community Development Halton/Source: Statistics Canada, 2016 Census
8 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
9 Community Development Halton/Source: Statistics Canada, 2016 Census.
12 Halton Newcomer Strategy • Strategic Plan 2020-2025Strategic Enablers
To improve outcomes for newcomers residing in Halton, a number of foundational enablers exist that are
critical to supporting the achievements of the HNS’s 2020-2025 Strategic Plan. Without the following
key enablers, the HNS will not improve outcomes to make Halton an even more welcoming and inclusive
community for newcomers.
Newcomer Voice
To help develop future priorities and activities, more understanding is needed of the newcomer experience
from their own perspectives. Furthermore, the service delivery sector needs to understand these perspectives
and embed them into program planning and delivery to best support integration into the Halton community.
The HNS has ensured that its work continues to be informed by newcomers themselves, and as a result
newcomer attendance at Community Consultations has increased.
Communication
Communication, marketing and outreach across the region will continue to raise the level of awareness about
the needs and supports available to newcomers and refugees. The HNS’s e-blast has become an effective tool
for sharing information about upcoming programs and events, the release of research and data, and links to
articles in the media that are relevant to the field.
Partnerships
Partnerships are critical to providing a holistic approach to supporting newcomers. Although collaboration
in this sector is improving, there is more work to be done through actively engaging partners beyond the
settlement sector, including private-sector companies, volunteer/faith-based organizations and private
citizens. Since 2017, the HNS has made significant strides around member recruitment, and has established
a mechanism for better information sharing and a shared member responsibility for representation at
community partnership meetings across sectors to ensure that updates are provided broadly and duplication
is reduced.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 13Research and Measurement While developing metrics that capture newcomer specific information is a challenge, it is a priority. Since 2017, extensive work has been done around the procurement of local, newcomer specific data. The HNS has worked with community partners to identify additional, and non-traditional sources of data, has encouraged partners to capture data specific to newcomers, and has leveraged data sharing opportunities with a number of stakeholders. In 2020, a comprehensive data report was completed that captures data from a wide range of sources including recently acquired Longitudinal Immigration Database data, resulting from a partnership with the Research Chair at Western University. This report is a first step in consolidating newcomer specific data that is relevant to Halton, making it widely accessible and collected in one place, and takes steps in eliminating fragmentation in newcomer research. Finally, this report represents progress toward inter-disciplinary data sharing, recognizing the intersectional experiences of newcomers to Halton. Capacity Building With rapidly changing community demographics, capacity building across the settlement sector remains a critical priority in areas such as relevant professional development for frontline staff, examining best practices from other communities and increasing awareness and knowledge of non-settlement supports and services. 14 Halton Newcomer Strategy • Strategic Plan 2020-2025
Strategic Priorities and Population Outcomes
The following table highlights the strategic priorities and population outcomes identified by the Halton
Newcomer Strategy Steering Committee, along with the Action Group responsible for ensuring activities
associated with each of the population outcomes are completed.
Strategic Priority Population Outcome Action Group
Newcomers are Welcomed Newcomers are valued, engaged Civic Engagement
and connected to the community.
Newcomers have access to Housing
affordable housing.
Newcomers are Supported Newcomers feel safe. Civic Engagement
Newcomers are healthy. Health and Wellness
Newcomer youth feel a sense Youth
of belonging.
Newcomers are Employed Newcomers are learning. Education and Employment
Newcomers are employed to their Education and Employment
full potential.
Strategic Actions by Population Outcome
The following sections of this report provide an overview of indicators measuring the extent to which the HNS
is achieving its outcomes and highlights the actions that have been committed to for the 2020-2021 fiscal year.
In place of developing a long-term plan of action, the Halton Newcomer Strategy Steering Committee has
committed to annual activities to support the advancement of population outcomes. Annual activity plans will
ensure the work continues to be informed by emerging community needs, allowing opportunities to shift focus
based on a changing legislative and policy landscape and enhanced access to local newcomer specific data.
Actions will continue to be informed by feedback from community consultations, subject matter experts, and
front-line staff as well as members of the HNS, and will be updated and shared on an annual basis.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 15Newcomers are Welcomed
Newcomers are valued, engaged and connected to their community.
How well are we doing?
The HNS has identified the following indicators to determine how well the community is doing at making
newcomers feel valued, engaged and connected to their community:
• Newcomers report that they participate in community programs.
• Newcomers report feeling valued, engaged and connected to their community.
• Newcomers indicate civic participation.
This data is currently not available. A survey will be administered in 2022 and 2024, where this data will
be collected and used to establish a baseline.
In the absence of this data, the following data related to immigrant mobility provides an overall depiction
of newcomers’ feelings of value, engagement and connection to their community. Immigrant mobility is an
important measure of a community’s ability to attract and retain newcomers, and can be a strong indicator
of how well newcomers feel connected to the community after arrival.
Figure 4: Direct, Secondary and Out-Migrants, Halton10
690
Direct Migrants
1994 1,070 Secondary Migrants
805 Out-Migrants
1,245
2004 4,565
1,945
1,465
2014 7,700
4,240
# person
• DCommunity
irect Migrants: Immigrants who settled in Halton upon arrival in Canada.
Development Halton/Source: Statistics Canada, Longitudinal Immigration Database (IMDB)
• Secondary Migrants: Immigrants who moved to Halton after settling somewhere else upon arrival in Canada.
• Out-Migrants: Immigrants who settled in Halton upon arrival Canada then left Halton to settle in other
parts of Canada.
10 Community Development Halton/Source: Statistics Canada, Longitudinal Immigration Database (IMDB).
16 Halton Newcomer Strategy • Strategic Plan 2020-2025• In each of the reference years, there were
more secondary migrants than direct migrants,
meaning that more newcomers land elsewhere
Implications
in Canada, before settling in Halton. This data demonstrates that while Halton
• In 1994, for each direct migrant, there were 1.6 does well in retaining immigrants and
secondary migrants. By 2014, that ratio increased attracting newcomers who have landed
to 5.3. in surrounding municipalities, more
work can be done to attract those in
• In 2014, approximately three-quarters of the the pre-arrival stages of immigration to
secondary migrants to Halton came from Peel increase the number of direct landings.
(50.4%) and Toronto (23.1%). Furthermore, newcomers who come to
• Over time, more immigrants are staying in Halton through secondary migration are
Halton than leaving Halton. more likely to have received settlement
services elsewhere, and opportunities exist
• In 1994, out-migration represents 45.7% to improve referral pathways with partners
of direct and secondary migration. The ratio outside of Halton to support those arriving
dropped to 33.4% in 2004, but rose to 46.2% in through secondary migration in accessing
2014. The majority (90%) of these out-migrants and understanding services.
went to other parts of Ontario. In 2014, there
were over 4,200 out-migrants compared to 805
out-migrants in 1994.11
2020 -2021 Actions to be taken to
improve outcomes
An analysis of legislative and policy changes overlaid
with local demographic shifts, was used to inform
Steering Committee priorities and to narrow the scope
of subsequent community consultation discussions.
The culmination of this research and consultation has
led to the following strategic actions:
• Leverage the HNS E-blast, social media, and
member networks to promote community-
wide events to the newcomer population, and
promote culturally specific events to the broader
community, with the goal of promoting diversity
and inclusion among residents.
• As part of a phased in approach to implementing
Halton For All actions, develop tools and
resources to be shared with community partners
in support of a community-wide campaign.
(Halton for All is a public education campaign
that, once implemented, will celebrate diversity
and aims to reduce racism and discrimination.)
11 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 17Newcomers have access to affordable housing.
How well are we doing?
According to the Canada Mortgage and Housing Corporation (CMHC), a household is in “core housing
need” if its housing condition falls below at least one of the adequacy, affordability and suitability standards
and the household would have to spend 30 per cent or more of its total before-tax income to pay the median
rent of alternative local housing that is acceptable (for example, meets all three housing standards).
Adequacy, Affordability and Suitability Standards, are defined by the CMHC as:
• Adequate housing is housing not requiring any major repairs.
• Affordable housing costs are less than 30% of the total before-tax household income.
• Suitable housing has enough bedrooms for the size and composition of resident households.
Based on the standards identified by the CMHC, the HNS has identified the following indicators to determine
how well the community is doing at ensuring that newcomers have access to affordable housing:
• Newcomers live in adequate dwellings based on the number of family members and bedrooms.
• Newcomers spend less than 30% of their household income on housing.
Figure 5: Proportion of Population by Core Housing Need, Halton, 2016 12
23.4%
Below at least one standard
59.6%
17.1%
Unaffordable
48.4%
4.6%
Unsuitable
17.6%
4.0% Non-immigrants
Inadequate
2.6% Newcomer
% population
Community Development Halton/Source: Statistics Canada, 2016 Census
• Close to half (48.4%) of all newcomers in Halton are living in unaffordable housing.
• Newcomers to Halton are also four times more likely than the general population to live in housing
without enough bedrooms.13
12 Community Development Halton/Source: Statistics Canada, 2016 Census.
13 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
18 Halton Newcomer Strategy • Strategic Plan 2020-2025Figure 6: Proportion of Newcomers by Core Housing Need and Period of Immigration, Halton14
70%
Major repairs needed (adequacy)
60% Not enough bedrooms (suitability) 59.6%
Spent 30% or more of household income on shelter costs (affordability)
50% Below at least one standard
48.4%
% population
40%
30%
20%
17.6%
10%
2.7%
0%
Before 1991 1991-2000 2001-2005 2006-2010 2011-2016
• Over half (59.6%) of Halton’s newcomers reside in homes that fall below at least one core housing
need, compared to 23.4% for the non-immigrant population.
2020 -2021 Actions to be taken
to improve outcomes Implications
An analysis of legislative and policy changes overlaid To remain an attractive place for newcomers
with local demographic shifts, was used to inform to settle and raise a family it will be
Steering Committee priorities and to narrow the important to work with community partners
scope of subsequent community consultation to ensure there is an adequate supply of
discussions. The culmination of this research and affordable housing that is suitable for larger
consultation has led to the following strategic actions: multigenerational families. Opportunities also
exist to engage housing providers to reduce
• Conduct a cross-jurisdictional scan of resources
social isolation in newcomer seniors, by
and tools to promote education and awareness
connecting with those who are residing with
of tenant rights and responsibilities for inclusion
family to ensure they have access to programs
in the HNS E-blast and portal.
and services, and pathways to connect with
• Explore opportunities to share existing training their community. Additionally, to ensure
resources with partners and newcomers to newcomers are in suitable housing, it will be
Halton. important to work with community partners
to educate newcomers on tenant rights,
including issues related to maintenance and
repair, evictions, and deposits.
14 Community Development Halton/Source: Statistics Canada, 2016 Census.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 19Newcomers are Supported
Newcomers feel safe.
How well are we doing?
The HNS has identified the following indicators to determine how well the community is doing at ensuring
that newcomers feel safe:
• Newcomers do not feel that crimes against Canadian newcomers are a problem in Halton.
• Newcomers report they feel safe in their community.
• Newcomers report they trust police.
Data regarding whether newcomers feel safe in their community and whether newcomers trust police is
currently not available. A survey will be administered in 2022 and 2024, where this data will be collected and
used to establish a baseline.
While data related to these two indicators are not currently available, the Halton Regional Police Service
distributed a survey to gauge the opinions of residents on policing matters. Six hundred and sixty-four (664)
responses were received. This represents a response rate of 28.2 per cent. Newcomers were also asked to
participate in the survey in order to gain a newcomer’s perspective on crimes against newcomers and perceived
problems in community. The majority (87 per cent) of all respondents to the survey indicated that they do
not feel crimes against newcomers are a problem in Halton. Less than one-third (27.9 per cent) of newcomer
respondents feel otherwise.
20 Halton Newcomer Strategy • Strategic Plan 2020-2025Figure 7 provides a comparison of perceived problems in the community as reported by newcomers and
the broader community.
Figure 7: Perceived Problems in Community, Halton, 2016 15
Drugs in schools 36%
Aggressive or careless driving 36%
Residential break-in 33%
Distracted driving 33%
Fraud 30%
Drinking and driving 30%
Internet/cybercrime
Noisy parties
School violence
Youth loitering
Theft of cars
Addiction/mental health
Thefts from cars
Vandalism
Hate crime
Youth gang activity
Family violence
Drug-related crime
Assault
Prostitution
Armed robberies Newcomers
Lack of crime prevention
Broad community
Business break-in
0% 10% 20% 30% 40% 50% 60% 70%
% population
2020 -2021 ActionsCommunity
to be Development
taken Halton/Source: Halton Regional Police Community Survey, 2016
to improve outcomes Implications
An analysis of legislative and policy changes It will be important for the Halton Newcomer Strategy
overlaid with local demographic shifts, was used to focus on data collection around newcomer feelings
to inform Steering Committee priorities and to of safety in order to better understand the top
narrow the scope of subsequent community priorities related to this outcome. In evaluating the
consultation discussions. The culmination of this results of the police survey, many of the perceived
research and consultation has led to the following community problems where the newcomer priority
strategic actions: or level of concern far exceeds that of the general
population, relate to issues often associated with
• Identify strategies used by HNS partner youth, such as drugs in schools, school violence, youth
agencies to understand how trusting loitering and youth gang activity. In most other areas,
relationships are being built between first newcomers view the issues as problematic to a lesser
responders and the broader community. extent than the broader community. Opportunities
• Leverage tools/resources used by partner exist to work with parents as they support their
agencies to promote among the newcomer children in navigating a new school system, making
population. new friends, and understanding a new culture.
15 Community Development Halton/Source: Halton Regional Police Community Survey, 2016
Halton Newcomer Strategy • Strategic Plan 2020 -2025 21Newcomers are healthy.
How well are we doing?
The HNS has identified the following indicators to determine how well the community is doing at ensuring
that newcomers are healthy:
• Frequency of use of healthcare services.
• Newcomers report overall good health.
• Healthy body mass index.
This data is currently not available. A survey will be administered in 2022 and 2024, where this data will be
collected and used to establish a baseline.
In the absence of this data, the following data related to knowledge of official languages provides some insight
into newcomers’ overall health. Research has shown the inability to communicate in one of Canada’s official
languages becomes a barrier to full participation in many opportunities including the labour market, education,
social, civic and community activities.16 Indicators that measure the overall health and wellness of immigrants are
often correlated to outcomes related to employment, financial security, social connectivity and support systems.
Imperative to these correlating factors is language competency. In the absence of data that would directly
support indicators of health and wellness, knowledge of official languages can help us to make assumptions
about a newcomer’s overall settlement and integration, which as a result has an impact on health.
Figure 8: Proportion of population by knowledge of official languages, Halton, 201617
83.6%
English only
89.0%
0.2%
French only
0.1%
7.8%
English and French
9.7%
8.4% Newcomers
Neither English nor French
1.3% Total population
% population
Community Development Halton/Source: Statistics Canada, 2016 Census
• In Halton there is a higher proportion of newcomers speaking French only than the total population.
• About 8% of newcomers can speak both English and French.
• In Halton, approximately 1,700 newcomers do not speak English or French.18
16 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
17 Community Development Halton/Source: Statistics Canada, Longitudinal Immigration Database (IMDB).
18 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
22 Halton Newcomer Strategy • Strategic Plan 2020-2025Figure 9: Median Employment Income by Knowledge of Official Language and Years Since Landing,
Halton (2004 cohort)19
$70,000
English $62,693
$60,000 French
Both
$50,000 Neither $43,481
$40,000 $30,335
$31,946
$30,000
$23,545
$20,000 $13,725
$27,302
$10,000
$0
$0
0 1 2 3 4 5 6 7 8 9 10
Years since landing
• Immigrants residing in Halton with no
knowledge of either official language Implications
represent about 22% of the cohort, and
earned an income of about 60% of their Knowledge of official languages has an impact
English-speaking counterparts 10 years on earning potential years after landing. It will
since landing.20 be important to build an awareness of language
programs among newcomers to Halton who
are not receiving settlement supports. While the
number is relatively low, there are also a larger
number of newcomers to Halton who speak only
French compared to the general population. It
will be important to work with French language
service providers to ensure equal access to
supports for this population. About 5,500
immigrants were family members sponsored by a
Canadian citizen or permanent residents living in
Canada. It is important to work with newcomers
who are already connected to the labour market
to raise awareness of supports available to
dependents.
19 Community Development Halton/Source: Statistics Canada, Longitudinal Immigration Database (IMDB).
20 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 232020 -2021 Actions to be taken to improve outcomes
An analysis of legislative and policy changes overlaid with local demographic shifts, was used to inform
Steering Committee priorities and to narrow the scope of subsequent community consultation discussions.
The culmination of this research and consultation has led to the following strategic actions:
• Explore partnerships with health and mental health agencies, settlement service providers, and
cultural/faith-based leaders to collect questions and common misconceptions around cannabis use
from newcomers to Halton. Utilize feedback to work with partners in delivering a cannabis education
webinar tailored to newcomers. Leverage the HNS E-blast to distribute recordings of the webinar for
use by community partners.
• Work with settlement service providers and faith-based/cultural leaders in the community to identify
locations of culturally specific food banks, and develop a list of in-demand food bank items. Work to
promote existing foodbanks offering culturally appropriate foods, and build awareness of the need for
culturally appropriate food donations in the broader community and among food security partners.
• Identify physical and mental health organizations in Halton that offer education and awareness of
programs, supports and resources to improve access to healthcare in Halton. Explore opportunities
to promote webinars and share resources in HNS E-blast and among community partners to build
awareness among service providers and newcomers in Halton.
24 Halton Newcomer Strategy • Strategic Plan 2020-2025Newcomer youth feel a sense of belonging.
How well are we doing?
The HNS has identified the following indicators to
Implications
determine how well the community is doing at ensuring With more than one in five newcomers
that newcomer youth feel a sense of belonging: being under the age of 15, it will
• Newcomer youth and parents report feeling safe be important to focus efforts on
in school. supporting the unique needs of this
• Newcomer youth who report feeling a sense of growing population. It will be important
belonging. to leverage opportunities to involve
• Newcomer youth of working age are employed. newcomer youth in identifying gaps,
needs and opportunities, and to feel
This data is currently not available. A survey will be their voice is heard.
administered in 2022 and 2024, where this data will be
collected and used to establish a baseline. As previously
indicated in Figure 2, over one in five (22%) newcomers
are less than 15 years of age. In Halton, children (under
17 years of age) in newcomer families have the highest
poverty rate (41%) among other major age groups.21
2020 -2021 Actions to be taken to improve outcomes
An analysis of legislative and policy changes overlaid with local demographic shifts, was used to inform
Steering Committee priorities and to narrow the scope of subsequent community consultation discussions.
The culmination of this research and consultation has led to the following strategic actions:
• Compile member and newcomer youth feedback related to a newcomer youth buddy program, and
take steps to transition the program to be delivered virtually. Work with HNS members to establish roles
and responsibilities in overseeing the program and reach out to community organizations to partner in
promotion. Following a pilot, collect feedback from members and participants to identify next steps.
• Work with Youth Advisory Council (YAC) members to identify opportunities for newcomer
youth members to provide feedback on Strategic Action implementation, identifying a two-way
communication strategy between the Action Group, Steering Committee and YAC. Leverage Youth
Advisory Council members to identify a communication strategy and delegate responsibility for building
awareness of newcomer tools, resources and the work of the HNS among their peers, while facilitating
guest speakers to improve communication between the YAC and existing youth leadership tables in
Halton.
• Youth Advisory Council members to develop a plan for collecting feedback from newcomer youth
at the post-secondary level to understand emerging issues and opportunities to better support the
newcomer youth population.
21 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 25Newcomers are Employed
Newcomers are learning.
How well are we doing?
The HNS has identified the following indicators to determine how well the community is doing at
ensuring that newcomers are learning:
• Newcomers graduate from high school and post-secondary school institutions.
• Foreign trained newcomer professionals are engaged in credentialing programming.
• Newcomer youth pursue post-secondary education after high school graduation.
This data is currently not available. A survey will be administered in 2022 and 2024, where this data will
be collected and used to establish a baseline. While the above noted indicators are currently not available,
the following provides an overview of the educational attainment of newcomers to Halton.
Figure 10: Newcomers (25-64 years) by Educational Attainment, Halton, 201622
University certificate, diploma or 43.1%
degree at bachelor level or above 66.4%
University certificate or diploma 2.7%
below bachelor level 4.8%
College, CEGEP or other 24.4%
non-university certificate or diploma 11.0%
Apprenticeship or trades 4.5%
certificate or diploma 2.2%
Secondary (high) school diploma 20.1%
or equivalency certificate 11.5%
Total Population
5.2%
No certificate, diploma or degree Newcomer
4.1%
% population
Community Development Halton/Source: Statistics Canada, 2016 Census
• Overall, newcomers to Halton are highly skilled and educated. In 2016, about two-thirds (66.4%)
of newcomers to Halton aged 25-64 had a university certificate, diploma or degree at the bachelor
level or above compared to 43.1% for the general population in the same age group.23
22 Community Development Halton/Source: Statistics Canada, 2016 Census.
23 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
26 Halton Newcomer Strategy • Strategic Plan 2020-2025Figure 11: Proportion of Secondary/Out-migrants by Education Qualifications, Halton24
Bachelor or higher
Secondary migrants
2014 43.2% 14.9% 33.2% 8.7%
College, trades
High school or less
2004 36.0% 21.2% 38.2% 4.5%
None
1994 13.2% 32.1% 52.2% 2.5%
2014 32.7% 16.5% 40.3% 10.5%
Out-migrants
2004 28.3% 20.1% 44.5% 6.7%
1994 18.9% 32.1% 46.2% 2.8%
% population
• In addition to attracting highly educated
immigrants, Halton also does well in Implications
retaining highly educated newcomers who
land in our community. The percentage While Halton does well in attracting highly
of out-migrants, leaving Halton with a educated newcomers, more can be done to
bachelor’s degree or higher at the time of support newcomers who arrive in Halton with
landing is lower than the percentage of lower levels of education.
those moving to Halton.
It is imperative that the HNS works with
• As shown above, Halton was able to retain employers, community organizations and post-
more highly educated migrants landing in secondary institutions to ensure newcomers
2004 and 2014.25 have access to higher education, training and
upskilling programs. Additional work should be
done to build an awareness and understanding
of financial supports available to newcomers
who wish to go back to school. Each of these are
critical to ensuring newcomers who land in Halton
are able to find meaningful employment with
opportunities for career growth.
It will also be increasingly important for Halton
employers to understand and place value on
international credentials to ensure highly educated
newcomers are working in jobs commensurate
with their skills and experience. This will
enable our local economy to benefit from the
tremendous skill and experience newcomers bring
and maintain job satisfaction.
24 Community Development Halton/Source: Statistics Canada, Longitudinal Immigration Database (IMDB).
25 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 272020 -2021 Actions to be taken to improve outcomes
An analysis of legislative and policy changes overlaid with local demographic shifts, was used to inform
Steering Committee priorities and to narrow the scope of subsequent community consultation discussions.
The culmination of this research and consultation has led to the following strategic actions:
• Work with partners delivering legal education to promote webinars to HNS partners around rights
and responsibilities of employees so that service providers are better positioned to advocate for
newcomer clients.
• Leverage the HNS E-blast to promote existing education series, tools and resources for newcomers
to understand their rights and responsibilities under employment law.
28 Halton Newcomer Strategy • Strategic Plan 2020-2025Newcomers are employed to their full potential.
How well are we doing?
The HNS has identified the following indicators to determine how well the community is doing at ensuring
that newcomers are employed to their full potential:
• Newcomers report working in the field in which they were educated.
• Newcomers with Bachelor of Arts degree or higher are working in a job requiring more than high
school education.
• Newcomers are earning a living wage.
Data regarding whether newcomers are working in the field in which they were educated and whether
newcomers with a Bachelor of Arts degree or higher are working in a job requiring less than high school
education is currently not available. A survey will be administered in 2022 and 2024, where this data will
be collected and used to establish a baseline.
The following figures provide an overview of the income levels of newcomers compared to the general
population, the median employment income by immigration class and years since landing as well as the
types of occupations held by newcomers compared to the general population.
Figure 12: Percentage Distribution of Newcomers by Total Income, Halton, 201526
35%
33.1%
Newcomers
30%
Total Population
25%
% population
20% 18.0%
15% 12.9%
10% 9.2% 6.3% 4.9%
4.1%
2.6% 2.3%
2.2%
5% 2.6% 2.0%
0%
Under $10- $20- $30- $40- $50- $60- $70- $80- $90- $100- $150K
$10K $19K $29K $39K $49K $59K $69K $79K $89K $99K $149K & Over
Community Development Halton/Source: Statistics Canada, 2016 Census
• In 2015, the median total income for newcomers aged 15 and over residing in Halton was $19,487.
• About one third (33.1%) of these newcomers earned less than $10,000 compared to 14.6% for
the general population.27
26 Community Development Halton/Source: Statistics Canada, 2016 Census.
27 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
Halton Newcomer Strategy • Strategic Plan 2020 -2025 29Figure 13: Median Employment Income by Education and Years Since Landing Halton
(2004 cohort)28
$60,000 Bachelor or higher
College, trades
$56,854
$50,000 High school or less
None
$40,000
$44,457
$30,970
$30,000 $26,150
$18,707
$20,000
$16,091
$10,000
$10,530
$10,314
$0
0 1 2 3 4 5 6 7 8 9 10
Years since landing
• Immigrants
Communityin Halton with
Development a bachelor
Halton/Source: degree
Statistics or above,
Canada, have
Longitudinal the highest
Immigration entry
Database employment income and
(IMDB)
highest median employment income, 10 years after landing, increasing 83.5% over the ten-year period.29
Figure 14: Proportion of Labour Force by Occupation, Halton, 201630
Sales and service 22.2%
25.1%
Business, finance and admin 17.8%
16.0%
Management 16.1%
13.5%
Education, law and social, community serv 12.1%
11.0%
Trades, transport, equipment operator 9.5%
7.3%
Natural and applied sciences 8.8%
13.6%
Health 5.6%
4.7%
Art, culture, recreation and sport 3.4%
2.6%
3.4%
Manufacturing and utilities Total population
5.3%
1.2% Newcomers
Natural resources, agriculture
0.8%
0% 5% 10% 15% 20% 25% 30%
% Labour force
Community Development Halton/Source: Statistics Canada, 2016 Census
28 Community Development Halton/Source: Statistics Canada, Longitudinal Immigration Database (IMDB).
29 Halton Newcomer Strategy & Community Development Halton, Report on Newcomers in Halton, 2019.
30 Community Development Halton/Source: Statistics Canada, 2016 Census.
30 Halton Newcomer Strategy • Strategic Plan 2020-2025You can also read
